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Adam Blackie MBA ACMA a.blackie@websmartgroup.co.uk

Adam Blackie MBA ACMA a.blackie@websmartgroup.co.uk. Management Skills for Archivists and Records Managers Session - Change Management and Advocacy 23 February 2011 10.00 – 11.00 Birkbeck College lecture theatre B04. Change Management. People and Individuals Leadership of Change

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Adam Blackie MBA ACMA a.blackie@websmartgroup.co.uk

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  1. Adam BlackieMBA ACMA a.blackie@websmartgroup.co.uk Management Skills for Archivists and Records Managers Session - Change Management and Advocacy23 February 2011 10.00 – 11.00Birkbeck College lecture theatre B04

  2. Change Management People and Individuals Leadership of Change Groups and Teams Summary Reasons for change - Restructure - Culture - Merger/Acquisition

  3. INDIVIDUAL CHANGE (Theory Types) BEHAVIOURAL (Changes what you do) COGNITIVE (Motivating for results) PSYCHODYNAMIC (What’s going on for you) HUMANISTIC PSYCHOLOGY (Maximising your own potential)

  4. COMPETENCE (Gestalt Style)

  5. Learning Cycle (Kolb style) Experience (Start here) Experiments Reflection Theories (or Start here) Encourage New Activities Design Toolkits to experiment Question and Analyse what is going on Research new ideas

  6. Motivation “People do things because they want to” – Adam Blackie 2007 • Behavioural Theories: ( Changing what you do ) • Theory ‘X’ & Theory ‘Y’ – McGregor 1960 (Stick & Carrot?) 2. Hygiene Factors and Motivators – Herzberg 1950 -1960 (Removing Barriers?)

  7. Motivation (B) Cognitive Theories: ( Motivating for results ) Aaron Beck – 1970 SELF CONCEPT & VALUES BELIEFS ATTITUDES FEELINGS BEHAVIOUR RESULTS

  8. (C) Psychodynamic: ( Whats going on for you? )1. Reactions to change – Kubler - Ross 1969 SELF ESTEEM Denial Anger Acceptance Bargaining Depression TIME

  9. (C) Psychodynamic: ( Whats going on for you? )2. Reactions to change – Adams, Hayes & Hopson 1976 SELF ESTEE M CONF IDENCE MORALE Integration Discovery Denial Experimentation Anger Shock Acceptance Bargaining Depression TIME

  10. (C) Psychodynamic: ( Whats going on for you? )3. Reactions to change – Satir 1991 & see also Wernberg 1977 NEW STATUS QUO PERFORMANCE FOREIGN ELEMENT IDEAS INTEGRATION PRACTICE OLD STATUS QUO CHAOS TIME

  11. (D) Humanistic Approach: ( Maximising your own potential )1. Hierarchy of Needs – Maslow 1970 Self Actual-isation Self Esteem Needs Love and Belonging Needs Safety Needs Physiological Needs

  12. (D) Humanistic Approach: ( Maximising your own potential ) 2. Gestalt Approach to Change – Fritz Perls 1976 AWARENESS ENERGY/ACTION CONTACT RESOLUTION (ANALYSIS/ DATA) (MOBILISE) (OTHERS/ TEAMS) (DO STUFF) “Get out of your mind and come to your senses” – Fritz Perls

  13. PEOPLE & PERSONALITIES Personality Types – Myers Briggs (E) Extraversion Intraversion (I) (S) Sensing Intuition (N) (T) Thinking Feeling (F) (J) Judging Perceiving (P) Useful Change Groups IS = Thoughtful Realists – cautious and careful– “If it isn’t broke don’t fix it” IN = Thoughtful Innovators – generates new ideas – “Let’s think ahead” ES = Action Oriented Realist – energy and enthusiasm – “Let’s just do it” EN = Action Oriented Innovators – enthusiastic for change – “Let’s change it”

  14. PEOPLE & PERSONALITIES Personality Types - LIFO – Life Orientation Preferences “people prefer some behavioural styles more than others.” (SG) The supporting / giving-in orientation - Harmony (CT) The controlling / taking-over orientation- Action (CH) The conserving / holding-on orientation- Reason (AD) The adapting / dealing-away orientation – Excellence Some are more change oriented than others.

  15. People and Individuals Summary Changing values and behaviours Achieving a change affects three dimensions of the individual Physical People need to be competent in a new way of working Intellectual There is a clear rationale for the proposed changes that makes standing still not an option Emotional Change is understood to be an urgent need

  16. Change Management People and Individuals Leadership of Change Groups and Teams Summary

  17. MANAGING CHANGE. “Those who make it happen.Those who let it happen.Those who wonder what happened” - ANON

  18. MANAGING CHANGE. 1. 5 factors in responding to change – Cameron & Green 2004 3. ORGANISATIONAL HISTORY 4. TYPES OF INDIVIDUALS 2. CONSEQUENCES OF CHANGE RESPONSE TO CHANGE 1. NATURE OF CHANGE 5. INDIVIDUAL HISTORIES

