Management training for Shop Managers Week 3 – Day 3 Implementing change Week 3 – Day 3 Implementing change

Management training for Shop ManagersManagement training for Shop Managers

Week 3 – Day 3

Implementing change

Week 3 – Day 3

Implementing change

Management Training for Shop Managers 3rd session

Implementing change

Page:2SGP / F

Formation Management IndustrielConfidentality D3

08:00 – 08:4514:00 – 14:4508:00 – 08:4514:00 – 14:45

TimetableGr 1 / Gr 2TimetableGr 1 / Gr 2 SequenceSequence How ? How ?

Simulation exercise : preparationSimulation exercise : preparation 4 groups4 groups

09:15 – 09:4515:15 – 15:4509:15 – 09:4515:15 – 15:45

Simulation exercise : debriefingSimulation exercise : debriefing

Simulation exerciseSimulation exercise

10:15 - 10:3016:15 – 16:3010:15 - 10:3016:15 – 16:30

BreakBreak

12:15 – 12:3018:15 – 18:3012:15 – 12:3018:15 – 18:30 Conclusion – Training evaluationConclusion – Training evaluation DiscussionsDiscussions

09:45 – 10:1515:45 – 16:1509:45 – 10:1515:45 – 16:15

Simulation exercise : role playingSimulation exercise : role playing

DiscussionsDiscussions

11:00 – 11:4517:00 – 17:4511:00 – 11:4517:00 – 17:45

ExerciseExercise

08:45 – 09:1514:45 – 15:1508:45 – 09:1514:45 – 15:15

Introduction : expectations – some theoretical aspects Introduction : expectations – some theoretical aspects

Discussion, PowerpointDiscussion, Powerpoint

Case mapping on the partners chartCase mapping on the partners chart

The strategies to be adopted with regard to the different playersThe strategies to be adopted with regard to the different players

11:45 – 12:1517:45 – 18:1511:45 – 12:1517:45 – 18:15

PowerpointPowerpoint

10:30 – 11:0016:30 – 17:0010:30 – 11:0016:30 – 17:00 The 3 tools for implementing changeThe 3 tools for implementing change PowerpointPowerpoint

ProgrammeProgramme


Implementing change

Page:3SGP / F


Session objectivesSession objectives

By the end of this training, we will have…

– …understood the scope and foundation of change management– …discovered concrete tools to help us in implementing change– …put these tools into practice – …discussed the difficulties in and solutions for implementing change


Implementing change

Page:4SGP / F


ContentsContents

• Introduction : some theoretical aspects– The contexts of change

– The stages in change

– The strategy of change

• Communicating change (Simulation exercise)

• 3 assistance tools associated with the 3 key dimensions of the implementation of change

– Vision and direction transformation chart

– Mobilisation and communication partners chart• Presentation

• Exercise

• Strategy for managing players

– Action Action plan and RACI

• Conclusion of the session


Implementing change

Page:5SGP / F


Let’s share our experiences !Let’s share our experiences !

• In your opinion, what are the key factors in the success of change or the reasons for its failure ?

• What are the points to be watched which we must keep in mind ?

Exe

rcis

eE

xercise


Implementing change

SGP / FFormation Management Industriel

Confidentality D3

OPTIMISATION

TRANSFORMATION CRISIS

CONSTRUCTION

Source : IMD

Change takes place in 4 types of contexts…Change takes place in 4 types of contexts…


Implementing change

Page:7SGP / F


CO

NS

OL

IDA

TE

AN

D A

NC

HO

R

con

tinu

ing

to m

ake p

rog

ressThe key factors in the success of changeThe key factors in the success of change

IMPLEMENTsecuring the short-term gains

Vision=> Develop a clear vision and share it

Mobilisation=> rely on the intelligence of the people in the field, establish a coalition & team spirit

Experimentation / trials / pilots…=> ownership

Improvement => of results => and of people

Execution=> Put visible and symbolic

changes in place rapidly, secure the short-term gains

Communicate

Provide the resources and measure

Involvement of top managementand exemplary nature of managers

According to Kotter, Bundel, Optim Ressources

LA

UN

CH

creating

a hee

ling

of u

rgen

cy


Implementing change

Page:8SGP / F


SommaireSommaire








• Exercise





Implementing change

Page:9SGP / F


The emotional cycle of change allows us to share and impart our vision on the difficult situations of the project

