The Leader and Change
Effective Leadership
Individuals and Change
Leading Change Teams
www.opm.co.uk/futureleadership/
What is Change Leadership?
• Successful Change Leadership is about getting individuals
and groups to do things differently, to change the way
they behave and to implement the changes associated with
new systems and processes.
• Any transformation programme will create significant
organisational and individual change challenges. Staff will
quickly realize that their roles and responsibilities are going
to change significantly, and that job shifts may result.
• It is vital for leaders to understand the human dynamics of
change and to act upon it. This task is particularly
challenging as people respond both on a rational and
emotional basis.
There are 4 main forms of resistance to change
Cognitive
I deological
Psychological
Power
Driven
4
Managing these is at the heart of stakeholder management
Cognitive
people truly believe, based on
their own information and
experience, that the diagnosis
and action plan are wrong
Power
Driven
people perceive that the
proposed change will lead
to a loss of power,
autonomy and self-control
… to reduced status and
autonomy
I deological
people believe that the
proposed change violates
fundamental values that
have made the
organisation what it is
Psychological
people are reticent to try new
things which may be less
successful than the previous
ones; they see the costs of
changing greater than the
benefits; they have a low level
of tolerance for the
uncertainty
The Transition Curve
• Based upon the work of Elizabeth Kubler-Ross ‘On Death
and Dying’ New York: Macmillan, 1969
• Reactions to organisational change can often reflect grief
reactions
• Being an effective change manager means understanding
our own and others’ reactions to change
• Individuals start the process at different times, often
experience different shaped curves and take different
amounts of time in transition
• Handling change effectively means responding in different
ways at different stages
• By what they do and how they do it a leader affects the
shape and length of the curve for each person
The Transition Curve
3. Incompetence
• Awareness of necessity
• False competence
for change
• Frustration
• How to deal with change
CAPACITY
2. Denial
• Temporary retreat
7. Integration
• Incorporate meanings
into new behaviours
7
6
2
3
1
1. Immobilisation
• Shock –
• Dissonance between
high expectations and
reality
5
4
4. Acceptance of reality
• Letting go of past
‘comfortable’ attitudes
and behaviours.
TIME
6. Search for meaning
• Internalisation
• Seeking understanding
• Why things are different
5. Testing
• New behaviours, new approaches
• Start to deal with new reality
• Energy + anger and frustration.
Transition – Reactions and Actions
Numbness & Denial
Typical
Reaction
Shock
Feeling overwhelmed
Mismatch between
expectations and reality
Withdrawal
Minimisation of change
Building up defences
Activity without achievement
Management Inform individuals of change
Ensure they understand it will
Action
happen
Explain what to expect
Give them time to take it in
Arrange a planning session
Depression & Acceptance
Self doubt, anger, blame
Depression, frustration
Fear, uncertainty
powerlessness & hopelessness
Beginning of letting go of the
past
Sense of ‘I will survive this’
What next?
Acknowledge feelings
Listen, encourage to talk
Support
Transition – Reactions and Actions
Testing & Searching for
Meaning
Typical
Reaction
Management
Action
Uncertainty, confusion and
excitement
New behaviours
High energy – some frustration
Organise into categories
Shift towards understanding
Palpable sense of new future
Finding an easy fit (more testing)
Lead planning sessions
Set short term objectives
Focus on priorities
Provide training
Integration
People start working
together
Cooperation & collaboration
Positive attitudes
Understanding is
internalised
New behaviours become
natural
Positive frame of mind –
shaping the future
Establish vision
Set long term goals
Team building
The Pyramid of Resistance
Cultural Alignment
Performance Management Alignment
Shared vision and business case for change
Skill Development Programme
Role Models
Effective communication
Involvement / Engagement
Leadership activity & visibility
The Commitment Curve
Different stages of change that people go through for sustainable transformation
An important thing to remember is that not
everyone needs to get to the top level of
commitment immediately!
Achieving
commitment
This is the way
I do things
This is the way
we do things
I’ll do it the new way
Achieving
acceptance
I’ll look at doing it the new
way
I know the implications for me
Setting the
scene
I know what it is
I know something is changing
Change Exercise
How might you apply one of the following models to your
Project
•
Transition curve
•
Pyramid of resistance
•
Commitment curve
What actions will you consider taking in the light of this
analysis?
MBTI - Responses to Change
IS
IN
“If it ain’t broke, don’t fix it”
“Let’s think this through sensibly”
“What’s the budget?”
“How does this relate to the other
initiatives?”
“We’ve tried it before and it didn’t
work very well”
“Let’s not throw the baby out with the
bathwater!”
“What’s really important about what
we’re trying to do?”
“Let’s keep the big picture in mind!”
ES
EN
“Is this going to work?”
“Let’s give it a try”
“I’ll need to see the plan”
“We need to move with the times”
“Who’s in charge?”
“It could be really interesting if we did it
differently”
“Well, if we’re going to do it, let’s get
on with it!”
“Anyway, I’m fed up with doing it this
way!”
MBTI - Responses to Change
Combinations of Energy and External Orientations: Dealing with Change
IJ
Decisive Introverts
When changes are proposed, they examine them against their
internal perceptions (data or big pictures). If the changes “fit”,
they move quickly to implement them. If the changes don’t fit,
they dig in their heels and become unmoveable opponents.
IP
Adaptable Introverts
When changes are proposed, they are curious and seek
information. Then they assess the information with their
internal judgement (values or logical principles). Their
information-seeking appears adaptable, but they move ahead
only in their own time – after they have decided.
MBTI - Responses to Change
Combinations of Energy and External Orientations: Dealing with Change
EP
Adaptable Extraverts
When changes are proposed, they consult their networks, talk to
people, find out what everyone thinks. If the changes allow room
for their creativity and action, they gather resources and try
to energise everyone to implement their changes.
EJ
Decisive Extraverts
When changes are proposed, they apply their judgement (logic or
values) out loud by questioning. Then, if their questions are
answered, they move quickly to plan, organise, and implement
the change.
Communicating Difficult Messages
Know your
audience:
•
•
•
•
their level of understanding
their misconceptions/pre-conceptions
their power and influence
their possible responses – how will you react?
Know your
message:
•
•
•
•
the overall message
the main points
the need for supporting information
what you want people to do as a result
Anticipate
difficulties:
• What might be problematic for people (team & individuals)?
• How would you feel in their position?
• What difficult questions might be asked?
• What difficult arguments might be used?
• What might people do? (e.g. shout, walk out, withdraw..)
• What is your worst nightmare – how would you handle this?
… visualise & plan for what might happen …
Exercise - Presenting your business case
• Prepare a 10 minute presentation of the strategic business case
(stage 1) for your service improvement project
– No PowerPoint but decide what props you need
– Decide who you want to present to
– Decide if you want to try out a different style
– Think about the different MBTI preferences in the room and make
sure you get to them
– Include return on investment and risk (use the business case
handouts)
• You will be presenting to a FLP group after 9am who will offer you
feedback on content, their buy in to your case and your presentation
style