Leading Change Gemini Skills Workshop Gemini Consulting January 1999

Leading Change

Gemini Skills Workshop

Gemini Consulting

January 1999

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Gemini Consulting GmbH • Proprietary and Confidential

Purpose of this session

• To provide an overview of thinking about change:–And how it is changing.

• To provide an overview of Gemini’s approach:–History and direction for the future.

• To understand how we lead the change process and increase mobilisation and learning within the client organisation

• To familiarise you with models, frameworks and vocabulary commonly used within Gemini and client teams.

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Content of this session

• Why and how to change:–Business environments.

• The Roots of Gemini’s Approach to Change:–Core principles and tools.

• Gemini’s Evolving Change Model:–Capability framework.

–Value chain implications.

–Client examples.

• Change, Learning and Individuals:–Psychological safety.

–Emotional cycle of loss.

–Anxiety and aspiration.

–Conditions for capability development.

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Why and how to change

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Truths about change—why it happens, where it happens

. . . requirespersonalchange

. . . requirespersonalchange

– Technology– Economy– Government– Society– Customer/competitors

– Strategies– Structures/de-layering– Practices– Processes– Products

– Role– Responsibilities– Habits– Thinking– Values– Behaviours

Externalchange . . .

Externalchange . . .

. . . requiresorganisational

change . . .

. . . requiresorganisational

change . . .

WHY AND HOW TO CHANGE

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Change requires individuals and organisations to think, act and perform differently

• No matter how well motivated, an individual cannot make change alone.

• And yet, it is the rate of individual change which determines the rate of organisational change.

• Business change results from a critical mass of individuals participating in a change process together.

Gemini works with our clients to involve multiple parts of an organisation, at different levels, to ensure sustainable change.

Gemini works with our clients to involve multiple parts of an organisation, at different levels, to ensure sustainable change.


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Academics and practitioners are starting to apply thinking from science about living systems to organisations

• The traditional view of organisations is largely derived from Newtonian physics:

–Linear, rational, predictable.

–Machine model: made up of parts; parts have limited and controllable impact on the whole.

–Cultures of administration, planning, policy; values of control, hierarchy.

–Role of managers is to control the work of others.

• New thinking from physics is permeating other fields including business, organisations and leadership:

–Non-linear, unpredictable, butterfly effect.

–Living systems model: interconnected parts; direction of the whole system can be influenced rather than outcomes controlled.

–Cultures of entrepreneurialism, innovation, experimentation: values of openness, learning.

–Role of leaders is to amplify impact of events which create movement towards desired outcomes.

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Evolving Change ParadigmEvolving Change Paradigm

Experimentation and learning are key to leading this change, control and pressure are not!

• Change requires leadership of people, not management of things

• Change requires critical mass to emerge—where, when and how cannot always be predicted; seeing and using opportunities is key

• The consultant or manager is part of the context, involved in the learning process:

– Client and consultant are learning about different things

• Creativity is the key value

• Change requires leadership of people, not management of things

• Change requires critical mass to emerge—where, when and how cannot always be predicted; seeing and using opportunities is key

• The consultant or manager is part of the context, involved in the learning process:

– Client and consultant are learning about different things

• Creativity is the key value

Traditional Change ParadigmTraditional Change Paradigm

• Change can be managed with a Gantt chart

• Change can be planned and controlled

• The consultant or manager is the driver, manager of the change process

• The consultant or manager is outside the process

• Control is the key value

• Change can be managed with a Gantt chart

• Change can be planned and controlled

• The consultant or manager is the driver, manager of the change process

• The consultant or manager is outside the process

• Control is the key value


The Roots of Gemini’s Approach to Change

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Gemini’s change approach is grounded in the practical tools developed from behavioural change insights by United Research

THE ROOTS OF GEMINI’S APPROACH TO CHANGE

Behavioural Change InsightsBehavioural Change Insights

• Change starts with an individual• Change starts with an individual

ToolsTools

• Central role of the Joint Team Member• Central role of the Joint Team Member

• Change happens in relationships• Change happens in relationships • Partnership between JTM and Gemini consultant; coaching relationship; openness; trust

• Partnership between JTM and Gemini consultant; coaching relationship; openness; trust

• Small groups provide the means to accelerate individual change

• Small groups provide the means to accelerate individual change

• Natural Work Team; Joint Team; RAT• Natural Work Team; Joint Team; RAT

• Give people frameworks and vocabulary to help them articulate and understand their experience: then they can let go and move on

