CHANGE MANAGEMENT
ARE YOU A MANAGER OF CHANGE?
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CHANGE MANAGEMENT
“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
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CHANGE MANAGEMENT
STRUCTURE OF THE TRAINING
1. Psychology of change
2. Why change? Drivers to change
3. How to change? Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
STRUCTURE OF THE TRAINING
1.Psychology of change
2. Why change? Drivers to change
3. Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
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CHANGE MANAGEMENT
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)
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CHANGE MANAGEMENT
PSYCHOLOGY OF CHANGE
Likely reactions from the individual
facing with change
Schock
Announcement
Denial
Anger
Acce
Acceptance
ptan ce
Confusion Testing
Anno unc eme nt
Adopt
changes
Evaluate
impact
Cooperation Enthousiasm/
Deception
imple men tati on
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CHANGE MANAGEMENT
PSYCHOLOGY OF CHANGE
LIKELY REACTION (OF GROUPS OF PEOPLE) TO CHANGE
Yes
PRO-ACTIVE
RESISTORS
Have
necessary
attitude and
skills for
proposed
change
CHANGE
AGENTS
BYSTANDERS
CHANGE
AGENTS
IN
WAITING
DEFENSIVE
RESISTORS
No
Actively
Against
Neutral
Strongly
Supportive
Commitment to Proposed Change
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CHANGE MANAGEMENT
PSYCHOLOGY OF CHANGE
LIKELY PHASES IN AN ORGANSATION UNDER CHANGE
THE CHANGE HOUSE
THE
SUN
LOUNGE
THE
CONTENTMENT
ROOM
THE
RENEWAL
ROOM
THE
DENIAL
ROOM
THE
CONFUSION
ROOM
DUNGEON
OF DENIAL
PARALYSIS
PIT
WRONG
DIRECTION
DOOR
Source: Nick Fry and Peter Killing, Strategic
Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
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CHANGE MANAGEMENT
CHANGE HOUSE : ROOM OF DENIAL
Say
Act
“It’s nothing to do with us”
Defend the past
“It won’t happen here”
Justify the present
“Nobody else can do what
we do”
Blame everybody else
Miss the message
“If it isn’t broke don’t fix it”
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CHANGE MANAGEMENT
CHANGE HOUSE : ROOM OF CONFUSION
Say
“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”
Act
Frustration
Withdrawal
Blaming management
No sense of direction
“What can we do?”
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CHANGE MANAGEMENT
CHANGE HOUSE : ROOM OF RENEWAL
Say
“We have to keep improving work smarter not harder”
“We’re all part of the same
team”
“Yes, we can do it”
Act
Understand and work to targets
Accept responsibility
Know what we are trying to
achieve
Seek continuous improvement
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CHANGE MANAGEMENT
STRUCTURE OF THE TRAINING
1. Psychology of change
2.Why change? Drivers to change
3. Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
www.transportlearning.net
CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
DRIVERS TO CHANGE
Acts of
Nature/God
New
Regulations
New
Technology
Personal fate/
health
Revised
budgeting
T im e fo r a
C h an g e
New Leadership
Competition /
Competing programs
Institutional
reform
Economics
Changing
Values /
Needs
Growth/Decline
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
DRIVERS TO CHANGE IN THE KOSOVO CASE
• Post war recovery
• Economic development
• Status for Kosovo
• Self -government
• European Vocation
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CHANGE MANAGEMENT
The Change Curve
We better start to change
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
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CHANGE MANAGEMENT
The Change Curve
Anticipatory
Reactive
Good
Crisis
Strategic
Performance
Poor
Things are
going well.
Do we really
need to
change?
Can we
experiment?
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
www.transportlearning.net
CHANGE MANAGEMENT
The Change Curve
Anticipatory
Reactive
Good
Crisis
Strategic
Performance
What needs
to change?
Where do we
start?
Poor
Can we find
an early win?
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
www.transportlearning.net
CHANGE MANAGEMENT
The Change Curve
Anticipatory
Reactive
Good
Crisis
Strategic
Performance
We need to
move fast.
Who can I
Trust?
Poor
Where do we
start?
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
www.transportlearning.net
CHANGE MANAGEMENT
STRUCTURE OF THE TRAINING
1. Psychology of change
2. Why change? Drivers to change
3.Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
www.transportlearning.net
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
Produce more
change
Evaluate,
consolidate
and
institutionaliz
e new
approaches
Implement new
instruments
and demonstrative
projects
Create a Sense of
Urgency for change
Leadership
and Coalition
of Partners
Create a Vision
and Strategy
L ead an d
c o m m u n ic a te
ch an g e
Empower staff and
stakeholders to act
on the vision
Ensure Resources for
short term projects
and wins
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
TRIGGERS FOR CHANGE IN THE KOSOVO CASE
• European Partnership
Action Plan
• Priority Actions
• Capacity Building
projects
• Additional Resources
• Monitoring Progress
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
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)
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
• Trigger 8 : Lead and communicate the
change process
• Use every vehicle possible to communicate the
new vision and strategies
Yes
PRO-ACTIVE
RESISTORS
Have
necessary
attitude and
skills for
proposed
change
CHANGE
AGENTS
waiting are the people you rely on
BYSTANDERS
CHANGE
AGENTS
IN
WAITING
DEFENSIVE
RESISTORS
No
Actively
Against
Neutral
• Your change agents and change agents in
Strongly
Supportive
• Mixed approach to the hesitating and the proactive resistors.
• The group of the defensive resistors should not
be targeted
Commitment to Proposed Change
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CHANGE MANAGEMENT
The 4 communicative approaches for change
Cognitive approach: objective data to 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
www.transportlearning.net
CHANGE MANAGEMENT
STRUCTURE OF THE TRAINING
1. Psychology of change
2. Why change? Drivers to change
3. Triggers for change
4.Wrap – Up: Quick Scan on readiness for
change
www.transportlearning.net
CHANGE MANAGEMENT
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
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CHANGE MANAGEMENT
Crafting Change
THE CONTEXT
The WHY of
Change
THE PROCESS
The HOW to
Change
THE CONTENT
the WHAT of
change
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