Managing Change Pauline Hall

Seminar ,[object Object],[object Object],[object Object],[object Object]

Useful Tools ,[object Object],[object Object],[object Object],[object Object],[object Object]

Building blocks for successful change - ADKAR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Why organisations fail to transform using projects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Consequences ,[object Object],[object Object],[object Object],[object Object]

Success in change management ,[object Object]

Management vs leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Kotter’s view ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Steps (another view) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Stakeholder management ,[object Object],[object Object],[object Object],[object Object],[object Object]

Who are your stakeholders? ,[object Object],[object Object],Your family The community Future recruits Prospective customers The public Analysts Customers Interest groups Lenders Your team The press Suppliers Your co-workers Trades associations Alliance partners Senior executives Government Suppliers Your boss

Discover: Identify your own stakeholders

Map: Support Impact Grid SUPPORT IMPACT

Understand: Position on the grid ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

What’s in it for them? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Planning table ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Plan ,[object Object],[object Object],[object Object],[object Object],[object Object]

Benefits ,[object Object],[object Object],[object Object],[object Object]

Sources of conflict ,[object Object],[object Object],[object Object],[object Object]

Components ,[object Object],[object Object],[object Object],[object Object]

Negotiating ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

What makes a negotiation successful ? options mutual benefit co- operation

Successful negotiators AVOID… Irritators Counter proposals Defence/attack spirals Argument dilution

Successful negotiators USE… Behaviour labelling Testing understanding/ summarising Seeking information Making feelings explicit

The Problem with Soft / Hard approaches ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Soft Hard

Principled Negotiation ,[object Object],[object Object],[object Object],[object Object],[object Object]

Four Points: Defining WIN/WIN ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

First: Separate the people from the problem ,[object Object],[object Object],[object Object]

Second: Focus on interests, not positions. ,[object Object],[object Object]

Third: Help Generation of Options ,[object Object],[object Object],[object Object],[object Object],[object Object]

Fourth: Link to Objective Standard ,[object Object],[object Object],[object Object]

Antagonism, Resonance, Invention, Action ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ARIA: Jay Rothman, 1997

The Change Cycle Time Results Management Expectations

Sources of power and influence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Strategies credibility reciprocity persuasion

Building rapport ,[object Object],[object Object],[object Object],[object Object],[object Object]

How do we build rapport? ,[object Object],[object Object],[object Object],[object Object]

Barriers to Building Rapport ,[object Object],[object Object],[object Object]

Communication means ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Credibility ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Facilitating Empathetic Understanding ,[object Object],[object Object],[object Object]

Facilitating Beneficial Outcomes: reciprocity

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Reciprocity

Personal Effectiveness ,[object Object],[object Object],[object Object],[object Object],[object Object]

Audience types ,[object Object],[object Object],Neutrals The undecided The uninformed

Audiences + - Enthusiasts Supporters Uninformed Undecided Passives Opponents Moaners Mutineers

Communication ,[object Object],[object Object],[object Object],[object Object]

What does this mean for you? ,[object Object],[object Object],[object Object],[object Object],[object Object]

Lessons learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Managing Change Pauline Hall

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