This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.

1. The Critical Value of Engagement
Leadership and Change Management
to Succeed in Process Improvement

2.  Change Management, Leadership and Engagement
 Engagement Theory
 Benchmarking Your Organisational Engagement
 Understanding Resistance to Change
 Quotient of Engagement: Promoting Change Success
 Enablement
 Inclusion
 Corporate Citizenship
 Change Agent Skills Sets
 Overcoming Challenges in Engagement/Resistance
Agenda

3.  Lead and listen
 Involve the group in achieving insights
 Genuinely participative
 Recognise that cognitive redefinition of employees
will only happen if they are involved in the process
Schein, E. H. (2004). Organisational Culture and Leadership (3 ed.).
San Francisco: Jossey-Bass.
Leadership and Change

4.  Major impact on culture/climate
 Change initiative translation throughout organisation
 “What” and “Why” of the change is clear
 Build inclusivity
Change Management/Leadership Impact

5. Clarity of:
• contribution
• measures
• authority
• reward
Engaging
Climate
Productivity
Efficiency
Job Satisfaction
Safety
Engagement in Organisations

6. • Uninformed
Stakeholders
• Disconnected
Managers
• etc
Change Initiative
Fails
Reduced or
Stagnant Org
Performance
Apathetic
Climate
Change
Resistance
Criticality of
Engagement/Leadership

7. 1. What is engagement?
- Behaviour, attitude, or outcome
2. What does engagement look like?
3. What does a workforce require to feel engaged?
4. What factors may contribute to different responses?

8. Viljoen (2007) defined engaged commitment as:
“the trait of sincere and steadfast fixity of purpose, a
person of energy and commitment”
and
“the act of binding oneself to a course of action”
What is Engagement

9. Virtuous Cycle: EngagedVicious Cycle: Apathetic
 Unleashing Voice
 Productivity
 Staff Retention
 Employee Satisfaction
 Creativity And Innovation
 Value Based Behaviour
 Safe Behaviour
 Disengagement
 Absenteeism
 Staff Turnover
 Change Resistance
 Low Morale
 Negative Behaviour
 Poor Service Delivery
 Incidents And Accidents
Engagement Correlation

10. Benchmark of Engagement Quotient: BeQ (Mandala
Consulting)
 This tool measures the level of engagement within an
organisation.
 It is customised to measure unique business needs at a
site.
Please complete the survey.

11. Sample Result:
76.73% = Engaged (careful engagement)
Engagement Quotient

12. The Story of an Organisation

13. I_ENGAGE =
.153*ENABLED +
.125*INCLUSION +
.103*CORPOR_CITIZEN +
.089*SUPPORT +
1.405
But we will save this for later...
What?!

14.  Leaders impact engagement
 Engagement impacts change resistance
 Change resistance impacts organisational
performance
Where are we so far…

15.  Strikes
 Sabotage
 Drop in motivation
 Insecurity
 Loss of morale
 Non-participation in change initiatives
Resistance to Change

16.  Individual Barriers
 Economic fears
 Loss of role identification
 Organisational Barriers
 Structural inertia
 Performance norms (procedures, work agreements etc)
 Previous unsuccessful changes
Reasons for Resistance

17. Whether disconnected or engaged:
 Will this change cause me to gain or lose something of
value?
 Do I understand the nature of this change?
 Do I trust the initiators of this change?
 Do I agree with the advisability of this change?
Furnham, A. (2005). The psychology of behaviour at work: The individual
in the organization
(2 ed.). London: Psychology Press.
Acceptance/Resistance

18.  Quitting
 Active resistance
 Opposition
 Acquiescence
 Acceptance/modification
 Acceptance
 Active support
(Greenberg & Baron, 1992)
Disengaged +
(-) response
Engaged +
(+) response
Response to Change Decision

19. • Engaged
employees
• Management
buy-in
• etc
Change Initiative
Successful
Improved Org
Performance
Engaged Climate
Change
Support
Criticality of
Engagement/Leadership

20. Think of a change you have been involved in at a
superficial level, that is, not as the Change Agent.
How would you have answered these questions?
 Will this change cause me to gain or lose something of
value?
 Do I understand the nature of this change?
 Do I trust the initiators of this change?
 Do I agree with the advisability of this change?
If negative, how do we turn it around?

