ARE YOU A MANAGER OF CHANGE?

1. ARE YOU A MANAGER OF CHANGE?

2. “MOANING ABOUT CHANGE IS FUTILE” YOU ARE A CHANGE AGENT • AND YOU • ARE PAID • TO COMBAT ENIRONMENTAL CHALLENGES AND CRISES • THROUGH EFFECTIVE MANAGEMENT OF CHANGE • STARTING FROM YOUR OWN ORGANISATION

3. STRUCTURE OF THE TRAINING Exercise • Psychology of change • Why change? Drivers to change • How to change? Triggers for change • Wrap – Up: Quick Scan on readiness for change Exercise Exercise Individual Exercise Joint Exercise

4. LEARNING TARGETS • To perform effectively a change manager must • Gain insight in the drivers that drive change • Master the triggers for change • Acquire sound knowledge and skills in change management • Be capable to manage change processes • Hence gradually adapt organisational missions, strategies, resources and projects

5. STRUCTURE OF THE TRAINING Exercise • Psychology of change • Why change? Drivers to change • Triggers for change • Wrap – Up: Quick Scan on readiness for change

6. PSYCHOLOGY OF CHANGE • We experience changes physically, mentally and emotionally • Usually it is subtle and slow but it can be sudden –disrupting our work, dislocating our relationships or ruining our leisure time. Sometimes we can discern a pattern, sometimes not • Sometimes we can explain it, sometimes not • Changes involves the familiar; sometimes the unknown. Many of us prefer what is familiar • Rather than seek change, we continue to live with our old familiar feelings (patterns and routines)

7. PSYCHOLOGY OF CHANGE

8. PSYCHOLOGY OF CHANGE LIKELY REACTION (OF GROUPS OF PEOPLE) TO CHANGE

9. PSYCHOLOGY OF CHANGE LIKELY PHASES IN AN ORGANSATION UNDER CHANGE Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000

10. CHANGE HOUSE : ROOM OF DENIAL Say Act Defend the past Justify the present Blame everybody else Miss the message “It’s nothing to do with us” “It won’t happen here” “Nobody else can do what we do” “If it isn’t broke don’t fix it”

11. CHANGE HOUSE : ROOM OF CONFUSION Say Act “We can’t do anything, it’s all been decided” “I’m looking for another job” “The management don’t care, they’ll just move on” “What can we do?” Frustration Withdrawal Blaming management No sense of direction

12. CHANGE HOUSE : ROOM OF RENEWAL Act Say “We have to keep improving - work smarter not harder” “We’re all part of the same team” “Yes, we can do it” Understand and work to targets Accept responsibility Know what we are trying to achieve Seek continuous improvement

13. STRUCTURE OF THE TRAINING • Psychology of change • Why change? Drivers to change • Triggers for change • Wrap – Up: Quick Scan on readiness for change Exercise

14. WHY CHANGE? DRIVERS TO CHANGE • Is your public service or agency able to come up with answers to problems that have no past and with solutions to problems that cannot be tackled by remedies of the past • If no, it is doomed to loose the essence of its existence and hence to fade away in redundancy for which nobody is prepared to pay • If yes, prepare for change

15. WHY CHANGE?: Theories of change • Economic theory of change: competition, markets and innovation • Psychological theory of change: fullfilment of individual needs • Sociological theory of change: powerful groups • Cultural theory of change: values, myths, beliefs • Biology theory of change: survival of the species / planet • System theory of change: crisis necessitates change • Political theory of change: opportunities for new politics

16. DRIVERS TO CHANGE

17. DRIVERS TO CHANGE IN THE MOBILITY COVENANT CASE IN FLANDERS • New minister • Competing political program from Green Party • Changing values and needs re sustainable mobility • Personal health : high number of fatalities in road accidents • Cooperation and partnerships • Institutional reform

18. DRIVERS TO CHANGE IN THE KOSOVO CASE • Post war recovery • Economic development • Status for Kosovo • Self -government • European Vocation

19. We better start to change The Change Curve Anticipatory Reactive Good Crisis Let’s start the change process OK, we must to change Strategic Performance ? Poor Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000

20. The Change Curve Anticipatory Reactive Good Crisis Strategic Performance Things are going well. Do we really need to change? Can we experiment? Poor Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000

