Change

Change – Key Points Understanding Change Barriers and Enablers to Change Leading Change in Individuals Leading Change in Groups/teams/organisations

Change is to make different, alter, modify “Those who cannot change their minds cannot change anything” George Bernard Shaw

The Change List Re-think Re-view Re-invent Re-create (Lee & King, 2001)

Questions What are examples of change in your life? How well do you handle the stress of change? What is your typical response to change? How does your response to change affect your ability to lead? How might you help a person to respond positively to change?

“And the day came when the risk to remain tight in a bud was more painful than the risk it took to blossom.” Anaïs Nin

Understanding Change – Realities of Change Change causes stress This is true whether the change is planned, unexpected, large, private etc Change needs to be integrated It is important to maintain your identity, values and purposes throughout the process of change Change is resisted When leading change, resistance tells you which things should be kept or modified (Lee & King, 2001)

Understanding Change – Why Resist Change Lack of trust Belief that change is unnecessary Belief that change is not feasible Threat to personal values Fear of personal failure Loss of status, power, money Resistance to change is not merely ignorance or inflexibility, it is a natural reaction by people who want to protect their self-interests and sense of self-determination. (Yukl, 2002)

Understanding Change – Four Reactions to Imposed Change Denial – this isn’t happening Anger – who’s to blame Mourning – change is inevitable, sad at what’s lost Adaptation – accept and move on (Yukl, 2002)

Understanding Change – Four Responses to Change The Overwhelmed These individuals understand change but can’t let go of the old ways The Entrenched These individuals are able to change but have a hard time doing it The Abusers They appear comfortable with change but are really fooling everybody The Learners Learners respond positively to change as a learning opportunity (Lee & King, 2001)

Leading Change – The Right Mental Mode From To Secrecy Openness Conflict Dialogue Individual Team Results Process

Leading Change – Communication when Leading People through Change Communicate clearly – using the right message and medium Communicate early – as soon as the change is known Communicate often – in small chunks Communicate honestly – keep people informed

Leading Change – Using Language to Improve Changes From To There’s nothing I can do Let’s look at our alternatives That’s just the way I am I can choose a different approach He makes me so mad I control my own feelings They won’t allow that I can create an effective presentation I have to do that I will choose an appropriate response I can’t I choose I must I prefer (Covey, 2004)

Leading Change in Organisations Organisations require different skills of leaders: Leaders understand complex issues Leaders continuously rearrange routines and performance standards Leaders discern customer needs Leaders are comfortable with change More than ever leadership is about influence rather than ‘authority’. Job descriptions have become less clear. (Lee & King, 2001)

A final thought on change “If you do what you have always done, you will get what you have always got”

References Lee, R.J., & King, S.N. (2001). Discovering the leader in you: A guide to realizing your personal leadership potential. San Francisco, CA: Jossey-Bass. Yukl, G. (2002). Leadership in organisations: Fifth Edition. Upper Saddle River, New Jersey: Prentice-Hall. Covey, S.R. (2004). The 7 Habits of Highly Effective People. New York, NY: Franklin Covey Co.