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The Human Dimensions of Change

The Human Dimensions of Change. Key slides www.npci.org.uk. So what do we already know about change?. Change happens to us all ..whether we like it or not! And it works best when………... It is owned by the people working in the system We consider the impact of change on people.

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The Human Dimensions of Change

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  1. The Human Dimensions of Change Key slides www.npci.org.uk

  2. So what do we already know about change? • Change happens to us all ..whether we like it or not! And it works best when………... • It is owned by the people working in the system • We consider the impact of change on people

  3. new responsibilities new roles new experiences new relationships new career opportunities exposure of inadequacies stress pressure to achieve lost friends lost profession lack of belonging Change can create…….

  4. Change and TransitionChange is different from transition Change is situational: new site, new boss, new team roles, new policy. Transition is the psychological process people go through to come to terms with new situations Change is external, Transition is internal.

  5. Common reasons for resistance to change • A desire not to give up something of value. • A misunderstanding of the change and its implications. • Disagreement about how the change will be implemented • A belief that the change does not make sense for the organisation. • A low tolerance for change. • Fear

  6. Stages in dealing with resistance Expect it It is a natural response to change Recognise it People may be saying yes with their mouths “no” with their hearts Name it It needs to be brought out into the open Respect it Listen, acknowledge and support Explore it Separate general moans from specific concerns Tackle it Agree a way forward

  7. Personal styles • Driver • Makes decisions • Assertive • Direct approach • Analytical • Like facts • Orderly • Accurate Looks for control Looks for accuracy • Expressive • Enthusiastic • Spontaneous • Inspiring • Amiable • Team player • Supports others • Agreeable Looks for recognition Looks to get along Adapted from Merrill D.W. & Reid R.H. (1999) Personal Styles and Effective Performance: Make your style work for you, CRC Press, London

  8. To work better with these personal styles … • Driver Analytical • Give them the evidence • Give them time to work things through • Adopt a business-like approach • Talk about results • Expressive Amiable • Chat with them • Draw ideas out of them • Allow time for fun • Let them be creative Adapted from Merrill D.W. & Reid R.H. (1999) Personal Styles and Effective Performance: Make your style work for you, CRC Press, London

  9. Summary • Change is different to transition • Some people take longer than others to go through the three phases of transition • People have different personal styles • Personal styles must be considered if change is to be successful • As leaders of change you need to find the best way of supporting and working with people through change Value the differences!

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