MANAGING SUCCESSFULCHANGE

SILE O’DONNELL

18 SEPT 2015

Be the change you want to see in the world...

Gandhi (1869-1948)

What has been the most significant positive change in your life?

…..Public Service Stability Agreement 2013-16

Public Service Reform Programme 2014-2016

FEMPPE

Social/demogr aphic change

Labour market changes

Technological Change….

The Changing Landscape....

SWOT ANALYSIS FORCE FIELD ANALYSIS

STRATEGIC PLANNING

DRIVING FORCESDRIVING FORCESCURRENT/FUTURE STATE RESTRAINING FORCES

Society

Organisation

Group

Individual

Levels of Change

People adjust to change by forming new expectations that can lead to success under the new conditions.

3 types of energy required to adjust expectations:

Mental (to figure out what is happening and how to respond)

Emotional (to deal with feelings e.g. loss, anxiety, threat, relief, joy, resentment)

Physical (e.g. managing stress, increased hours/ responsibility

(www.ekrfoundation.org)

How do we improve our capacity to change?

How can we switch on people who are disengaged?

How can we champion change and inspire others?

Developing Personal Resilience

Focus on People...Manage conflict effectivelyDevelop/manage positive relationshipsCommunication skillsInfluencing/negotiating skills

Do the right things right...Set objectives, KPIsManage time, projects, meetingsManage/measure performance

Motivate self and others

Kotter’s 8 Step Change Model

‘People don’t resist change. They resist being changed!’ Peter Senge

The Iceberg Model

The Iceber

g Model

GoalsStructurePolicies

Technologymission

Beliefs assumptions attitudes

feelings

Values

Understanding Culture

loss of control excess uncertainty everything seems different the surprise factor past resentments

more work loss of face competence concerns ripple effect sometimes the threat is real

( Moss Kanter, 2012)

So why do People ‘Resist’ Change?

Loss of control Excess uncertainty The surprise factor Everything seems different Past resentments More work Loss of face Competence concerns Ripple effect Sometimes the threat is real(RM Kanter:http://blogs.hbr.org/2012/09/ten-reasons-people-resist-

chang/

Rogers’ Innovation Adoption Model•2.5% - Innovators•13.5% - Early Adopters•34% - Early Majority•34% - Late Majority•16% - Laggards

One of the things I learnt when I was negotiating was that until I changed myself I could not change others Nelson Mandela (1918- 2013)

Specify the nature of the change

Make sure that people understand the change and how it will affect them

Explain why change is needed

Explain the reasons and rationale for the change.

Communicate continuously and authentically

Make sure you’re connecting with everyone using multiple approaches.

Manage the negatives

Make sure that negatives are anticipated and managed

Explain what success looks like

Describe the future vision, and what success will look like

Explain what’s in it for people

Identify how change will benefit individuals. Support this through HR policies

Repeat yourself

Communicate relentlessly even when there is nothing to communicate!

Genuinely engage with stakeholders

Provide meaningful opportunities for feedback, discussion and change

Be a change champion

Model the changes you want to see

CHECKLIST FOR SUCCESSFUL CHANGE

PAI TRAINING AND SERVICES

CHANGE MANAGEMENT COMPETENCIES

What will you you do to lead and adapt to change?

Things don’t have to change the world to be important – Steve Jobs

References and Resources

Ackerman Anderson L. and Anderson D (2001): The Change Leader’s Roadmap: How to Navigate your Organisation’s Transformation, San Fransisco:Pfeiffer.

Department of Public Expenditure and Reform (2014): Public Service Reform Plan 2014-2016.

HSE: (200): Improving Our Services: A User’s Guide for Managing Change in the Health Service Executive http://www.hse.ie/eng/staff/Resources/hrppg/

Kanter, R.M. (2012): Ten Reasons why People Resist change, Harvard business Review, https://hbr.org/2012/09/ten-reasons-people-resist-chang.html

Kotter, J.P. (1995): ‘Leading Change: why Transformation efforts Fail – Eight steps to transforming your organisation’, Harvard Business Review, March-April

Labour Relations Commission (May 2013) Proposals for Public Service Stability Agreement 2013-2016, Dublin:LRC.

O’Donnell, S (2014): ‘Leading and Implementing Change: Responding to the Challenges of the new Public Service Reform Plan’, Public Affairs Ireland Journal, Feb.

Rogers, E.M. (1983). Diffusion of Innovations (third edition). New York: Free Press. Schein, E. (1987): Process Consultation: Vol II: Lessons for Managers and Consultants, Addison-Wesley.

THANK YOU!

QUESTIONS?