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Making a Difference in the Change Management Process

Making a Difference in the Change Management Process. Kay Hempsall The University of New England and NSW Branch ATEM. Prue Bedford Murdoch University and WA Branch ATEM. and. What sort of change?. First Order Change Linear and continuous change Rarely changes the system

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Making a Difference in the Change Management Process

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  1. Making a Difference in the Change Management Process Kay Hempsall The University of New England and NSW Branch ATEM Prue Bedford Murdoch University and WA Branch ATEM and

  2. What sort of change? • First Order Change • Linear and continuous change • Rarely changes the system • Second Order Change • Multi-dimensional • Multi-level • Radical • Changes the system Robbins et al, 2001, Organisational Behaviour

  3. Organisational Development • A collection of planned change interventions, built on humanistic democratic values, that improves effectiveness and employee well being • Values • Respect • Trust and support • Power equalisation • Participation Robbins et al, 2001, Organisational Behaviour

  4. Forces for Change Force • Nature of the workforce • Technology • Competition • Government legislation and regulations Example • Strategies to increase diversity • Systems updates and new implementations • Niche marketing • HEWRRs

  5. Aligning the Organisation • Integration of Roles, Systems and Rewards • Information Management • Financial Management • Organisational Structure and Design • Rewards • Communication Strategies

  6. New Ideal Position Desired State Managing Change Map ? Present Position Status Quo DRIVING FORCES AND RESTRAINING FORCES Government Requirements Competition Technology Financial Viability Culture Personal Expectations, Beliefs, Attitudes and Values, History, etc …

  7. Resistance to Change Organisational • Threats to established resource allocations • Structural inertia • Threat to established power relationships • Threat to enterprise • Group inertia • Unlimited focus of change • …. Individual • Habit • Security • Fear • Economic factors • Selective information processing • …. Robbins et al, 2001, Organisational Behaviour

  8. Emotional Responses to Change • Phase 1: Denial • Phase 2: Resistance • Phase 3: Exploration • Phase 4: Commitment Robbins et al, 2001, Organisational Behaviour

  9. Emotional Change Reaction Cycle Robbins et al, 2001, Organisational Behaviour

  10. Overcoming Resistance to Change RESISTANCE Climate Improvement Plan Provide data Clear communication Move to win-win Involvement Support Manage emotions Avoid confrontation Ethical politics OLD NEW Irwin/McGraw-Hill 1999 Langford 2006

  11. Kurt Lewin Model Unfreezing Movement Refreezing Robbins et al, 2001, Organisational Behaviour

  12. Responding to Resistance • Empathy • Dialogue • Listening and reflecting skills • Identify concerns and categorise: • Power to change • Influence over • No power or influence to change • Moving on ceremony • Action Plan Langford 2006

  13. Empathic people • Listen carefully to what is being said • Remain objective • Distinguish between opinion and fact • Recognise nonverbal cues • Understand the content • Understand the feelings • Communicate their understanding Dwyer, 2001, Communication in Business

  14. Empathy Blockers • Inadequate listening • Passing judgement • Jumping to conclusions • Changing the topic • Dismissing the other person’s views • Giving unwanted and unsolicited advice • Body language and gestures out of sync Dwyer, 2001, Communication in Business

  15. Good Listening • Focus attention on the other person • Encourage the other person to participate • Reflect or mirror the message • Listen actively Dwyer, 2001, Communication in Business

  16. Benefits • Builds a positive communication climate • People feel valued • People interact confidently and courteously • Relationships based on openness, honesty and trust • Enables the bottom line Dwyer, 2001, Communication in Business Goleman, 1990, Emotional Intelligence

  17. Change Attitudes – Good Communication • Establish and maintain credibility • Positive, tactful tone • Listen carefully • Alignment between nonverbal and verbal • Consider context and culture • Clear presentation • Strong clear evidence • Tailor argument to the listener • Use logic (caveat) • Emotional appeals Robbins et al, 2001, Organisational Behaviour

  18. Questions?

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