u n d e r s ta n d i n g & l e a d i n g
CHANGE
2
CHANGE DOES NOT TAKE TIME - IT TAKES COMMITMENT what is your attitude to chaNGe? is it better or worse; a threat or an opportunity?
3
WHAT’S Recognise the impact of paradigms on yourself and the organisation
Identify
IT ALL ABOUT
Discuss
the roles we play in change; how to confront your own and teams behaviour
Discuss
Assess
examine your role as a leader of change; your responsibilities to your people and how to make it a success
the types of change; what's happening for you and your teams
the five key principles when going through change
Recognise the importance of people in making change a success
Examine the assumptions we make about change and resistance to change
U N D E R S TA N D I N G C H A N G E
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Me- the change leader- and Myteam what am i and why?
how am i feeling about change?
if i’m feeling like this, how are my team feeling?
what are my personal leadership qualities?
as a leader, what are my responsibilities to my people?
5
PARADIGMS the Oxford english dictionary defines the basic meaning of the term paradigm as ‘a typical example or pattern of something; a pattern or model’. the historian of science thomas Kuhn gave it its contemporary meaning when he adopted the word to refer to the set of practices that define a scientific discipline at any particular period of time. paradiGM shifts
paradiGM paralysis
Kuhn's idea was itself revolutionary in its time, as it caused a major change in the way that academics talk about science. thus, it may be that it caused or was itself part of a ‘paradigm shift’ in the history and sociology of science. However, Kuhn would not recognize such a paradigm shift. Being in the social sciences, people can still use earlier ideas to discuss the history of science.
Perhaps the greatest barrier to a paradigm shift, in some cases, is the reality of paradigm paralysis: the inability or refusal to see beyond the current models of thinking. this is similar to what psychologists’ term Confirmation bias. examples include rejection of galileo's theory of a heliocentric universe, the discovery of electrostatic photography, xerography and the quartz clock.
eXaMples of coMpaNies eMBraciNG chaNGe...
U N D E R S TA N D I N G C H A N G E
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what are My paradiGMs?
what are My coMpaNy paradiGMs?
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5
KEY PRINCIPLES OF CHANGE
When people are experiencing change and managers / leaders are planning to support people through change, there are five key principles that need to be kept in mind: 1. different people react differently to change 2. everyone has fundamental needs that have to be met 3. change often involves a loss and people will go through the ‘change curve’ 4. expectations need to be managed realistically 5. fears have to be dealt with
1
reactioN to chaNGe
2
fuNdaMeNtal Needs
3
loss
4
eXpectatioNs
5
fears U N D E R S TA N D I N G C H A N G E
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priNciple
ONE
different people react differently to change - some will love it, some will hate it; some will be ready for it and some will not be… QUESTIONNAIRE - how ready are you for chaNGe? in each of the following sections, tick the box next to the statement that comes closest to the truth, as you see it.
My motivation is second to none
My job knowledge level is second to none
i am highly motivated
i am constantly improving my job knowledge level
My motivation comes and goes
i keep up to date
i often lack motivation i couldn’t care less
1
i go on an occasional course i don’t keep up to date
i dislike being told what to do
i like to be involved in decisions
i like to be clear about my role
i like to be consulted
i am prepared to be flexible
i like to be kept informed
i do what i am told i don’t care what i do
3
an occasional brief does for me i am not interested
i am usually first with ideas
i am highly respected for my work
Being creative is a key skill of mine
i am respected for my work
i am open to new ideas
i get my fair share of praise
i am not much of an ideas person i am not interested in new ideas
5
i get the occasional thank you i am regarded as worthless
2 4 6
Now add up your scores for questions 1 - 7 U N D E R S TA N D I N G C H A N G E
i am indispensable
i work in a vital sector
i am a key contributor
i work in a key sector
i am a useful contributor
this sector is important currently
7
i contribute a little i am dispensable
this sector is in danger
there will always be opportunities for me here
this organisation will never die
there are opportunities for me here
this organisation is in a strong position
there are opportunities and threats for me here
this organisation faces threats
9
there are threats for me here there are severe threats for me here
8
this sector is threatened
this organisation is weak this organisation is very weak
10
there are plenty of opportunities in my area of work
No external influence threatens my job
there are opportunities in my area of work
i am not unduly worried by external influences
there are opportunities and threats in my area of work
external influences may pose a threat to my job in the future
there are threats in my area of work
11
there are severe threats in my area of work
12
external influences are emerging as a threat My job is threatened by external influences
and add your scores for questions 6 - 12
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GRAPH - how ready are you for chaNGe?
