A “taste” of leadership
Leading change effectively
What is change?
Types of change
A change strategy
Helping people during change
Understanding and managing resistance to
change
Don Garford
What is change?
An alteration in the state or
quality of anything
Substitution or succession of
one thing in place of another
Types of change
(Ackermann)
Developmental
Transitional
Transformational
Incremental change
How change happened in the
past in the NHS?
Transitional change
How change happens today in
the NHS
A change strategy
Transitional Change
(Kurt Lewin)
Present
Unfreezing
Transition
Moving
Future
Re-freezing
Transitional Change
Identifying where we are going?
Present
Autocratic
Professional led
Safety first
Short term
Opaque
decisions
Future
Transition
Empowering
Patient led
Allowable risk
Long term
Open decisions
“Unfreezing”
Methods
Aim
To unlock present
patterns of behaviour
Providing feedback
from surveys and
patients
Vividly outlining the
vision of the future
Putting in place a
“safety net”
“Movement”
Methods
Aim
To enable the journey
to new behaviours
Re-structuring of
organisation
Staff and management
development
Loads of communication
“Re-freezing”
Methods
Aim
Stabilising new
behaviours to make
them relatively secure
against change
Introduce reward systems
that reward desired
behaviour
Develop feedback systems
across the organisation
Assessing the forces at play in a change
“Force field analysis”
Driving
forces
equilibrium
Restraining
forces
Purposes of a force field analysis
To identify who is involved
in the change
To map who will help or
hinder the change
To inform planning
To inform the likelihood of
success
Force field analysis
• Do a force field analysis for the following change
Increasing the quantity and quality
of collaborative working
between pharmacy services
and other professions
• Identify 5 forces for each direction – wherever
possible with individual named people
Assessing the forces at play in the change
Individual commitment
Opposed
Will oppose
the change
Neutral
Will not
oppose/will
not actively
support
Support
Will support if
someone else
takes the lead
Lead
Will lead
The change “equation”
…a quick risk assessment
Dissatisfaction with
the present
Vision of the future
The “cost” of
the change
Safe first step
DxVxF>R
Beckhard development
of David Gleicher
A change strategy - why change fails!
(adapted from John Kotter)
•
•
•
•
•
•
•
•
Allowing too much complacency
Failing to create a sufficiently powerful coalition
Underestimating the power of vision
Under communicating the vision
Permitting obstacles to block the new vision
Failing to create short-term wins
Declaring victory too soon
Neglecting to anchor changes in the corporate culture
Allowing too much
complacency
Establish a sense
of urgency
• Examine the market
and competitive
realities
• Identify and discuss
crises, potential
crises, or major
opportunities
Failing to create a
sufficiently powerful
guiding coalition
Create a strong
guiding coalition
• Put together a group
with enough power
and authority to
lead the change
• Getting the group to
work together like a
team
Underestimating
the power of vision
Develop a vision
and strategy
• Creating a
compelling and
enticing vision.
• Develop
performance and
people strategies for
achieving that vision
Under communicating
the vision
Communicate the
vision…
wherever…whenever
• Plan to use every
vehicle possible to
constantly communicate
the new vision
• Having the guiding
coalition role model the
behaviour expected of
employees
Paired discussion
For your recent change what evidence
was there of a communication plan?
Permitting obstacles
to block the new
vision
Empower broad
based action
• Get rid of obstacles
• Change systems or
structures that
undermine the
change vision
• Encouraging risk
taking and nontraditional ideas,
activities and actions
Failing to create
short-term wins
Generate shortterm wins
• Planning for visible
improvements in
performance, or
“wins”
• Visibly recognising
and rewarding people
who made the wins
possible
Declaring victory
too soon
Consolidate gains
and preparing for
more change
• Use increased credibility to
change systems, structures, and
policies that don’t fit the
transformation vision.
• Hiring, promoting and
developing people who can
implement the change vision
Neglecting to anchor
changes firmly in the
corporate culture
Anchor new
approaches in the
culture
• Continue to support
customer or productivity
orientated behaviour,
• Maintain leadership and
management development
• Articulate the connection
between new behaviours
and organisational success
Helping people during change
The transition curve
Managing resistance to change
Why people resist change
(Kotter and Schlesinger)
• Parochial self interest
• Misunderstanding and lack of trust
• Different assessments
• Low tolerance for change
Handling resistance
Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and co-option
What strategies are
most evident in your
organisation
Explicit and implicit coercion
How to lead change
Summary
•What is change?
•Types of change
•A change strategy
•Helping people during change
•Understanding and managing
resistance to change
Final reflections
Reflect upon what we have covered in this
workshop and draw one conclusion for you as a
leader of change
Leading change
Some ending hints
Have a strong
and coherent
vision
The journey is
turbulent
Expect and plan for
resistance
New observations on your
own change management?