Management Skills for Archivists and Records Managers
Session - Change Management and Advocacy
23 February 2011 10.00 – 11.00
Birkbeck College lecture theatre B04
Adam Blackie MBA ACMA
a.blackie@websmartgroup.co.uk
Change Management
• People and Individuals
• Leadership of Change
• Groups and Teams
• Summary
• Reasons for change
- Restructure
- Culture
- Merger/Acquisition
INDIVIDUAL CHANGE (Theory Types)
BEHAVIOURAL
COGNITIVE
(Changes what you do)
(Motivating for results)
PSYCHODYNAMIC
HUMANISTIC
PSYCHOLOGY
(What’s going on for you)
(Maximising your own
potential)
COMPETENCE (Gestalt Style)
Unconscious
Incompetence
Conscious
Incompetence
Unconscious
Competence
Don’t know
what we don’t
know
Don’t know
what we know
Conscious
Competence
Know what
we don’t
know
Know what
we know
Learning Cycle (Kolb style)
Experience (Start here)
Experiments
Reflection
Theories (or Start here)
Encourage New Activities
Design Toolkits to
experiment
Question and Analyse
what is going on
Research new ideas
Motivation
“People do things because they want to” – Adam Blackie 2007
(A)Behavioural Theories: ( Changing what you do )
1. Theory ‘X’ & Theory ‘Y’ – McGregor 1960 (Stick & Carrot?)
2. Hygiene Factors and Motivators – Herzberg 1950 -1960
(Removing Barriers?)
Motivation
(B) Cognitive Theories: ( Motivating for results )
Aaron Beck – 1970
SELF
CONCEPT &
VALUES
BELIEFS
ATTITUDES
FEELINGS
BEHAVIOUR
RESULTS
(C) Psychodynamic:
( Whats going on for you? )
1. Reactions to change – Kubler - Ross 1969
S
E
L
F
E
S
T
E
E
M
Denial
Anger
Acceptance
Bargaining
Depression
TIME
(C) Psychodynamic: ( Whats going on for you? )
2. Reactions to change – Adams, Hayes & Hopson 1976
S
E
L
F
E
S
T
E
E
M
C
O
N
F
I
D
E
N
C
E
M
O
R
A
L
E
Integration
Discovery
Denial
Shock
Experimentation
Anger
Acceptance
Bargaining
Depression
TIME
(C) Psychodynamic: ( Whats going on for you? )
3. Reactions to change – Satir 1991 & see also Wernberg 1977
P
E
R
F
O
R
M
A
N
C
E
NEW
STATUS
QUO
FOREIGN
ELEMENT
OLD
STATUS
QUO
IDEAS
INTEGRATION
PRACTICE
CHAOS
TIME
(D) Humanistic Approach: ( Maximising your own potential )
1. Hierarchy of Needs – Maslow 1970
Self
Actualisation
Self Esteem Needs
Love and Belonging Needs
Safety Needs
Physiological Needs
(D) Humanistic Approach:
( Maximising your own potential )
2. Gestalt Approach to Change – Fritz Perls 1976
AWARENESS
ENERGY/ACTION
CONTACT
RESOLUTION
(ANALYSIS/
DATA)
(MOBILISE)
(OTHERS/
TEAMS)
(DO STUFF)
“Get out of your mind and come to your senses” – Fritz Perls
PEOPLE & PERSONALITIES
Personality Types – Myers Briggs
(E) Extraversion
(S) Sensing
(T) Thinking
(J) Judging
Intraversion (I)
Intuition (N)
Feeling (F)
Perceiving (P)
Useful Change Groups
IS = Thoughtful Realists – cautious and careful – “If it isn’t broke don’t fix it”
IN = Thoughtful Innovators – generates new ideas – “Let’s think ahead”
ES = Action Oriented Realist – energy and enthusiasm – “Let’s just do it”
EN = Action Oriented Innovators – enthusiastic for change – “Let’s change it”
PEOPLE & PERSONALITIES
Personality Types - LIFO – Life Orientation Preferences
“people prefer some behavioural styles more than others.”
