ARE YOU A MANAGER OF CHANGE

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ARE YOU A MANAGER OF CHANGE?
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MOANING ABOUT CHANGE IS FUTILE

• 
  YOU
• ARE A CHANGE AGENT
• AND YOU
• ARE PAID
• TO COMBAT ENIRONMENTAL CHALLENGES AND CRISES
• THROUGH EFFECTIVE MANAGEMENT OF CHANGE
• STARTING FROM YOUR OWN ORGANISATION

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STRUCTURE OF THE TRAINING

• Psychology of change
• Why change? Drivers to change
• How to change? Triggers for change
• Wrap Up Quick Scan on readiness for change

• Exercise

• Exercise

• Exercise

• Individual Exercise
• Joint Exercise

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LEARNING TARGETS

• To perform effectively a change manager must
• Gain insight in the drivers that drive change
• Master the triggers for change
• Acquire sound knowledge and skills in change
  management
• Be capable to manage change processes
• Hence gradually adapt organisational missions,
  strategies, resources and projects

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STRUCTURE OF THE TRAINING

• Psychology of change
• Why change? Drivers to change
• Triggers for change
• Wrap Up Quick Scan on readiness for change

• Exercise

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PSYCHOLOGY OF CHANGE

• We experience changes physically, mentally and
  emotionally
• Usually it is subtle and slow but it can be
  sudden disrupting our work, dislocating our
  relationships or ruining our leisure time.
  Sometimes we can discern a pattern, sometimes not
  
• Sometimes we can explain it, sometimes not
• Changes involves the familiar sometimes the
  unknown. Many of us prefer what is familiar
• Rather than seek change, we continue to live with
  our old familiar feelings (patterns and routines)

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PSYCHOLOGY OF CHANGE
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PSYCHOLOGY OF CHANGE
LIKELY REACTION (OF GROUPS OF PEOPLE) TO CHANGE
 
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PSYCHOLOGY OF CHANGE
LIKELY PHASES IN AN ORGANSATION UNDER CHANGE
 
Source Nick Fry and Peter Killing, Strategic
Analysis and Action, Fourth Edition, Prentice
Hall Canada, 2000
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CHANGE HOUSE ROOM OF DENIAL
Say
Act
Defend the past Justify the present Blame
everybody else Miss the message
Its nothing to do with us It wont happen
here Nobody else can do what we do If it
isnt broke dont fix it
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CHANGE HOUSE ROOM OF CONFUSION
Say
Act
We cant do anything, its all been
decided Im looking for another job The
management dont care, theyll just move
on What can we do?
Frustration Withdrawal Blaming management No
sense of direction
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CHANGE HOUSE ROOM OF RENEWAL
Act
Say
We have to keep improving - work smarter not
harder Were all part of the same team Yes,
we can do it
Understand and work to targets Accept
responsibility Know what we are trying
to achieve Seek continuous improvement
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STRUCTURE OF THE TRAINING

• Psychology of change
• Why change? Drivers to change
• Triggers for change
• Wrap Up Quick Scan on readiness for change

• Exercise

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WHY CHANGE? DRIVERS TO CHANGE

• Is your public service or agency able to come up
  with answers to problems that have no past and
  with solutions to problems that cannot be tackled
  by remedies of the past
• If no, it is doomed to loose the essence of its
  existence and hence to fade away in redundancy
  for which nobody is prepared to pay
• If yes, prepare for change

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WHY CHANGE? Theories of change

• Economic theory of change competition, markets
  and innovation
• Psychological theory of change fullfilment of
  individual needs
• Sociological theory of change powerful groups
• Cultural theory of change values, myths, beliefs
  
• Biology theory of change survival of the species
  / planet
• System theory of change crisis necessitates
  change
• Political theory of change opportunities for new
  politics

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DRIVERS TO CHANGE
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DRIVERS TO CHANGE IN THE MOBILITY COVENANT CASE
IN FLANDERS

• New minister
• Competing political program from Green Party
• Changing values and needs re sustainable mobility
  
• Personal health high number of fatalities in
  road accidents
• Cooperation and partnerships
• Institutional reform

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DRIVERS TO CHANGE IN THE KOSOVO CASE

• Post war recovery
• Economic development
• Status for Kosovo
• Self -government
• European Vocation

