How do you effect change?

Aim

To empower you to respond to identified health needs by

developing your understanding of change management, behavioural

change, influencing and negotiation.

Outcomes

• What is change?• Managing personal change.• The theories of change and change

management.• Behavioural models of change.• Influencing people and understanding

organisations.• Negotiating skills.

Change? Transition?

“A round man cannot be expected to fit into a square hole right away. He must

have time to modify his shape”Mark Twain

Change needs leadership

Leadership is about setting direction, opening up possibilities, helping people

achieve, communication and delivering. It is also about behaviour, what we do as

leaders is even more important than what we say.

Sir Nigel Crisp

“Most organisations try to start with a beginning, rather than finishing with it.

They pay no attention to endings. They do not acknowledge existence of the neutral zone, and then wonder why people have

so much difficulty with change”.William Bridges (2003)

Managing Endings

3 stages of transition

The ending

The neutral zone

The beginning

Exercise 1

• Consider a change that you have recently been part of; Think about the leadership of that change, think about the stages of transition. Can you identify what helped? What made it harder? What could have been done better?

• Why do you think it wasn’t?

People responsible for planning and implementing change often forget that while the first step of change management is to understand the destination and how to get

there, the first task is of transition management is to convince people to leave

home. You’ll save yourself a lot of grief if you remember that.

William Bridges

1.WIIFM»Force Field Analysis

Tools to assist with change process

Coffee

Exercise 2

Resistors to changeDescribe an area in your life where you are a “laggard”.

Something that most other people have or do, but not you!

Explain your reason to your partner

Exercise 3

• In pairs decide on a change one of you could make/wants to make

• Use the tools discussed previously FFA and WIIFM to shape your answer

If we push to fast!!!!

Panic Zone!!

Discomfort Zone

Comfort Zone

Theories of change• Reasoned action

and planned behaviour

• Social Learning Theory

Models of Change• Health Belief Model• Stages of Change• Health Action Model• The Grief and Loss

Model

Stages of Change

Prochaska and Diclementepre contemplation

contemplation

preparation

action

maintenance

relapse

Exercise 4

• Using the Prochaska and Diclemente model, identify a change you have been involved with and work through some of the steps. What does it help you see?

• What might you do differently if using this model like this?

INTRODUCING THE FIVE INFLUENCING STYLES

FIVE STYLES

1.Dominance–Partnership–Others First–Bargaining–Withdrawing

A. Dominance

• Often seen as a traditional management approach

• Own needs dominate any interaction• Generally feels more important to be right than

liked• Useful when situation requires advocacy• Useful in a situation that calls for immediate

response

A. Dominance

BUT …..• Can create disharmony and resistance• People may respect but not trust you• People think you are scary

• Benefit from developing PULL skills

B. Partnership

• Highly collaborative• Seek first to understand before being

understood• Win /Win is important• Good for building rapport and

relationships

B. Partnership

BUT…..• Can seem idealistic• Assumes unlimited time• Others could think you are

trying to spread risk of decision making

• Consider development of assertiveness and saying No

Others First

• Others views dominate• Useful when building confidence and trust• People will complement your listening

skills• Find it difficult to make tough/unpopular

decisions

C. Others First

BUT• Has lose/win focus• Influencing opportunities missed • Others might exploit your goodwill• Need to develop push skills and saying no

D. Bargaining

• Underpinned by compromise and equal bargaining

• Often reactive influencing • Can result in arguments

D. Bargaining

BUT….• Compromise is not win/win it’s

compromise • People could see you as unprincipled if

you make concessions for sake of compromise

E. Withdrawing

• Style of someone whooLikes to consider all optionsoLikes to reflectoSees hasty decision making as

dangerous

• Useful when there are inherent risks that others may not see

E. Withdrawing

BUT…..• May get sidelined by

others• Need to develop both

PUSH and PULL techniques

Influencing Dos

• First seek to understand and then be understood• Listen genuinely• Be open to being influenced too• Focus on the positive to create common ground• Flex your influencing styles –one size does not fit

all• Focus on circle of influence• Push and pull in perfect balance

Influencing don'ts

• Talking more than listening• False reassurance• Trivialising or using cliché • Interpreting from your script• Diagnosing too soon• Being impatient- Shouting and finger pointing• Being closed to feedback