The emotional cycle of change allows us to share and impart our vision on the difficult situations of the project

Confidence / energy +

Pessimism / energy -

Time

CertaintySolid references

HopeComprehension

of new references,realisation of how far

they have come

Confidencenew logics of

action, need to bolster what has been learned

SatisfactionRecognised success,

need for reward /valorisation

DoubtLoss of reference

points, need forexplanations

InterrogationAdaptation,

feedback of experience

RenewalConstructive

learning

Refusal and resistanceNegative certainty,need to hear that it

is unavoidable

Depression“Death Valley”Loss of horizon, need for comfort,

little successes

• ILL-FOUNDED OPTIMISM• Honeymoon period• The ideas look very

attractive on paper• The main obstacles have all

been considered

JUSTIFIED PESSIMISM

• Problems arise• There seem to be few

obvious solutions• Morale drops

POSITIVE REALISM• Decisive moment• A feeling of accomplishment

replaces the feeling of negotiation and fatalism

• The problems have not all gone away, but hopes are based on realistic data

• JUSTIFIED OPTIMISM• Optimism starts to grow• A feeling of renewed

energy appears

ACHIEVEMENT OF OBJECTIVES• Changes successfully made• Results achieved often different

from those initially planned

Project manager

X

According to Capgemini, Optim Ressources


Implementing change

Page:10SGP / F


SommaireSommaire








• Exercise





Implementing change


Confidentality D3

Parties involvedParties involved

Supervisory bodies

Supervisory bodies

SuppliersSuppliers

CustomersCustomers

Co-operatingbodies

Co-operatingbodies

ControlbodiesControlbodies

Projectteam

Projectteam

Functional services

Functional services

“Compagnons”“Compagnons”

IntermediatemanagementIntermediatemanagement

ManagementTeam

ManagementTeam

SupervisorsSupervisors


Implementing change


Confidentality D3

The strategy of change : 1. Give directionThe strategy of change : 1. Give direction

VISIONSDESIRED VISION

CURRENT REALITY

Expected advantages

Reasons for change

Creativetension

OBSTACLES

REALITIES

Draw up and share

Establish and maintain

Identify

Recognise and share


Implementing change


Confidentality D3

Give a direction to the project or the solution for the various parties involved

Give a direction to the project or the solution for the various parties involved

DIRECTION

MACRO : management level

DIRECTION

SOLUTION

SOLUTION

MICRO : individual level


Implementing change


Confidentality D3

Strategy of change : 2. Set in motion and 3. ActStrategy of change : 2. Set in motion and 3. Act

GIVE DIRECTION SET IN MOTIONShared vision

Final result

Intermediateresult

Sharedreality

DESIRED VISION

CURRENT REALITY

Expected advantages

Reasons for change

Creativetension

OBSTACLES

Select all the leversProvide support

Experiment

Intermediateresult


Implementing change


Confidentality D3

To sum up : the strategy of change is based on 3 key dimensionsTo sum up : the strategy of change is based on 3 key dimensions

• Direct– Direction– Segmentation– Win-win offers– Identification of levers and obstacles

• Train– Measurement of success and

positioning– Respective roles– Intermediate stages and objectives– Rhythm– Change network

• Set in motion– Modifications quickly visible– Rapid involvement– Short-term actions :

complementary levers cascading of objectives experimentation

Vision Vision Communication /

mobilisation Communication /

mobilisation

Action Action


Implementing change

Page:16SGP / F


ContentsContents




• Communicating change• Presentation of the exercise

• Simulation exercise

• Debriefing



– Mobilisation and communication partners chart




Implementing change

Page:17SGP / F


Let’s exchange practices : short-term changeLet’s exchange practices : short-term change

• How do we set the workshop in motion as soon as the change is announced ?

– What should the shop manager do (what should YOU do) to indicate that a change is being implemented in the workshop ?

– What has to be implemented in the very short term for the change to take shape and become reality ?

– How do you communicate on the subject (say what you are going to do, what you are doing, what has been done) ?

Exe

rcis

eE

xercise


Implementing change

Page:18SGP / F


Construct your launch meeting !Construct your launch meeting !