RED DANGER ZONE
Plot your total score for questions 1-7 on the X axis SELF ESTEEM. Plot your total score for questions 6 -12 on the Y axis SENSE OF SECURITY.
• Your self-esteem and
draw an imaginary line vertically and horizontally from each of these scores and mark a on the graph where these two lines would meet.
your security are both dangerously low.
*
• It is likely that change
y
will soon be upon you, and you are not ready for it.
HIGH
28 27
daNGer ZoNe
daNGer ZoNe
• You need to make
a positive effort to be more open to new ideas and possibilities.
26
SENSE OF SECURITY
25 24 23
GREEN DANGER ZONE 22
• Your self-esteem and sense of
21
security are both very high.
20
• You may be in danger of
complacency about your true position, rejecting the idea that change could possibly happen to you.
LOW
19 18 17
daNGer ZoNe
daNGer ZoNe
• Do not let your arrogance
16 X
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 28
APATHY
U N D E R S TA N D I N G C H A N G E
SELF ESTEEM
ARROGANCE
catch you out; you need to evaluate your situation objectively and listen carefully to the views of others.
• Your self-esteem is dangerously
INTERPRETATION how ready are you for chaNGe?
• It may be that you are
what does it mean if your score isn’t plotted into one of these danger zones?
YELLOW DANGER ZONE
low, even though you feel your job is secure
procrastinating or suppressing the idea that change is likely, because you are unprepared for it.
• Do not let your apathy
catch you out; you need to clarify your position and explore alternatives positively.
• You’re out of danger!
You’re taking a balanced approach to the situation, which is more likely to make you responsive to change.
• Key traits to avoid are apathy, procrastination, arrogance and complacency
• You need to be ready to explore BLUE DANGER ZONE
• Your self-esteem is high, but your security is dangerously low.
• You may feel that your skills will tide you over any forthcoming changes, but you may be in danger of distorting the true picture.
• Even though you feel you have
a lot to contribute, you should specifically prepare for change by evaluating your options objectively and exploring possibilities with an open mind.
alternatives as they arise.
• You need to listen, clarify,
be open to new ideas and evaluate options.
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priNciple
TWO
what experiences or insights do i have?
everyone has fundamental needs that have to be met... a famous psychologist called Will schutz identified three basic needs that people have in interpersonal relations. these basic needs are also of fundamental importance in people's reaction to change:
as a leader, what can i learn from this?
• the need for control • the need for inclusion • the need for openness whilst the need for these can vary between people, in any change process there is always some degree of need for control over one's environment/destiny, some degree of need to be included in the process of forming the change that is taking place, and some degree of need for managers/leaders to be open with their information. if a change programme fails to meet the control, inclusion and openness needs of the individuals affected by it then that programme is likely to encounter a range of negative reactions, ranging from ambivalence through resistance to outright opposition.
U N D E R S TA N D I N G C H A N G E
what do i need to do to support my people/help them have a positive experience?
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priNciple
THREE the relevance of the ‘change curve’ to a change management programme depends on the nature and extent of the loss.
change often involves a loss, and people go through the ‘change curve’.
shock
integration
denial
development
If someone is promoted to a more senior position, the 'loss' of the former position is rarely an issue because it has been replaced by something better. But if someone is made redundant with little prospect of getting a new job, there are many losses (income, security, working relationships) that can have a devastating effect.
The common factors for everyone experiencing the ‘change curve’ are:
• that there can be an initial period where the
change does not sink in. for example, feelings may be kept high by the individual convincing themselves that the change is not going to happen
• that when the loss is realised, the individual
anger
acceptance rock Bottom
however, it may not always follow a smooth curve…
shock
integration
development
denial
acceptance
acceptance anger
anger
hits a deep low. the depth of this 'low' is deepened if the loss is sudden or unexpected
• that the period of adjustment to the new
situation can be very uncomfortable and take a long time. in the case of bereavement, the period of adjustment can be as long as two years
rock Bottom
rock Bottom
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priNciple
priNciple
FOUR
FIVE
expectations need to be managed realistically. The relationship between expectations and reality is very important. You can see this in customer relations – if a supplier fails to meet expectations then the customer is unhappy; if the supplier exceeds expectations then the customer is happy. To some extent the same principle applies to staff and change. If their expectations are not met, they are unhappy. If their expectations are exceeded, they are happy. Sometimes, enforced change (e.g. redundancies) inevitably involve the failure to meet expectations: there had been an expectation of job security, which has now been taken away. What leaders / managers have to do, however, is make sure they don't pour petrol on the fire by making promises that cannot or will not be kept. Expectations have to be set at a realistic level, and then exceeded (e.g. in terms of the degree of outplacement support that will be provided).
fears have to be dealt with in times of significant change rational thought goes out of the window. this means that people often fear the worst – in fact, they fear far more than the worst, because their subconscious minds suddenly become illogical and see irrational consequences. e.g.
