Transcript Session 5 - How do you effect Change?

How do you
effect change?
Aim
To empower you to respond to
identified health needs by
developing your understanding of
change management, behavioural
change, influencing and
negotiation.
Outcomes
• What is change?
• Managing personal change.
• The theories of change and change
management.
• Behavioural models of change.
• Influencing people and understanding
organisations.
• Negotiating skills.
Change? Transition?
“A round man cannot be expected to fit
into a square hole right away. He must
have time to modify his shape”
Mark Twain
Change needs leadership
Leadership is about setting direction,
opening up possibilities, helping people
achieve, communication and delivering. It
is also about behaviour, what we do as
leaders is even more important than what
we say.
Sir Nigel Crisp
Managing Endings
“Most organisations try to start with a
beginning, rather than finishing with it.
They pay no attention to endings. They do
not acknowledge existence of the neutral
zone, and then wonder why people have
so much difficulty with change”.
William Bridges (2003)
3 stages of transition
The ending
The neutral zone
The beginning
Exercise 1
• Consider a change that you have recently
been part of; Think about the leadership of
that change, think about the stages of
transition. Can you identify what helped?
What made it harder? What could have
been done better?
• Why do you think it wasn’t?
People responsible for planning and
implementing change often forget that while
the first step of change management is to
understand the destination and how to get
there, the first task is of transition
management is to convince people to leave
home. You’ll save yourself a lot of grief if
you remember that.
William Bridges
Tools to assist with change
process
1.WIIFM
2.Force Field Analysis
Coffee
Exercise 2
Resistors to change
Describe an area in your life where
you are a “laggard”.
Something that most other people
have or do, but not you!
Explain your reason to your partner
Exercise 3
• In pairs decide on a change one of
you could make/wants to make
• Use the tools discussed previously
FFA and WIIFM to shape your
answer
If we push to fast!!!!
Comfort Zone
Discomfort
Zone
Panic Zone!!
Theories of change
• Reasoned action
and planned
behaviour
• Social Learning
Theory
Models of Change
•
•
•
•
Health Belief Model
Stages of Change
Health Action Model
The Grief and Loss
Model
Stages of Change
Prochaska and Diclemente
pre contemplation
contemplation
relapse
preparation
maintenance
action
Exercise 4
• Using the Prochaska and Diclemente model,
identify a change you have been involved with
and work through some of the steps. What does
it help you see?
• What might you do differently if using this model
like this?
INTRODUCING THE FIVE
INFLUENCING STYLES
FIVE STYLES
1.Dominance
2.Partnership
3.Others First
4.Bargaining
5.Withdrawing
A. Dominance
• Often seen as a traditional management
approach
• Own needs dominate any interaction
• Generally feels more important to be right than
liked
• Useful when situation requires advocacy
• Useful in a situation that calls for immediate
response
A. Dominance
BUT …..
• Can create disharmony and resistance
• People may respect but not trust you
• People think you are scary
• Benefit from developing PULL skills
B. Partnership
• Highly collaborative
• Seek first to understand before being
understood
• Win /Win is important
• Good for building rapport and
relationships
B. Partnership
BUT…..
• Can seem idealistic
• Assumes unlimited time
• Others could think you are
trying to spread risk of
decision making
• Consider development of
assertiveness and saying No
Others First
• Others views dominate
• Useful when building confidence and trust
• People will complement your listening
skills
• Find it difficult to make tough/unpopular
decisions
C. Others First
BUT
• Has lose/win focus
• Influencing opportunities missed
• Others might exploit your goodwill
• Need to develop push skills and saying no
D. Bargaining
• Underpinned by compromise
and equal bargaining
• Often reactive influencing
• Can result in arguments
D. Bargaining
BUT….
• Compromise is not win/win it’s
compromise
• People could see you as unprincipled if
you make concessions for sake of
compromise
E. Withdrawing
• Style of someone who
o Likes to consider all options
o Likes to reflect
o Sees hasty decision making as
dangerous
• Useful when there are inherent risks
that others may not see
E. Withdrawing
BUT…..
• May get sidelined by
others
• Need to develop both
PUSH and PULL
techniques
Influencing Dos
•
•
•
•
•
First seek to understand and then be understood
Listen genuinely
Be open to being influenced too
Focus on the positive to create common ground
Flex your influencing styles –one size does not fit
all
• Focus on circle of influence
• Push and pull in perfect balance
Influencing don'ts
•
•
•
•
•
•
•
Talking more than listening
False reassurance
Trivialising or using cliché
Interpreting from your script
Diagnosing too soon
Being impatient- Shouting and finger pointing
Being closed to feedback