Adam Blackie MBA ACMA

a.blackie@websmartgroup.co.uk

Management Skills for Archivists and Records Managers

Session - Change Management and Advocacy

23 February 2011 10.00 – 11.00

Birkbeck College lecture theatre B04

Change Management

• People and Individuals• Leadership of Change• Groups and Teams• Summary

• Reasons for change

- Restructure

- Culture

- Merger/Acquisition

INDIVIDUAL CHANGE (Theory Types)

BEHAVIOURAL(Changes what you do)

COGNITIVE(Motivating for results)

PSYCHODYNAMIC(What’s going on for you)

HUMANISTIC PSYCHOLOGY(Maximising your own

potential)

COMPETENCE (Gestalt Style)

Learning Cycle (Kolb style)

Experience (Start here)

Experiments Reflection

Theories (or Start here)

Encourage New Activities

Design Toolkits to experiment

Question and Analyse what is going on

Research new ideas

Motivation “People do things because they want to” – Adam Blackie 2007

(A)Behavioural Theories: ( Changing what you do )

1. Theory ‘X’ & Theory ‘Y’ – McGregor 1960 (Stick & Carrot?)

2. Hygiene Factors and Motivators – Herzberg 1950 -1960 (Removing Barriers?)

Motivation

(B) Cognitive Theories: ( Motivating for results )

Aaron Beck – 1970

SELF CONCEPT &

VALUES BELIEFS ATTITUDES FEELINGS BEHAVIOUR RESULTS

(C) Psychodynamic: ( Whats going on for you? )

1. Reactions to change – Kubler - Ross 1969

SELF ESTEEM

TIME

Denial

Anger

Bargaining

Depression

Acceptance

(C) Psychodynamic: ( Whats going on for you? ) 2. Reactions to change – Adams, Hayes & Hopson 1976

SELF

ESTEEM

CONFIDENCE

MORALE

TIME

Denial

Anger

Bargaining

Depression

Acceptance

ShockExperimentation

Discovery

Integration

(C) Psychodynamic: ( Whats going on for you? ) 3. Reactions to change – Satir 1991 & see also Wernberg 1977

PERFORMANCE

TIME

OLD STATUS

QUO

FOREIGN ELEMENT

CHAOS

IDEASINTEGRATION

PRACTICE

NEW STATUS

QUO

(D) Humanistic Approach: ( Maximising your own potential )

1. Hierarchy of Needs – Maslow 1970

Self Actual-isation

Self Esteem Needs

Love and Belonging Needs

Safety Needs

Physiological Needs

(D) Humanistic Approach: ( Maximising your own potential )

2. Gestalt Approach to Change – Fritz Perls 1976

AWARENESS ENERGY/ACTION CONTACT RESOLUTION

(ANALYSIS/DATA)

(MOBILISE)

“Get out of your mind and come to your senses” – Fritz Perls

(OTHERS/TEAMS)

(DO STUFF)

PEOPLE & PERSONALITIES

Personality Types – Myers Briggs

(E) Extraversion Intraversion (I)

(S) Sensing Intuition (N)

(T) Thinking Feeling (F)

(J) Judging Perceiving (P)

Useful Change Groups IS = Thoughtful Realists – cautious and careful – “If it isn’t broke don’t fix it”

IN = Thoughtful Innovators – generates new ideas – “Let’s think ahead”

ES = Action Oriented Realist – energy and enthusiasm – “Let’s just do it”

EN = Action Oriented Innovators – enthusiastic for change – “Let’s change it”

PEOPLE & PERSONALITIES

Personality Types - LIFO – Life Orientation Preferences“people prefer some behavioural styles more than others.”

(SG) The supporting / giving-in orientation - Harmony

(CT) The controlling / taking-over orientation - Action

(CH) The conserving / holding-on orientation - Reason

(AD) The adapting / dealing-away orientation – Excellence

Some are more change oriented than others.

Achieving a change affects three dimensions of the individual

Emotional

Change is understood to be an urgent

need

Intellectual

There is a clear rationale for the

proposed changes that makes standing

still not an option

Physical

People need to be competent in a new way of working

People and Individuals Summary

Changing values and behaviours

Change Management

• People and Individuals• Leadership of Change • Groups and Teams• Summary

MANAGING CHANGE

.

“Those who make it happen.Those who let it happen.

Those who wonder what happened” - ANON

MANAGING CHANGE

.1. 5 factors in responding to change – Cameron & Green 2004

3. ORGANISATIONAL HISTORY

2. CONSEQUENCES OF CHANGE

1. NATURE OF CHANGE

RESPONSE TO CHANGE

4. TYPES OF INDIVIDUALS

5. INDIVIDUAL HISTORIES

MANAGING CHANGE

2. Schein’s Model – Lewin / Schein 1980 - 2000

UNFREEZE:

CREATE MOTIVATION TO CHANGE

LEARNING:

NEW CONCEPTS (AND NEW MEANINGS FOR OLD

CONCEPTS)

REFREEZE:

INTERNALISING NEW CONCEPTS AND

CHANGE

LEADERSHIP

OUTCOMES

LEADERSHIP

INTERESTS EMOTIONS

Influence, Authority & Power Enable people & culture change

Business Goals

BALANCE OF LEADERSHIP

LEADERSHIP CONFLICT

• Build close relationships and keep your distance• Lead from the front and hold oneself back• Trust your staff and keep an eye on what’s happening• Be tolerant and exercise control• Achieve your team’s goals and be loyal to the organisation• Plan your time well and be flexible with your schedule• Express your view and be diplomatic• Be a visionary and keep your feet on the ground• Win consensus and be able to cut to the chase• Be dynamic and reflective• Be sure of yourself and be humble

RESISTANCE

“I cannot understand why my staff are not wholeheartedly embracing my changes” – any number of CEO’s 1920 – 2010

People often say they do not like change.