(SG) The supporting / giving-in orientation - Harmony
(CT) The controlling / taking-over orientation - Action
(CH) The conserving / holding-on orientation - Reason
(AD) The adapting / dealing-away orientation – Excellence
Some are more change oriented than others.
People and Individuals Summary
Changing values and behaviours
Achieving a change affects three dimensions of the individual
Physical
Emotional
People need to
be competent
in a new way
of working
Change is
understood to
be an urgent
need
Intellectual
There is a clear
rationale for the
proposed changes
that makes standing
still not an option
Change Management
• People and Individuals
• Leadership of Change
• Groups and Teams
• Summary
MANAGING CHANGE
.
“Those who make it happen.
Those who let it happen.
Those who wonder what happened” - ANON
MANAGING CHANGE
1. 5 factors in responding to change – Cameron & Green 2004
.
3. ORGANISATIONAL
HISTORY
2. CONSEQUENCES OF
CHANGE
RESPONSE TO
CHANGE
1. NATURE OF CHANGE
4. TYPES OF
INDIVIDUALS
5. INDIVIDUAL
HISTORIES
MANAGING CHANGE
2. Schein’s Model – Lewin / Schein 1980 - 2000
UNFREEZE:
LEARNING:
REFREEZE:
CREATE MOTIVATION
TO CHANGE
NEW CONCEPTS (AND
NEW MEANINGS FOR OLD
CONCEPTS)
INTERNALISING NEW
CONCEPTS AND
CHANGE
LEADERSHIP
Business Goals
OUTCOMES
LEADERSHIP
INTERESTS
EMOTIONS
Influence, Authority & Power
Enable people & culture change
BALANCE OF LEADERSHIP
Tasks
Individuals
Teams
LEADERSHIP CONFLICT
•
•
•
•
•
•
•
•
•
•
•
Build close relationships and keep your distance
Lead from the front and hold oneself back
Trust your staff and keep an eye on what’s happening
Be tolerant and exercise control
Achieve your team’s goals and be loyal to the organisation
Plan your time well and be flexible with your schedule
Express your view and be diplomatic
Be a visionary and keep your feet on the ground
Win consensus and be able to cut to the chase
Be dynamic and reflective
Be sure of yourself and be humble
RESISTANCE
“I cannot understand why my staff are not wholeheartedly
embracing my changes” – any number of CEO’s 1920 – 2010
People often say they do not like change.
What they are really trying to say is that
they do not want change thrust upon them.
RESISTANCE
1. SCHEIN’S MODEL (SIMPLIFIED)
SURVIVAL ANXIETY > LEARNING ANXIETY
Then...
