Leading and managing change

1. Leading and managing change Jocelyn Wyburd University of Manchester With thanks to the Leadership Foundation for Higher Education for material and insights via one of their training programmes http://www.lfhe.ac.uk/

2. Leaders and managers…. • Work in a continual environment of change • which might simply be incremental improvement: to operations, systems, or peoples’ skills, • but sometimes involves leading radical change: initiated by ourselves, or thrust upon us • So, how do we manage this in ourselves AND ensure that staff are able to respond positively to either of these change agendas?

3. Effective leaders provide a sense of purpose and direction for change management. They: • Share the vision – creating a clear and simple picture of what the future will look like, and the benefits • Engage with emotions as well as logic • Define criteria to gauge ‘success’ • Inspire commitment • Ensure ongoing support and resources

4. Reflect on a change you were/are involved in…. • Was it your choice originally? • How did you feel initially? • How did those feelings change at different stages? • What/who helped you and how? • What/who hindered you and how? • How did you help/hinder yourself? • What have you learned from this experience and what would you do differently next time?

5. The Kolb Model Before the CHANGING Looking at IF? Asking WHY? Discovering HOW? Finding WHAT? Theorising

6. Transition Cycle Adjustment Shock Acknowledge-ment Defensive Retreat

7. Change models: Kübler Ross transition/grief cycle • Denial • Anger • Bargaining • Depression • Acceptance

8. Adaptation to business context http://www.rapidbi.com/images/management-models/personal-change-model-curve.jpg

9. Adaptations of Kübler Ross to change management scenarios http://www.rapidbi.com/images/management-models/change-curve-2.jpg

11. Planning change • Be clear about the ‘goal’ of change (in your own mind, in order to convey this to others) – develop a clear vision • Be clear about what exactly needs to change • Identify steps in the change process • Avoid undue haste • Identify change agents and resistors (not just people) • Inspire confidence by • forestalling problems/ planning for contingencies • monitoring processes/progress • communicating regularly

12. Kanter et al 10 commandments for bringing about lasting change • Analyse the organisation and its need for change • Create a shared vision and common direction • Separate from the past • Create a sense of urgency • Support a strong leadership role • Line up political sponsorship • Craft an implementation plan • Develop enabling structures • Communicate, involve people, and be honest • Reinforce and institutionalize the change Kanter, Stein, and Jick. The Challenge of Organizational Change. Free Press, 1992, Page 383

13. Kurt Lewin’s change model • Organisations are a combination of ‘driving forces for’ and ‘resistors to’ change. When these are balanced, the organisation is stable/static • ‘readiness to change’ – i.e. both an awareness and commitment - needs to be created • This requires a 3 stage process • Stage 1 – Unfreezing • Stage 2 – Change/transition • Stage 3 – Refreezing

14. To ‘unfreeze’ … • Identify and exploit dissatisfaction with the status quo • Introduce additional forces for change (e.g. new targets, reduced budgets) • Reduce resistance to change (e.g. exploit staff expertise; underpin change with comprehensive training and development)

15. To ‘change’ … • Establish new modes of behaviour • Ensure appropriate and articulated reporting relationships • Create new incentive systems • Adopt an appropriate style of leadership and management to ensure efficacy at different stages

16. To ‘refreeze’ … • Once the desired outcome is reached, celebrate success • Establish the balance as being at this higher level of performance • Ensure appropriate supporting mechanisms to positively reinforce the new ways of working (e.g. performance management)

17. Coping with resistance to change • Why do people resist? • Insecurity (job, status, environment) • Fear of criticism • Loss of colleagues/workmates • Difficulty of learning new skills • Anxiety about moving out of working comfort zones • Loss of job interest

18. Helping people to accept change: • Consider how they will be affected • Plan change carefully • Involve them in the change • Consult and inform frequently • Be firm but flexible • Make controversial change as gradually as possible • Monitor the change • Develop a ‘change’ philosophy – more ‘continuous improvement’ than ‘change’

19. Some possible actions: • Involving/Communicating via a range of fora • Programme of strategic training/retraining • Performance management to discuss job enrichment • Performance review to discuss career planning, which might include education/re-education • Consider how to re-establish loyalty

20. Stakeholder analysis LOW Relative Power HIGH No1 priority – essential they are informed and satisfied Should be satisfied despite lack of interest Should be kept fully informed of events and progress Should not be prioritised at the expense of others LOW Strength of interest in the change process HIGH

21. In other words…. Some, but not all, may be shifted or may need to be shifted LOW Relative Power HIGH SPECTATORS PLAYERS SCEPTICS/CYNICS SABOTEURS LOW Strength of interest in the change process HIGH

22. Rogers (1983) categorises individuals as: • Innovators (2.5%) • Early adopters (13.5%) • Early majority (34%) • Late majority (34%) • Laggards (16%) Have a sense who is who and how/when/if they can become ‘players’

23. http://www.rapidbi.com/images/management-models/change-management%20continuum.jpghttp://www.rapidbi.com/images/management-models/change-management%20continuum.jpg

24. Resources • Management Models for use in Coaching and Organizational Development: http://www.rapidbi.com/created/managementmodels.html • Businessballs: free ethical learning and development resource for people and organizations http://www.businessballs.com/ • Kanter, Stein, and Jick (1992) The Challenge of Organizational Change. Free Press, 1992 • Kurt Lewin’s change model explained: http://changingminds.org/disciplines/change_management/lewin_change/lewin_change.htmhttp://intra.som.umass.edu/mpm/pages/LRP-Lecture5/sld010.htm • Rogers, E. M. (2003). Diffusion of innovations (5th ed.). New York: Free Press.  Rogers Adoption/Innovation curve: http://www.12manage.com/methods_rogers_innovation_adoption_curve.htmlhttp://www.valuebasedmanagement.net/methods_rogers_innovation_adoption_curve.html