Managing Change and Appreciative Inquiry

1. Managing Change and Appreciative Inquiry Helen Newman Newman and Associates

2. Focus of this workshop • Explore how change is positively managed and planned in the current economic and social climate facing youth service managers and Boards

3. Bigger picture facing charities • Change is the constant • A mixture of imposed and planned • Managing and leading change is a key function of managers and Boards • Positive or a negative? • Opportunity or threat?

4. Implications for managers and Boards • How do we view change? • How do we release change as opposed to impose it? • How do we inspire, enable, encourage and facilitate change in people and their behaviors? • It is about creating energy, motivation, collaboration and dialogue? • How do we ensure that organisations, staff and leaders have the knowledge, skills and aptitude to make change sustainable?

5. Managing Change Write or draw on the graffitti wall a word or image that best describes what change is like for your organisation Yeah right!!

6. IMPOSED CHANGE(for those required to implement it) • is without choice • is often unexpected • is sudden • is dramatic (lightening bolt) • is rapid (out of control) • is problem creating • is disruptive of routines

7. INTENTIONAL CHANGE(for those who make decisions) • is a conscious decision • is anticipated • is gradual • is incremental • is paced • is problem solving • is an opportunity for growth

8. Model for Managing Change Endings Loss Neutral Zone Limbo New Beginnings Life William Bridges Managing Transitions

9. Model for Managing Change • Endings • Loss • Identify who is losing what • Expect & accept the signs of grieving • Don’t be surprised by overreaction • Say it, say it again & say it again • Treat the past with respect • Mark the endings • “He who lacks time to mourn, lacks time to mend” Shakespeare • “You can not jump a twenty foot chasm in two ten foot leaps” Old American Indian Proverb

10. Model for Managing Change • Neutral Zone • Limbo • Opportunity or crisis • Create temporary solutions • Provide frameworks for support • Have a positive metaphor for change and re-inforce the metaphor with actions • Encourage creativity • “Where all think alike, no one thinks very much” Lippmann • “One does not discover new lands without consenting to loose sight of the shore for a very long time” Gide • Endings • Loss • Identify who is losing what • Expect & accept the signs of grieving • Don’t be surprised by overreaction • Say it, say it again & say it again • Treat the past with respect • Mark the endings • “He who lacks time to mourn, lacks time to mend” Shakespeare • “You can not jump a twenty foot chasm in two ten foot leaps” • Old American Indian Proverb

11. Model for Managing Change Endings Loss • New Beginnings • Life • Expect ambivalence • The timing of the heart • Purpose, Picture, Plan & a Part to Play • Be consistent • Ensure quick success • Celebrate the success • “Beginnings are always messy” Galsworthy • “Example is not the main thing in influencing others, it is the only thing” Schweitzer Neutral Zone Limbo “

12. Model for Managing Change • Endings • Loss • Identify who is losing what • Expect & accept the signs of grieving • Don’t be surprised by overreaction • Say it, say it again & say it again • Treat the past with respect • Mark the endings • “He who lacks time to mourn, lacks time to mend” Shakespeare • “You can not jump a twenty foot chasm in two ten foot leaps” • Old American Indian Proverb • Neutral Zone • Limbo • Opportunity or crisis • Create temporary solutions • Provide frameworks for support • Have a positive metaphor for change • Re-inforce the metaphor with actions • Encourage creativity • “Where all think alike, no one thinks very much” Lippmann • “One does not discover new lands without consenting to loose sight of the shore for a very long time” Gide • New Beginnings • Life • Expect ambivalence • The timing of the heart • Purpose, Picture, Plan & a Part to Play • Be consistent • Ensure quick success • Celebrate the success • “Beginnings are always messy” Galsworthy • “Example is not the main thing in influencing others, it is the only thing” Schweitzer

15. Exercise • What does this suggest about managing change in practice? • How does it apply to change in your organisation?

16. Change Management - five key principles When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind: • Different people react differently to change; • Everyone has fundamental needs that have to be met; • Change often involves a loss, and people go through the "loss curve"; • Expectations need to be managed realistically; • Fears have to be dealt with.

17. Tips when applying these principles • Give people information - be open and honest about the facts, but don't give overoptimistic speculation; i.e. meet their OPENNESS needs, but in a way that does not set UNREALISTIC EXPECTATIONS. • For large groups, produce a communication strategy that ensures information is disseminated efficiently and comprehensively to everyone (don't let the grapevine take over); e.g. tell everyone at the same time. However, follow this up with individuals as necessary to produce a personal strategy for dealing with the change. This helps to recognise and deal appropriately with the INDIVIDUAL REACTION to change. • Give people choices to make, and be honest about the possible consequences of those choices; i.e. meet their CONTROL and INCLUSION needs.

18. Tips when applying these principles • Give people time to express their views, and support their decision making, providing coaching, counselling or information as appropriate, to help them through the CHANGE CURVE. • Where the changes involves a loss, identifywhat will or might replace that loss - loss is easier to cope with if there is something to replace it. This will help assuage potential FEARS. • Where it is possible to do so, give individuals opportunity toexpress their concerns and provide reassurances - also to help assuage potential FEARS. • Keep observing good management practice, such as making time for informal discussion and feedback (even though the pressure might seem that it is reasonable to let such things slip - during difficult change such practices are even more important).

19. Sustaining motivation and commitmentCircles of Influence and Concern (Covey, 2006)

20. Traditional Models of OD and Planning Define the problem Fix what’s broken Focus on decay What problems are we having? Appreciative Inquiry Search for solutions that already exist Amplify what’s working Focus on life-giving forces What is working well around here? Models

21. Appreciative Inquiry • A.I. works on the assumption that whatever you want more of, already exists in all organisations, groups and individuals • A I is a way of thinking, seeing and acting for powerful, purposeful change

22. Assumptions of AI • In every society, organisation or group something works • What we focus on becomes our reality • Reality is created in the moment and there are multiple realities • The act of asking questions of a group or organisation influences the group in some way • People have more confidence and comfort to journey to the future (the unknown), when they carry forward parts of the past (the known) • If we carry parts of the past forward, they should be the best about the past • It is important to value differences • The language we use creates our reality

23. Appreciative Inquiry • Spirit (Purpose): What are we here for? What are we as an organisation part of that is greater than ourselves? • Identity: Who are we? • Values and Beliefs: What is important to us? What motivates us? • Capablities: What do we know how to do? What skills do we have? • Behaviour: What are we doing? • Environment: Where do we operate? What is around us?

24. Appreciative Inquiry - steps • Discover – what are we good at? Success? • Dream – what stretch do we need? Gaps • Design • Deliver

25. Some thoughts • Sometimes the greatest challenge is to actually begin, there is something deep in us that conspires to remain within safe boundaries, to stay the same. John O’Donoghue • “Those who say it can’t be done will always be overtaken by those who do it.” • Meaning makes a great many things endurable – perhaps everything. Carl Jung • Things alter for the worse spontaneously, if they be not altered for the better designedly."(Francis Bacon; English philosopher, statesman, and essayist.)