Change Management Workshop slides
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A simple slide deck to help facilitate change throughout COVID-19 (or any other change)
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Change Management Workshop slides
- 1. COVID-19 Recovery Planning for Change Workshop
- 2. Why do people resist change? Fear due to: ⢠Uncertainty ⢠Lack of control over change ⢠Donât understand the need for change ⢠Donât see any personal benefit from the change ⢠Lack of trust due to poor experiences with previous change
- 3. Itâs normal to have mixed emotions about change
- 4. People LOVE change! ⢠When they feel that they control it ⢠When they understand why change is needed ⢠When they donât feel like it is being forced on them ⢠When they feel that there is something in it for them ⢠When they feel that they will be supported throughout the change
- 5. Essential constants for effective change âWe manage things; we lead people.â Change management is really change leadership. Honesty & Transparency CurrentState Consultation, Communication & Collaboration Active and Visible Leadership DesiredFutureState
- 6. Why do we need to change?
- 9. Keep Chuck Change Add ? Share control Clarke,J.,2010.Tedxperth-JasonClarke-EmbracingChange.[online]Availableat: <https://www.youtube.com/watch?v=vPhM8lxibSU>.
- 10. Reduce uncertainty Things we used to be able to do and still can Things we couldnât do before and still canât Things we used to be able to do but canât now Things we couldnât do before but can now Business as usual Changing Clarke, J., 2010. Tedxperth - Jason Clarke - Embracing Change. [online] Available at: <https://www.youtube.com/watch?v=vPhM8lxibSU> .
- 11. Regularly check in on emotions Iâm feeling positive about⌠Iâm feeling interested in⌠Iâm feeling worried about⌠How do you feel about the change?
- 12. Stay Agile at all levels
- 13. âWe will be returning to face-to-face working in the future. But it will be different. It will be more flexible. To make that work, we need to change and GROW. Together, we can make it happen.â
- 15. 1. Start having 1 on 1 discussions with your team members about their views on what the ideal ânew normalâ looks like. 2. Arrange a group meeting and present the results of your 1 on 1 discussions â keep it anonymous, unless people want to speak up 3. At the start of the group meeting, set any conditions that must be met, or parameters that we must stay within, for our vision (the goal). ⢠i.e., corporate policies, standards, etc. 4. Have the team develop a shared vision for what the ideal way of working in the future will look like. Goal
- 16. Discuss the current reality with the team: ⢠Where are we now? ⢠How did we get here? ⢠What are we worried about? ⢠What are we excited about? ⢠What are we interested in? ⢠What is working well? ⢠What is not working well? ⢠What resources do we have? ⢠What is the organisation doing? ⢠What are other teams doing? ⢠What is common practice? Reality
- 17. Ask the team, âWhat options do we have available to us to help us achieve our vision?â 1. List all the Opportunities: What will we keep, chuck, change or add? ⢠Donât rule anything outâŚyet ⢠Have a no âyeah, butâŚâ policy 2. List all the potential Obstacles 3. Do a simple cost/benefit analysis of each identified option 4. Rule out any options that are not feasible 5. Adjust the Vision if necessary 6. Identify any possible solutions to identified obstacles Options
- 18. What we will doâŚwhat is the way forward? Create an agreed action plan: ⢠What options will we pursue? ⢠How will we pursue them? ⢠How will we manage the obstacles? ⢠Who will be responsible? ⢠What resources will we need? ⢠People ⢠Physical ⢠Financial ⢠When will each task be completed? ⢠How will we monitor progress? Will
- 19. What we will doâŚwhat is the way forward? Review and confirm with the team: Will
- 20. Check in on emotions at the end of the meeting and throughout the change Iâm feeling positive about⌠Iâm feeling interested in⌠Iâm feeling worried about⌠How do you feel about the change?