• Exercise : you are a shop manager who has to put a project in place which is going to make a change necessary in the shop’s organisation and methods of work

• You have to present this project to your team for the first time in a 20 minute meeting.

• In your work groups, take 30 minutes to prepare 1 or 2 slides on each of the following points :

– Vision and Direction– Mobilisation / communication / milestones– Action / start-up in the short term– Anticipation des questions / replies

• Each group will present their work in turn, linking to the preceding group

Exe

rcis

eE

xercise


Implementing change

Page:19SGP / F


ContentsContents











Implementing change


Confidentality D3

Visualise your target with the help of a transformation chartVisualise your target with the help of a transformation chart

Quarters2006

2007

2008

200820071st qtr 2006 2nd qtr 3rd qtr 4th qtr

Man management

Man management

Workshop organisationWorkshop

organisation

BehaviourBehaviour

CompetenciesCompetencies

Future

Today

Mastery

Deepening

Expansion

Steering systems / tools



Implementing change


Confidentality D3

Integrate your own transformation actionsIntegrate your own transformation actions

200820071st qtr 2006 2nd qtr 3rd qtr 4th qtr



Man management

Man management

WorkshopOrganisation

WorkshopOrganisation

Client interneClient interne

CompetenciesCompetencies

Future

Shop manager’s individual behaviour

Shop manager’s individual behaviour

action

action action action action

action

action

action

action

action

action action action

action

action

action action

actionaction

action

actionaction

action

action

action

action

action

action

action

action

action

action

action

action

action

action

action

action

action

TodayBehaviourBehaviour


Implementing change

Page:22SGP / F


ContentsContents








• Presentation

• Exercise

• Strategy for management of players




Implementing change


Confidentality D3

Faced with any change project, the people involved implement a positive energy (synergy) or a negative energy (antagonism) to be analysed on a partners chart

Faced with any change project, the people involved implement a positive energy (synergy) or a negative energy (antagonism) to be analysed on a partners chart

• Synergy and antagonism : – two reactions expressed by

each person depending on the circumstances and partners

– are not strictly opposed and co-exist in most relationships

Indi

ffere

ntR

esis

tant

Opp

osed

-4-3-2-1

+4

+3

+2

+1

Min

imal

ist

Inte

rest

edC

o-

oper

ativ

e

Mili

tant

Har

d-lin

er

Synergy or energy developed FOR the project

Antagonism orenergy developed

AGAINST the project

Active synergy

Passive synergy

Passive Antagonism

Active antagonism

SYNERGY• -1 = Minimalist : fairly disinterested partner• -2 = Interested : attentive, develops discourse• -3 = Co-operative : takes initiatives• -4 =Committed : militant, ready to commit all his

energy and power

SYNERGY• -1 = Minimalist : fairly disinterested partner• -2 = Interested : attentive, develops discourse• -3 = Co-operative : takes initiatives• -4 =Committed : militant, ready to commit all his

energy and power

ANTAGONISM• -1 = Indifferent : fairly unconcerned partner• -2 = Resistant : expresses reservations, looks

for compromise• -3 = Opposed : use of means of pressure• -4 = Hard-liner : extremist attitude, breakdown

ANTAGONISM• -1 = Indifferent : fairly unconcerned partner• -2 = Resistant : expresses reservations, looks

for compromise• -3 = Opposed : use of means of pressure• -4 = Hard-liner : extremist attitude, breakdown


Implementing change

Page:24SGP / F


ContentsContents








• Presentation

• Exercise





Implementing change

Page:25SGP / F


Construct your partners chart !Construct your partners chart !

• Exercise : position the people taking part in the preceding meeting on the partners chart in 4 groups

• Share the positions

• DebriefingExe

rcis

eE

xercise

Synergy

Antagonism-4-3-2-1

+4

+3

+2

+1

ConstructiveCommi

tted

Passive

Har

d co

re

Torn

Opp

onen

ts

Hesita

nt


Implementing change


Confidentality D3

• -1 = Minimalist : fairly disinterested partner• -2 = Interested : attentive, develops discourse• -3 = Co-operative : takes initiatives• -4 = Committed : militant, ready to commit all his

energy and power

• -1 = Minimalist : fairly disinterested partner• -2 = Interested : attentive, develops discourse• -3 = Co-operative : takes initiatives• -4 = Committed : militant, ready to commit all his

energy and power

SYNERGY or level of interestin the project

SYNERGY or level of interestin the project

REMINDER : “bold lines” = under these lines (+1, +2 or -1, -2) synergy and antagonism are passive qualities, above the lines they are active attitudes

