34
Managing change in uncertain times

Managing Change by Mirza Yawar Baig

Embed Size (px)

Citation preview

Page 1: Managing Change by Mirza Yawar Baig

Managing change in uncertain times

Page 2: Managing Change by Mirza Yawar Baig

Mirza Yawar BaigOpening the world, one mind at a time©

Work Experience: International Speaker, Trainer, Author, Coach,

Leadership Consultant with 16 years in Corporate General Management, 31 years in Training & Organizational Development, Family Business & Entrepreneurship

Director / Professional Member: Center for Conflict Resolution & Human Security Indian Society for Applied Behavioural ScienceEntrepreneur: 1994: FoundedEducation: IIM-A , P-CMM®, MBTI©, WSA©, ISABSBooks include: The Business of Family Business An Entrepreneur’s Diary Hiring Winners 20.10.2010-55 – Life Lessons of 55 years Leadership is a Personal Choice Life is but a dream

Member Consultant Panel:USA GE Corporate University, Crotonville AMA International, New York Andersen Corporate University, MNIndia SVP National Police Academy, Hyderabad AP Police Academy, Hyderabad SSB Academy, Gwaldam, Uttar Akhand LBS Academy of Administration, Mussoorie

Clients Include:GE, Oracle, Motorola, Microsoft, IBM, Digital-Compaq, NationalSemiconductor, Unilever, BSNL, Tata Indicom, Colgate, Asian

Paints,Siemens, Wartsila, MphasiS, CavinKare, EXL Service, World

Bank, ICRISAT, World Fish, Tata Corporate, J & J, Accenture, Zeneca

Seeds, Shanta Biotech, Advanta, Reuters, Air India, Yusuf Bin Ahmed

Kanoo,Olam, Regal Beloit, Reliance World, NIS Sparta, AMKA, Emami

Group,Suzlon, JP Morgan, SEW Infrastructure, LANCO, Expolanka,

Brandix

[email protected]

www.yawarbaig.com

Page 3: Managing Change by Mirza Yawar Baig

Agenda1. How to influence

change2. Inhibitors of change3. Self-analysis – Fractal

theory4. Building support

5. Knowledge edge6. Your Temperament7. System thinking8. Careers in Global

Corps9. Change Project

Page 4: Managing Change by Mirza Yawar Baig

“We didn’t do anything wrong but somehow we lost.”

1. Just because you don’t see it coming doesn’t mean it will miss you

2. Our choice: Keep checking and catch it or die not even knowing why

3. Dinosaurs didn’t know why, but they still died

Page 5: Managing Change by Mirza Yawar Baig

How to enable change to happen and sustain it

Critical rules to influence change

Page 6: Managing Change by Mirza Yawar Baig

Food for ThoughtIn times of change, learners inherit the

earth; while the learned find themselves beautifully equipped to live in a world that no

longer exists. ~ Eric Hoffer

Page 7: Managing Change by Mirza Yawar Baig

Food for Thought The natural energy for changing reality comes from holding a picture of what might be that is more important to people than what is. ~ Peter Senge

Page 8: Managing Change by Mirza Yawar Baig

Personal side of Change1. People don’t resist change; they resist

being changed2. People do things for their reasons, not

yours

Page 9: Managing Change by Mirza Yawar Baig

4 - Critical Rules for Influencing Change

How to enable change to happen and sustain it

Page 10: Managing Change by Mirza Yawar Baig

How many of you liked this exercise?

1. Unexplained change is uncomfortable

People need to understand the reasons for change in order to buy-in to the process

Page 11: Managing Change by Mirza Yawar Baig

How many of you thought it impossible to

make the changes?2. The goals of change always appear

to be impossible at first As we view them from the perspective

of past experience (rear view mirror)

Page 12: Managing Change by Mirza Yawar Baig

What was the first thing you changed?

3.Most change is seen as losing something. But some people will always make

the paradigm switch from ‘loss’ to ‘gain’. Such role models are critical to driving any change. Leaders are the best role models

Page 13: Managing Change by Mirza Yawar Baig

How many of the changes you made, are

still with you?4. If change is not seen as

beneficial for the system it will not sustain itself. The only exception to this rule is

when the change is drastic and dramatic and to revert to the old situation is impossible

Page 14: Managing Change by Mirza Yawar Baig

The Threat Fear of the unknown Giving up the known and secure is difficult,

no matter how undesirable the existing state may be.

Those who have not experienced the benefits of significant change will see this period as a threat.

Page 15: Managing Change by Mirza Yawar Baig

The Opportunity To embrace new ways of thinking, doing

things, relating to people. People who have been through changes and had

a positive experience will remember and be more willing to go through it again. These are good role models and invaluable in influencing others.

