Managing the waves of change

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Career Development Group

Julie Hogbin's presentation at Raising the Bar Conference II

Carreiras

© LEVELheaded Welcome to Leading others through change Raising the Bar 11 from Julie Hogbin of ‘ The Magic Rope’

[object Object],[object Object],[object Object],[object Object],[object Object],© LEVELheaded The Five Stages of Change

[object Object],[object Object],[object Object],[object Object],[object Object],© LEVELheaded Timing of Personal Change

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© LEVELheaded Findings

© LEVELheaded Welcome to Leading others through change Raising the Bar 11 from Julie Hogbin of Managing the Waves of Change

© LEVELheaded Stewardship ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],© LEVELheaded The Vision Statement

Denial Defence Discarding Adaptation Internalisation © LEVELheaded The Five Stages of Change Performance Self esteem

[object Object],[object Object],[object Object],[object Object],[object Object],© LEVELheaded Questions

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© LEVELheaded Rebuilding Self Esteem

© LEVELheaded When People Change 3% 13% 24% 44% 16% Innovators Late Majority Change Resistors Early Majority Early Adopters

[object Object],[object Object],[object Object],[object Object],© LEVELheaded What is Your Submerged Iceberg?

‘ Be the change you want to see in the world’ Ghandi © LEVELheaded

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Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar Tuesday 24 January 2023 APM Enabling Change Specific Interest Group Presented by: Rebecca Collings and Matt Lawrence The link to the write up page and resources of this webinar: https://www.apm.org.uk/news/changing-the-mood-for-change-how-to-tackle-the-tough-four-emotional-states-that-make-effective-change-harder-to-achieve-webinar/ Content description: In this webinar we looked into the ‘tough four’ emotional states which can inhibit the progress, pace and success of any change or project. According to Prosci, at least 80% of project benefits are dependent on people changing their ways of working. We discussed these ‘tough four’ within the context of a project environment. By understanding what drives them, how to spot them and how you can mitigate or manage them, project managers and change leaders will be better placed to face the ‘tough four’ down. Resistance to change is often deeply rooted in people’s natural behaviour and mindset – understanding this is critical to leading people through change successfully. This session was aimed at an audience seeking to learn more about how to manage change and to discuss the practical ways in which we can overcome resistance. The session was presented by a small panel of experienced change and project management professionals.

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. Change Management 1 We are often resistant to change https://www.youtube.com/watch?v=tIJNusYZXMA 2 Change in your organization—Getting started 4 Ps Group Exercise (15 min) Decide on 1 major org change within the group On flip chart paper create 4 columns Project Name- what is the project? Purpose- why are we changing? Particulars- what are we changing? People- who will be changing? 4Ps ContinuedProject NamePurposeParticularsPeople Finally, consider: What % of the Purpose is dependent on the People doing their jobs differently? Change Models to Consider Diffusion of Innovation and Attributes of Change Success (E. Rogers) Adoption of change will vary among groups Considerations for predicting success of the change 8 Steps for Leading Change (J. Kotter) Moving forward and enacting the change Roger’s Diffusion of Innovations Roger’s Diffusion of Innovation Dancing Man Video Roger’s Diffusion of Innovation http://www.youtube.com/watch?v=fW8amMCVAJQ 8 5 Attributes that Determine the Success of the Change Relative Advantage Compatibility Complexity Trialability Observability Roger’s Diffusion of Innovation Why do certain innovations spread more quickly than others? Why do others fail? Diffusion scholars recognize five qualities that determine the success of an innovation. Relative Advantage The degree to which an innovation is perceived as being better than the idea it supersedes “ How will this make my life easier/better?” Roger’s Diffusion of Innovation This is the degree to which an innovation is perceived as better than the idea it supersedes by a particular group of users, measured in terms that matter to those users, like economic advantage, social prestige, convenience, or satisfaction. The greater the perceived relative advantage of an innovation, the more rapid its rate of adoption is likely to be. Compatibility The degree to which an innovation is perceived as consistent with the existing values, past experiences, & needs of potential adopters “How well does it fit?” Roger’s Diffusion of Innovation This is the degree to which an innovation is perceived as being consistent with the values, past experiences, and needs of potential adopters. An idea that is incompatible with their values, norms or practices will not be adopted as rapidly as an innovation that is compatible. Complexity The degree to which an innovation is perceived as relatively difficult to understand and use “If you can’t explain it, they won’t try it.” Roger’s Diffusion of Innovation This is the degree to which an innovation is perceived as difficult to understand and use. New ideas that are simpler to understand are adopted more rapidly than innovations that require the adopter to develop new skills and understandings. Trialability The degree to which an innovation may be experimented with on a limited basis “Can I try it out before I buy it?” Roger’s Diffusion of Innov ...

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Has this happened to you? You try to implement a change in your organization and it fails. And, to make matters worse, you can't figure out why. It may be that your great idea didn't mesh well with your organization’s culture or a host of other reasons. Jennifer Bonine shares a toolkit to help you determine which ideas will—and will not—work well within your organization. This toolkit includes five rules for change management, a checklist to help you analyze the type of change process needed in your organization, a set of questions you can ask to better understand your executives’ goals, techniques for overcoming resistance to change, and the formal roles necessary to enable successful change. These tools—together with an awareness of your organization’s core culture—allow you to identify the changes you can successfully implement. Cultural awareness helps you align your initiatives with the objectives of the organization, make your team successful, and demonstrate the value of the change, which is increasingly more important in these challenging economic times.

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