Passiveantagonism

Activeantagonism

Indi

ffere

nt

Res

ista

nt

Opp

osed

-4-3-2-1

+4

+3

+2

+1

Min

imal

ise

Inte

rest

ed

Co-

oper

ativ

e

Milit

ant

Har

d-lin

er

Activesynergy

Passivesynergy

ANTAGONISM or desire to opposethe success of the project

ANTAGONISM or desire to opposethe success of the project

• -1 = Indifferent : fairly unconcerned partner• -2 = Resistant : expresses reservations,

looks for compromise• -3 = Opposed : use of means of pressure• -4 = Hard-liner : extremist attitude,

breakdown

• -1 = Indifferent : fairly unconcerned partner• -2 = Resistant : expresses reservations,

looks for compromise• -3 = Opposed : use of means of pressure• -4 = Hard-liner : extremist attitude,

breakdown

Identify the players by means of a partners chartIdentify the players by means of a partners chart

Exe

rcis

eE

xercise

Page:26


Implementing change

Page:27SGP / F


ContentsContents








• Presentation

• Exercise





Implementing change

Page:28SGP / F


To select the right management modes to suit the situation,we first of all need a clear understanding of the players’ game.

To select the right management modes to suit the situation,we first of all need a clear understanding of the players’ game.The positioning on the chart reveals typical attitudesThe positioning on the chart reveals typical attitudes

Synergy

Antagonism-4-3-2-1

+4

+3

+2

+1

Constru

ctiv

e

Committed

Passive

Har

d-lin

ers

Torn

Opp

onen

ts

Hesita

nt

Passive Little involvement. No initiative, no threat. Silent mass of 30 to 70 % of the population An energy reserve OR a hostile force depending

on how they are mobilised

Passive Little involvement. No initiative, no threat. Silent mass of 30 to 70 % of the population An energy reserve OR a hostile force depending

on how they are mobilised

Hesitant Characteristic attitude : weigh up the

pros and cons and favour bartered solutions ; want a negotiated contract whilst accepting the accommodations which give rise to advantageous compensations

Through their realistic criticism and temperate opposition, they oblige us to find advantageous solutions ceaselessly and without tantrums,

But they generally lack the creative imagination and devotion the company needs in order to progress.

Hesitant Characteristic attitude : weigh up the

pros and cons and favour bartered solutions ; want a negotiated contract whilst accepting the accommodations which give rise to advantageous compensations

Through their realistic criticism and temperate opposition, they oblige us to find advantageous solutions ceaselessly and without tantrums,

But they generally lack the creative imagination and devotion the company needs in order to progress.

Torn in both directions Paradoxical attitude leading to a

situation in which they feel torn, difficult to live with, but usually temporary.

Attitude generally adopted by militants who embrace the aim with passion, but challenge management or the steps taken.

Torn in both directions Paradoxical attitude leading to a

situation in which they feel torn, difficult to live with, but usually temporary.

Attitude generally adopted by militants who embrace the aim with passion, but challenge management or the steps taken.

Constructive The most useful attitude, very

unlikely to jump to conclusions and with a strong common agenda.

Do not hesitate to preserve their degrees of freedom and to defend original ideas.

Constructive The most useful attitude, very

unlikely to jump to conclusions and with a strong common agenda.

Do not hesitate to preserve their degrees of freedom and to defend original ideas.

Committed They show a supportive attitude

which may go so far as excessive devotion and loss of critical faculty

Committed They show a supportive attitude

which may go so far as excessive devotion and loss of critical faculty

Opponents They declare themselves opposed

or dig in their heels, behaving in an uncommunicative, hostile manner with the intention of imposing their own personal agenda as far as possible.

Although not systematically evidenced, their rumblings of discontent must be taken seriously.

Opponents They declare themselves opposed

or dig in their heels, behaving in an uncommunicative, hostile manner with the intention of imposing their own personal agenda as far as possible.

Although not systematically evidenced, their rumblings of discontent must be taken seriously.