• Give people frameworks and vocabulary to help them articulate and understand their experience: then they can let go and move on

• Emotional cycle of loss; LIFO• Emotional cycle of loss; LIFO

• Use structure to build security and confidence about the process

• Use structure to build security and confidence about the process

• Charters; milestones; deliverables• Charters; milestones; deliverables

• Make the change tangible ad meaningful• Make the change tangible ad meaningful • Business case• Business case

• Provide ways of clarifying messy issues; externalise them, make them visible

• Provide ways of clarifying messy issues; externalise them, make them visible

• PSTB; Brown Papers; RACI• PSTB; Brown Papers; RACI

• Focus on the positive• Focus on the positive • Bs before Cs; opportunities not problems; “and”—not “but”; IWIK, H2; celebrate successes

• Bs before Cs; opportunities not problems; “and”—not “but”; IWIK, H2; celebrate successes

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A Gemini change intervention takes place through a project organisation

• The project is a joint team, made up of client people and Gemini people working together.

• Gemini ways of working (processes, values, behaviour) provide role models of a To-Be culture and ways of working.

• The project provides challenging work—an adventure zone—which requires client people to work in different ways, to experiment with their approach, in order to get the results required.

• The project provides a safe place in which to experiment—risks are reduced through support from a Gemini consultant who has done this before, through change tools which structure problems and processes.

• Content is used to provide safety, to give client people the confidence to innovate for themselves, not to provide the answer.

• The vocabulary of the change tools reinforces positive orientation, can-do attitudes role modelled by the Gemini team members.

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Our change approach is evolving to adapt to shifts in client needs and to incorporate new insights about change

Issues

• H2 apply insights around the behaviour of complex, adaptive systems (such as people, organisations) to the process of business change.

• H2 address change as a way of life: continuous change rather than a crisis event.

• H2 address the “corporate big picture” rather than “the project and the joint team”.

• H2 consult with clients on individual or organisational transformation, when their main or initial focus is content expertise or strategic insight .

• H2 retain and spread learnings once joint teams dissolve, beyond the joint team during an engagement.


Understanding “sustainable change” was chosen as an area of focus to increase Gemini’s differentiation.

Understanding “sustainable change” was chosen as an area of focus to increase Gemini’s differentiation.

Gemini’s Evolving Change Model

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The vision for our Change Model emerged from three key drivers

• Changing environments of clients:– Continuous change, driven by technology/market shifts.– Sustainable change.– Faster change.– Increased client capability (analytics, programme design and management, BPR tools).

• Changes the consulting service market:– Increasing maturity/sophistication of buyers.– Highly imitative Big 6 players: increasing in size/skills: commoditising products (e.g. BPR).– Product/service life cycles shortening.– New specialist entrants in change management arena: visual identify, communications consultancies.– People and IT emerging as key integrating factor.– Lack of differentiation within general management consulting.– Low awareness and reputation of Gemini.

• Sources of Gemini success with clients:– “How we worked with people – up and down and across the organisations.”– “The way we worked reflected the way work needed to be done in the future: empowered individuals and teams,

values driven, results oriented.”

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GEMINI’S EVOLVING CHANGE MODEL

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We are positioning Gemini by putting a stronger emphasison a capability-oriented approach to the change process

Traditional ViewTraditional View Evolving ViewEvolving View

Change as a process of loss and acceptance, a crisis-oriented

adaptation to an imposed event, and resulting in achievement of a

new status quo.

Change as a process of loss and acceptance, a crisis-oriented

adaptation to an imposed event, and resulting in achievement of a

new status quo.

Change as continuously responding to and shaping a

dynamic environment through the on-going development of

capability.

Change as continuously responding to and shaping a

dynamic environment through the on-going development of

capability.

Capitalize CapabilitiesCapitalize

Capabilities

... For superior results

Develpo Capabilities

Develpo Capabilities

Create Aspiration

Create Aspiration

RefreezeUnfreeze

Move

This view is based on an underlying business model of a “systems view”, rather than a “machine view”, of organisations.

This view is based on an underlying business model of a “systems view”, rather than a “machine view”, of organisations.


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We view capability as the next generation of consulting and we intend to get there faster than our competitors

GEMINI’S EVOLVING CHANGE MODELc

Impact on the

Organisation

1970s 1980s 1990s 2000s

Advice

DirectionSetting

Results

Capability

+

+

+

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We view change as a continuous process of translating aspirations into results . . .