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The Change Curve
We better start to change
Anticipatory
Reactive
Good
Crisis
Lets start the change process
OK, we must to change
Strategic Performance
?
Poor
Time
Source Nick Fry and Peter Killing, Strategic
Analysis and Action, Fourth Edition, Prentice
Hall Canada, 2000
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The Change Curve
Anticipatory
Reactive
Good
Crisis
Strategic Performance
Things are going well. Do we really need to
change? Can we experiment?
Poor
Time
Source Nick Fry and Peter Killing, Strategic
Analysis and Action, Fourth Edition, Prentice
Hall Canada, 2000
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The Change Curve
Anticipatory
Reactive
Good
Crisis
What needs to change? Where do we start? Can we
find an early win?
Strategic Performance
Poor
Time
Source Nick Fry and Peter Killing, Strategic
Analysis and Action, Fourth Edition, Prentice
Hall Canada, 2000
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The Change Curve
Anticipatory
Reactive
Good
Crisis
We need to move fast. Who can I Trust? Where do
we start?
Strategic Performance
Poor
Time
Source Nick Fry and Peter Killing, Strategic
Analysis and Action, Fourth Edition, Prentice
Hall Canada, 2000
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STRUCTURE OF THE TRAINING

• Psychology of change
• Why change? Drivers to change
• Triggers for change
• Wrap Up Quick Scan on readiness for change

• Exercise

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TRIGGERS FOR CHANGE
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TRIGGERS FOR CHANGE IN THE MOBILITY COVENANT CASE
IN FLANDERS

• New regulation and procedures the mobility
  covenant
• Ensured resources for demonstrative projects
• Continued committed leadership and strong
  coalition of partners
• Taskforce to steer and evaluate progress
• Consolidation and institutionalisation of system
• Affected new programs

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TRIGGERS FOR CHANGE IN THE KOSOVO CASE

• European Partnership Action Plan
• Priority Actions
• Capacity Building projects
• Additional Resources
• Monitoring Progress

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TRIGGERS FOR CHANGE

• Trigger 1 Create a common sense of urgency
• Identify and discuss anticipation to potential
  crises or looming crises, or major opportunities
  for change on objective and on emotional grounds
• Examine market and competitive realities
• Formulate the why to change
• Refer to leading and peer scientific research /
  models / best practice

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TRIGGERS FOR CHANGE

• Trigger 2 Form a Powerful Leadership Coalition
  of Partners
• Assemble a group with enough and potential power
  to lead the change effort
• Encourage the group to work together as a team
• Seek strategic partners outside your organisation

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TRIGGERS FOR CHANGE

• Trigger 3 Create a Vision and Strategy
• Create a vision to help direct the change effort
• Develop strategies for achieving that vision
• Define demonstrative actions

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TRIGGERS FOR CHANGE

• Trigger 4 Empower staff and stakeholders to act
  on the Vision
• Change systems, structures that seriously
  undermine the vision
• Encourage risk taking and non-traditional ideas,
  activities and actions
• Get rid of obstacles and routines that adverse
  change
• Facilitate new behaviours by the example of the
  guiding coalition and example

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TRIGGERS FOR CHANGE

• Trigger 5 Ensure resources for Short-term
  Projects and Wins
• Ensure budgets and human resources for
  demonstrative and innovative projects that have
  proven to be successful in other countries
• Ensure budgets and committed staff to initiate
  risk projects
• Hire and promote employees who can implement the
  vision.(in case you dont find them within your
  organisation, hire expertise for change from
  outside)

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TRIGGERS FOR CHANGE

• Trigger 6 Implement Demonstrative Projects and
  Instruments
• Plan for publicly visible improvements
• Facilitate and create those improvements and
  projects
• Encourage demonstrative projects
• Recognise and reward employees involved in the
  improvements

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TRIGGERS FOR CHANGE

• Trigger 7 Evaluate, Consolidate and
  Institutionalise New Approaches, Produce More
  Change
• Use your increased credibility to change
  policies, structures and routines that dont fit
  the vision
• Reinvigorate the process with new projects,
  themes and change agents
• Articulate the connections between the new
  behaviours and corporate success

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TRIGGERS FOR CHANGE

• Trigger 8 Lead and communicate the change
  process
• Use every vehicle possible to communicate the new
  vision and strategies
• Your change agents and change agents in waiting
  are the people you rely on
• Mixed approach to the hesitating and the
  pro-active resistors.
• The group of the defensive resistors should not
  be targeted

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The 4 communicative approaches for change
Cognitive approach objective data to convince
the rationalist Learning approach
Training and guidance on best and promising
practices to convince the learning
Conversational approach maintain
conversational interaction
with stakeholders to convince the
willing Coercise approach to the active
resistors and non -willing
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STRUCTURE OF THE TRAINING

• Psychology of change
• Why change? Drivers to change
• Triggers for change
• Wrap Up Quick Scan on readiness for change

• Individual Exercise
• Joint Exercise

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WRAP UP

• Change management involves both generating and
  directing the needed changes in an organisation
  and mastering the drivers / dynamics of change by
  organizing, implementing and supporting the
  triggers for change

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Crafting Change
THE CONTEXT The WHY of Change
THE CONTENT the WHAT of change
THE PROCESS The HOW to Change