FIRST, SEEK TO UNDERSTAND
Using the tools of ADR in organisational change
What does…………
..this have to do with ADR and organisational change.
It’s not about me
We’re not there yet
Some emerging thoughts not a definitive thesis
Disclaimers
ELIZABETH KUBLER-ROSS
Adaptation of 5 stage grief model
Denial
Anger
Bargaining
Depression
Acceptance
WALTER SCHEWART
Plan Do Check Act model
Plan change
Implement (pilot first)
Check results
Address problems
KURT LEWIN
Unfreeze, freeze, change
Challenge beliefs, values, behaviours
Know what you are aiming for
Understand mind sets, inform, articulate benefits
Change management theory
KURT LEWIN
Force field analysis
Forces driving change
Forces resisting change
Strategy to address
JOHN KOTTER
8 step process
Understanding implications
Identifying Support
Articulating vision and gaining buy-in
Quick wins
Consolidation
ROSABETH MOSS KANTER
Change Masters
Environment
Kaleidoscope thinking
Communicate clear vision
Build coalitions
Work through teams
Persist and persevere
Make everyone a hero
Change management theory
WARREN BURKE AND GEORGE LITWIN
12 organisation dimensions
External environment
Strategic Management
Operational Management
Staff Management
GERARD EGAN
Shadow-side
Theory
Stakeholder management
Allies, Fellow Travellers, Loose Cannons,
Bedfellows, Adversaries etc.
Change management theory
“Every child is entitled to a birthright” ….to equal opportunity regardless of the circumstances of their birth.
Specialising in working with families led by one person.
60 years anniversary in November – a national organisation for 54 years.
14 member organisations - vary in size and capacity.*
18 month project – Future Focus
Birthright New Zealand
Why change?
Government expectations Wider changes in funding
environment
Client needs Survival of the fittest
OPERATING ENVIRONMENT
Moving from “us and them” towards “us and us”
Building trust and rapport
Focussing on relationships
Getting some quick runs on the board
Starting at the very beginning
Changing the conversation
:Some benchmark information to work with and some discerning comments
“Certainly an enormous improvement since the appointment of the CEO”
“The CEO is great”
“CEO is very approachable and knowledgeable”
Knowing the very best place to start
Hearing the stories
Building the framework
What is possible?
Challenge – what’s the right level of detail?
Ownership and buy-in ……………but not too much!
Option generation
Two stage process
Original – project team
Final version – enhancements after discussion
Evaluation and Recommendation
• Leadership • A roadmap • A unified vision and purpose • Understanding what success will look
like • Understanding what you can live
with
What matters?
• Look for enablers and allies
• Keep asking “what’s behind the words?”
• Resourcing makes a difference
• Feedback loops need to be constant
• Keep exploring the possibilities
• Keep answering “What’s in it for me/us?”
• Need to win Hearts & Minds
• Allow for an escape clause
Learnings so far
What are the opportunities if we build parallels between good dispute management and good change management?
Is there an opportunity to upskill managers and leaders in their capacity to manage change by increasing their understanding and competency in ADR techniques?
So what?
Sometimes ……………
Connections have to be pointed out to us
Sometimes………..
It can be a case of taking what works and applying it differently.