Training to QSA

8/3/2019 Training to QSA

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Changing Mindset

1


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Resistance to change

Mindset

2

Why people dont want to change ?

- situation is good enough / fear of unknown

- stability of organisation to unstability

- routine behaviour

- bad past experiences

- Values

-people perceive what you will win and what theywill lose

- People dont resist change, they resist being changed


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Factors to facilitate change

Mindset

3

Benefits versus cost (disconfort not to change)

Simplicity versus complexity

Possibility of trial

The enthousiasm of a group of pioneers

Freedom of controlling ones path to achieve the expected outcome :

1) Define the outcome you want

2) Suggest a path to achieve it

3) Allow people to reject your path as long as they choose an alternate route to thesame destination


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The classical method

Mindset

4

1. Create urgency

2. Form a powerful coalition

3. Create a vision for change and a strategy

4. Communicate the vision

5. Remove obstacles

6. Show short-terms wins

7. Build on the change

8. Anchor the changes in organisational culture


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The classical method

Mindset

5

1. Create urgency : if not, with the first difficulties, everyone will find good reasons topostpone

2. Form a powerful coalition : alone you cant move mountains, only a team gatheringpower, expertise, leadership and trust can succeed in implementing change

3. Create a vision for change and a strategy : a vision for future that is attractive and

believable is essential to gather enegies

4. Communicate the vision : do not under-estimate efforts to share the vision to the wholeorganisation

5. Remove obstacles : Leaders must delegate implementation management but they mustalso provide support when organisation resist

6. Show short-terms wins : if not, some key-players may abandon you

7. Build on the change : Change must go on quickly

8. Anchor the changes in organisational culture : culture and values must be conformwith new behaviours and rules , if not change wont stick


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1 - Create urgency

Mindset

6

For change to happen, it helps if the whole organisation really wants

it. Develop a sense of urgency around the need for change.

This isn't simply a matter of showing people problems or talkingabout increased competition. Open an honest and convincing

dialogue about what's happening.

What you can do:

Identify potential threats, and develop scenarios showing what could happen in the

future

Examine opportunities that should be, or could be, exploited

Start honest discussions, and give dynamic and convincing reasons to get people

talking and thinking

Request support from outside stakeholders to strengthen your argument.


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2 - Form a powerful coalition

Mindset

7

You can find effective change leaders throughout your organization

they don't necessarily follow the traditional company hierarchy.

To lead change, you need to bring together a coalition, or team, ofinfluential people whose power comes from a variety of sources,

including job title, status, expertise, and political importance.

What you can do: Identify the true leaders in your organization

Ask for an emotional commitment from these key people Work on team building within your change coalition

Check your team for weak areas, and ensure that you have a good mix of

people from different departments and different levels within your

organisations


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- Create a vision for change

Mindset

8

The vision has to be attractive, ambitious, but realist, believable

A clear vision that people can grasp easily and remember

No jargon but metaphors

Guides the change effort

Gives a meaning to the efforts

+ a strategy that can achieve that vision

Practice your vision speech often !


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4 - Communicate the vision

Mindset

9

Talk often about your change vision

Openly and honestly address peoples' concerns andanxieties

Apply your vision to all aspects of operations fromtraining to performance reviews. Tie everything backto the vision

Lead by example.


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5-R

emove obstacles

If

Mindset

10

structure prevent progress leader must act

Some managers block necessary measures face directly the problem with them

Efforts are ruined by lack of skills provide training

HR systems unfit show where is your priority


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6 - Show short-terms wins

Mindset

11

Nothing motivates more than success.

Give your organisation a taste of victory within a year

Without this, critics and negative thinkers might hurt your

progress.

What you can do :- Create short-term targets not just one long-term goal.

- Early targets must be easy

- Rewards people that help to meet the targets


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7 - Build on change

Mindset

12

After beginning change always new necessary

works appear

After every win, analyze what went right and what

needs improving

Set goals to continue building on the momentum

you've achieved.


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8 - Anchor the changes

Mindset

13

- Culture can change only when practive hasalready changed.

- Declare victory. Tell success stories.Commemorate.

- Publicly recognize key members of your originalchange coalition

- Include the change values when hiring andtraining staff


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Adopting a new mindset

Mindset

14

From foes & friends to allies / opponents :

youre with me of against me ? choose your side, dude !

he is my friend, so he will side with me

consequences : giving over importance to extremes

disdaining of hesitating persons


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The map of players

Mindset

15

For a given objective

At a specific moment

Enable to locate people


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The map of players

Mindset

16

Antagonism

Synergy

- 1 - 2 - 3 - 4

+1

+2

+3

+4High synergy

Low synergy

Low antagonism High antagonism


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The map of players

Mindset

17

+ 1

+ 2

+ 3

+ 4

- 1 - 2 - 3 - 4Passive Uses power

To get a good

deal

Surrenders

If not strongest

Whatever the price

Willing to

negotiate

Not willing to

negotiate

Wont follow

But follows

Our initiatives

But gives up

w/o support

W/ unquali

fied supportTake

initiatives

Do not take

initiatives

Synergy

Antagonism


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The map of players

Mindset

18

- 1 - 2 - 3 - 4

+1

+2

+3

+4

Objective

:..........................................................

Date :................................................................

Names

1 :......................................................................2 :......................................................................

3 :......................................................................

4 :......................................................................

5 :......................................................................

6 :......................................................................

7 :......................................................................

8 :......................................................................

9 :......................................................................10 :....................................................................

11 :....................................................................

12 :....................................................................

13 :....................................................................

14 :....................................................................

