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leading and  managing change Michael Watts, November 2009 ,[object Object],[object Object],[object Object]
[object Object]
contents ,[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],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
attendees ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
my key objectives ,[object Object],[object Object],[object Object],[object Object]
day 1
my beliefs about change ,[object Object],[object Object]
helpful tips:  coaching ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
stakeholder:  analysis  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
stakeholder:  exercise  ,[object Object],[object Object]
stakeholder:  mapping Stakeholders Members Team Assistant Director SMT PCT Other partners Children and young people Parents and carers Me!! Other CYP divisions Central Government Other local authorities/ Children’s Trusts
stakeholder:  managing (1) ,[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],Me! Success Needs Stakeholder
stakeholder:  managing (2) ,[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],[object Object],[object Object],Team Success Needs Stakeholder
stakeholder:  managing (3) ,[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],SMT Success Needs Stakeholder
what did I take from the first day? ,[object Object],[object Object],[object Object],[object Object],[object Object]
day 2
resistance:  reasons  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
resistance:  lewin’s force field model now desired future ,[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],Included in decision-making Senior Manager buy-in  ‘ Will’ to change  Increase in responsibility  Trust Reluctance to change current practice  SMT’s expectations  Anxiety  Personal circumstances  Lack of trust
resistance:  methods to tackle   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
kotter’s eight steps to change increase urgency build the guiding team communicate for buy-in empower action get the vision right don’t let up make change stick create short-term wins
managing transitions:  the curve shock denial anger resignation acceptance looking forward time
the ‘transition triangle’ time / ownership / involvement beginnings endings neutral zone the ‘planners’ the ‘doers’ t r a n s i t i o n s
managing transitions:  beginnings ,[object Object],[object Object],[object Object],[object Object],[object Object],t r a n s i t i o n s
managing transitions:  neutral zones t r a n s i t i o n s ,[object Object],[object Object],[object Object]
managing transitions:  endings t r a n s i t i o n s ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
relative importance grid Example: you win £,1000; what can you spend it on? Key: 1 2 most important option least important option 1) Home 2) Shoes 3) Holiday  4) Debt 5) Your loved one 1 2 1 3 1 4 1 5 2 3 2 4 2 5 3 4 3 5 4 5 3 1 4 1 1
summary of key points ,[object Object],[object Object],[object Object]
my reflections ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
so what? ,[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]

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Leading And Managing Change

  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11. stakeholder: mapping Stakeholders Members Team Assistant Director SMT PCT Other partners Children and young people Parents and carers Me!! Other CYP divisions Central Government Other local authorities/ Children’s Trusts
  • 12.
  • 13.
  • 14.
  • 15.
  • 16. day 2
  • 17.
  • 18.
  • 19.
  • 20. kotter’s eight steps to change increase urgency build the guiding team communicate for buy-in empower action get the vision right don’t let up make change stick create short-term wins
  • 21. managing transitions: the curve shock denial anger resignation acceptance looking forward time
  • 22. the ‘transition triangle’ time / ownership / involvement beginnings endings neutral zone the ‘planners’ the ‘doers’ t r a n s i t i o n s
  • 23.
  • 24.
  • 25.
  • 26. relative importance grid Example: you win £,1000; what can you spend it on? Key: 1 2 most important option least important option 1) Home 2) Shoes 3) Holiday 4) Debt 5) Your loved one 1 2 1 3 1 4 1 5 2 3 2 4 2 5 3 4 3 5 4 5 3 1 4 1 1
  • 27.
  • 28.
  • 29.