Hard core Theirs is almost an attitude of

revolt. All of their energy goes into their

own personnel agenda, and especially into an apparently limitless capacity to prejudge matters without foundation, and any accommodation becomes impossible

Hard core Theirs is almost an attitude of

revolt. All of their energy goes into their

own personnel agenda, and especially into an apparently limitless capacity to prejudge matters without foundation, and any accommodation becomes impossible


Implementing change

Page:29SGP / F


3 strategies for managing populations3 strategies for managing populations

Synergy

Antagonism-4-3-2-1

+4

+3

+2

+1

Construc-tive

Comm-itted

Passive Har

d co

re

Torn

Opp

onen

ts

Hesita

nt

Negotiation Clarification of stakes Negotiation

(“giving/giving"), friendly dealings

“Putting to the test” Attention paid to

preventing a swing to opposition

“Enlightened” author-itarianism with the passive

Negotiation Clarification of stakes Negotiation

(“giving/giving"), friendly dealings

“Putting to the test” Attention paid to

preventing a swing to opposition

“Enlightened” author-itarianism with the passive

Imposition Imposition if the

balance of power permits

Otherwise : avoidance, severance decision, isolation.

Imposition Imposition if the

balance of power permits

Otherwise : avoidance, severance decision, isolation.

Animation Support Empowerment Consideration of

opinions

Animation Support Empowerment Consideration of

opinions

Active allies Those who are

on your side and act

Potential allies Those who do

not act against you


Implementing change

Page:30SGP / F


The “allies strategy” encourages you to spend more time on taking care of your allies than in containing or fighting your opponents

The “allies strategy” encourages you to spend more time on taking care of your allies than in containing or fighting your opponents

Faced with any change, the populations concerned divide into three groups :

A minority group of interested and vigorous allies.

A very large majority of the undecided and the “wait and sees”.

A minority group of opponents.

Faced with any change, the populations concerned divide into three groups :

A minority group of interested and vigorous allies.

A very large majority of the undecided and the “wait and sees”.

A minority group of opponents.

Behaviour faced with a modification project

Create a strong coalition of allies, capable of gradually winning over the hesitant :

Identify, support and encourage your allies, so that their synergy is more profitable than their antagonism.

Do some in-depth work with the hesitant (clarification of the stakes and benefits connected with the change). Counter the attempts of opponents to get the hesitant on their side by making counter-proposals.

Contain your opponents by negotiation or by exclusion if necessary, presenting a united front with your allies and others joining your cause.

The strategy to be developed


Implementing change

Page:31SGP / F


Some rules for the use of the partners chartSome rules for the use of the partners chart

• In what context should this tool be used ?– In the context of a major transformation project which mobilises several people or several teams– In the case of modifications made to operation and organisation with consequences in daily life, in

customs, in power relationships, in the functions exercised, hierarchical relations,…– When we find ourselves in a situation of tension (difficult negotiations, important codifications,…) or an

impasse and we need to understand the strategies to be employed to get out of this situation

• How do we construct this partners chart ?– It must be based on FACTS : these may be spoken words, written words or actions which manifest

synergy or antagonism– It can therefore only be created by MORE THAN ONE person (2 people at least) so as to compare points

of view and analysis angles, collect facts from several sources– It must be constructed in a dedicated meeting, carefully and after discussion (not done quickly one

evening on the corner of a table), and after clear agreement has been reached on how it will work and the use to be made of it

• How do we use it ? – The partners chart evolves at the same pace as the transformation project : above all, it must not be

used as a sort of absolute categorisation of people : it is a tool to help with making decisions so as to know where to concentrate one’s efforts and energy in the context of major change projects, and it therefore has to evolve

– Nor is it reasonable to expect it to evolve too often : it is not a tool which translates each person’s change of mood or frame of mind. This partners chart should be created after the transformation project has started, then changed once or twice during the project (depending on the size of the project).