• our company is reducing staff, which means... • they will make people redundant, and... • i'll be the first to be kicked out, and... • i'll have no hope of getting another job, and... • i won't be able to pay the mortgage, so... • i'll lose the house, so... • My family won't have anywhere to live, and... • My wife won't be able to cope, so... • she'll leave me, and... • i'll be so disgraced the children won't speak to me ever again. such fears need to be addressed, e.g. by helping people to recognise that most people who are made redundant find a better job with better pay and have a huge lump sum in their pocket! or, where appropriate, by explaining how the reductions in staff numbers are going to be achieved (by natural wastage or voluntary redundancy).
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what persoNal eXaMples of Major chaNGe have i eXperieNced? what has been better / improved my quality of life at work or at home?
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THE CHANGE CONTINUUM
what is your attitude to change? do you see the change for the better or the worse; as a threat or an opportunity?
the following diagram represents a spectrum of change:
STABILITY
CHANGE
Different people have different preferences for where they like to be on this spectrum. Some people like to be at the STABILITY end of the spectrum - they like things to be the way they have always been. Other people like to be at the CHANGE end of the spectrum - they are always looking for something different and new. Problems arise when the individual's preferences differ from the situation they find themselves in. That is, if: a stability-oriented person finds that circumstances are changing quite rapidly, or a change-oriented person finds that everything is the same and there is nothing new.
• •
In these situations, the individuals involved can experience: strong dissatisfaction stress negative attitudes towards individuals with preferences at the other end of the spectrum (e.g. distrust, dislike) resistance (to change, or to the status quo) intense emotions loss of rational judgement
• • • • • •
People tend to resist approaches on other parts of the spectrum than where they themselves prefer to be.
what will be the impact of your attitude and thoughts on your people?
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what people issues are you currently facing?
how can you win the hearts and minds of your people?
what is the one main thing you can do right now to make a positive impact?
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ASSUMPTIONS ABOUT CHANGE
1. Big Change Requires Big Actions 2. Only Change at the Top Can Ensure Change Within the Organisation 3. People are Resistant to Change 4. Cultural Change is a Slow and Painful Long-‐term Affair 5. Everybody Needs to be Involved in the Change 6. Communication and Training are the Vital Components of Change 7. New Processes and Systems will Create the New Necessary Behaviours 8. People are Rational and Will React to Logical and Rational Requests for Change 9. There is no point in Creating Change in One Division Without the Rest Of the Company Participating 10. Sceptical people and Enemies of Change Need to be Side lined 11. Vision for Change Needs to Come from the Top and Cascade Down
12. After Change, You Need a Period of Stability and Consolidation 13. Short-terms Wins are Tactical, but they Do Not Usually Represent Real Change 14. There Will Always be Casualties – People Not Accepting the Change – You Need to Identify And Deal With Them 15. Everybody Needs to be Involved in the Change
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what do these assumptions mean to you?
what examples can you share to support, qualify or challenge the assumptions?
what is the one main thing you can do right now to make a positive impact?
what can you learn from this about leading your people through change?
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RESISTANCE TO CHANGE QUESTIONNAIRE the following questionnaire is designed to establish where you are in your perception of and passion for change. By understanding your preference for dealing with change you will be better prepared to deal with other peoples.
look at the list of 28 statements. Consider each one and if you broadly agree with it, mark it with a tick. if you don't agree or are unsure just leave it blank.