Page 16: Managing Change by Mirza Yawar Baig

Reality of Change1. To survive 2. To grow3. To drive

Adapt Anticipate Transform

The choice is always yours

Page 17: Managing Change by Mirza Yawar Baig

Exercise1. What is the single biggest change

challenge that you anticipate in your life?1. What do you see as your main strength to

face it?2. What do you fear the most?3. What is your plan to overcome this fear?

20 minutes

Page 18: Managing Change by Mirza Yawar Baig

Managing ChangeMake friends with ‘SARAH’

Page 19: Managing Change by Mirza Yawar Baig

Managing Change• Remember the ‘SARAH’ Process S Shock A Anger R Resistance / Denial A Acceptance H Hope / Help

Elizabeth Kubler-Ross’: Research with terminally ill patients

Page 20: Managing Change by Mirza Yawar Baig

Three Types of Change William Bridges

1. Developmental Incremental Growth

2. Transitional Giving up the old/embracing the new

3. Metamorphic Changes in basic structure and form

Page 21: Managing Change by Mirza Yawar Baig

Developmental (Incremental Growth)

1. Occurs when an organization or a single employee is asked to increase the level of expertise or knowledge to meet daily workplace challenges

2. Of the three types of change, it is the least threatening and easiest to manage

Page 22: Managing Change by Mirza Yawar Baig

Transitional (Giving up the old/embracing the new)

1. Requires leaving the old way of doing things behind and introducing new ways

2. This is more threatening because it often requires you to give up or let go of something known or comfortable

Page 23: Managing Change by Mirza Yawar Baig

Metamorphic (Changes in basic structure and form)

1. Will redefine, to a major degree, the way you will do business in the future

2. The most threatening of all types of change. It deals with major shifts in the way things were done

Page 24: Managing Change by Mirza Yawar Baig

Managing People’s Emotions1.Thoughts2.Feelings3.Words4.Actions

1. Take an actual change process you were involved in and see how you managed these processes.

2. Please list the things you need to do in terms of actual actions?

Page 25: Managing Change by Mirza Yawar Baig

The Four Phases of Transition

Time High

Low

High

Satisfaction &

Productivity

Denial / Anger

Commitment

Resistance /Acceptance

Resolution /

Exploration

William Bridges’ Model

Page 26: Managing Change by Mirza Yawar Baig

Phase One – Denial : What you will see & What you

should doUnderstanding Loss:

Shock, anger, numbness, denial, withdrawal, focus on past

Loss of SecurityLoss of ProficiencyLoss of RelationshipsLoss of TurfLoss of Sense of Direction

Accept the lossAnalyze: What is the real

loss? What is the worst case

scenario?Expect the signs of

grievingProvide reassuranceReview existing policies

and proceduresReiterate goal & objectives

Page 27: Managing Change by Mirza Yawar Baig

Phase 2- Resistance : What you will see & What you

should doAnger, blame and

doubtGetting sickStubbornnessComplaining, blaming

Acknowledge feelings and do a lot of listening

Respond by showing you understand how they feel

Don’t try to talk them out of the way they feel

Offer support

Page 28: Managing Change by Mirza Yawar Baig

Phase 3 - Exploration : What you will see & What you

should doChaos,

indecisiveness and low energy

Unfocused workExploring

alternativesLearning new skills

Help employees and co-workers set priorities and then focus on achievement

Provide any training to increase both skill and knowledge

Set short-term goals with objectives for achievement

Page 29: Managing Change by Mirza Yawar Baig

Phase 4 - Commitment : What you will see & What you

should doFocus, teamwork and

visionCooperationExcitementBalance

Set long-term goals, including benchmarks

Concentrate on creating a team environment.

Create a departmental mission statement

Establish rewards and apply them liberally

Page 30: Managing Change by Mirza Yawar Baig

The ability to manage change is the single most

critical factor in determining organizational

and personal success.

Page 31: Managing Change by Mirza Yawar Baig

Reinforcing Change1. If you want people to do something, give them a

reason to do it.2. To reinforce changed behavior it is essential to

link it to reward and recognition.3. Alignment to Core Ideology happens best when

it is linked to compensation and career development.

People do things for their reasons; not yours

Page 32: Managing Change by Mirza Yawar Baig

Change and MotivationV x E = M

VALUES X EXPECTANCY = MOTIVATION

“What’s in it for me?” (WiiFM)“Am I confident it can/will happen?…then,

perhaps, I will”

Page 33: Managing Change by Mirza Yawar Baig

Change and MotivationVALUES (WiiFM)

Personal goals Beliefs Culture Security Power Recognition Involvement

EXPECTANCY (Confidence)

Skills Resources Perceived abilities Work environment Opportunity Credibility

Page 34: Managing Change by Mirza Yawar Baig

Exercise1. What are the major challenges that you

face with respect to change?1. Where do you see yourself on the phases

of change?2. What do you see as your main inhibitors?3. What do you see as your main enablers?

20 minutes