LEARNING ANXIETY MUST BE REDUCED
This is all about psychological safety
Change Management
• People and Individuals
• Leadership of Change
• Groups and Teams
• Summary
TEAMS vs. GROUPS
SAMPLE DEFINITIONS
GROUP – “any number of people who interact with each other, are
psychologically aware of each other, and who perceive themselves
to be a group” – Schein and Bennis 1965
TEAM – “A distinguishable set of two or more individuals who interact
interdependently and adaptively to achieve specified, shared and
valued objectives” – Morgan et al 1986
WORK TEAM – “A group of individuals who share responsibility for
outcomes for their organisations” – Sundstrom, de Meuse and
Futrell 1990
TEAM DEVELOPMENT
1. Bion 1961
Dependency
Fight or Flight
Pairing
Leaders selected and have
power and authority
The team challenges the
leaders and other
members – some leave
Team members form
alliances and groups to
resolve anxieties
TEAM DEVELOPMENT
2. Tuckman 1965
FORMING
STORMING
NORMING
PERFORMING
Purpose
Structure
Roles
Leader etc
Dealing with the
emerging conflicts
Agreeing and
collaboration
Getting on with it
TEAM DEVELOPMENT
3. Scott Peck 1990
Pseudocommunity
Chaos
Emptiness
Community
Members fake
teamliness
Pecking order
and team
names
established
Abandon
assumptions
and
expectations
Accept each
other and get on
with tasks
Change Management
• People and Individuals
• Leadership of Change
• Groups and Teams
• Summary
ADKAR Change Readiness Model
Prosci 1996-2010
Good change managers will therefore:
•
•
•
•
•
•
•
•
•
•
•
•
Create a compelling vision
Train staff
Involve the staff in change planning
Create groups around the change
Provide coaches, feedback
Acknowledge positive behaviours
Provide support groups and sub groups
Reward teamwork, innovation, risk taking
Develop, involve, empower
Aim high
Get the rewards strategy right
Link goals to motivation
•
•
•
•
•
•
•
•
Treat people as individuals and understand
their emotional motivators
Believe that people want to grow and
develop
Encourage flexibility
Create flexible structures
Hold regular one to one meetings
Individually praise all (especially junior) staff
Invent Specialist Staff Grades
Make sure staff and managers know what
decisions they can take without reference to
a senior manager
Change Management in Practice
•
•
•
•
•
•
Practical change management is most
often a mixture of the following
elements:
Technology
Commercial Principles
Business processes
Human nature and interactions
Legal contracts
Money
•
•
•
•
•
It is generally affected by:
Politics
Personal ambition
Financial pressures
Accountability
Desires to deliver and achieve
•
•
•
•
•
•
•
•
•
Change often goes wrong due to:
Over-expectation
Un co-ordinated decision making
Lack of clear objectives
Cost reductions without a corresponding
reduction in scope
The above is driven by senior staff
responsible approving change , thus a
change manager also needs to be a:
Politician
Psychologist
Business analyst
Project manager
Diplomat
Manage Your Stakeholders
Target
Impact on Target
Typical Reaction
Their Influence
How to Approach
Director
HIGH
New practices
New technology
Less resource
BLOCKER
Lacks skills to cope
Doesn’t believe change
is necessary
HIGH
Respected
Speaks their mind
One to one - explain
need for change
Offer external
coaching
Publicly debate /
support their views
Manager
HIGH
Changes to job
description
Tough time scale for new
systems implementation
BLOCKER
Wants to develop inhouse systems
MEDIUM
Controls use of
systems
Track record is poor
Stress opportunity to
increase their
influence
Demonstrate
change operation in
other locations
Staff
MEDIUM
Changes in routines
Some increase in
workload
FLOATERS
Don’t know enough
about the project
Concerned about
security
LOW
No decision making
powers
BUT their cooperation is what
delivers the
change
Explain purpose of
project
Stress operational
benefits of new
systems / process.
Involve them in
design.
Support
Services
HIGH
Change increases the
need for internal services
CHAMPIONS
Enthusiasts for
opportunities
LOW-MEDIUM
But no one else can
supply.
Involve them in
design
Use their skills to
deliver
If You Find Yourself Leading Change
•
•
•
•
•
•
•
•
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate that vision
Empower others to act on that vision
Plan for and create short-term wins
Consolidate all the improvements maintain momentum
Institutionalize these new approaches
Useful Reading on Change Management
1. Making Sense of Change Management by Esther Cameron
and Mike Green - Change Management theory
2. The Naked Leader by David Taylor - Leadership
3. Leading Change by John Kotter - Leadership
4. Maverick by Ricardo Semler - An alternative organisational model
5. Performance Coaching: The Handbook for Managers, HR
Professionals and Coaches by Angus McLeod - Leadership
Thank You
Any Questions?
Adam Blackie MBA ACMA
a.blackie@websmartgroup.co.uk
WebSmart ltd. – www.WebSmartgroup.co.uk/WhatWeDo.htm