QUESTION
a a B d d a B d B a a c B a
Change will give me the opportunities I need Usually changes have left me better off in many ways Question I like to know where I stand, how can I if the goal posts keep moving I'm happy to take a back seat and just get on with my job I need to reserve some of my energies for other things We'll all be better off in the long run when things change I get nervous when things keep changing I do what I'm paid for and that should be enough There is always a downside to change Change is the very stuff of life Without change progress can't be made I like to lead the way, be out there in the front We need stability not change I'm very enthusiastic about change
✔
21
d B c B a c c d c d B c c d
Secretly, I prefer a quiet life I think change is just their way of getting us to do more Even when I don't believe in something I'll still work very hard Things rarely change for the better I get really excited about the prospect of change I enjoy new tasks even when it means extra work and responsibility I work really hard for something I believe in Learning new things is always difficult - and it means more work Opportunities bring more work but I don't mind that There's enough to do already without getting involved in new jobs IQuestion don't think we should change things until we've got our present methods right Hard work and long hours never bother me I believe we can always find another ounce of effort There's only so much one can do
You will see each statement is labelled (a), (B), (C) or (d). Count up the numbers of ticks you have for the four categories (a), (B), (C) and (d) and enter the numbers in the boxes below.
a Number of Ticks
B
c
d
now add the ticks together as indicated below to discover your style preference: (a) + (d) =
follower
(B) + (d) =
sleeper
(B) + (c) =
Blocker
(a) + (c) =
activator
now, taking your top two scores give yourself a double - barrelled name, like "sleeping-Follower". Keep this in mind when you read the following section.
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Interpreting your score (resistance to Change Questionnaire) usually people want the 'right' answer when they fill in questionnaires; well in this case there are no 'right' answers just indications as to how you may react when faced with change. so when you interpret your score keep in mind the mix of scores you obtained and pay particular attention to the areas where you scored highest (your strengths) and lowest (areas you can develop).
The Activator People who score highly in this style are always at the forefront of any change process. They see change as beneficial and like to initiate, control and drive it forward, always coming up with new ideas of how things can be done. These people are indispensable in times of change; however there are a couple of not so positive points. Their endless enthusiasm can often frustrate people around them; they can also have a tendency to change for the sake of changing and often try to mend things that aren't broken. That said they are often good at gaining commitment and can reassure others by showing them 'the way'. if you scored highly ask yourself these questions: Do you sometimes change things just for the sake of it? Do you sometimes attempt to push things forward when time might show that the present state is working well after all? Do you spend time quietly analysing changing situations to ensure that everyone will be driving in the same direction And what if you had a low score? It is possible that you fail to see the opportunities that arise as part of the change process. Don't take changes personally; focus on the longer term and the benefits that it will bring.
• • •
U N D E R S TA N D I N G C H A N G E
The Blocker A high score in this style would indicate a person who not only sees change in a negative light, but will expend a great deal of energy opposing it. They will find all manner of reasons for doing so -‐ it's the wrong time, it'll never work, we've tried it before. This all seems like doom and gloom however; Blockers are very good at reigning in unnecessary change and can often make an Activator see the reasons for not changing something. Blockers can be seen as disillusioned Activators. If they can become part of the decision making process they are often the people who drive change forward. if you scored highly ask yourself these questions: Do you ever oppose things just for the sake of it? If so, you may be able to use the energy you expend in opposing change in a more productive way; either highlighting something that you really believe is wrong or trying to implement something you feel is right Have you ever found that your opposition to something has been a factor in actually bringing about something you wished to avoid? If so, you may want to consider changes you are going to oppose and why What if you have scored low? It is possible you feel embarrassed highlighting your concerns to other people. There is nothing wrong about having a structured argument against changing something.
•
•
23
The Sleeper High scoring Sleepers like to avoid change altogether. They not only see change as negative, but are also unwilling to oppose it. The Sleeper chooses to let others take control and this can lead to a passive acceptance of change, although they will probably tell everyone the change is not worthwhile. Because of this managers can have a tendency to ignore them. The advantage of Sleepers lies in their unwillingness to get involved. While Activators and Blockers will debate the pro's and con's of change, the Sleepers apparent lack of passion about the subject can help both sides see the flaws in their argument. if you scored highly ask yourself these questions: Can you recall occasions where your Sleeper stance has led to disappointment over the decision that was made? Do you find that you are sometimes ignored in the decision making process?
• •
But what if you scored low? You may find that you don't avoid trivial issues and make sure you make your point on decisions that you don't feel passionately about. Maybe you could devote time to airing your views on decisions that really matter to you and at other times let people have their way.
