Gpha presenation use

Helping Ourselves and Others to Confront It

Nicholle Harrison, M.A.District 1-1Training Coordinator

The Challenge of Change

-Woodrow Wilson

“If you want to make enemies, try to change something.”

Define your relationship with change as a leader in Public Health.

Develop a better understanding of change and the impact it has on those you lead.

Find new ways to assist your employees through change and uncertainty.

Our objectives today:

Bob Johansen Leaders Make the Future

“We are moving from a world of problems which demand

speed, analysis and elimination of uncertainty … to a world of

dilemmas, which demand patience, sense-making, and an engagement with uncertainty.”

1. Write down 5 words that you associate with CHANGE?

2. What are the major changes you are facing or

dealing with in your District/County?

3. What impact are these changes having on your

employees/you?

THE IMPACT OF CHANGE ON

PUBLIC HEALTH

Three Phases of Change

Current State

Transition State

Future State

Current State Employees generally prefer the current state

Current State

Transition State

Future State

Future State The future state is unknown to the employee.

Current State

Transition State

Future State

Transition State The transition state creates stress and

anxiety

Current State

Transition State

Future State

Stages of Change

3 CONCERNS ABOUT

CHANGE People want

to know what’s going

on.Personal concerns need to be expressed

How are we going to implement this??

When faced with change, 3 groups

emerge…

Open and willing to change

• Engage support

• Advocates

Uncertain and Hesitant

• Effected by HOW change is managed

• Most important group

Will NOT Change

• Beginning an exit strategy

• Potentially dangerousFamily

situation

Prof.Plans

Degree of

change

The history of change in

the org.Why is this change

needed and what is the risk of NOT changing??

Best Practices Approach to Reinforcing Change

Preferred senders Health Director/PH Leader Immediate supervisor

Best Practices: Repeat messages 5 to 7 times Use face-to-face Answer WIIFM Utilize question and answer format Understand their interpretation

Inventing solutions to help embrace uncertainty in Public Health…

• Inspiring people through the art of influence and the power of example

Power from seniority

• Relationships builders driven by personal credibility. Formal

Authority

• Actively coach team towards a collective goal

•

Resting on hierarchy

• Take the time to understand team members strengths, passions and motivation to contribute in meaningful ways.Top down

direction

Leading Public Health into the Future

Communicator

Advocate

Coach

Liaison/Resistance Manager

Whether they trust the sender

What they have heard from others

How satisfied they are with work

Experience with other changes at work

Factors Influencing Employee’s Perspective on

Change

Communication

Advocacy

Coaching

Managing Resistance

Starting with the end in mind…

TRUST is the key to Change Management

TRUST IS THE #1 COMPETENCY NEEDED OF LEADERSHIP TODAY Trust is a leader’s greatest ally Trust is POWER “WIN-WIN” High Trust drives engagement Trust is also like beauty…

Engaging Uncertainty

Creating a Culture of Engagement:

1. Opportunity – TELL ME ABOUT POTENTIAL.

2. Inclusion – COMMUNICATE WITH ME.3. Validation – I MATTER HERE.4. Personal Accountability – I KNOW WHAT I

AM RESPONSIBLE FOR AND HAVE GOALS.

5. Community – SUCCESS IS THE WHOLE ORGANIZATION

6. Trust - “MAKE, KEEP, REPEAT”

Growing the human side of change….

TRUST ENGAGEMENT

Self- DevelopmentThinking

outside the box

The ADKAR model helps to deal with the people dimension of change

Awareness of surroundings and self.

The need to have control over our life.

A quest for growth and knowledge.

A hope to make a meaningful contribution.

The need to be recognized and appreciated.

The ADKAR model

awareness

about change

Change the

Change

FEEDBACK

Use it to return to purpose Punish

resistors

Refute their resistance

Ignore resistance

ADKAR

Reinforce-ment to

sustain the change

(celebrating success).

Ability to implement the

change (turning

knowledge into action).

Knowledge about how to change (the

learning process).

Desire to support and

participate in the change

(our choice).

Awareness of the need for

change (why).

CHANGE

A parent attempting to improve the batting style and skill of his son.

Bought a batting video.

Dad got his son to watch half of the video.

The boy never touched it again.

Exercise: The change…

Is there awareness and desire??

There is nothing so stable as change.

Bob Dylan

Walk the Talk

Communicate

Involve People

Assist employees with movement through change

Help People Learn and Develop

Set Goals and Measure Results

Create a High Trust/High

EngagementEnvironment

Public Health Leaders:

Engaging Uncertainty in the

21st century

No more training do you require. Already know you, that which you need.

Then I am a Public Health

Jedi.

No. Not yet. One thing remains. CHANGE. You must confront CHANGE. Then, only then, a Public Health Jedi will you be. And confront CHANGE you will.

Let’s revisit our objectives:

Can I better define my relationship with

change as a leader in Public Health?

Have I developed a better understanding

of change and the impact it has on those

I lead?

Can I now find new ways to assist my

employees in change?

THANKYOU!!

Nicholle Harrison

nmlavallee@dhr.state.ga.us

District 1-1