  19. MANAGING CHANGE 2. Schein’s Model – Lewin / Schein 1980 - 2000 UNFREEZE: CREATE MOTIVATION TO CHANGE LEARNING: NEW CONCEPTS (AND NEW MEANINGS FOR OLD CONCEPTS) REFREEZE: INTERNALISING NEW CONCEPTS AND CHANGE

  20. LEADERSHIP Business Goals OUTCOMES LEADERSHIP INTERESTS EMOTIONS Influence, Authority & Power Enable people & culture change

  21. BALANCE OF LEADERSHIP

  22. LEADERSHIP CONFLICT • Build close relationships and keep your distance • Lead from the front and hold oneself back • Trust your staff and keep an eye on what’s happening • Be tolerant and exercise control • Achieve your team’s goals and be loyal to the organisation • Plan your time well and be flexible with your schedule • Express your view and be diplomatic • Be a visionary and keep your feet on the ground • Win consensus and be able to cut to the chase • Be dynamic and reflective • Be sure of yourself and be humble

  23. RESISTANCE “I cannot understand why my staff are not wholeheartedly embracing my changes” – any number of CEO’s 1920 – 2010 People often say they do not like change. What they are really trying to say is that they do not want change thrust upon them.

  24. RESISTANCE • SCHEIN’S MODEL (SIMPLIFIED) Then... This is all about psychological safety SURVIVAL ANXIETY > LEARNING ANXIETY LEARNING ANXIETY MUST BE REDUCED

  25. Change Management People and Individuals Leadership of Change Groups and Teams Summary

  26. TEAMS vs. GROUPSSAMPLE DEFINITIONS GROUP – “any number of people who interact with each other, are psychologically aware of each other, and who perceive themselves to be a group” – Schein and Bennis 1965 TEAM – “A distinguishable set of two or more individuals who interact interdependently and adaptively to achieve specified, shared and valued objectives” – Morgan et al 1986 WORK TEAM – “A group of individuals who share responsibility for outcomes for their organisations” – Sundstrom, de Meuse and Futrell 1990

  27. TEAM DEVELOPMENT 1. Bion 1961 Dependency Fight or Flight Pairing Leaders selected and have power and authority The team challenges the leaders and other members – some leave Team members form alliances and groups to resolve anxieties

  28. TEAM DEVELOPMENT 2. Tuckman 1965 FORMING STORMING NORMING PERFORMING • Purpose • Structure • Roles • Leader etc Dealing with the emerging conflicts Agreeing and collaboration Getting on with it

  29. TEAM DEVELOPMENT 3. Scott Peck 1990 Pseudocommunity Chaos Emptiness Community Members fake teamliness • Pecking order and team names established Abandon assumptions and expectations Accept each other and get on with tasks

  30. Change Management People and Individuals Leadership of Change Groups and Teams Summary

  31. ADKAR Change Readiness Model Prosci 1996-2010

  32. Good change managers will therefore: • Create a compelling vision • Train staff • Involve the staff in change planning • Create groups around the change • Provide coaches, feedback • Acknowledge positive behaviours • Provide support groups and sub groups • Reward teamwork, innovation, risk taking • Develop, involve, empower • Aim high • Get the rewards strategy right • Link goals to motivation • Treat people as individuals and understand their emotional motivators • Believe that people want to grow and develop • Encourage flexibility • Create flexible structures • Hold regular one to one meetings • Individually praise all (especially junior) staff • Invent Specialist Staff Grades • Make sure staff and managers know what decisions they can take without reference to a senior manager

  33. Change Management in Practice Change often goes wrong due to: • Over-expectation • Un co-ordinated decision making • Lack of clear objectives • Cost reductions without a corresponding reduction in scope • Practical change management is most often a mixture of the following elements: • Technology • Commercial Principles • Business processes • Human nature and interactions • Legal contracts • Money • The above is driven by senior staff responsible approving change , thus a change manager also needs to be a: • Politician • Psychologist • Business analyst • Project manager • Diplomat • It is generally affected by: • Politics • Personal ambition • Financial pressures • Accountability • Desires to deliver and achieve

  34. Manage Your Stakeholders

  35. If You Find Yourself Leading Change • Establish a sense of urgency • Form a powerful guiding coalition • Create a vision • Communicate that vision • Empower others to act on that vision • Plan for and create short-term wins • Consolidate all the improvements maintain momentum • Institutionalize these new approaches

  36. Useful Reading on Change Management 1. Making Sense of Change Management by Esther Cameron and Mike Green - Change Management theory 2. The Naked Leader by David Taylor - Leadership 3. Leading Change by John Kotter - Leadership 4. Maverick by Ricardo Semler - An alternative organisational model 5. Performance Coaching: The Handbook for Managers, HR Professionals and Coaches by Angus McLeod - Leadership

  37. Adam BlackieMBA ACMA a.blackie@websmartgroup.co.uk Thank You Any Questions? WebSmart ltd. – www.WebSmartgroup.co.uk/WhatWeDo.htm

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