The Follower Generally speaking these people see change in a positive light, although they are not that keen on putting weight behind any move to assist the change process. That said, they have a positive outlook about the possibilities of change and can see the
opportunities that are presented. This can mean that they don't put their back into the change process and people are quite surprised to find they were for the changes all along. This quiet style can also be used to smooth the waters between Activators and Blockers. if you scored highly ask yourself these questions: Do you worry about upsetting people by being energetically active in the pursuit of what you believe in? This may mean that you fail to take the initiative when your stance could make all the difference Do you sometimes feel that you don't get your way often enough? In accommodating others you may be depriving yourself of the influence and respect that should be yours
•
•
24
WHAT A PLACE... SPIRALLING DOWN You are both sales people, who have been sent by your companies to a remote country. One of you sells running shoes, the other sells cameras. the problem is that everyone in this country walks barefoot and noone takes photographs, believing they capture the soul. You meet up and have a ‘spiralling down’ conversation. the more you talk, the worse you feel about the situation you are in you have 10 minutes to prepare a role play, using this scenario. Make sure that you demonstrate the effect your conversation has on the other person. remember to use any appropriate body language and voice tone. you will then role play your conversation to the rest of the group.
25
WHAT A PLACE...RADIATING OUT You are both sales people, who have been sent by your companies to a remote country. One of you sells running shoes, the other sells cameras. the problem is that everyone in this country walks barefoot and no-‐one takes photographs, believing they capture the soul. You meet up and have a ‘radiating out’ conversation. What are the opportunities and ideas you see for your business? are there ways of working together so you both succeed? you have 10 minutes to prepare a role play, using this scenario. Make sure that you demonstrate the effect your conversation has on the other person. remember to use any appropriate body language and voice tone. you will then role play your conversation to the rest of the group.
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TYPES OF CHANGE 1. Maintenance
3. Transition
• This focuses on fixing and maintaining the
• This focuses on moving from the current
• •
•
current situation E.g. fixing and maintaining a work process Key words or phrases used in describing this type of change are: fix, maintain, repair, tinker, adjust, fine-‐tune, deal with what is broken, get the right tools in place, etc.
•
2. Development
• This focuses on building a capability or • •
developing a competency E.g. developing the leadership skills of the members of an organisation or building a new information systems infrastructure Key words or phrases used in describing this type of change are: build, develop, add to, grow, lay a good foundation, nurture, train, get bigger, get smarter, get faster, etc.
changes in my organisation
situation to another one E.g. changing organisation structures or migrating data bases Key words or phrases used to describe this type of change are: move and relocate, move forward, go from A to B, watch for obstacles, leave something behind, timetables, clear steps, etc.
4. Transformation
• This focuses on creating a new paradigm • E.g. developing a completely new product line, •
changing an organisation’s culture Key words or phrases used to describe this type of change are: liberate, recreate, wake up, think out of the box, create a new paradigm, see the light, break free from the past, end X and give birth to Y, reinvent, recreate, reinvigorate, etc.
types of changes Maintenance development transition transformation
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changes in my organisation
types of changes Maintenance development transition transformation
Maintenance development transition transformation
what can you learn from this about leading your people through change?
what can you learn from this about leading your people through change?
what can you learn from this about leading your people through change?
what can you learn from this about leading your people through change?
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THE ROLES WE PLAY IN CHANGE.
Below are a series of statements that people often say or at least think,during significant change. PLACE A TICK NEXT TO THOSE THAT “SOUND” LIKE YOU.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
I can’t believe they are doing this to me. If I look really busy, people will think I’m essential. Question The strategic reasons for this include... It’s not my fault I’m not accomplishing much. This transition has me tied in knots. I can just work my way through this. Once the uncertainty is over, there may be some real opportunity in this situation. There’s nothing I can do about this situation, I’ll just have to suffer through it. If I get to the right people, I’m sure I can get through this. Perhaps I can be part of creating the future of this organisation. See what they made me do? I am just going to hunker down and do my job and hope that this won’t affect me. I wonder what I can learn from my new colleagues. Why has this happened to me? What impact will this have on my job? Let’s think of a project we can do in conjunction with our new colleagues. That should spark some creative ideas and help us get to know each other.
16 Things were so much better when… 17 I’m working really hard; I should be able to survive. 18 What other lines of business are complementary to what we do so that I can leverage their strengths?
✔
29
Interpreting your score For each statement that you ticked, give yourself a “1”. 1
2
3
4
5
6
7
8
9
10
11
12activator
13
14
15
16
17
18
total
Each individual assumes different roles during change. these fall into three broad categories.
