2. Today’s Agenda... Morning  Perceptions of Change  External and Internal Forces Driving Change  Introducing Change using the Kotter Model  Managing Resistance to Change  Essential Leadership Competencies During Change  Building Trust

3. Today’s Agenda... Afternoon  Experiencing Personal Change  Stages in the Change Cycle  Managing Change with Resilience  Communicating Change  Actions for Introducing/Leading Change

4. Your Perceptions of Change What are your reactions when you hear the word “change”? –Negative perceptions –Positive perceptions

5. The Forces for Change...

6. Exploring the Forces... First, by yourself... Identify the external and internal forces for change that you see putting pressure on this organisation.... Then, as a group...  Discuss your individual lists.  Explore agreement on the key forces.  Identify the consequences if the Illawarra Institute doesn’t respond effectively to these forces.

7. Responses to Change

8. Implications???  Don’t expect change without some level of resistance  Resistance must be planned for

9. The Origins of Resistance...  Some people fear loss.  Some people mistrust those who lead.  Some people disagree on the change.  Some people don’t tolerate change well.

10. We Value Resisters Because...  They clarify the problem.  They identify other problems that need to be solved first.  They force change leaders to think before they implement the change.  Their tough questions can strengthen and improve the change.  They let us know who opposes the change.  They slow down the change.  They may be right, it is a dumb idea!

11. The PERCEIVED Losses...  Job Security  Psychological Comfort and Security  Control over One’s Future  Purpose/Meaning  Competence  Social Connections Of these potential losses, which are people most likely to experience from the coming changes? What can we do to reduce or eliminate these losses?  Territory  Future Opportunities  Power  Social Status  Trust in Others  Independence and Autonomy

12. In Your Small Group... Identify at least two or three actions that you can take to involve innovators, early adopters, early majority, later majority and traditionalists groups in your change efforts to reduce or eliminate sources of resistance.

13. Rallying Resistance  Surface the Resistance  Respect the Resistance  Explore the Resistance  Recheck the Status of the Current Resistance

14. Steps to Leading Successful Change John P. Kotter Harvard Business School Create the Guiding Coalition Establish a Sense of Urgency Create a Vision for Change Anchor Changes in the Culture Communicate the Vision Empower Others to Act Create Short-Term Wins Build on the Change

15. Establish a Sense of Urgency Examine competitive realities Identify potential crises or major opportunities

16. Create the Guiding Coalition Assemble a group with enough energy and authority to lead the change effort Encourage this group to work together as a team

17. Create a vision for Change Appeal to the long term interests of employees, customers and stakeholders Set realistic and attainable goals Ensure vision is clear enough to provide guidance in decision making Allow for individual initiative and alternate responses Can be easily explained in five minutes

18. Communicate the Vision Keep it Simple: Lose the Jargon Create Verbal Pictures Use multiple forums: Repetition Lead by Example: Your behaviour speaks Explain the appearance of inconsistencies 2- Way: Listen as Well as Share

19. Empower employees for broad-based action Communicate a sensible vision to employees Make structures compatible with the vision Provide the training employees need Align systems to the vision Confront supervisors who undercut needed change

20. Create Short-term Wins Plan for and create regular “wins” Recognise and reward people who facilitate the “wins” Momentum is building, less resistance You get what you reward

21. Build on the Change More change, not less More help Strong leadership from senior management Project management and leadership from below Reduce unnecessary interdependencies

22. Anchor new approaches in the culture Comes last, not first Depends on results Requires a lot of talk May involve turnover Makes decisions based on succession is crucial

23. Change versus Transition  Change is an external event. Something old simply stops and something new simply begins  Transition is a psychological process and is the direct result of change. It involves a gradual re-orientation in order to adapt positively to the change.

24. Transitions…….  Transitions are normal, natural processes with specific actions individuals and organisations can take to effectively and efficiently move toward the new beginning.  Change and transition are interdependent — without successful transition, true change will be difficult or impossible.

