Skills building training - day 3: force field and conflicts
Text of Skills building training day 3 force field and conflicts
1. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT Change Management Session 3 Jocelyne Ras October 2013
2. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Day Three Anticipating and coping with resistance Force field theory tug of war between restraining & driving forces The social positions people adapt when faced with organisational change: Champions, citizens & cynics of change. Identify and map the resources available to you: Mavens, Connectors, Salesmen How do you cope with conflicting situations? The Thomas Killman conflict resolution model Do you want to be right or to have a relationship? Avoiding Dual Thinking Group project - blockers & enablers
3. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Organisational Change Shaping a Vision (What is expected) Making sure that the desired outcome of change is clear, legitimate, and widely understood and shared SM Facilitators need to tell what change looks like Communicate the change of mindset necessary to train people, run workshops, discussion groups, formally & informally with key stakeholders to make the vision alive and cascade it down Mobilizing Commitment (Who else could be involved) Making sure that there is a commitment from a strong network to make the change work SM Facilitators need to influence and find allies Get managements attention in each ministry who else an you involve in the process?
4. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Organisational Change Monitoring Progress (How we are measuring getting better) Making sure that progress is real, that benchmarks are set and realized Making sure that Key Performance Indicators KPI are established to ensure progress SM Facilitators need to keep a record ongoing improvement, Report progress to SMC project staff and MoD, Meet with each other to benefit from their experience Making It Last (How we are going to keep the momentum) Making sure that appropriate plans are made and followed SM Facilitators need to make sure that that learning in one part of the institution is shared throughout the whole organisation
5. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Organisational Change
6. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Force Field Analysis - Lewin's Model Restraining forces: Loss of status Fear of incompetence Complacency its not that bad Established work methods Tradition Culture Driving forces: Incentives New enthusiastic people Strategic Management project Managerial pressure International pressure Ambition Sense of purpose
7. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Force Field Analysis Describe current state Describe a problem Identify the situation where the organization will end up if no corrective action is taken Describe a desired state Brainstorm the positive and negative forces Review and clarify each force or factor What is behind each factor? What works to balance the situation?
8. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Exercise Identify a significant change you would like to make Describe state A Describe the problem you have Identify the situation where you will end if no corrective action is taken (worst scenario) Describe the desired state B what you want to achieve Brainstorm the positive and negative forces Review and clarify each force or factor What is behind each factor? What is necessary to support the change?
9. 50% At the core of change is a dilemma PARALYSIS of ANALYSIS Doing Nothing Status Quo Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir 50% 55% 60% 70% 80% DUAL THINKING: either/or, black/white, good/bad Which voice are you going to listen to? 9
10. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Blocking factors restraining forces
11. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Blocking factors restraining forces Lack of vision Lack of purpose Lack of understanding Lack of motivation Lack of courage Lack of encouragement Lack of incentives Circumstances Political climate Tradition The old tapes in your head Specific negative people It cant be done Other priorities (family, sickness, emergencies, etc) Misconceptions - beliefs Prejudice Preconceived ideas Fear, learned helplessness Etc.
12. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Enabling factors driving forces
13. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Enabling factors driving forces Positive, encouraging people It is possible Clarity of vision and of purpose Sponsors, mentors, allies MoD & MoF, The court of Auditors & The Parliament SDUs TAT - Technical Assistance Team External experts Marko, Kathryn, Eduardo and short term experts (TWT) Resources available your past experience the experience of other people Practice Network Reading blogs, information
14. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Three level model Unfreezing - find a method to make it possible for people to let go of an old patterns that were counterproductive in some way Stepping out of the comfort zone - STOP the old way Change - change in thoughts, feeling, behavior, that is in some way more liberating or more productive training, support, coaching, mentoring to adopt a mindset of Continuous Improvement Entering the stretch zone new habits Refreezing - establishing the change as a new habit, so that it now becomes the "standard operating procedure. Share best practice with others, monitor ongoing progress. Develop long term high performance and resilience Without proper refreezing, it is easy to backslide into the old ways
15. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Resistance to Change Def: behavior which is intended to protect an individual from the effects of real or imagined change Resistance might come from Frustration and anxiety: resisting a potential loss of status, pay, comfort, or power that came from expertise under the old system Fear of the unknown future and about ones ability to adapt to it Resentment in disgruntled employees due to a perceived unfairness of the change. This can be strong enough to lead to sabotage. Seeing the change as a violation of agreement management has with employees: loss of mutual trust, lack of loyalty, no keeping commitment Competing commitment that is incompatible with the desired change
16. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Tap into your network
17. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Optimise Your Network Decision Makers Mavens Sales People Know everything Can sell anything Connectors Know everybody
18. Bu proje Avrupa Birlii ve Trkiye Cumhuriyeti tarafndan finanse edilmektedir Exercise Mapping your environment Decision Makers Mavens Connectors Sales People Know everything Know everybody Can sell anything