21. I_ENGAGE =
.153*ENABLED +
.125*INCLUSION +
.103*CORPOR_CITIZEN +
.089*SUPPORT +
.1.405
Engagement v. Resistance to Change

22. Information flows freely and appropriately
 Employees have the necessary information to work
within the organisation (clarity)
 Employee fear reduced/managed
 Management able to make correct decisions
 Management able to make timely decisions
Enable

23.  Contributors to low levels of enablement:
 ineffective communication flow
 lack of transparent information-sharing
 lack of consultation about changes
 Leads to:
 Frustration
 Lack of energy for change
 Feeling isolated within the organisation
 “Rumour mill”
Enable

24.  Leadership impact through communication processes
and style
What then defines good communication to assist
managing stakeholders?
Enable

25.  Descriptive (not evaluative) speech
 Present feelings and perceptions that do not imply
that others need to change
 Problem orientation - implies a desire to collaborate in
exploring a mutual problem rather than trying to alter
colleagues or subordinates
 Convey empathy for the feelings of stakeholders,
rather than appearing unconcerned or neutral about
the listener’s welfare
 Do not give the impression of knowing all the answers
and do not need help from anyone
Cooperative Communication

26.  Generation,
 Implementation and
 Diffusion
Enabling stakeholders throughout the change process
What type of information would we
present at each stage the change
process and to whom?
Continual Communication

27.  Enablement is part of engagement equation
 Information on its own has merit
 Information on its own may appear coercive or lacking
empathy
Inclusion

28.  Stakeholders need to feel included in the change process
 Inclusion techniques should be applied at various stages of
the change process
 Consideration of different levels of stakeholders
Inclusion

29.  Organisational transformation methodology which aligns
the doing and the being side of the organisation
 Focuses on underlying beliefs and assumptions
 Leads to spending energy and engaging in a sustainable,
inclusive manner with the purpose to achieve shared
consciousness
 Co-create values and principles
(Viljoen, 2007)
Inclusivity

30. A
B
C
D
ABCD Framework

31.  Clear understanding of the change objectives leads to
management buy-in and commitment to change
 Resourcing issues occur with lack of commitment
 Without management commitment, change is unlikely to
succeed or be sustainable
What are some inclusion techniques to gain
management buy-in of change objectives?
• Generation, Implementation, Diffusion
Inclusion

32. What are some bottom-up inclusion techniques
to build employee engagement to changes in an
organisation?
• Generation, Implementation, Diffusion
Inclusion
 Employees support of change is critical to success
 Engagement relies in large part on inclusion

33. Building an Inclusive Style
 Inclusion is a critical variable for change management
 Managers and change agents can build skills to create
more inclusive styles
 Professional development (BarOn Emotional Intelligence)

34.  Enablement/Inclusion – not critical to develop sense
of corporate contribution
 But it certainly helps!
 Apply systems thinking when working with
organisational change –
 each variable of the org engagement quotient is not
successful stand alone
Corporate Citizenship

35.  Feeling of ownership within the organisation
 Treat the company as their own
 Strong sense of contribution
 Adapt and support change initiatives
 Create ownership in the change and align stakeholders to
the “big picture” - (requires enablement and inclusion)
Corporate Citizenship

36.  Old fashioned hand-hewn coal mine to long-wall
 High level of Corporate Citizenship
 Attitudes of the workers
 Identification with the work
 Family/kinship connections
Trist, E.L., & Bamforth, K.W. Some social psychological consequences
of the long-wall method of coal-getting. Human Relations, 1951, 4, 3-38
Corporate Citizenship

37.  Change of coal-mining techniques from hand-held to
modern machinery
 Men lost identification with their jobs
 New shift work meant loss of close relationships
 Workers not consulted of the changes
 Not conditioned to accept the change
 Not surprising, active resistance/opposition with no
increase in productivity.
 Systems thinking – enable, include, build corporate
citizenship
Corporate Citizenship

38. Overcoming Challenges - Resistance

39.  Use during selection phase for change management
roles
 Use in role-profiling for development requirements
 Don’t ignore the characteristics/behaviours over
technical skills
Change Agent Skills Sets

40. Other than systems thinking, technical change management
skills, strategy development etc,
1. What are the characteristics that are essential for change
agents?
- Consider need to build trust, gain commitment etc
2. What other skills/capabilities are essential for successful
change agents?
- Consider what needs to be managed during change
Change Agent Skills Sets

41. 1. Benchmark engagement level in the organisation
2. Establish organisational gaps (outcome compromisers)
3. Include techniques to suit the engagement quotient for
your organisation in change management plans
4. Apply appropriate methods for reducing resistance
change
5. Build on/use non-technical skills as change agent (EQ,
communication, resilience etc)
Proactively Manage Change Resistance

