Leading and managing change Jocelyn Wyburd University of

Leading and managing change Jocelyn Wyburd University of Manchester With thanks to the Leadership Foundation for Higher Education for material and insights via one of their training programmes http: //www. lfhe. ac. uk/

Leaders and managers…. ► Work in a continual environment of change § which might simply be incremental improvement: to operations, systems, or peoples’ skills, § but sometimes involves leading radical change: initiated by ourselves, or thrust upon us ► So, how do we manage this in ourselves AND ensure that staff are able to respond positively to either of these change agendas?

Effective leaders provide a sense of purpose and direction for change management. They: ► Share the vision – creating a clear and simple picture of what the future will look like, and the benefits ► Engage with emotions as well as logic ► Define criteria to gauge ‘success’ ► Inspire commitment ► Ensure ongoing support and resources

Reflect on a change you were/are involved in…. ► Was it your choice originally? ► How did you feel initially? ► How did those feelings change at different stages? ► What/who helped you and how? ► What/who hindered you and how? ► How did you help/hinder yourself? ► What have you learned from this experience and what would you do differently next time?

The Kolb Model Before the CHANGING Looking at Asking IF? WHY? Asking WHY? Testing Thinking Discovering Finding HOW? WHAT? Finding WHAT? Theorising

Transition Cycle Adjustment Shock Acknowledgement Defensive Retreat

Change models: Kübler Ross transition/grief cycle 1. 2. 3. 4. 5. Denial Anger Bargaining Depression Acceptance

Adaptation to business context http: //www. rapidbi. com/images/management-models/personal-change-modelcurve. jpg

Adaptations of Kübler Ross to change management scenarios http: //www. rapidbi. com/images/management-models/change-curve-2. jpg

Planning change ► Be clear about the ‘goal’ of change (in your own mind, in order to convey this to others) – develop a clear vision ► Be clear about what exactly needs to change ► Identify steps in the change process ► Avoid undue haste ► Identify change agents and resistors (not just people) ► Inspire confidence by § forestalling problems/ planning for contingencies § monitoring processes/progress § communicating regularly

Kanter et al 10 commandments for bringing about lasting change 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Analyse the organisation and its need for change Create a shared vision and common direction Separate from the past Create a sense of urgency Support a strong leadership role Line up political sponsorship Craft an implementation plan Develop enabling structures Communicate, involve people, and be honest Reinforce and institutionalize the change Kanter, Stein, and Jick. The Challenge of Organizational Change. Free Press, 1992, Page 383

Kurt Lewin’s change model ► Organisations are a combination of ‘driving forces for’ and ‘resistors to’ change. When these are balanced, the organisation is stable/static ► ‘readiness to change’ – i. e. both an awareness and commitment - needs to be created ► This requires a 3 stage process § § § Stage 1 – Unfreezing Stage 2 – Change/transition Stage 3 – Refreezing

To ‘unfreeze’ … ► Identify and exploit dissatisfaction with the status quo ► Introduce additional forces for change (e. g. new targets, reduced budgets) ► Reduce resistance to change (e. g. exploit staff expertise; underpin change with comprehensive training and development)

To ‘change’ … ► Establish new modes of behaviour ► Ensure appropriate and articulated reporting relationships ► Create new incentive systems ► Adopt an appropriate style of leadership and management to ensure efficacy at different stages

To ‘refreeze’ … ► Once the desired outcome is reached, celebrate success ► Establish the balance as being at this higher level of performance ► Ensure appropriate supporting mechanisms to positively reinforce the new ways of working (e. g. performance management)

Coping with resistance to change ► Why do people resist? § Insecurity (job, status, environment) § Fear of criticism § Loss of colleagues/workmates § Difficulty of learning new skills § Anxiety about moving out of working comfort zones § Loss of job interest

Helping people to accept change: ► Consider how they will be affected ► Plan change carefully ► Involve them in the change ► Consult and inform frequently ► Be firm but flexible ► Make controversial change as gradually as possible ► Monitor the change ► Develop a ‘change’ philosophy – more ‘continuous improvement’ than ‘change’

Some possible actions: ► Involving/Communicating via a range of fora ► Programme of strategic training/retraining ► Performance management to discuss job enrichment ► Performance review to discuss career planning, which might include education/reeducation ► Consider how to re-establish loyalty

LOW Relative Power HIGH Stakeholder analysis Should be satisfied despite lack of interest No 1 priority – essential they are informed and satisfied Should not be prioritised at the expense of others Should be kept fully informed of events and progress LOW Strength of interest in the change process HIGH

In other words…. LOW Relative Power HIGH Some, but not all, may be shifted or may need to be shifted SPECTATORS PLAYERS SCEPTICS/CYNICS SABOTEURS LOW Strength of interest in the change process HIGH

Rogers (1983) categorises individuals as: ► Innovators (2. 5%) ► Early adopters (13. 5%) ► Early majority (34%) ► Late majority (34%) ► Laggards (16%) Have a sense who is who and how/when/if they can become ‘players’

http: //www. rapidbi. com/images/management-models/changemanagement%20 continuum. jpg

Resources ► ► ► Management Models for use in Coaching and Organizational Development: http: //www. rapidbi. com/created/managementmodels. html Businessballs: free ethical learning and development resource for people and organizations http: //www. businessballs. com/ Kanter, Stein, and Jick (1992) The Challenge of Organizational Change. Free Press, 1992 Kurt Lewin’s change model explained: http: //changingminds. org/disciplines/change_management/lewin_chan ge/lewin_change. htm http: //intra. som. umass. edu/mpm/pages/LRP -Lecture 5/sld 010. htm Rogers, E. M. (2003). Diffusion of innovations (5 th ed. ). New York: Free Press. Rogers Adoption/Innovation curve: http: //www. 12 manage. com/methods_rogers_innovation_adoption_cur ve. html http: //www. valuebasedmanagement. net/methods_rogers_innovation_ adoption_curve. html