15 :....................................................................

Synergy

Antagonism


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The map of players

Mindset

19

Synergy

Antagonism

1. Passives

2. Hesitants, waverers

3. Torn, schizo

4. Revolutionaries

5. Opponents

6. Moaners

7. Militants, zealots

8. Gold Triangle

7

1

4

3

8

6

5

2

+4

+3

+2

+1

-1 -2 -3 -4


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Mindset

20

1 - passives, silent majority

Their attitude

Your behaviour

not concerned by the project, no personal opinions, not a big dealnot concerned by the project, no personal opinions, not a big deal

will do nothingwill do nothing

can slip into opposition if forgottencan slip into opposition if forgotten

tthey do not like uncertaintyhey do not like uncertainty

keep them updated, show them considerationkeep them updated, show them consideration

our final targetour final target

be the boss: give them orderbe the boss: give them order in a way which cause them to be minimallyin a way which cause them to be minimallydisrupteddisrupted


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Mindset

21

2 - hesitants

Their attitude

Your behaviour

have points for and against the projects, often relevants points (+2,have points for and against the projects, often relevants points (+2, --2)2)

can be active to get a better understanding, even w/o youcan be active to get a better understanding, even w/o you (+3,(+3, --3)3)

have a short path to become allies or opponentshave a short path to become allies or opponents

priority target, keep them informedpriority target, keep them informed

consult them, argue, make them thinkconsult them, argue, make them think

show that you take really their opinion into accountshow that you take really their opinion into account


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Mindset

22

- torn people

Their attitude

Your behaviour

enthusiastics, full of energy, the first toenthusiastics, full of energy, the first to buybuy your project your project

they take initiatives, sometimes too muchthey take initiatives, sometimes too much

they do not appreciate being contradicted,they do not appreciate being contradicted,and can changeand can change opinion with the same energyopinion with the same energy

be careful : keep them inbe careful : keep them in controlcontrol

give them limited objectivesgive them limited objectives


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Mindset

23

4 - revolutionaries

Their attitude

Your behaviour

your project contradicts their own, and they will do whateveryour project contradicts their own, and they will do whateverto oppose yoursto oppose yours

they are not in a discussionthey are not in a discussion moodmood

do not spoil time with them, they wont change their opiniondo not spoil time with them, they wont change their opinion

use your allies to isolate them and show theiruse your allies to isolate them and show their fanatismfanatism

if necessary, have your allies attack themif necessary, have your allies attack them


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Mindset

24

5 - opponents

Their attitude

Your behaviour

they carry a significant activity against your projectthey carry a significant activity against your project

not your target, dont spoil your energy on themnot your target, dont spoil your energy on them

do not answer to them, it will give importance to their argumentsdo not answer to them, it will give importance to their arguments

respect them as opponentsrespect them as opponents

they are in a discussion mood and try to convince youthey are in a discussion mood and try to convince you

that your project is wrongthat your project is wrong

use usual negotiation technics (salami, may i go on, and your sister,use usual negotiation technics (salami, may i go on, and your sister,etc.)etc.)


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Mindset

25

6 - moaners

Their attitude

Your behaviour

they can "contaminate" passivethey can "contaminate" passive

they express their disagreement, they moan, but do nothing realthey express their disagreement, they moan, but do nothing realagainst the projectagainst the project

listen to them : they are a good source of infolisten to them : they are a good source of info

tell them things that you would like everybody to knowtell them things that you would like everybody to know


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Mindset

26

7 - militants, allies

Their attitude

Your behaviour

accept them as they are, spend time with themaccept them as they are, spend time with them

give them things to do, to say, people to meetgive them things to do, to say, people to meet

make them experiment difficulties to train their skillsmake them experiment difficulties to train their skills

ask them what they can doask them what they can do

followersfollowers or zealots, they agree with your project, as it is,or zealots, they agree with your project, as it is,and trust you to go through itand trust you to go through it

they are willing to do anything, but sometimes are not good at arguingthey are willing to do anything, but sometimes are not good at arguing

for the project, because of lack of credibilityfor the project, because of lack of credibility


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Mindset

27

8 - golden triangle

Their attitude

Your behaviour

they can carry on a true activity for the project and take initiativesthey can carry on a true activity for the project and take initiatives

they take the defense of the project against opponentsthey take the defense of the project against opponents

they have a critical mind and somewhat disagreethey have a critical mind and somewhat disagreewith the way you lead the projectwith the way you lead the project

detect them, and select them as efficient enginedetect them, and select them as efficient engine

spend time with them, make them participatespend time with them, make them participate

support them when they express their opinionsupport them when they express their opinion


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Action communication principles

Mindset

28

information

consultation

participation

information

consultation

information

isolation

allies

opponents


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Action management principles

Mindset

29

participating

negociation

direct orders

imposing

allies

opponents


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Action for relational situations

Mindset

30

allies

opponents

meetings

interpersonnal

meetings

(if allies)

interpersonnal

meetings


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The Strategy of Allies

1 - detect your allies

If not enough, go look for them

mobilise them

organise them

2 - accept your allies as they are

Do not neglect allies because they are not perfect,

your are not neither

Mindset

31


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3 - gives consideration to your allies

Give them power Spend 99% of your time with them

4 - mobilise your allies

From I will do somethong for you to you will do

something for our common goal

Mindset

32


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5 - use your allies to get new allies

6 - use your allies to fight your opponents

Provide them with arguments and advices

Mindset

33


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a Project does not die because of

opponents

but because of lack of organised

allies

Mindset

34

Date post:	06-Apr-2018
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