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Making Change How State Employees can Become Effective Change Agents and Leaders

Making Change How State Employees can Become Effective Change Agents and Leaders. Two Types of Change Agent. Change “Surge Protector” The change came from above you Part of your job to help the process go as smoothly as possible Common for front-line to mid-level managers Change Initiator

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Making Change How State Employees can Become Effective Change Agents and Leaders

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  1. Making Change How State Employees can Become Effective Change Agents and Leaders

  2. Two Types of Change Agent Change “Surge Protector” The change came from above you Part of your job to help the process go as smoothly as possible Common for front-line to mid-level managers Change Initiator Avoid changes for “change” sake Requires serious effort and resolve Related skill set and tasks with some differences

  3. Leadership Requires Change, Change requires Leadership “The work of leaders is change. Leadership is inextricably connected with the process of innovation.” - Rosabeth Moss Kanter LEADERSHIP CHANGE “The art of leadership in today’s world involves orchestrating the inevitable conflict, chaos, and confusion so that the disturbance is productive rather than destructive.” -Ronald Heifetz

  4. Change “Surge Protector”

  5. Why People Resist Change • Lack of Trust • Belief That Change is not Necessary • Belief That Change is not Feasible • Economic Threats • Change of Habits and Routines • Fear of Personal Failure • Loss of Status and Power • Threats to Values and Ideals • Resentment of Interference

  6. Why People Resist Change • Lack of Trust • Belief That Change is not Necessary • Belief That Change is not Feasible • Economic Threats • Change of Habits and Routines • Fear of Personal Failure • Loss of Status and Power • Threats to Values and Ideals • Resentment of Interference

  7. Why People Resist Change

  8. The Change Curve

  9. Leading with “Imposed” Change Pollyanna • Ignore Reality • Lose Credibility • Generate Frustration “Us vs. Them” • Maintain Popularity • Not Leading • Damage Organization Genuine Leadership • Be Realistic • Discover Positives • Remember Your Role

  10. Types of Change Dialogue Apologetic • Tells the employees what they think they want to hear • Trying to protect themselves • Damages agency and change initiative • Not really employee service Change Agent Communication • Genuine • Has Good Information and understands the “why” of change • Actively Listens to Employees • Understands how non-verbal, vocal, and verbal elements of communication work Low Employee Service High No Dialogue • Avoids difficult conversations • Breeds Employee Mistrust • Unprofessional • The least productive Defensive/Argumentative • Understands thy “why” of change • Not focusing on what is most important • Potential damage to relationships • Doesn’t really move change initiative forward Low Change EffortsHigh

  11. Effective Management of Resistance Recognizing resistance is natural Surfacing the resistance Make the expression of resistance as safe as possible Ask for it all Honoring the resistance Listen Acknowledge the resistance ‘I see how that could be a problem for you’ Reinforce the legitimacy of resistance “I can see why you are angry” Exploring the resistance Probe Ask for options Don’t let it go Summarizing and Next Steps To Source: EquaTerra, Change Management Workshop, 2006

  12. Change Agent Skills and Attributes • Able to communicate well with staff and peers to explain complex issues in a simple, easy-to-understand manner • Skilled as a good listener • Empathetic to how people are treated and their ability to perform their jobs • Capable of getting tough jobs done quickly and taking the personal initiative to go beyond defined boundaries “We are chameleons, and our partialities and prejudices change place with an easy and blesses facility, and we are soon wonted to the change and happy in it.” -Mark Twain Source: EquaTerra, Change Management Workshop, 2006

  13. Change Initiator To

  14. Change Initiator • Establish a sense of urgency • Evaluate stakeholders and the change itself • Developing a vision and strategy • Communicating the change vision • Empowering employees for broad-based action • Generating short-term wins • Avoid Disasters and establish culture To “The Dogmas of the quiet past are inadequate to the stormy present.” A. Lincoln (in his annual message to congress) Adapted from John Kotter, Leading Change, 1996

  15. Increasing “Urgency • Appeal to Reason • Share new and relevant information about a problem or opportunity. • Some people need to be drowned in data. Give them as much as they need. • Assign those closest to the problem to explain the need for change • Explain the long-term consequences of not pursuing change • B.L.U.F. • Appeal to Emotion • Use a compelling story or anecdote • Use a vision of what the future state will look like • Have a customer visit so it is personal • Get a customer to report on what is working and what isn’t working and what the change will mean • Make personal emotional connections with people • Get face-to-face

  16. Generate Small Wins for Momentum • Truly Achievable • Outwardly Visible • Easy to Measure • Easy to Communicate • Symbolically Important

  17. Gain/Impact Matrix High Organizational gain Low Low Personal Impact High Epic Change – Timothy R. Clark, 2008

  18. Gain/Impact Matrix High Organizational gain Low Low Personal Impact High Epic Change – Timothy R. Clark, 2008

  19. Gain/Impact Matrix High Organizational gain Low Low Personal Impact High Epic Change – Timothy R. Clark, 2008

  20. Gain/Impact Matrix High Organizational gain Low Low Personal Impact High Epic Change – Timothy R. Clark, 2008

  21. Gain/Impact Matrix High Organizational gain Low Low Personal Impact High Epic Change – Timothy R. Clark, 2008

  22. Stakeholder Analysis High POWER Low Low High INTEREST Source: MindTools, retrieved from: http://www.mindtools.com/pages/article/newPPM_07.htm

  23. Stakeholder Analysis • High power, interested people: These are the people you must fully engage and make the greatest efforts to satisfy. • High power, less interested people: Put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. B.L.U.F.

  24. Stakeholder Analysis • Low power, interested people: Keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project. • Low power, less interested people: Again, monitor these people, but do not bore them with excessive communication.

  25. Avoiding Disasters During Change • Recruit With Honesty • Guard Against the Crazies • Build Support Among Like-Minded People • Plan for Change From a Solid Conceptual Base • Don’t Settle for Rhetorical Change • Don’t let Those who are Opposed to Change Appropriate Basic Issues • Know the Territory • Appreciate Environmental Factors • Avoid Future Shock • Remember that Change is Most Successful When Those Affected are Involved in the Planning Warren Bennis, Change: the New Metaphysics, 2000

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