1. Making a Difference in the Change Management Process Kay Hempsall The University of New England and NSW Branch ATEM Prue Bedford Murdoch University and WA Branch ATEM and

2. What sort of change? First Order Change Linear and continuous change Rarely changes the system Second Order Change Multi-dimensional Multi-level Radical Changes the system Robbins et al, 2001, Organisational Behaviour

3. Organisational Development A collection of planned change interventions, built on humanistic democratic values, that improves effectiveness and employee well being Values Respect Trust and support Power equalisation Participation Robbins et al, 2001, Organisational Behaviour

4. Forces for Change Force Nature of the workforce Technology Competition Government legislation and regulations Example Strategies to increase diversity Systems updates and new implementations Niche marketing HEWRRs

5. Aligning the Organisation Integration of Roles, Systems and Rewards Information Management Financial Management Organisational Structure and Design Rewards Communication Strategies

6. Managing Change Map DRIVING FORCES AND RESTRAINING FORCES Government Requirements Competition Technology Financial Viability Culture Personal Expectations, Beliefs, Attitudes and Values, History, etc … Present Position Status Quo New Ideal Position Desired State ?

7. Resistance to Change Organisational Threats to established resource allocations Structural inertia Threat to established power relationships Threat to enterprise Group inertia Unlimited focus of change …. Robbins et al, 2001, Organisational Behaviour Individual Habit Security Fear Economic factors Selective information processing ….

8. Emotional Responses to Change Phase 1: Denial Phase 2: Resistance Phase 3: Exploration Phase 4: Commitment Robbins et al, 2001, Organisational Behaviour

9. Emotional Change Reaction Cycle Robbins et al, 2001, Organisational Behaviour

10. Overcoming Resistance to Change OLDNEW RESISTANCE Climate Improvement Plan Provide data Clear communication Move to win-win Involvement Support Manage emotions Avoid confrontation Ethical politics Irwin/McGraw-Hill 1999 Langford 2006

11. Kurt Lewin Model UnfreezingMovementRefreezing Robbins et al, 2001, Organisational Behaviour

12. Responding to Resistance Empathy Dialogue Listening and reflecting skills Identify concerns and categorise: Power to change Influence over No power or influence to change Moving on ceremony Action Plan Langford 2006

13. Empathic people Listen carefully to what is being said Remain objective Distinguish between opinion and fact Recognise nonverbal cues Understand the content Understand the feelings Communicate their understanding Dwyer, 2001, Communication in Business

14. Empathy Blockers Inadequate listening Passing judgement Jumping to conclusions Changing the topic Dismissing the other person’s views Giving unwanted and unsolicited advice Body language and gestures out of sync Dwyer, 2001, Communication in Business

15. Good Listening Focus attention on the other person Encourage the other person to participate Reflect or mirror the message Listen actively Dwyer, 2001, Communication in Business

16. Benefits Builds a positive communication climate People feel valued People interact confidently and courteously Relationships based on openness, honesty and trust Enables the bottom line Dwyer, 2001, Communication in Business Goleman, 1990, Emotional Intelligence

17. Change Attitudes – Good Communication Establish and maintain credibility Positive, tactful tone Listen carefully Alignment between nonverbal and verbal Consider context and culture Clear presentation Strong clear evidence Tailor argument to the listener Use logic (caveat) Emotional appeals Robbins et al, 2001, Organisational Behaviour

18. Questions?