Change management or management of changes or just Change ... happens all the time 

1. Change management ormanagement of changesor justChange... happens all the time 6th European Scout forum, Obidos, Portugal, March 2009

2. Who is here?

3. What is ... Change management is a structured approach to transitioning individuals, teams,organizations ... from a current state to a desired future state.

4. Is it (im)possible? Change in organisation is possible if individuals: • can see the reason to change (Rational), • believe it to be valid and (Emotional) • accept it as necessary (Will).

5. Aim and objectives of this session To support better Change management on national and local level through developing understanding, performance and multiplication effects. After the session it is expected that you will: • Gain basic knowledge of change management • Understand how change management influence better results • Be skilled to apply theory in personal situation and in organisation on national and local level

6. Trainining session title“Opening up to new ideas” What has new ideas to do with change management ?

7. From ideas to change management Ideas Ideas change “the world” Change should be accomplished – there’s a need for management

8. Change

9. Change

10. Change

11. Change

12. What do you want to change? • Map your idea • Share in couples (pairs) • Test number 1 (REW) • can see the reason to change (Rational), • believe it to be valid and (Emotional) • accept it as necessary (Will).

13. How your idea affect others?

14. Change in your organisation? What is recent change in your organisation? Who is involved? Who is affected?

15. Myth of the Hero-Innovator “The idea that Hero-innovator produces, a knight in shining armour who, loins girded with new techniques and beliefs, will assault the organisational fortress and institute changes in himself and others at a stroke...  ...The fact of the matter is that organisations will like a dragon eat the hero-innovator for breakfast!” (Giorgiades and Phillmore, 1980)

16. Change management Change management is a basic skill in which most leaders andmanagers need to be competent. Are they? When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind:

17. Key principle number one Different people react differently to change! What are possible reactions? Insecurity, lack of selfconfidence, that doesn’t concern me, denial, enthusiasm, saying “good bye”, attack How we respond on reactions? Encourage them, convince them, giving information, promise something

18. Key principle number two Everyone has fundamental needs thathave to be met Do we know some? To be seen, to be respected, to feel safe, stability, to mantain “personal life” What attitude do we have toward them? To listen, involve them, give them recognition, to support them

19. Key principle number three Change often involves a loss, and people go through the "lose curve“ What could be “the lose”? Identity, our members, what we already know, stability, already tested methods, the feeling of belonging together, title, security How we could turn lose into gain/win? Give examples, time, flexibility, confidence, new security

20. 4 phases of Lose Curve • Denial • Resistance • Exploration • Commitment

21. Key principle number four Expectations need to be managed realistically What do we expect from others? Acceptance, support, constructive feedback, teamwork, involvement, openess for new ideas, friendship How they see our expectations? The same (mirror effect)

22. Key principle number five Fears have to be dealt with Do we have some? Lose of groups and leaders, fear of change itself, fear of fail, fear to loose motivation Do we have ideas, how to cope with fears? Communication, understanding, talk and respect fears, fears are natural part of human, looking together for possible solutions

23. “Strategies” to cope with changes • Knowledge utilization model • Organisational Development model • Democratic approach model • Systems approach model • Charismatic leader approach model

24. “Strategies” to cope with changes • Knowledge utilization model ► • Organisational Development model♪ • Democratic approach model ● • Systems approach model ♥ • Charismatic leader approach model ♣ Tool for assessment is available on this website

25. Knowledge Utilization Model Knowledge is a magic stick! When we know, we can! Training, support on demand...

26. Organisational Development Model Right working conditions Trust, truth and not too much bureaucracy Adaptable, flexible, responsive organisation that changes gradually, step by step...

27. Democratic Approach Team working. Consensus on decisions! Collaboration and empowerment

28. Systems Approach model Efficient operations and processes. Right structures and mechanisms, job descriptions...

29. Charismatic leader approach model Strong and clear lead. “One man” vision! Instructions, task division...

30. Strategy Which is the one you believe in most? Green dot  What about one you think is not suitable? Red dot  Results from the session on the 6th forum, Portugal 2009

31. Small tips on change management • Acting is better than planning • Think big – act small • Go where the energy is • Involve people – build ownership • Make alliances instead of enemies • Help and support is required all the time

32. From theory to reality • Personal perspective -me and others • Local and national perspective and relations • Lack of will, opporunity, ability

33. So what would be the impact? Personal action plan

34. Further reading Change management toolkit Strategy for scouting Organisational management T-kit + many more...

35. Reflection - evaluation • What I learned from this session? • How can I use this knowledge particularly to make an impact at the local level? • Ideas and recomendations for my own personal and Scout life?