Rational Political

Understanding and
Managing Change
Emotional
Tools & Techniques
 UNDERSTANDING AND MANAGING CHANGE
Rational Political

Introduction Emotional

• This presentation addresses the issue of change

management from an emotional and political as well as a
rational perspective

• There is guidance on articulating the need for change

and for dealing with resistance to the change process

• Includes a summary of change management skills,

including:
– Coaching and feedback
– Managing resistance
– Mobilisation for implementation

Understanding and Managing Change 2

 UNDERSTANDING AND MANAGING CHANGE
Rational Political

Contents Emotional

• What is Change and What are the Drivers

• The Change Process

• Mobilisation

• Coaching and Feedback

• Managing Resistance

• The Emotional Cycle

• Change Management in WCM Safety Pillar

• Further Reading/Contacts

Understanding and Managing Change 3

 UNDERSTANDING AND MANAGING CHANGE

We all tend to think that change will be difficult, yet we Rational Political

forget how much change we have progressed through Emotional

Man has existed 50,000 years

@ 62 years/lifetime = 800 lifetimes
of which the first 650 were spent in caves!

Of the Last (Lifetimes) We Have

70 Communicated formally
20 Saint Brendan discovers America
15 Eric the Red discovers America
7 Christopher Columbus discovers America
6 Published in mass print
4 Measured time accurately
2 Developed the electric motor
1 Discovered/invented the majority of everything else we
use

Source: “Future Shock”—Alvin Toffler

Understanding and Managing Change 4
 UNDERSTANDING AND MANAGING CHANGE
Rational Political

There are 2 types of change that we have come across Emotional

There is “Continuous Improvement” and “Transformational Change”

- both are additive but very different

ContinuousImprovement
Continuous Improvement TransformationalChange
Transformational Change
• Does not challenge • Works to develop and
assumptions or value of embed a new
existing culture organisational culture

• Modifies, slightly improves • Focuses on significant,

breakthrough
the overall operation; improvements
optimisation
• Challenges the relevance of
• Uses existing structures, existing structures,
procedures, and processes procedures, and processes

• Minor disruption of “status • Dramatically alters the

quo” “status quo”

• Relatively low risk • Relatively high risk

Transformational
Transformationalchange
changeis
isharder
harderto
tomake
makehappen
happenthan
than
continuous
continuousimprovement.
improvement.
Understanding and Managing Change 5
 UNDERSTANDING AND MANAGING CHANGE

This needs to be built into our influencing strategy in the Rational Political

form of the change equation Emotional

The Change Equation:

AC = DP x A V
PT
AC = Acceptance of change

DP = Dissatisfaction with the present

AV = Attractiveness of the vision

PT = Pain of the transition

High
Highperceived
perceivedrisk,
risk,comfort
comfortwith
withthe
thecurrent
currentsituation
situationand
andaalack
lack
of
ofvision
visionwill
willcombine
combinetotogenerate
generateresistance
resistanceto
tochange!
change!

Understanding and Managing Change 6

 UNDERSTANDING AND MANAGING CHANGE

Successful change requires rigorous team or project Rational Political

management Emotional

Analyse
Analyse &&
Design
Design the
the Establish
Programme Establish Conduct
Conduct
Programme “As-Is
“As-Is Visioning
Visioning Design
Design
• Teambuilding Exercise
Exercise “To-Be”
“To-Be” Test
Test Implement
• Storyboarding • process mappin Implement
g • Share maps &
• Effective prese ask for views • Supply chain m
ntations • Meeting odelling • Performance
management • Transformation • Plan-Do-Review
• Mission/Policy mapping • Performance m measures
• Understanding easures • Knowledge captu
• Responsibility & Managing • Managing re and transfer
known change resistance • Capability devel
opment
• Cultural change
• Mobilisation/
Communication
• High
Team Facilitation
performance
Benefits Tracking teamwork
Sustainability
Performance Management
Skills Transfer

Understanding and Managing Change 7

 UNDERSTANDING AND MANAGING CHANGE

People tend to manage the rational aspect of change, but Rational Political

fail to understand the emotional or the political aspects Emotional

The
Emotional The Political

The Rational

This
Thismodel
modeldemands
demandsnew
newskills
skillsin
inaddition
additionto
tothe
theskills
skillsof
ofthe
the
organisation.
organisation.

Understanding and Managing Change 8

 UNDERSTANDING AND MANAGING CHANGE

Successfully leading change is a great personal Rational Political

development opportunity Emotional

• Experience many other parts • Influence people at all

of the business levels in the
• Learn from other people organisation
• Learn from experts • Recognise the power
• Practice new skills and of success
techniques • Develop networks of
• Develop real teams Rational Political contacts
• Recognise the power
• Appreciate the political
of teamwork
and emotional axes
better

• Frequent swings of • Give and receive

the “emotional cycle” Emotional invaluable feedback
(pg 20) • Support from true
• Challenges established teamwork
views
• Become frustrated with
the old ways

Understanding and Managing Change 9

 UNDERSTANDING AND MANAGING CHANGE

The High Performance Team framework provides tools Rational Political

and techniques to further develop individuals and teams Emotional

What Good Looks Like:

Gaining
Ownership • Tight team
• Focused on the goal - nothing else
• Members will overcome any barrier to
achieve the goal

Maintaining Developing
• Roles become blurred as people move
Performance through tasks
Discipline Challenge Relationships
• Leadership shifts and moves through
the team
• Issues are dealt with in a clear, direct
and firm manner - no passengers or
Acquiring &
Applying
primadonnas
Knowledge • High sense of clarity, energy and focus
• There is almost a team consciousness

The
TheHPT
HPTframework
frameworkprovides
providesfocus
focusand
andbalance
balanceto
toaateam.
team.

