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Amtoft Organisationspsykologi Mail: [email protected],
Change managementHow to understand and deal with the reactions
- during the process of change
1. Managing the process of change – how do we react?
2. How do we think and react during the process of change? Why resistance towards changes?
3. What happens in modern organization during the process of change?
4. Managing the complexity in modern organizations – what is important?
5. The role and the person of the manager - Relational competencies of the manager
6. Tools and good advices
Amtoft Organisationspsykologi Mail: [email protected],
Approach and background : Teacher -76
psychologist-87Approved clinical,family and organizational Psychologist
Organisational developmentFacilitating and monitoring:
ImplementationCross structural dialogues- Mergers and restructuring processes 18 years
Education : Topmanagement and PMleadership changemanagement
SIMI :E-MBA
CoachingIndividual competence devellopment
Amtoft Organisationspsykologi Mail: [email protected],
Fundamental principles for learning
• Meet as human beings..
• Respect and listen to the stories
• It has to be: fun, interesting and safe to be here
• You have to risk to give
• Nobody is perfect… we all have strength and weakneses but only by investing yourself, you can work with it
• Real competence is not demanding or pretending that you are perfect ,but to be courageous enough to be open, honest and visible with your strength and weaknesses, and develop them in relationships
•
Amtoft Organisationspsykologi Mail: [email protected],
Managing the process of change
– how do we react?
Amtoft Organisationspsykologi Mail: [email protected],
Two realities to manage
Strategic Objective reality
rational Logical
cause/effect thinking If problems looking for the right solution
Implementation Emotional reality
Defined, constructed truths Sensemaking
Solutions that makes sense or are possible right now.
Amtoft Organisationspsykologi Mail: [email protected],
Storytelling
Managing complexity and relations
New future
Changes The complex zone
• Learning process and sharing of knowledge
• Often calibration and follow-up
• A culture of improvisation
• Reflections
• Appreciatively approach
• Identity and authenticity strengthening
Firm form
Lizard structures
At this moment
On the way
Amtoft Organisationspsykologi Mail: [email protected],
Implementing change in organizations
Due to your experiences:– what is important to be aware of as managers
or change agents.
• Learning from these experiences :– What would you do differently in your next
change proces
• Burning question to our topic– What would make your life so much easier, if you found the answer today…?
Amtoft Organisationspsykologi Mail: [email protected],
Managing the process of change – how do we think and react during changes?
Amtoft Organisationspsykologi Mail: [email protected],
Two simultaneous processes of recognizing
the world around you
Categorizing:
• Intellectual, rational understanding of the world (the changes)
• Do I see the necessity?• Is it a logical process of
change?• Do I understand the plan,
the organization and my academic qualifications in the future?
Symbolizing:
• Emotional interpretation of the world(the changes)
• Do I like changes?• Do I believe that the
changes will benefit my position?
• What do I win/loose?
Amtoft Organisationspsykologi Mail: [email protected],
2 basic psychological needs
Power:•Being i control of ones own life
•Manage the challenges you meet•Having influence your own situation
•Feeling empowered
Meaning: • Making a difference in the big game.
• Feeling respected
• Being heard
• Understanding why
• Getting explanations that makes sense
Amtoft Organisationspsykologi Mail: [email protected],
Being part of the team, instead of against it
Chess• You plan and then you
carry out the plan
• And believe you are in full control of the process
Interactive videogames• Continuous assessment
and continuous negotiations
• Not possible to be outside the game
• One has to live with diversity
• Trust is crucial• Many “ready” net-work
groups and tools in the bag
Amtoft Organisationspsykologi Mail: [email protected],
How do we think and react during change processes?
Is it resistance, emotinal reactions or broken dreams?
Amtoft Organisationspsykologi Mail: [email protected],
Doubt ??About relations and
identityChanges in status
Self-esteemPositive work relations
ChangesStrategy - objective
Threats
Possibilities
Anxiety
Joy
Amtoft Organisationspsykologi Mail: [email protected],
Different reactions towards changes – lizards, inspectors, skinflints or front fighters
What to do as a leader?