Capitalise Capabilities

Capitalise Capabilities

... for superiorResults

Develop Capabilities

Develop Capabilities

Create Aspiration

Create Aspiration

Client need:• Faster change

• Deeper change

• Sustainable change

... through the development and capitalisation of capabilities.... through the development and capitalisation of capabilities.

Change as an on-going, capability focused process


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We believe that all living systems, including business organisations, need an aspirational view on their future …

… in order to continously adapt to or even shape their environment, and achieve the fast, deep, and sustainable change required to survive and evolve.

… in order to continously adapt to or even shape their environment, and achieve the fast, deep, and sustainable change required to survive and evolve.

Envision the desired future

Envision the desired future

Clarify the mid-term “To-Be”

Clarify the mid-term “To-Be”

1

2

Time horizon

• “Reason why”• energizing• open• driven by value

creation

• “Strategic direction”• “Stretched targets”• attractive to financial community• customer driven• innovation focused• explicit and measurable• action focused

• “Development stretch”• To-Be vs. As-Is• constraint based view • in line with strategic

direction

The process of change - The creation of aspiration

Understand the impact on capability

Understand the impact on capability

3


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We are therefore developing our own definition of capability, based on our experience with our clients

Definition of Capability

• The ability to adapt and respond creatively to unforeseen circumstances or events to achieve a desired outcome.

Definition of Capability at the Organisational Level

• Organisational capability has five dimensions:–Environmental intelligence.

–Asset management.

–Process.

–Alignment.

–Learning and innovation.


Capability is not competency, it is organisational, not individual: Competency = individual skills, knowledge, behaviour

Capability is not competency, it is organisational, not individual: Competency = individual skills, knowledge, behaviour

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The capabilities are defined generally - eachindustry has different dimensions for each of the five

• To observe your organisation and what is in and outside the organisation.

• To understand who your customers are and their needs (today’s and tomorrow’s customers).

• To understand the borders of your organisation in a dynamic way (organisation as part of an ecology).

• To understand an organisation as a portfolio of assets (HR, knowledge, financial, physical, brands, customer relationships, supplier relationships)

• Which assets are key to your strategy?

– How assets create value for whom (customer, stakeholders, etc).

– How to allocate resources to assets.


Environmental IntelligenceEnvironmental Intelligence

Asset ManagementAsset Management

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The capabilities are defined generally - each industryhas different dimensions for each of the five(cont.)

• To build a unified, focused leadership cadre(s).• To produce agreed sense of purpose and common

mission.• To ensure that sense of purpose is lived to align

individual activities to the organisation’s goals.• To align resource allocation, rewards, and performance

management with these goals.

• To reflect, review, understand and act on implications; to identify critical learning areas.

• To capture knowledge and connect it to value (for customers, stakeholders).

• To create space for risk.• To be open to challenge current assumptions and mindset.

• To link actions to produce reasonable output and create value.

• To understand critical processes across functions and use these as key drivers for value.

• To focus on decision points within processes as a key point of leverage.


AlignmentAlignment

LearningLearning

ProcessProcess

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Capability can be found by identifying its component elements

Environmental IntelligenceEnvironmental Intelligence

Asset ManagementAsset Management

ProcessProcess

AlignmentAlignment

Learning & InnovationLearning & Innovation

PeoplePeople Com-petencies

Com-petencies ToolsTools ProcessProcess SystemsSystems ParadigmsParadigms

Developing capability takes place through the interaction of people in developing new competencies, designing and using new tools, processes and systems and in absorbing new paradigms—people are the integrating factor.

Developing capability takes place through the interaction of people in developing new competencies, designing and using new tools, processes and systems and in absorbing new paradigms—people are the integrating factor.


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Developing capabilities therefore takes place byintervening at the individual, group or organisational level

Capabilities can be developed and capitalised on individual, group and/or organisational levels.

Capabilities can be developed and capitalised on individual, group and/or organisational levels.

