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Change – this time it’s personal!
Sue PriceHead of Service Improvement
Shropshire and Staffordshire Strategic Health Authority
“while the primary stimulus for change remains those forces in the external environment,
the primary motivator for how change is accomplished
resides with the people within the organisation”
Benjamin and MabeyFacilitating Radical Change (1993)
Background
“Change may be an imprecise science, but evidence is available on what works and what does not, and the NHS must make use of this.”
• White Paper - “A First Class Service”
Challenges and opportunities for the NHS
• Changing pressures of the environment• Multiple stakeholders ~ internal/external• Changing technologies• Complex organisations ~ interdependence• People ~ experience of change
interventions ~unforeseen/unintended consequences
Why do we need to change hearts and minds?
If we only change hearts people accept changes but do not understand them
If we only change minds then people are not committed to the changes
‘Any improvement is a change,
not every change is an improvement,
but we cannot improve anything unless we change it’
Goldratt, Theory of Constraints (1990)
Change means doing things differently!
It creeps up on people…...– They nod happily about need for change– They vigorously agree with the new ideas– but..– They become nervous when they realise
that they need to do think differently, not just other people
How comfortable are you?
Do you find the idea of change exciting or uncomfortable?
Change and learning
Comfort Zone
Panic Zone
peopleclose up
they freeze
they don’t learn
P.Senge (2000)
Discomfort Zone
Change and learning
Comfort Zone
PanicZone
UncertaintyLearning
Helping People to get to the Discomfort Zone
• Encourage them to trial new things (even if they don’t work)
• Create systems and processes that encourage a habit of experimentation
• Provide support• It is OK to say “I don’t know”• Understand process of loss and bereavement• Don’t impose change• Create ownership and involvement
“It” is not Change - “It” is Transition
• Change is a “doddle” –it happens – its external
• Transition is an internal process of adjustment
• Help people to:– Let go of the old– Move through the neutral zone– Accept the challenge of the
new
William Bridges
Three phases of transition
Ending
Beginning
Neutral
Zone
TIME
Help people to understand why ‘it’ is happening
“People responsible for planning & implementing change forget that while the first task of change management is to understand the destination and how to get there. The first task of transition management is to convince people to leave home.
You’ll save yourself a lot of grief if you remember that”.
– William Bridges
How well do you know yourself?
Are you ready to get to know yourself better?
Task focus
People focus
Passive Aggressive
Personal Styles
DRIVER
EXPRESSIVEAMIABLE
ANALYTICAL
Merrill & Reid, Personal Styles and Effective Performance (1999)
How To Decide on your Personal Style
• Quick questionnaire
• Don’t over analyse
• Check with other people
• Work and home styles may be different
• Most people will have a predominant and back up style but will be able to adopt approaches from other styles
• A small number will not be able to identify a predominant style
Personal Styles
Analytical•formal•measured + systematic•seek accuracy
Driver•business like•fast + decisive•seek control
Amiable•conforming•less rushed + easy going•seek appreciation
Expressive•flamboyant•fast + spontaneous•seek recognition
Not everyone has 100% of one styleIdentify your main style
Working with others
• What are the strengths and weaknesses of this personal style?
• How can others best communicate with this personal style
Consider yourself in a situation of change: How do you behave under stress? What are your fears about change?
Analyticalunder stress:fears:
Driverunder stress:fears:
Amiableunder stress:fears:
Expressiveunder stress:fears:
Under Stress
Analytical•will withdraw
Driver•will become autocratic
Amiable•will submit
Expressive•will become offensive or sarcastic
Fears
Analytical•not enough information•making a wrong decision•being forced to decide
Driver•loss of control•failure•lack of purpose
Amiable•not being liked•not fitting•lack of social status
•not being recognised for efforts
Expressive•being ignored•being asked for detail•being linked with failure
Task focus
People focus
Passive Aggressive
Get it right
Get it done
Get along
Get appreciation
Finding the balance
DRIVER
EXPRESSIVEAMIABLE
ANALYTICAL
It’s all about balance
To get it done
You need to get it right
To get it right you need to get along
To get along you need to make people feel appreciated
Three Phases of Transition and Personal Styles
Ending
Beginning
Neutral
Zone
TIME
EXPRESSIVE
DRIVER
ANALYTICAL
AMIABLE
“If you always do what you do, you will always get what you got”.
So do something different
Albert Einstein
Have you ever resisted a change?
Tell us about it and why you resisted
Why do people resist change?
Even the most well thought out, positive change will be a threat to some existing thing of value to some people.
“Every act of creation is first and foremost an act of destruction”
– Pablo Picasso
Resistance is “feedback”A “resistor” – term applied to someone who
– “makes your life difficult” or “gets in the way” of the plan
If your starting point is
– something wrong with the person & their resistance is “an illness to be cured”
Better to see resistance as
– An attempt
Maybe poorly communicated, emotive, even hostile
– To tell you something
about the change
how it is being managed
Common reasons for resistance – the “vital few”
A desire not to give up something of valueA misunderstanding of the change and its implicationsA belief that the change does not make sense to the organisationA low tolerance to change
John Kotter & Leonard Schlesiger – Harvard Business Review 1979
Variation in response
Normal distribution curve of reaction to change in organisations
Active resistors
Wait & see
Enthusiasts
Do not use all your energy on active resistors
– Use your energy to shift distribution
– Consider which key players are in which category & manage them accordingly Active
resistorsWait &
seeEnthusiasts
Characteristics of Opinion Leaders
• Higher social status• More years formal education• Greater literacy• Higher aspirations and ambitions• Tend to belong to larger groups• Demonstrate empathy, rationality• Exposed to and use variety of
media• Greater knowledge of innovation
E. Rogers
You cannot always take everyone with you
True of large scale changes in the way an organisation works and behaves
Invitation Ignoring Coercion Expulsion
Maximises the likelihood of people wanting to take part
in the change
Focuses on achieving a critical
mass
Uses organisational power to force people
to accept change
Involves actively removing people who do not work
with the requirements of
the change
Look for Motivators and Attractors
So… the next time you encounter resistance
Take time to engage in dialogue
Display genuine curiosity
Help them explain
Remember their viewpoint
Identify the assumptions
Show your position
Test – using various “what if” cases
If it does not work – slow the process down Professor Sarah Fraser
Go to the peopleLive amongst them
Start with what they haveBuild on what they know
And when the deed is doneAnd the mission accomplished
Of the best leadersThe people will say
“We have done it ourselves”.Lao Tzu