NegativeNegative
TraditionalistsSecurityLoyalty
Bearer of cultureSorrow, losses and
powerlessness“not in control” of the
futureIn need of rituals and
honoring
Bystandershesitating
Looking for meaningAmbivalences and doubts
Fear of exposureIn need of a push and a
place to belong
Change agents
ProudDriven by performance
Lots of energy“the humblebee syndrome”
In need of reflections
The opponentsFear
Los of power/influencePolitics Anger
In need of influence and satisfaction
Reactions on factors
of change
PassivePassive
Positive
In interest of the changes
Active
Amtoft Organisationspsykologi Mail: [email protected],
Be aware of war symptoms
Making the world into demons• Splitting (the good and the bad)• Rearmament • Scapegoating • Blaming complaning• Tabooing • Disqualifications
Amtoft Organisationspsykologi Mail: [email protected],
What happens in the modern organization
during the process of change?
Amtoft Organisationspsykologi Mail: [email protected],
Organisations during the process of change
A demand for flexibility– Short term planning– Change in priorities – Overview anxiety
Lack of absolute truths– No “firm and visible” goals over a long period of time– No “right way” to do things– Many unanswered questions and chronically irresolution
Many things go beyond normal limits– Personal, professional, structural, cultural, morally and so forth– Lack of curiosity
Strong ambivalence towards the management– The desire for a strong man/woman, who can take the responsibility and
meet the irresolution – At the same time the employees want total control of themselves
Amtoft Organisationspsykologi Mail: [email protected],
The cycle of change
MODSTAND
Decreasing activity
Sporadic indications
Acknowledge-ment
Introductory behavior
Implementation
Integration
understand
enjoy
trust
”By in”- process
Amtoft Organisationspsykologi Mail: [email protected],
Managing change in complexity
– what is important?
Amtoft Organisationspsykologi Mail: [email protected],
• “It is difficult for many leaders to work with self-organizing processes because they are used to see them self as someone in control, realizing goal and create the future as individual heroes instead of simply being part of a process that continuously develop”
• Patricia Shaw 2002 - Nuclear physician and organizational consultant
Management in complex organizations
Amtoft Organisationspsykologi Mail: [email protected],
How to manage complexity and employee relations
”The best practiced way” • Rules and handbook prescriptions• Best practices• Leaves you with the possibility ofbeing in control, but there is a big risk, that the reality will overtake
”Chaos”: • My own way
• Individual learning
• Random common effort
”Complexity”• Many possible ways
• A question of usefulness and necessity: investigate what the
situation as a whole calls for(partners, leaders and other
complex systems)
EvaluationFeedbackSparringReviews
Amtoft Organisationspsykologi Mail: [email protected],
TID knowledge Decisions
Reviews
Feed-back
Evaluation
Improvisation
New knowledge: embarrassing or useful?
Sufficient knowledge to take the next step – not to guarantee the
success
Amtoft Organisationspsykologi Mail: [email protected],
The role and the person of the manager
- Relational competencies ofthe manager
Amtoft Organisationspsykologi Mail: [email protected],
“The Alchemist” by Paulo Coelho
”Well, there is only one advice I can give you”, one of the most wise men said.
”The secret of happiness is to experience the worlds splendors without forgetting the two drops of oil in the spoon.” The shepherd stood silently. He understood the old king’s story. A shepherd loves wandering, but he never forgets his
sheep. Amtoft & Vestergaard
Organisationspsykologi [email protected] & [email protected]
Amtoft Organisationspsykologi Mail: [email protected],
Hard worker or heroic commander
”I can stand to climb the mountains, but the hard work over the flat steppes – that, I will never be able to handle”
Bertolt Brecht
Amtoft Organisationspsykologi Mail: [email protected],
Development of organisationsand individuals
Follow-upevaluation
Practice and learn
Time to reflect Trust
Necessity
Interruption
Systems
Amtoft Organisationspsykologi Mail: [email protected],
Being a long waited guest• Take off shoes. Doesn`t bring dirt into our house• Admire our home and will not try to change it..• Brings interesting news• Brings the good stories about us into the outside world• Give us a positive mirroring. The story we like about ourselves!• Could be a bridge to good network and influence• Brings a present.• Arrives when it suits us.• Do not course us any trouble or extra work.Sometimes even useful.• Helps laying the table or what is needed• Appreciate our efforts and shows gratitude.• Respectful towards our life and things, that surrounds us.• Show us that we can make a difference• Calls the next day and later telling us, what difference we had made…
Entertaining, appreciating, respectful and developing
• .
Amtoft Organisationspsykologi Mail: [email protected],
Managing complexity and employee relations
Basic trust– “Alignment dialog“ Are you in or not?– Create meaning true dialog. What does it mean for you?– First the truth and the difficult messages from the leader?