EnvironmentalIntelligence

Asset Management

Process Delivery

Alignment

Learning/Innovation

Individual Key Group Organisation

Cap

ab

ilit

y D

imen

sio

ns

Cap

ab

ilit

y D

imen

sio

ns

Development LevelsDevelopment Levels

The process of change - The development of capabilities


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Effective transfer of client learnings from their partnership with Gemini enables clients to capitalise their capabilities

Gemini Project

Results of the project:

• Capture the return on investment in capabilities in the specific business area

• Apply capabilities to related issues or organisational units

• Establish new base-line for a next generation of aspiration


Alignment

Learning/Innovation

Cap

ab

ilit

y D

imen

sio

ns

Cap

ab

ilit

y D

imen

sio

ns

Related Client Issues

Related Client Issues

The process of change - The capitalization of capabilities

Asset Management

Process Intelligence


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Market development activities will put a strong focus on the value-added resulting from capability developmentThe process of change - The role of Market Development

Client need:• Faster change• Deeper change• Sustainable change

Market Development PerspectiveMarket Development Perspective

• Relationship driven

• Industry and content focused

• Aspiration- rather than crisis-oriented– Positioning change as a positive challenge

rather than a “must achieve” or a “fix it”– Linking capability development to issue-based

problem solving and benefits realisation

• Relationship driven

• Industry and content focused

• Aspiration- rather than crisis-oriented– Positioning change as a positive challenge

rather than a “must achieve” or a “fix it”– Linking capability development to issue-based

problem solving and benefits realisation

MDE ProfileMDE Profile

• Strong on industry and content• “Experience heavy”• Role model for positive approach

to change – Aspirational thinking– Pragmatic and flexible

• Sound understanding of how change materialises in organisations, groups and individuals

• Strong on industry and content• “Experience heavy”• Role model for positive approach

to change – Aspirational thinking– Pragmatic and flexible

• Sound understanding of how change materialises in organisations, groups and individuals


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An A&D will focus on the creation of aspiration, diagnosing development needs and creating a developmental experience

The process of change—The role of A&D: Creation of aspiration

Leading interventions with a focus on aspiration requires a specific project approach and consultant profile.

Leading interventions with a focus on aspiration requires a specific project approach and consultant profile.

A&D PerspectiveA&D Perspective

• Aspiration-driven rather than crisis-driven– Creating confidence in client people and

tapping into their desire to develop themselves and their business

• Focused on capability gaps – … as well as process gaps

• Mobilising the organisation around aspiration – … in addition to “Quick Hits”/“Early Wins”

• Giving the organisation a taste of the capability development experience

• Aspiration-driven rather than crisis-driven– Creating confidence in client people and

tapping into their desire to develop themselves and their business

• Focused on capability gaps – … as well as process gaps

• Mobilising the organisation around aspiration – … in addition to “Quick Hits”/“Early Wins”

• Giving the organisation a taste of the capability development experience

1

3

2

A&D Consultant ProfileA&D Consultant Profile

• Strong on industry and content• Strong intuition: “taste and judgement”• Role model for positive approach

to change, learning and growth–Strong tolerance for ambiguity–Aspirational thinking–Pragmatic and flexible–Open, not defensive

• People-oriented• “Experience heavy”

• Strong on industry and content• Strong intuition: “taste and judgement”• Role model for positive approach

to change, learning and growth–Strong tolerance for ambiguity–Aspirational thinking–Pragmatic and flexible–Open, not defensive

• People-oriented• “Experience heavy”


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The resulting capability profile served as the basis for change strategy and RD design.The resulting capability profile served as the basis for change strategy and RD design.

The Change Model approach was used to effectively address the capability issues of the clientPutting the Change Model into Practice - The logic of A&D

Competitive Profiling*

Capability-focused

Interviews

Capability Workshops

• Understand capability profile of key competitors

• Build first hypotheses

• Profile capabilities in relation to competition

• Identify examples, issues, and best practices

• Fine tune hypotheses

• Discuss hypothesis on capability profile with key groups

• Prioritise issues

• Outline next steps

* Conducted by Shop/The Institute

How do the competitors manage their capabilities?

Key issuesKey issues

Aspirational PictureAspirational Picture

Capability ProfileCapability Profile

5

1

“Environmentalintelligence”

“Environmentalintelligence”

Asset-Management

Asset-Management

Process-Intelligence

Process-Intelligence

AlignmentAlignment

Learning&

Innovation

Learning&

Innovation

5

5

5

5

1

1

1 5

1

What capability issues

have to be adressed?

Where are future competitive

advantages?

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Results Delivery will develop sustainable capability quickly

The process of change - The role of RD: Development of capabilities

. . . in addition to issue-based problem solving and benefits delivery.. . . in addition to issue-based problem solving and benefits delivery.