- 21. RememberâŚStay Agile at all levels
Hinweis der Redaktion
- Which of these can be managed, and how? Uncertainty: Humans are prediction machines; and our survival instinct naturally has us fear the worst Uncertainty makes us fear what lies ahead for us; we are more worried about threat than reward, so instinctively focus on threat Minimise this by: Be transparent about what is and what isnât changing; even bad news reduces uncertainty. Deliver news personally and empathetically. Provide a roadmap for change that involves high levels of collaboration, and training and development in the new way of working Lack of control: We like change when we feel that we have some control over it; think about buying a new car, a new outfit, or planning a holiday. Minimise this by: Involving team members in designing the change (within set boundaries â be clear n what those boundaries are) Donât understand the need for change: When we donât understand why a change is needed, we are less likely to subscribe to it. Itâs seen as unnecessary effort, pain, or suffering. Minimise this by: Top management need to spruik the importance of the need for change, and link it to the organisationâs Values, Vision, Mission, Objectives & Strategies Leaders at all levels need to support top management with consistent messaging, and pass those âWHYâ messages down to their followers Donât see any personal benefit from the change: We change individuals; not organisations. Everyone is different and we all have different wants and needs. As we focus on threat first, we need our thoughts directed to the rewards or benefits of change. The must be personal. Minimise this by: Supervisors need to work one-on-one with each individual and discuss the personal benefit, or âwhatâs in it for meâ of the change Have early adopters speak openly about their positive view of the change; have them speak at team meetings Lack of trust due to poor experiences with previous change: When previous change processes have been managed poorly, we lose trust in the leader or organisationâs ability to manage change. We feel like change is done to us. We think itâs a waste of our effort. Minimise this by: Focusing on the current change. Get this one right. Reach out personally. Explain any lessons learned from previous change attempts, and how youâre doing it differently this time. Reassure team members of the good things, and the support available throughout the change. Keep the roadmap for change front and centre of the teamâs attention. Change involves doing things differently, and often in ways weâve never done before. We are learning through this, together.
- Different people have different emotions throughout change. It typically follows a curved path of fear, denial, anger, acceptance, contentedness Often, this correlates with a loss of productivity and progress towards the change Good change leadership reduces the time spent on the path Leaders are changing too, plus leading the change. So monitor these emotions in yourself and your team members. Keep your eyes and ears open for others in the organisation.
- Itâs important that we are clear on WHY change is needed, and WHY we need to do it now. Top management need to spruik why change is needed. John Kotter calls this; âcreating a sense of urgencyâ. Prosci call this, âCreating awareness for the need for changeâ COVID-19 has shown us that we need to be more adaptable in how we work. For heath and safety reasons, we also need to maintain social distancing at work. WE WILL BE RETURNING TO FACE-TO-FACE WORKING IN THE FUTURE. BUT IT WILL BE DIFFERENT. IT WILL BE MORE FLEXIBLE. TO MAKE THAT WORK, WE NEED TO CHANGE. TOGETHER, WE CAN MAKE IT HAPPEN.
- Leaders across the organisation need to support each other and send consistent messaging. Leaders; formal and informal, need to be the conduits of all formal change messaging throughout the organisation. Informal leaders can be opinion leaders; people who others seek out for opinion on certain matters and would respond affirmatively to that opinion. The central change manager of change management team should not be the deliverers of change messaging; that comes from executive, department and team leadership. Top management will be more conceptual their messaging, while front-line leaders will be more personal and in their messaging and how change will practically impact people. Kotter calls this, âbuilding a guiding coalitionâ. Prosci call this a âcoalition of sponsorshipâ.
- We need a positive, uplifting vision of what the future state will look like. This can be at organisational, departmental, team and individual level. Having staff contribute to creating that vision make the vision a shared one, and one that creates desire for change.
- Great for giving the people some control over the change, within their circle of influence and control.
- These 4 questions are great for leaders to reduce uncertainty about a change. Uncertainty leads to fear. Fear leads to resistance through fight, flight or freeze emotions and behaviours.
- Good to gauge feelings.
- We are people. People and organisations are complex. We donât know what next week holds for us, let alone next month. Itâs therefore important that we look up every now and then to make sure we are headed in the right direction, but then focus our attention to the path in front of us. Everything could all change tomorrow and require us to adjust our path. We need to continually Plan â Do â Check â Act for the life of the change, in significant increments throughout the change, in timeboxes of up to 8 weeks, 2 weekly, and daily. The emphasis is to always be working on only the highest priority actions, and being nimble enough to alter course when needed.
- Good to gauge feelings.
- We are people. People and organisations are complex. We donât know what next week holds for us, let alone next month. Itâs therefore important that we look up every now and then to make sure we are headed in the right direction, but then focus our attention to the path in front of us. Everything could all change tomorrow and require us to adjust our path. We need to continually Plan â Do â Check â Act for the life of the change, in significant increments throughout the change, in timeboxes of up to 8 weeks, 2 weekly, and daily. The emphasis is to always be working on only the highest priority actions, and being nimble enough to alter course when needed.