Creating a positive culture of learning– Net-working– Play around with knowledge and competences– Dialog and collective mindset in the organization - vertical as well as
horizontal
Reflection and hope– Positive acknowledgement – Confrontation with the reality and critical reflection– A Heliotrope follow-up: the management follows the sun
Amtoft Organisationspsykologi Mail: [email protected],
3 domains
Domain of estheticsPersonal preferences
Domain of
production
Domain of reflections
5.Th province
Amtoft Organisationspsykologi Mail: [email protected],
Like/dislikePassions Personal motivationPersonal grounds and special competences + Performance, being seen and clearsuccesses+be transparent and clear+ autencityPersonal choices
5.Th provinceCuriositywonderingMicro and macro-perspectives and things betweenGo from the simple and make it complex for a whileStay with details deepening processesAvoid performance and competitionOk being in doubtQualifying decisions+ connecting and coordinating differences
Fast and many decisionsKISSAvoid detailsAgenda and decisions as planedFighting and discussionsfor your perspective
” Virtues and valuable behavior in the three domains
Domain of reflectionsLearning relatingCoordinating
Individual DomainEsthetics and motivation
Domain of production:action and doing
Amtoft Organisationspsykologi Mail: [email protected],
Allignment in the 3 domains
Economic dimension
What are the expectations to me?
Do I get any kind of help?
What are the rules?
How is my effort rewarded?
Social dimension
What vision do I haveto be part of?
What values shouldwe share?
What informal rules about behavior and
risk-sharing will hold good?
What kind of group or team shall I be part
of?
Psychological dimension
What can I gain from this?
How chancy is it for me?
What personal satisfaction will I
obtain?
Amtoft Organisationspsykologi Mail: [email protected],
Meta-competencea “lonely” position
• A birds eye view of groups and activities • Ensure the values and the frames around the group and
the organization• Ensure the connection between the part and the whole• Never become too close to the group or an individual so
that it is not possible to act according to the whole• Be neutral • Ensure the whole and all the involved• Ensure the process of learning instead• Live with and in dilemmas
Amtoft Organisationspsykologi Mail: [email protected],
Several tools and good advices
Amtoft Organisationspsykologi Mail: [email protected],
Advice to the managers - dealing with implementation and changes
• If possible present the factual knowledge and eventual structural changes (before) actual development plans.
• Talk to each individual and make extra time to talk to those who are especially touched by the changes in the project. Get them involved as early in the process as possible.
• Use former experiences on changes. Ask for stories and similar experiences. Use the learning points from before in an positive and proactive manner
• Listen to the stories told through out the organization concerning the changes. Those who are located fare away – do they have most of the stories? Start a dialog about this. Remember those who you don’t think about!!
Amtoft Organisationspsykologi Mail: [email protected],
Advises…..continued
• Underline what shouldn’t be changed
• Talk about your fascination
• Avoid giving to much general information, details of content and to much explanations to why the change is necessary.
• Try hard to create a story about the changes that makes sure that the past and each individuals perspective is recognized
• Be honest and tell what you don’t know
Amtoft Organisationspsykologi Mail: [email protected],
Advises…. Continued
• Give up the idea, that only one solution is right. What seems right one moment can be impossible the next.
• Make a proces and plan for how you will collect new knowlegde.
• Try, practice and evaluate. Meet in the 5th province.Reviews
• Educate managers, project-managers and change-agents in dealing with complex thinking.
• Do not pretend there is an easy solution – there never is! Realize that you cannot control the complexity – you have to embrace it.
• Be in charge not in controle
Amtoft Organisationspsykologi Mail: [email protected],
The apriciative focus
• Placebo focus instead of looking for mistakes. Go through what’s going on, does it work, and why does it work. Strengthening the forces of the system
• Resource archaeology: digging up the competences by storytelling and redefining the stories. (Look for beautiful and positive stories and make them bigger)
• Create process that ensure as many voices to be heard as possible. These processes cannot be made hierarchically
Amtoft Organisationspsykologi Mail: [email protected],
Meetings in the 5.th provinceMindset and ethical framework
• No one has a monopoly of visions and goals.• Everyone must keep an open mind to others’ views, and not
argue with them.• We are curious, not censorious.• We welcome disagreement - diversity is an asset.• We do not criticise others’ actions, their motives or their
ideas.• We constantly examine others’ versions of reality.• We welcome problems and problematic points of view,
including those which are brought forward without solutions.• In this forum, we discuss possibilities, ideas and new
courses of action.• We focus on the future.