RD PerspectiveRD Perspective

• Creating an experimental environment– Creating safety, enabling discovery

– “Hot Housing”

– “Rapid prototyping”

– “Action Learning”

• Focused on capability development – … in addition to problem solving and

benefits delivery

• “Leaving a legacy”

• Creating an experimental environment– Creating safety, enabling discovery

– “Hot Housing”

– “Rapid prototyping”

– “Action Learning”

• Focused on capability development – … in addition to problem solving and

benefits delivery

• “Leaving a legacy”

RD Consultant ProfileRD Consultant Profile

• Strong on industry and content• Deep understanding of how change

materialises and able to play multiple roles:

–Coach and sounding board on the individual development level

–Facilitator, content expert and sparring partner on the group development level

–Methodology expert on the organisational development level

• Strong ability to get things done: do - reflect - improve (80:20 rule)

– “Pilot fast - learn fast - adapt fast” approach

• Strong on industry and content• Deep understanding of how change

materialises and able to play multiple roles:

–Coach and sounding board on the individual development level

–Facilitator, content expert and sparring partner on the group development level

–Methodology expert on the organisational development level

• Strong ability to get things done: do - reflect - improve (80:20 rule)

– “Pilot fast - learn fast - adapt fast” approach


Process

Asset Management

Alignment

Learning/Innovation

Indivi-duals

Groups Organis-ations

Cap

abili

ty

Dim

ensi

on

s

Cap

abili

ty

Dim

ensi

on

s

Development Levels

Development Levels


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At Lidl & Schwartz, Gemini Consulting developed the core capabilities to implement and run a completely new organisation

Putting the Change Model into Practice - The Lidl & Schwartz example

The Client SituationThe Client Situation

• Lidl & Schwartz is a German, 30’000 employee, DM 21B sales, hypermarket retailer

• Their revenues had doubled over five years, but there were worries whether they would be able to stay on the fast track

• Therefore, their original interest (1996) was to get consulting support on organisational design and alignment - areas they perceived as critical for future success

• Lidl & Schwartz is a German, 30’000 employee, DM 21B sales, hypermarket retailer

• Their revenues had doubled over five years, but there were worries whether they would be able to stay on the fast track

• Therefore, their original interest (1996) was to get consulting support on organisational design and alignment - areas they perceived as critical for future success

The ApproachThe Approach

• A capability-focused A&D quickly discovered that wide-scale organisational change would be required

• The RD delivered against three objectives:

– Build the appropriate systems and processes for rapid growth

– Realign the organisation and develop the necessary capabilities to excel in the changed organisation

– Develop a growth platform

• The whole RD was based on an extremly close and trusting client relationship

• A capability-focused A&D quickly discovered that wide-scale organisational change would be required

• The RD delivered against three objectives:

– Build the appropriate systems and processes for rapid growth

– Realign the organisation and develop the necessary capabilities to excel in the changed organisation

– Develop a growth platform

• The whole RD was based on an extremly close and trusting client relationship

The ResultsThe Results

• A new organisational structure was implemented

– … based on a competency centre model

– … with a process-oriented instead of a functional focus

• The new managers were trained, coached, and educated on and off-the-job

– … to successfully run the business in the new competence centres

• As much as possible leading edge Gemini retail industry knowledge was transfered to the client

• A new organisational structure was implemented

– … based on a competency centre model

– … with a process-oriented instead of a functional focus

• The new managers were trained, coached, and educated on and off-the-job

– … to successfully run the business in the new competence centres

• As much as possible leading edge Gemini retail industry knowledge was transfered to the client

Changing the client by using a capability-driven approach created client enthusiam and let to a m$ 10+ sale for Gemini. Changing the client by using a capability-driven approach created client enthusiam and let to a m$ 10+ sale for Gemini.

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Individual Change and Learning

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INDIVIDUAL CHANGE AND LEARNING

Successful change is a continuous people-focused process . . . think of it as marketing to internal segments

• Understand the needs of different populations or segments in the organisation

• Understand how to communicate and engage the attention of different segments

• Lots of feedback on progress

• Positive reinforcement

• Repetition: try it, fix it, try it again

• Interim milestones

• Frequently celebrate successes

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Implementing change requires understanding the dynamics of anxiety and the need for psychological safety

• The problem of organisational learning and transformation is to overcome the negative effects of past carrots and sticks.

• To make people feel safe in learning, they must have a motive, a sense of direction and the opportunity to try out new things without fear of punishment.

Source: “The Dynamics of the Green Room”, E. Schein, Sloan Management Review, 1993.