Implementing change

Page:32SGP / F


ContentsContents








• Exercise


– Action Action Plan and RACI



Implementing change

Page:33SGP / F


123…

Typical action planTypical action plan

What WhoWith

how muchWhen How

Whattrace


Implementing change


Confidentality D3

RACI - DefinitionRACI - Definition

• Who is Responsible ? the DECIDER

• Who are the Actors ? the one who DOES

• Who has to be Consulted ? take his ADVICE

• Who has to be Informed NEEDS to know

The codes and The codes and their definitions their definitions can be modifiedcan be modified


Implementing change

Page:35SGP / F


Who R A C I Comments

RACI of change managementRACI of change management

• Fine-tune analysis of existing situation• Analysis of risk / stakes

• Implementation

• Monitoring and correction

• Co-ordination

Intervention within the workshop22

• Definition of missions

• Identification of players

• Definition of indicators

• Finalisation of macro-planning

• Launch meeting

Set-up of a dedicated structure11

• Complete the resource requirement

• Plan the participation of operational people

• Transfer of competencies to gestionnaires

• Creation of user guides

• Transfer of competencies to contributors

Mobilisation, involvement of staff33


Implementing change

Page:36SGP / F


Who R A C I Comments

RACI of change managementRACI of change management

• Define a communication – mobilisation plan

• Define communication media

• Implementation

• Monitoring and correction

Communication55

• Provisional mgmnt of competencies

• Quantitative and qualitative monitoring of competencies

• Optimised internal mobility mgmnt

• Identification of profiles and the assignment process

• Communication to IRP

Manage the social dimension of change44

• Co-ordination

• Finalisation of métiers

• Definition of processes

• Integration in the MOC organisation

• Introduction of a temporary organisation

Implementation of the new organisation66


Implementing change

Page:37SGP / F


ContentsContents








– Action Action Plan and RACI



Implementing change

Page:38SGP / F


Individual action planIndividual action plan


Implementing change

Page:39SGP / F


On-the-spot evaluation of the sessionOn-the-spot evaluation of the session

Content / methods

Group dynamic

Courseleadership

Exercises

Teaching media

Professionalusefulness

Lunch

Venue

1

10

10

10

10

10

10

10

10

5 5

5

5

55

5

5

What you appreciatedWhat you appreciated

Opportunities for improvementOpportunities

for improvement

• …

• …

• …

• …

• …

• …


Implementing change

Page:40SGP / F


Thank you for yourattention


Implementing change

Page:41SGP / F



Implementing change


Confidentality D3

Some visible signs of synergy and antagonism

Take the initiative in contacts Prolong a meeting Offer one’s services Honour one’s commitments Put forward an idea which comes into the other

person’s agenda Do not abuse one’s power ...

Take the initiative in contacts Prolong a meeting Offer one’s services Honour one’s commitments Put forward an idea which comes into the other

person’s agenda Do not abuse one’s power ...

Common agenda

Personalise contact, call the other person by his name

Speak favourably of someone when he is not there

Greet someone warmly Stop the other person taking a wrong step

Personalise contact, call the other person by his name

Speak favourably of someone when he is not there

Greet someone warmly Stop the other person taking a wrong step

Crédit d'intention

AFFECTIVEAFFECTIVEACTIONACTION

Prepare one’s dossiers carefully to "attack“ the other

Be insensitive to the criticism or disapproval one’s conduct provokes in others

Try to see everything, know everything, decide everything

Have no fear of contradicting oneself or going back on a decision

Prepare one’s dossiers carefully to "attack“ the other

Be insensitive to the criticism or disapproval one’s conduct provokes in others

Try to see everything, know everything, decide everything

Have no fear of contradicting oneself or going back on a decision

Be on one’s guard Take precautions, seek guarantees Interrupt a conversation suddenly Pretend not to recognise somebody Create a stressful atmosphere Take revenge

Be on one’s guard Take precautions, seek guarantees Interrupt a conversation suddenly Pretend not to recognise somebody Create a stressful atmosphere Take revenge

Personal agenda Procès d'intention

SY

NE

RG

YS

YN

ER

GY

AN

TA

GO

NIS

MA

NT

AG

ON

ISM

+

+


Implementing change

Page:43SGP / F


ZOOM on the 3 population management strategiesZOOM on the 3 population management strategies