21. The Change Curve Anticipatory Reactive Good Crisis What needs to change? Where do we start? Can we find an early win? Strategic Performance Poor Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000

22. The Change Curve Anticipatory Reactive Good Crisis We need to move fast. Who can I Trust? Where do we start? Strategic Performance Poor Time Source: Nick Fry and Peter Killing, Strategic Analysis and Action, Fourth Edition, Prentice Hall Canada, 2000

23. STRUCTURE OF THE TRAINING • Psychology of change • Why change? Drivers to change • Triggers for change • Wrap – Up: Quick Scan on readiness for change Exercise

24. TRIGGERS FOR CHANGE

25. TRIGGERS FOR CHANGE IN THE MOBILITY COVENANT CASE IN FLANDERS • New regulation and procedures: the mobility covenant • Ensured resources for demonstrative projects • Continued committed leadership and strong coalition of partners • Taskforce to steer and evaluate progress • Consolidation and institutionalisation of system • Affected new programs

26. TRIGGERS FOR CHANGE IN THE KOSOVO CASE • European Partnership Action Plan • Priority Actions • Capacity Building projects • Additional Resources • Monitoring Progress

27. TRIGGERS FOR CHANGE • Trigger 1: Create a common sense of urgency • Identify and discuss anticipation to potential crises or looming crises, or major opportunities for change on objective and on emotional grounds • Examine market and competitive realities • Formulate the “why to change” • Refer to leading and peer scientific research / models / best practice

28. TRIGGERS FOR CHANGE • Trigger 2: Form a Powerful Leadership & Coalition of Partners • Assemble a group with enough and potential power to lead the change effort • Encourage the group to work together as a team • Seek strategic partners outside your organisation

29. TRIGGERS FOR CHANGE • Trigger 3: Create a Vision and Strategy • Create a vision to help direct the change effort • Develop strategies for achieving that vision • Define demonstrative actions

30. TRIGGERS FOR CHANGE • Trigger 4 : Empower staff and stakeholders to act on the Vision • Change systems, structures that seriously undermine the vision • Encourage risk taking and non-traditional ideas, activities and actions • Get rid of obstacles and routines that adverse change • Facilitate new behaviours by the example of the guiding coalition and example

31. TRIGGERS FOR CHANGE • Trigger 5 : Ensure resources for Short-term Projects and Wins • Ensure budgets and human resources for demonstrative and innovative projects that have proven to be successful in other countries • Ensure budgets and committed staff to initiate risk projects • Hire and promote employees who can implement the vision.(in case you don’t find them within your organisation, hire expertise for change from outside)

32. TRIGGERS FOR CHANGE • Trigger 6 : Implement Demonstrative Projects and Instruments • Plan for publicly visible improvements • Facilitate and create those improvements and projects • Encourage demonstrative projects • Recognise and reward employees involved in the improvements

33. TRIGGERS FOR CHANGE • Trigger 7 : Evaluate, Consolidate and Institutionalise New Approaches, Produce More Change • Use your increased credibility to change policies, structures and routines that don’t fit the vision • Reinvigorate the process with new projects, themes and change agents • Articulate the connections between the new behaviours and corporate success

34. TRIGGERS FOR CHANGE • Trigger 8 : Lead and communicate the change process • Use every vehicle possible to communicate the new vision and strategies • Your change agents and change agents in waiting are the people you rely on • Mixed approach to the hesitating and the pro-active resistors. • The group of the defensive resistors should not be targeted

35. The 4 communicative approaches for change Cognitive approach: objective datato convince the ‘rationalist’ Learning approach: Training and guidance on best and promising practices to convince the ‘learning’ Conversational approach: maintain conversational interaction with stakeholders to convince the ‘willing’ Coercise approach to the active resistors and non -willing

36. STRUCTURE OF THE TRAINING • Psychology of change • Why change? Drivers to change • Triggers for change • Wrap – Up: Quick Scan on readiness for change Individual Exercise Joint Exercise

37. WRAP UP • Change management involves both generating and directing the needed changes in an organisation and mastering the drivers / dynamics of change by organizing, implementing and supporting the triggers for change

38. Crafting Change THE CONTEXT The WHY of Change THE CONTENT the WHAT of change THE PROCESS The HOW to Change