What they are really trying to say is that

they do not want change thrust upon them.

RESISTANCE

1. SCHEIN’S MODEL (SIMPLIFIED)

Then...

This is all about psychological safety

SURVIVAL ANXIETY > LEARNING ANXIETY

LEARNING ANXIETY MUST BE REDUCED

Change Management

• People and Individuals• Leadership of Change • Groups and Teams• Summary

TEAMS vs. GROUPSSAMPLE DEFINITIONS

GROUP – “any number of people who interact with each other, are psychologically aware of each other, and who perceive themselves to be a group” – Schein and Bennis 1965

TEAM – “A distinguishable set of two or more individuals who interact interdependently and adaptively to achieve specified, shared and valued objectives” – Morgan et al 1986

WORK TEAM – “A group of individuals who share responsibility for outcomes for their organisations” – Sundstrom, de Meuse and Futrell 1990

TEAM DEVELOPMENT

1. Bion 1961

Dependency Fight or Flight Pairing

Leaders selected and have power and authority

The team challenges the leaders and other

members – some leave

Team members form alliances and groups to

resolve anxieties

TEAM DEVELOPMENT

2. Tuckman 1965

FORMING STORMING NORMING PERFORMINGPurposeStructure

RolesLeader etc

Dealing with the emerging conflicts

Agreeing and collaboration

Getting on with it

TEAM DEVELOPMENT

3. Scott Peck 1990

Pseudocommunity Chaos Emptiness Community

Members fake teamliness

Pecking order and team

names established

Abandon assumptions

and expectations

Accept each other and get on

with tasks

Change Management

• People and Individuals• Leadership of Change • Groups and Teams• Summary

ADKAR Change Readiness Model

Prosci 1996-2010

Good change managers will therefore:

• Create a compelling vision

• Train staff

• Involve the staff in change planning

• Create groups around the change

• Provide coaches, feedback

• Acknowledge positive behaviours

• Provide support groups and sub groups

• Reward teamwork, innovation, risk taking

• Develop, involve, empower

• Aim high

• Get the rewards strategy right

• Link goals to motivation

• Treat people as individuals and understand their emotional motivators

• Believe that people want to grow and develop

• Encourage flexibility• Create flexible structures• Hold regular one to one meetings• Individually praise all (especially junior) staff• Invent Specialist Staff Grades• Make sure staff and managers know what

decisions they can take without reference to a senior manager

Change Management in Practice

Change often goes wrong due to:• Over-expectation• Un co-ordinated decision making• Lack of clear objectives• Cost reductions without a corresponding

reduction in scope

Practical change management is most often a mixture of the following elements:

• Technology• Commercial Principles• Business processes• Human nature and interactions• Legal contracts • Money

The above is driven by senior staff responsible approving change , thus a change manager also needs to be a:

• Politician• Psychologist• Business analyst• Project manager • Diplomat

It is generally affected by:• Politics• Personal ambition• Financial pressures• Accountability• Desires to deliver and achieve

Manage Your StakeholdersTarget Impact on Target Typical Reaction Their Influence How to Approach

Director HIGHNew practicesNew technologyLess resource

BLOCKERLacks skills to copeDoesn’t believe change is necessary

HIGHRespectedSpeaks their mind

One to one - explain need for changeOffer external coachingPublicly debate / support their views

Manager HIGHChanges to job descriptionTough time scale for new systems implementation

BLOCKERWants to develop in-house systems

MEDIUMControls use of systemsTrack record is poor

Stress opportunity to increase their influence Demonstrate change operation in other locations

Staff MEDIUMChanges in routinesSome increase in workload

FLOATERSDon’t know enough about the project Concerned about security

LOWNo decision making powersBUT their co-operation is what delivers the change

Explain purpose of projectStress operational benefits of new systems / process. Involve them in design.

Support Services

HIGHChange increases the need for internal services

CHAMPIONSEnthusiasts for opportunities

LOW-MEDIUMBut no one else can supply.

Involve them in designUse their skills to deliver

If You Find Yourself Leading Change

• Establish a sense of urgency

• Form a powerful guiding coalition

• Create a vision

• Communicate that vision

• Empower others to act on that vision

• Plan for and create short-term wins

• Consolidate all the improvements maintain momentum

• Institutionalize these new approaches

Useful Reading on Change Management

1. Making Sense of Change Management by Esther Cameron and Mike Green - Change Management theory

2. The Naked Leader by David Taylor - Leadership

3. Leading Change by John Kotter - Leadership

4. Maverick by Ricardo Semler - An alternative organisational model

5. Performance Coaching: The Handbook for Managers, HR Professionals and Coaches by Angus McLeod - Leadership

Adam Blackie MBA ACMA

a.blackie@websmartgroup.co.uk

Thank You

Any Questions?

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