Skills building training day 3 force field and conflicts

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IMPROVED STRATEGIC MANAGEMENT

CAPACITY PROJECT

October 2013

Change Management – Session 3

Jocelyne Rasé


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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



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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 management’s attention in each ministry – who else an you involve in the process?



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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



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Force Field Analysis - Lewin's Model

Driving forces:

• Incentives

• New enthusiastic people

• Strategic Management project

Managerial pressure

• International pressure

• Ambition

• Sense of purpose

Restraining forces:

• Loss of status

• Fear of incompetence

• Complacency – “it’s not

that bad…”

• Established work methods

• Tradition

• Culture



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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?



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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




– What is necessary to support the change?



edilmektedir At the core of change is a dilemma

9

50%50%

DUAL THINKING: either/or, black/white, good/bad

Which voice are you going to listen to?

Doin

g N

oth

ing –

Sta

tus Q

uo

55%

60%

70%

80%

PARALYSIS

of

ANALYSIS



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Blocking factors – restraining forces



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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 can’t be done”

• Other priorities (family, sickness, emergencies, etc)

• Misconceptions - beliefs

• Prejudice

• Preconceived ideas

• Fear, learned helplessness

• Etc….



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Enabling factors – driving forces



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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



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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



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Resistance to ChangeDef: ”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 one’s 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

•



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Tap into your network



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Optimise Your Network

MavensKnow everything

Decision

Makers

ConnectorsKnow everybody

Sales PeopleCan sell anything



edilmektedir Exercise – Mapping your environment

MavensKnow everything

Sales PeopleCan sell anything

ConnectorsKnow everybody

Decision

Makers



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5 topics identified1. How to get engagement and support from the under secretary of

your institution? What actions would take? How would you do it?

2. How to make more coherent the various SM documents. Which

ones? and how?

3. Choose 3 strategic areas relevant to your institutions and define the

main priorities and the KPIs – Key Performance Indicators - for each

of them

4. What measures would you take to improve the SM capacity in your

institution

5. How would you ensure that there are more incentives to comply with

the SM measures?



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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




– What works to balance the situation?



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What are the causes behind the problem?

What – Who are your blocking factors?

What – Who are your enabling factors?

Analysis Exercise – in sub groups – flip charts



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Anticipate Resistance



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Skill - Will

Grumpy

ExpertSM Facilitator

OK if I do

OK if I don’t

Can’t Do

Won’t DoEager Novice

Will

Skill



edilmektedir When facing resistance – questions to ask yourself…

25

Awareness Do they know that they need to change?

Desire Do they want to change? What is in it for them?

What are the consequences for them of not changing?

Knowledge Do they have the required knowledge? How can they acquire tit?

Ability Are they able to apply skills and knowledge? Is coaching/support

required?

Reinforcement What happens when they do (or do not) display required

behaviour/way of working?

Is there positive reinforcement when they do?

Are there negative consequences when they do not?



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Attitude is everything



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Attitude is everything



edilmektedir What is your basic attitude?

15 November 2013 30

Situation Pessimist Optimist Principle

Good event

Ex: It is sunny

"It is temporary."

"It will last for a long

time; Spring is here

to stay.”Permanence

30

Bad event

Ex: I lost the

tennis game

“I am such a failure, I

never win anything”

“Today was not my day...

I will do better tomorrow"Pervasiveness

Negative outcome

Ex: I did not get the

promotion

"I caused it;

it’s my fault”

“Circumstances

caused it.”Personalisation



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Social Roles - Champions

Mantere (2003)

• People who actively try to

participate as well as

influence the larger sphere, e.g.

other people’s opinions, larger

organizational systems, etc.

• They are ready to act as

strategic agents.



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Social Roles - Citizens

Mantere (2003)

• Acting as a part of the

strategy process, but not

active on influencing the

organization in strategic

issues transcending her

own immediate working

sphere



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Social Roles - Cynics

• The cynic is a person who has given up on the very notion of the change, regards it with occasional scorn, occasional disinterest.

