1. Vision to Reality: Managing Change Facilitated by Rachel White

2. “Vision without action is a dream. Action without vision is simply passing the time. Action with Vision is making a positive difference. ” Joel Barker

3. Poor planning • No vision • Poor communication • Lack of stakeholder involvement • Lack of resources • Lack of clarity • Insufficient resources • Strong resistance • No congruence Why Change Fails

4. Mckinsey 7 S Model

5. Lewin’ 3 stage approach

6. BUT

7. John Adair – Action Centred Leadership

8. What do we do ?

12. The transition cycle Dai Williams Report from the strategic planning journal Futures, Vol.31 (6) August 1999, 609-616

14. Five Factors in Responding to Change Esther Cameron and Mike Green

15. Pragmatist, Reflector, Activist, Theorist • Optimist/ Pessimist • Risk taker / Safety conscious • Creative / Logical Type of Individual

16. Perceived Capability vs. Perceived Demand

17. Team Dynamics

18. Robin Speculand (2006)

19. Team Development Bruce Tuckman

20. Situational Leadership Model Hersey and Blanchard‘s

21. What we need to do when Team Development Leadership Style

22. This is the outer intelligence we use to read , sense, understand and manage our relationships with other people This is the inner-intelligence we use to know, understand and motivate ourselves Intrapersonal + Interpersonal = EI

24. EI leaders • Appreciate individual skills, knowledge and capabilities • Make time to get to know them and actively listen to what they have to say • You don’t have to be ‘best mates’ to have a good relationship • Seek early solutions when you disagree • Create social time • Give feedback • Seek opinions • Support when times are tough • Recognise individuality • Show courtesy

25. Trust Relationships • Talk straight • Demonstrate respect • Create transparency • Right ‘wrongs’ • Show loyalty • Deliver results • Get better • Confront reality • Clarify expectations • Practise accountability • Listen first • Keep commitments • Extend trust Character Competencies

26. Communicate Support Involve

27. Problem solving • Reframing • Appreciative enquiry • Participatory decision making Management tools for Change

28. ‘If you keep doing what you've always done, you'll keep getting what you've always gotten.’ W. L. Bateman Problem Solving

29. Why ? Why ? Why ? Why ? Why ? The Five Whys A Simple Route Cause Analysis

30. Reframing

31. 1.       Every system works to some degree; seek out the positive, appreciate the "best of what is." 2.     Knowledge generated by the inquiry should be applicable; look at what is possible & relevant. 3.     Systems are capable of becoming more than they are, and they can learn how to guide their own evolution -- so consider provocative challenges & bold dreams of "what might be." 4.     The process & outcome of the inquiry are interrelated and inseparable, so make the process a collaborative one. Appreciative Enquiry Four Guiding Principles:

32. Full Participation • Mutual Understanding • Inclusive Solutions • Shared Responsibilty Participatory Decision Making Core Values

33. Time Closure Zone Divergent Zone Groan Zone Change Item Convergent Zone Decision Point Participatory Decision Making

34. Stop , Get Ready to Do, Get on with Traffic light approach

35. http://www.changecards.org/ The Importance of relevance

36. Story telling