26. Assessing and Plotting Leadership Style  Intentions and behaviours that underlie my self- rating?  Perceptions of others: intentions and behaviours they attribute to me?  Possible adjustments in my behaviour to increase my effectiveness?

27. Experiencing Personal Change 1. Before you knew the change was coming or needed... 2.In the earliest days of the change... when you are beginning to feel the effects of the change... 3.After the change is half-way complete... 4. After the change is complete... when you’re looking back on the path you’ve followed...

28. The Journey Through Change Comfort and Control Fear, Anger, and Resistance Inquiry, Experimentation, and Discovery Learning, Acceptance, and Commitment Looking Back Looking Forward Chaos Stability

29. Characteristics of Comfort and Control  Comfortable  Safe  Everything’s fine  Happy  Satisfied  No problems  Positive  Rewarding  In control  I’m okay, you’re okay! People feel comfortable, safe, and in control. They are working hard — but often on the wrong things.

30. Characteristics of Fear, Anger, and Resistance  Frustration  Anger  Fearful  Betrayed  Upset  Confused  Challenged People feel frustrated, angry, and fearful about the change. Performance deteriorates.  Hostility  Anxiety  Self-doubt  Lost  Dazed

31. Characteristics of Inquiry, Experimentation, and Discovery  Confused  Questioning  Hopeful  Opportunity  Frustrated  Disappointed  Challenged  Half-way there!  Making progress People want to make the change work — on their terms as well as those of the organisation — but they don’t have clear answers.  Going in all directions at once!  Searching for solutions  Exciting!  Innovation/creativity

32. Characteristics of Learning, Acceptance, and Commitment  Now I know!  Energised  Success!  We made it!  Relief  Wow!  Self-confidence  Satisfied  Comfortable  What’s next? People are focused on and excited about the future. They begin working together to accomplish the change vision.

33. Getting Stuck in the Journey When people get stuck here... It can lead to this... Comfort and Control Complacency and Obsolescence Fear, Anger, and ResistanceSickness and Avoidance Inquiry, Experimentation, and Discovery Anxiety and Lack of Integration Learning, Acceptance, and Commitment Gradual Drift “Backward” into Comfort and Control     

34. In Your Small Group... What specific actions can we take to help –ourselves –others along the emotional journey through change?

35. Leader Actions... Comfort and Control Fear, Anger, and Resistance Inquiry, Experimentation, and Discovery Learning, Acceptance, and Commitment Looking Back Looking Forward Chaos Stability Leader Actions Create a Felt Need for Change Stabilize and Sustain the Change Revise and Finalize the Change Plan Introduce the Change 4 3 2 1

36. In Your Small Group... What specific actions can we take to introduce, lead, and sustain a specific change in our organisation? Identify actions that help you  Initiate or introduce the change.  Respond to the emotional needs of people at the respective stage.  Meet the noted “key challenge.”

37. Resilience is...  The ability to successfully adapt to difficult or challenging life experiences  To overcome adversity and bounce back from setbacks….. Al Sierbert- ‘The Resiliency Advantage

38. Develop Your Resilience  Self-Assured  Clarity of Personal Vision  Flexible  Organised  Problem Solver  Interpersonal Competence  Socially Connected  Proactive

39. In Your Small Group...  Discuss your reactions to and questions about resilience and its dimensions.  Identify three or four actions that leaders and individuals can take generally to develop and strengthen resilience in themselves and others.

40. Communication Strategy  Ensure all communication includes not only what’s happening, but also why and how  Be timely  Link the big picture with the little picture  Don’t tell people how they should feel  Match the message to the medium  Build a feedback loop into your strategy-actively encourage people to provide upward and horizontal feedback

41. In Your Small Group... What specific actions can we take to help –ourselves –others through the change process in the next 3, 6 and 12 months?

42. Thank You!!  Please complete the workshop evaluation.  Good luck with your change efforts!