• The cynics can be positive in their identification with the institution, but do not feel anything useful couldcome out of organisationalstrategy

Mantere (2003)



edilmektedir In order to influence people to change, you need to build trust

Rapport

Ritual - Cliché

Facts - Information

Opinions - Beliefs

Emotions - Feelings

Tru

st

Ris

k

Tim

e



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Change is forced upon someone…

35

Current

State

Future

State

TIME

Optimism/Relief

Shock

Denial

Anger

BargainingAdapting

Testing

Acceptance



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Do you want to BE RIGHT

or to have a relationship?



edilmektedir Human dilemma

37

Being loyal

to Others

Or

Being loyal to

yourself

Either

DUAL THINKING – either /or

leads to confusion, resentment,

passive aggressive behavior, anger

AND



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Competition

Win – LoseI am right

FIGHT

Collaboration

Win – WinWe can both be satisfied

ASSERTIVENESS

CompromiseBoth of us are dissatisfied

No Win - No Lose

Avoidance

Lose – LoseI don’t know

PARALYSIS

Accommodation

Lose – WinI am wrong

FLIGHT

Low Cooperation - loyalty to others High

Lo

w

Ass

erti

ven

ess

–lo

yalt

y to

mys

elf

H

igh

Thomas Killmann Model of Conflict Resolution



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Competition

WIN - LOSE

I win – We are going to the

football game

Collaboration

WIN - WIN

We go to the football game together

one day, next day to ballet

Compromise

NO WIN – NO LOSE

We are going to see a movie we don’t like

…at least the other did not win

Avoidance

LOSE – LOSE

We don’t do anything together

Accommodation

YOU WIN – I LOSE

You win, I am giving up ballet

Low Cooperation High

Thomas Kilmann modelL

ow

Ass

erti

ven

ess

H

igh



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Thomas-Kilmann Conflict Model

COMPETING: I WIN – YOU LOSE

• Is assertive and uncooperative, a power-oriented mode.

• When competing, an individual pursues his or her own concerns at

the other person’s expense, using whatever power seems appropriate

to win his or her position.

Appropriate when

• Standing up for your rights

• Defending a position you believe is correct

• Enforcing rules, legal issues, ethical matters, human rights, etc

• Safety – not negotiable

• Asserting one’s authority (ex: with your children)



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ACCOMMODATING: YOU WIN – I LOSE

• Is unassertive and cooperative.

• The individual neglects his or her own concerns to satisfy the

concerns of the other person; there is an element of self-sacrifice in

this mode.

Appropriate when

• Selfless generosity or charity

• Obeying another person’s order (ex: following a fireman’s instructions)

• Yielding to another’s point of view for a higher purpose

• Picking battles that matter

• Allowing the other to save face on an issue that matters to him (ex: going through the door first)




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AVOIDING: I LOSE – YOU LOSE

• Is unassertive and uncooperative.

• The individual does not immediately pursue his or her own concerns

or those of the other person. He or she does not address the conflict.

Appropriate when

• Diplomatically sidestepping an issue (ex: not discussing politics or religion)

• Postponing an issue until a better time (ex: taking time to cool off)

• Withdrawing from a threatening situation (ex on the parkway)




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COMPROMISING: NO WIN – NO LOSE

• Is intermediate in both assertiveness and cooperativeness.

• The objective is to find an expedient, mutually acceptable solution that

partially satisfies both parties.

Appropriate when

• Bargaining prices - splitting the difference

• Exchanging concessions (ex: I will give you this if you give me that …)

• Seeking a quick middle - ground position (let’s agree to disagree and not argue about that)

You have to know what you are willing to give in

and what your bottom line is – what you are not willing to negotiate




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COLLABORATING: WIN – WIN

• Is both assertive and cooperative.

• Attempts to work with the other person to find a solution that fully

satisfies the concerns of both. It involves digging into an issue to

identify the underlying concerns of the two individuals and to find an

alternative that meets both sets of concerns.

Appropriate when

• Learning from each other’s insights

• Sharing resources

• Finding a creative solution to an interpersonal problem

• Negotiating how to work together – willingness on both sides

• Recognition of each point of view as valid and legitimate




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FIGHT or FLIGHT?

Winner or Loser?

DUAL THINKING



edilmektedir Dual Thinking

either/or – good/bad – black/white



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WIN and WIN

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Exercise in sub groups

• How do you apply those principles of TKI in your

Ministry with the people you meet

• When do you use each mode of conflict resolution?

• Give examples

• How can you handle situations better in the future?



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See you tomorrow…

Education

Skills building training day 3 force field and conflicts