Keep it in you pocket or bag preferably in a purse to aid ease of finding.
Work based assignment – managing change and solving problems
Attitudes to change
Relating back to diversity from the previous day, we started off exploring the different ways in which people view and react to change and how this could be managed to improve the transition. Four general types of behaviour were identified:
- Follower – communicate goals and vision – make sure they follow you
- Sleeper – focus pair them with??
- Blocker – give responsibility and challenges
- Activator – need managing so they do not run away on a whim, challenge, carefronting
It is not advisable to ignore any of these traits and you must be aware that people may jump from one to another depending on the circumstances.
Is your mind set?
People are generally change averse – but, interestingly not one of us is. Well not today anyway.
Established technology of the day – Frankllin Knight presentation.
A short history lesson about the Battle of Crecy 1346 was used to demonstrate how flexibility and a positive attitude to change led to a different mindset and the invention of new technologies – specifically the long bow - which won the battle. I’ve written ‘Battle of Poitier’ in my notes here and I’m not entirely sure why.
Flip-flop
Cool, I seem to remember David Cameron accusing Gordon Brown of this.
Turning a situation on it’s head is a useful technique which can help to change mindsets and help to foster creative thinking.
- If big – think small
- If small – consider big
- If 9 - 5 – why not try 24/7
- If striped – go check
- If fast – try slow
Some points to help recognise mind sets
- Believe in our own rhetoric
- Self important and congratulatory
- Dismiss new ideas without thinking
- Blame others
- Over manage
- You are on a treadmill – Groundhog day
Identify mindsets and and practice the flip-flop technique. Eg why change? – engage with the team and get them to tell you what the advantages are.
A small aside – Martin told us that he was replacing the ILM course at the next intake with a similar course run by the Chartered Management Institute.
Change de-skills people (extreme) danger of.. (need more here)
Teaching the elephant to dance – slides
Top Tip Get a team to identify where change is needed and come up with a solution rather than tell them. Martin suggested it might also be useful for you to oppose the team in this excersise.
Lunch
After stuffing ourselves with pies
Change Drivers - what prompts change?
| Efficiencies | Media (baby P, shannon m) |
| monitoring | Customers |
| Ideas from new people | Economy |
| People leaving | Suppliers |
| Training | Technology |
| Realidsation | Ecology / environment |
| Flip-flop | Social environment and developments |
We need 2 drivers with detailed background (story/explanation) for our worked based assingment...
Not strictly neccersary but finding internal/external drivers is a good mix
We broke into groups to identify and discuss changes that went well and change that didn't go well and the differences between the two. Why did one succeeded and one fail? What helped and what hindered the change? This helped us to identify good and bad practice when managing change.
| Good Practice | Bad Practice |
| Clear Vision | Knee jerk reactions |
| Consultation | Unfairness |
| Collaboration | Surprise |
Planning
| No obvious benefit demostrated |
- Testing/Piloting
- Timing
- Training
- Engaging
- Reviewing
- what went well?
- what went wrong?
- check whether everyone has come through the change ok.
Identify a strategy for informating people. You may need to get certain people onboard before others.
Start with the problem NOT a solution
Four Main ingredients for Managed Change (presentation - shared folder)
Pressure for change
Vision and Purpose
Capacity for change (resources, training, people, building, customers)
Next Steps (plan - how are you going to get there)
What if one is missing?
No pressure (no flames and smoke) = No change and resistance and drift
No Vission (purpose) = Resistance (I don't know where I'm going), cynicism
No Capacity = Disengagement, Frustration, staff turnover, Disputes
No Next Steps (plan) = No planned change, Cynicism
What to do - drivers....
Pressure - scan the environment. what are the issues now that will have an effect later. Media, trends etc.
Vision & Purpose - Engage and involve staff and have a vision
Capacity for change - create enablers and reduce blocks (acitvators could take some of the effort)
Next steps - Plan - get organised - learn
Change - Evaluate, Review (go back to the beginning again and check)
Each group then did an excersise where we looked at different scenarios. In the scenario we had to identify what the issues were and how we would deal with them and how we would take a team along with us.
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