Synergy

Antagonism-4-3-2-1

+4

+3

+2

+1

Construc-tive

Committed

Passive Har

d co

re

Torn

Opp

onen

ts

Hesita

nt

2. Negotiation2. Negotiation

3. Imposition3. Imposition

1. Animation1. Animation


Implementing change


Confidentality D3

Strategy 1 : animation

Principles Join with the other to work towards a

common objective Unanimous decisions Common agenda > Personal Agenda +

Crédit d'intention

Principles Join with the other to work towards a

common objective Unanimous decisions Common agenda > Personal Agenda +

Crédit d'intention

Associated attitudes Enthusiasm, trust, passion Optimism, taste for hard work Friendliness, community spirit

Associated attitudes Enthusiasm, trust, passion Optimism, taste for hard work Friendliness, community spirit

Create a warm and enthusiastic climate Liberate collective energies Develop a strong feeling of belonging to the

company Face up to impossible challenges

Create a warm and enthusiastic climate Liberate collective energies Develop a strong feeling of belonging to the

company Face up to impossible challenges

AdvantagesAdvantages

Forget one’s own interests Ignore the difficulties of implementation and the amount of

time required

Forget one’s own interests Ignore the difficulties of implementation and the amount of

time requiredRisksRisks

Propitious situations Mutual trust Challenge to be met together Synergy > Antagonism The difference in power is not an issue

for the manager and his partners

Propitious situations Mutual trust Challenge to be met together Synergy > Antagonism The difference in power is not an issue

for the manager and his partners

Rules of action I apply common values I unite people I commit myself fully to a common project

Rules of action I apply common values I unite people I commit myself fully to a common project


Implementing change


Confidentality D3

Strategy 3 : imposition / command

Principles Get instructions carried out Unilateral decisions

Principles Get instructions carried out Unilateral decisions

Associated attitudes Firmness, determination, clarity Insensitivity to criticism, courage

Associated attitudes Firmness, determination, clarity Insensitivity to criticism, courage

Better management of crisis situations Bring rule, justice and continuity to the fore Comfort the undecided, get the hesitant onto

your side Impress the hard-liners

Better management of crisis situations Bring rule, justice and continuity to the fore Comfort the undecided, get the hesitant onto

your side Impress the hard-liners


Ignoring the risk of failure (costs high in case of failure) Radicalise the position of your adversaries and align them

against you Antagonism > Synergy – Kill off all initiative and develop

conformism

Ignoring the risk of failure (costs high in case of failure) Radicalise the position of your adversaries and align them

against you Antagonism > Synergy – Kill off all initiative and develop

conformism

RisksRisks

Propitious situations Defence of fundamental principles Gravity and urgency Antagonism > Synergy Power difference favourable to

manager

Propitious situations Defence of fundamental principles Gravity and urgency Antagonism > Synergy Power difference favourable to

manager

Rules of action I impose, I assert I restrict the other’s degrees of freedom I explain, I check I approve the results If necessary, I impose my will

Rules of action I impose, I assert I restrict the other’s degrees of freedom I explain, I check I approve the results If necessary, I impose my will


Implementing change

Page:46SGP / F


Principles Search for a solution acceptable to A and B Negotiated decisions

Principles Search for a solution acceptable to A and B Negotiated decisions

Associated attitudes Flexibility, diplomacy Opportunity, ability Rationality of the socio-economic

relationship

Associated attitudes Flexibility, diplomacy Opportunity, ability Rationality of the socio-economic

relationship

Favours discussion Strengthens alliances Opens space for dialogue Allows for initiatives

Favours discussion Strengthens alliances Opens space for dialogue Allows for initiatives


Takes up a lot of time Give way on points which could have been obtained more

economically with mode 1 Weaken the undecided Give the impression of being weak and unreliable Lose sight of one’s initial objectives

Takes up a lot of time Give way on points which could have been obtained more

economically with mode 1 Weaken the undecided Give the impression of being weak and unreliable Lose sight of one’s initial objectives

RisksRisks

Propitious situations The other person is co-operative and has

ideas, means, energy which are useful to me

Common interests Antagonism = Synergy Power is equivalent

Propitious situations The other person is co-operative and has

ideas, means, energy which are useful to me

Common interests Antagonism = Synergy Power is equivalent

Rules of action I listen, I create common interests I defer, I meet people halfway I play on several tables

Rules of action I listen, I create common interests I defer, I meet people halfway I play on several tables

Strategy 2 : negotiation

Documents

Management training for Shop Managers Week 3 – Day 3 Implementing change Week 3 – Day 3 Implementing change