Victim During change, emotions can run very high, and stress can be at a maximum. When stressed, natural reactions are to ‘freeze, fight or flight.’ Those who assume a victim role do not respond to this stress well and may appear very frantic (caught between fight and flight) or to be out of control. One frequently hears those who have adopted a victim mentality complaining about the change and the amount of difficulty the change is causing. Victims are not very productive; they hate the results they are getting but don’t think there is anything that can be done about it. Typically they look at the behaviour of others, not their own. All that they can do is suffer and be resentful.
Survivor Survivors are excellent readers of the corporate ‘tea leaves.’ They are great politicians and have developed enhanced corporate survival skills. Because their corporate survival skills are so effective, they may assume little risk; they hide when possible. Their focus is on their own survival, rather than the survival of the organisation. Survivors tend to want to please others and may work very hard. As a result they may be extremely busy and are at risk of burning out. You may hear them saying, “I wonder if they will find me at my desk someday, and I’ll be dead from overwork….don’t they know what I do for them?”
Architect Architects exhibit long term coping skills and manage the stress of change well. They have a vision for the future and are able to link that vision with the change that is occurring. Architects see that there are great things to be accomplished, and know what needs to be done. They tend to be assertive and have confidence in their capabilities, taking charge of their own careers. They are constantly seeking and gathering information from a variety of sources. Architects are very productive and are change catalysts. Each of us, at one time or another, has taken on the role of victim, survivor or architect during organisational change. Yet for an organisational change to be effectively implemented, we must confront the victim and survivor behaviour in ourselves and others. We must create architects of the change throughout the organisation.
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what role do you typically play when confronted with change?
how can you confront this behaviour if necessary?
what role do you observe members of your team playing?
what are some ways to minimise victim and survivor behaviour in ourselves and others?
why is it important to create architects?
thoughts and reflections‌
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Tips to Help Communicate Change •
Listen to yourself and others to test clarity, intent, and understanding regarding what you want to change
• Make sure what you say is what you mean. Ensure
that how you describe the change is consistent with what you intend, otherwise, you may be confusing others and/or yourself. Don’t talk about “building on the past” if what you really want to do is “escape the past and create a new future.” Note that any recurring inconsistencies in how you and others describe what is desired could be a possible indicator of continuing doubt, confusion, or lack of clarity as to what is really intended and why.
•
Describe what you want using all four of the categories from the ‘types of change’ as a planning exercise. Pay attention to the ways in which you see the situation the same or differently through each category. Note the implications for intervention and action. While there is no guarantee how such an exercise will turn out, it does assure that multiple views will be examined. It might also turn up some blind spots created by unspoken beliefs associated with the need for this change
•
Work to align the language of everyone involved to match the desired changes. It does no good for the senior manager to be talking about “moving and relocating” if lower level managers are talking exclusively in terms of “fixing and building.” It’s hard to
imagine a successful organisational change effort where the senior manager sends a message about a, “faster, more responsive, more effective service” to middle managers who tell supervisors to, “go fix your operation” but are greeted by angry employees who say, “what’s the problem? Nothing is broken”
• Lead people into a better future by helping to
shape how people conceive and think about things through using symbolic language or metaphors to describe your vision. The creative and constructive use of language is a critical change leadership skill. Leaders cannot afford to let their plans be recast and or misunderstood as a result of imprecise language
• Intentionally use the ‘types of change’ approach as
a way to induce new ways of thinking about your change. “In the box” thinking is created by habitual use of thinking patterns that inevitably lead to the same conclusions. New ways of thinking and communicating are required to move beyond “business as usual” Change may be just change but the language associated with Maintenance, Development, Transition, and Transformation are quite different. The next time someone says: “But if ain’t broken, why fix it?” or “Why do we need to do this?” or “Why don’t they just let me do my job?” Seize the opportunity to engage this person in a discussion using the ‘types of change’ language.
in the space below, outline any key points to help you communicate the change to your teams.
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review and actions as a leader of change, what is the one main challenge you are facing?
what will you do to overcome this?
when will you do this?
what will success look like?
33
considering everything we’ve covered today, what three things will you do differently to lead the change you’re going through?
1.
2.
3.
what is the one thing that will make the main difference?
what is the first step you will take to action this?
when will you do this?
what will success look like?
how will you inspire others and generate passion in making the change a success for you, your team and your department?
U N D E R S TA N D I N G C H A N G E
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does one of these stand out most for you or fit best with your organisation? “you must be the change that you want to see in the world.” “people tend to resist that which is thrust upon them; they tend to support that which they help to create.” “it is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.”
U N D E R S TA N D I N G C H A N G E
U N D E R S TA N D I N G C H A N G E
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