42.  Establish upfront
 Major requirements for the change imitative are
addressed with management and other stakeholders
(R. Heller, 2000)
Assessment of Change Checklist

43. Building Commitment to Change
 Build the support of key power groups
 Use leader behaviour to generate support
 Use symbols and language deliberately
 Define points of stability
 Create dissatisfaction with the current state
 Build participation in planning and implementing change
 Reward behaviour in support of change
 Provide people with the time and opportunity to disengage from the old
 Develop and communicate a clear image of the future state
 Use multiple leverage points
 Develop transitional management structures
 Collect and analyse feedback
Nadler & Nadler (1998)
Appendix 1:
Building Commitment to Change

44. Approach Situational use Advantages Drawbacks
Education and
communication
Where there is lack of information
or inaccurate information about
change
Once persuaded, people often
will help with the
implementation of the change
Can be very time consuming
if many people are involved
Participation and
involvement
Where the initiators do not have all
the information they need to
design the change, and where
others have considerable power to
resist
People who participate will be
committed to implementing
change, and any relevant
information they have will be
integrated into the change plan.
Can be very time consuming
if participators design an
inappropriate change
Facilitation and
support
Where people are resisting
because of adjustment problems
No other approach works as well
with adjustment problems
Can be time-consuming,
expensive, and still fail
Negotiation and
agreement
Where someone or some group
will clearly lose out in a change,
and where that person/group has
considerable power to resist
Sometimes it is a relatively easy
way to avoid major resistance
Can be too expensive for
others to negotiate for
compliance
Manipulation and co-
optation
Where other tactics will not work
or are too expensive
It can be a relatively quick and
inexpensive solution to
resistance problems
Can lead to future problems
if people feel manipulated
Explicit and implicit
coercion
Where speed is essential, and the
change initiators possess
considerable power
It is speedy and can overcome
any kind of resistance
Can be risky if it leave
initiators discredited
Kotter and Schlesinger (1979)
Appendix 2:
Reducing Resistance to Change

45. Definition of the dilemma to be resolved or opportunity to be taken
Is there a clear statement setting out what is to be changed and why?
Has this been discussed with all involved to gain understanding and agreement>
Is the focus on problems, not symptoms?
Statement of the desired outcomes
Is there a clear statement setting out what will be different at the end of the change
process?
Has this been discussed with all involved to gain understanding and agreement?
Has a benchmark organisation been identified?
Commitment of the senior management team to the leadership of the initiative
Is the senior management team really committed to change?
Do all members understand the implications for them>
Will they all survive the process?
Does the desired outcome have a direct relationship to a valued business goal?
Appendix 3:
Assessment of Change Checklist – p1

46. Stakeholder involvement through creating the motivation and commitment to change
Have the key stakeholders been identified?
Have they been involved in designing the change?
Is there evidence of this?
Is it likely they will cooperate?
Is there evidence that their views have been taken into account?
Have both plus and minus motivators been identified and built into the plan?
Choice of the “tool”
Has the change been categorized as innovative or strategic?
Has a suitable tool been selected to implement the change?
Does everybody know what it is?
Does everybody know how it will work?
Is it known who has used it before?
Is it known what their experience was like?
Would you recommend it?
Appendix 3:
Assessment of Change Checklist – p2

47. Use of a disciplined, action learning-based implementation strategy
Is there a composite programme covering the change?
Does it have milestones, time-scales, costs?
Has it been communicated to all concerned?
Is someone at senior level taking responsibility for managing the implementation?
Does it embrace learning opportunities and have the capability for change?
Is it based on “action learning”?
Focus on measuring success
Have performance indicators been identified and targets agreed?
Is there an effective monitoring and control structure in place?
Is the information being used to control the implementation?
Are the necessary changes being made?
Appendix 3:
Assessment of Change Checklist – p3

48. For More Information…
Change is inevitable and sometimes painful.
For every leader who has every sat in their office and
thought “Why are they fighting this?”, hopefully this
presentation will provide insight.
If you have any questions about detail, additional and
supporting materials or implementation assistance,
please contact me at Kailiford@yahoo.com.
Finally, you cannot over-estimate the analytical power of
the BeQ . Understand where you are before you plan to
go somewhere else.

49. A leader is best when people barely know he exists,
when his work is done, his aim fulfilled, they will say:
we did it ourselves.
Lao Tzu
The Ultimate Change Challenge…