Springblue Ltd approach to
change
Myrna Jelman
[email protected]
- Tel.: (+44) 7932 005 805 -
www.Springblue.eu
Approaching organisational change
• Knowing which change ‘philosophy’ we choose for any
change project helps us design credible change
workshops and see the potential weaknesses of our
change approach.
• Choosing guiding principles for the change project that
are congruent with the change sought for
• Understanding organisational and individual change
• Designing change events and interventions that follow
the guiding principles
4 change philosophies: Roger
Harrison’s frames of change
• Structural frame: Change is clarifying roles and responsibilities, tasks,
operating models, etc.
• HR frame: Change is ensuring the organisation is responsive to people’s
needs and personal goals in return for which you get commitment,
loyalty and engagement
• Political frame: Change is managing conflict and the fight for scarce
resources with disparate interest groups and articularting what is in
common to those groups and not to be fought about
• Symbolic frame: Change is finding the unique strength and then
contribution and purpose of your organisation, based on its history,
culture and values and inspiring people towards this mission.
Which frame(s) have you been using so far?
Individual change principles
•
Meaning: “Do I want to contribute to this vision? Am I part of this?”
•
Belief/Values “Is this credible? Does this make sense? Do I believe the changes required will
bring positive outcomes? Do I believe that I will be personally affected/really need to
change?”
•
Motivation: What makes this worth changing for? What am I attached to that is more
important to me than what I am losing? What do I care about that needs protecting if I am
to be for this change? Do I believe I will be fairly rewarded for changing?”
•
Confidence: “Do I believe I can learn what I need to move forward? Do I believe I will be
supported in my experiments? Who will support me?”
•
Experimentation, validation, appreciation, integration into habit: “Do I have time and the
opportunity to try out new ways? Do I like the outcomes ofthe new way? Do I get
appreciated for what I’m doing that’s new?
A shift higher up this list tends to drive a shift
at lower levels too
Adapted from NLP logical levels
Learning cycle - How people change
ACTION
“Let’s do it”
PLANNING/COM
MITMENT
REFLECTION/INTE
RPRETATION
“What can/will we
do?”
“What does this
mean?”
INSIGHT/CONCEPTUALIS
ATION
“What’s really going on?”
We need all quadrants to change sustainably
Adapted from David Kolb
Attachment: What is lost must be
replaced by something else
People need safe attachment to be able to function at their best. Attachment can be to:
• Current role/task
• Job safety and security
• Working in a particular geography/location/country
• Line manager/Colleagues/Team/Department/Business unit
• Something the organisation delivers to the worls: Quality, Customer service, Innovation,
sustainability
• Organisational culture, i.e. the way the organisation functions internally: Pragmatism,
dynamism, collaboration, etc.
• Professional standards/integrity
• Professional development and learning
• Career progression and recognition
• Organisational values: e.g. trust/being trusted, knowledge the organisation will treat you
fairly
• An Industry
• A cultural mindset e.g. Western, Asian, etc.
Guiding principles for transformational
change: Minimum standards
‘Can I trust you?’
• Trustworthy and transparent: There is no hidden agenda,
manipulation in the message (the change itself) or the process
(The change event)
• ‘Respectful and fair: Takes into account people’s current
context and experience, does not ask something unfair,
thoughtless or ridiculous (E.g. compulsory invitation to an
event the day someone is pitching to a new client).
Immediate disengagement and distrust
when broken
Guiding principles for transformational
change
• ‘Is this for real? We need to be convinced that the change does impact us
and that the strategy forward is credible
• ‘What’s in it for me?’ We need to be want to be part of the new vision. We
need to feel attachment to something, ie move towards something worth
more than what we are losing.
• ‘Trust me’ leads to accountability for performance: We need to be given
freedom to choose how to respond within clearly set limits to this
autonomy (E.g. we have to change operating models)
• ‘Give me a chance’: We need to be given enough time and opportunities
to experiment with new ways, possibly fail at first before a new habit is
formed and positive outcomes are reaped
• ‘Thank me’: We need to be recognised and supported formally for our
contribution in order for us to choose to sustain it. Ie alignment in rewards
and HR practices to support the new.