Change Management to Forward
Pharmacy
Presented by Andrew Marty
Managing Director
SACS Consulting
Objectives
•
•
•
•
Why do people vary in their receptiveness to change?
Preconditions to change – Engagement
Positive psychology
The neuroscience of change
Your objectives…
Why do people vary in their
receptiveness of change?
Nature and nurture
Outcomes
Quality and Quantity of work
Quality and Quantity of work relationships
Nature
•
Intelligence
– Verbal
– Numerical
– Abstract
•
•
Integrity
Personality e.g.,…
–
–
–
–
–
–
Honesty-Humility
Emotionality
Extraversion
Agreeableness
Conscientiousness
Openness
Nurture
•
Skills
– Abilities
•
Experience
– Knowledge
– Qualifications
•
Attributes
– Style
– Attitudes
– Values
Cognitive ability
• Verbal
• Numerical
• Abstract
Personality - Lee and Ashton’s HEXACO
1: Honesty-Humility
3: Extraversion
5: Conscientiousness
Sincerity
Social Self-Esteem
Organization
Fairness
Social Boldness
Diligence
Greed Avoidance
Sociability
Perfectionism
Modesty
Liveliness
Prudence
2: Emotionality
4: Agreeableness
6: Openness to Experience
Fearfulness
Forgiveness
Aesthetic Appreciation
Anxiety
Gentleness
Inquisitiveness
Dependence
Flexibility
Creativity
Sentimentality
Patience
Unconventionality
7: (Interstitial scale)
Altruism
Basic Individual Values
SELF
ENHANCEMENT
CONSERVATION
SECURITY
POWER
CONFORMITY
HEDONISM
BENEVOLENCE
SELF
TRANSCENDENCE
UNIVERSALISM
STIMULATION
SELF
DIRECTION
OPENNESS
TO CHANGE
Competencies
Outcomes
Skills
Experience
Attitudes and values
Change is learning.
Key message from the neuroscience of
learning.
If change is learning…..
• Then we must set our change efforts up as learning
activities
• We must create the preconditions of learning
Bakker 2011 – work engagement
• Vigour
– High levels of energy and mental resilience
• Dedication
– Strongly involved in work. A sense of
significance, enthusiasm and challenge
• Absorption
– Fully concentrated and happily engrossed in
work such that time passes quickly. A sort of
extended version of “flow” (Csikszentmihalyi
2002).
Causes and consequences of
work engagement
Job
resources
Job
demands
Work
Engagement
Personal
resources
Job
crafting
Job
Performance
Engaged employees tend to
“job craft”
• They focus on outcomes – rather than emotions
• They build resources – cooperation, support,
skills, processes, systems
• They redesign their jobs to do them better
• They manage and proactively acquire the
resources necessary
• They collaborate, which creates higher morale
• They increase their job demands – more
initiatives, higher standards.
Positive psychology activities
• Reducing focus on the past and concentrating
on the future – making plans about how to get
there
• Gratitude exercises such as “3 blessings”
• Learned optimism exercises such as three
anticipations
• Acts of generosity
• Signature strength exercises
• Mindfulness activities, including meditation
• Forming collaborative work groups to work
together to create an ideal future.
A neuroscience based approach to
change
Neuroscience of change
New
tasks
Perception of
“errors”
Familiar tasks
Fight, flight, and fear
Can change be achieved?
• The brain hates change which is externally imposed
• It will make its owner do whatever is necessary to
escape the discomfort
• This is why traditional methods often fail
– Carrot and stick
– Simply expecting people to fall in line.
The keys.....
• Focus
• Insight
• Attention density and repetition.
Focus…..
• Our brains take us toward what we focus on
• Change undertakings often focus on “what’s wrong”
• Or they focus on the process – “change” (or even
worse, culture change!)
Destination based change……
• “the past is perfect”
• The emphasis is on the future – that is what we put the
focus on
• We develop as clear as possible a picture of the
desired future – very specific and mutually shared
• Irrespective of people’s starting position, they may be
able to share an enthusiasm for a worthwhile
destination
• Avoid the possibility of tribalism.
Insight…..
• “Learning curves”
• The dangers of consultation
• Preconditions for insight…..
– Action
– Reflection
• Don’t just talk to people about it – get them to do it!
Attention density and repetition….
• This is not an episode, it is a journey – ongoing
movement toward the destination
• Multiple meetings with empowerment and
accountability to drive the change
• Will reinforce the neural pathways and embed change.
Conclusions
•
•
•
•
Recruit “change ready” employees
Stop fighting your employees’ brains
Create the preconditions for change
Avoid consultation and emphasise empowerment
and accountability
• Plan your change through destination based
change