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Change involves letting go in order to move on—this will always be a personal choice, and is not easy to achieve

Unfreeze

RationalRational

(c. f. Kurt Lewin)

Move Refreeze

Emotional - “Me”Emotional - “Me”

(c. f. Bridges)

Endings Transitions Beginnings


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Our role is to help others through change...

– Listening and accepting– Focusing: ask questions to pinpoint real issues– Restating: hearing it restated

by someone else can help a personto clarify their real interests

– Signal shift-move the conversation on– Explain purpose of change– Link to his/her concerns– Summarise: bottom line

– “Were my comments clear?”– “What are your ideas for the future?”– “These are my ideas”– Agree to finite steps

• Clarify Endings– Disengagement– Disorientation– Disidentification– Disenchantment

• Share Transition– Explain– Confront/identify– Neutralise– Transfer

• Engage Beginnings– Vision & Plans– Communications– Symbols & ceremonies– New Starts


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… and one step towards helping people in change is to give them what they need in such situations

• Autocratic Behaviour

• Avoidance

• “Rah rah”

• Uncertainty

• Insecurity

What people in change (usually) get:What people in change (usually) get:

• Empathy

• Information

• Ideas

• Certainty

• Security

What people in change want:What people in change want:


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People need Information and secuirty because they may experience a sense of loss during change

Control, knowledge of what the future holds and place in the organisation

What to do, how to manage (can be embarrassing)

Familiar contracts (customers, colleagues, managers, group membership)

Understanding of where you are going, why, how

Area that ‘belonged’ to you (work space, responsibilities)

• Competence

• Relationships

• Sense of direction

• Territory

• Security

This sense of loss can generate an emotional cycle which may stall in a number of unproductive phases before acceptance of a new direction is complete.

This sense of loss can generate an emotional cycle which may stall in a number of unproductive phases before acceptance of a new direction is complete.

iNDIVIDUAL CHANGE AND LEARNING

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This cycle traces the loss of hope, expectation and an envisioned future and the acceptance of a different set of expectations.Different people will be in different places at different times.

This cycle traces the loss of hope, expectation and an envisioned future and the acceptance of a different set of expectations.Different people will be in different places at different times.

Time

Satisfaction

Certainty

Doubt

Hope

Confidence

Optimism

Pessimism

Needs and responses from people vary during different emotional stages experienced in a changing environment

The Emotional Cycle of Organisational Change

Source: Daryl Conner, adapted from Kubler-Ross’s Emotional Cycle of Loss: see “On Death and Dying”.

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Understanding the emotional cycle can help us deal with the change process

• Honeymoon period• Ideas look great on paper• All major obstacles appear to have been anticipated

Phase 1:Uniformed optimism –

Certainty

Phase 1:Uniformed optimism –

Certainty

• Problems surface, not all solutions are obvious• Morale drops (“Why did I ever get involved in the first place?”)

Phase 2:Informed pessimism –

Doubt

Phase 2:Informed pessimism –

Doubt

• A turning point occurs, a sense of accomplishment replaces a sense of pushing against problems

• Problems have not all disappeared, but people’s hopes are based on realistic data

Phase 3:Hopeful realism –

Hope

Phase 3:Hopeful realism –

Hope

• Optimism continues to develop• A fresh burst of energy appears

Phase 4:Informed optimism –

Confidence

Phase 4:Informed optimism –

Confidence

• Successful change has been made• Official change effort is complete• The outcome is frequently much different from that anticipated in

Phase 1

Phase 5:Rewarding completion –

Satisfaction

Phase 5:Rewarding completion –

Satisfaction


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We can help people to change by responding appropriately to their current state

• People in contentment or denial are not frozen:–Events will move them soon enough; little can be done to hasten the day; rational problem-solving will

delay it.–Make presence felt and accepted by acting appropriately; support their right to stay there as long as

they wish.

• To mobilise energy, we need to work with people in confusion or renewal:–Seeds of success are sown in confusion and sprout in renewal.

• To get past resistance, people have to express it out loud.• Letting go of the past is a pre-condition for moving forward:

–Letting go happens in its own time.

• The urge to hold on is to protect sense of identity, certainty, meaning:–No unfreezing techniques are likely to help.–Realistic patience and a sense of an appropriate time.–Scale must underlie and guide the change process itself

• Any task may shake people into denial; respond by keeping talking and waiting it out.

• People need support when in anxiety, not admonitions to hurry up and change faster.


Source: Marvin Weisbord: op cit.

V-O

You cannot make anybody change!

Documents

Leading Change Gemini Skills Workshop Gemini Consulting January 1999