Understanding and Managing Change 10

 UNDERSTANDING AND MANAGING CHANGE

Mobilisation is a process for accelerating change in an Rational Political

organisation Emotional

Definition: To Mobilise - “Render movable” or “Prepare forces

for active service”

Mobilisation . . .
• Helps employees to see what the future looks
like for themselves and the business

• Involves everybody in contributing to

resolving issues

• Demonstrates behaviour and culture changes required for the future and
ensuring that these changes are sustainable

• Gets everyone pulling in the same direction

and working towards the same goals

Mobilised
Mobilisedorganisations
organisationsenjoy
enjoyadvantages
advantagesover
overcompetitors
competitors--they
they
move quickly and more purposefully and are also more rewarding
move quickly and more purposefully and are also more rewarding
to
towork
workin.
in.

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 UNDERSTANDING AND MANAGING CHANGE

The Mobilisation events that were held were very different Rational Political

from traditional events Emotional

‘Traditional' Event Mobilisation Event

• One way • Two way

• Presentations
• Discussion
• Fixed agenda
• Partly open agenda
• ‘Intellectual’
• Emotions as well as intellect
• Formal
• Far more informal
• “Us and Them”
• “We”

Mobilisation
Mobilisationevents
eventsrequire
requiremuch
muchmore
morethought,
thought,preparation
preparationand
and
management
management--they
theydon’t
don’tjust
justhappen.
happen.

Understanding and Managing Change 12

 UNDERSTANDING AND MANAGING CHANGE

Developing coaching skills can help build relationships Rational Political

and deliver transformational or “sustainable” change Emotional

What
What itit is
is not
not What
What itit is
is
• Criticising • Being constructive, open
and honest
• Telling someone what to
do or asking someone • Active listening, reflecting
what they should do and dialogue
• Imposing my judgement • Helping people and teams
exploit their potential:
• Being nice or nasty, tough
or soft – acquire new knowledge,
skills, motivation
– acquire insight into


influences underlying


behaviour

Coaching
Coachingmeans
meansspending
spendingtime
timewith
withpeople
peopleto
toensure
ensurethat
thatthey
they
have taken the changes on-board and to uncover any resistance
have taken the changes on-board and to uncover any resistance
to
tochange.
change.

Understanding and Managing Change 13

 UNDERSTANDING AND MANAGING CHANGE

Key principles of coaching for both the coach and Rational Political

coachee Emotional

What
What is
is Required
Required of
of the
the Coach
Coach What
What is
is Required
Required of
of the
the Coachee
Coachee
1. Think about and prepare the right environment for the coaching session:
Have open body language
Right place, atmosphere with privacy and a sufficient amount of time
2. Ask for agreement for coaching: ‘GROW’ helps to define the subjects of
You can’t force a person to be coached coaching and to explore alternatives
3. Assessment of experience level/familiarity: Goal - what do you want?
It is the coachee’s responsibility to assess skill level as well as the coach
Reality - what is happening now?
4. Define the subject or scope of the session analyse
problem / knowing objective and theirs (GROW) Options - what could you do?
5. Establish mutual deliverables of the coaching session Will - what will you do?
6. Give the coachee the opportunity to talk/open up:
Show understanding but don’t influence the conversation
Listen at this point to build a picture of what the coachee is talking about
7. Re-assess scope and establish if there are any issues (what are the boundaries for
the discussion)
8. Content of session - explore the alternatives, other possible scenarios, drawing wider
solutions out
9. Have a bias for action - take next steps to follow-up on sessions where necessary/
establish a coaching plan to embed learning/development
Be
Beaacoach,
coach,look
lookfor
foraacoach!
coach!
Understanding and Managing Change 14
 UNDERSTANDING AND MANAGING CHANGE

Giving and receiving feedback is also critical for Rational Political

successful change Emotional

• Helps an individual/team reflect and improve on their performance

• Opens areas for discussion and exploration

• Establishes learner’s perception of their performance

• Develops relationships, especially if feedback

is authentic and appropriate

• Encourages recall and analysis of

observable behaviour

• A positive attribution works wonders

Understanding
Understandingis
isnot
notnecessarily
necessarilyagreement!
agreement!

Understanding and Managing Change 15

 UNDERSTANDING AND MANAGING CHANGE
Rational Political

There are many reasons why resistance occurs. . . Emotional

• Resistance can occur because people fear:

– Loss of credibility or reputation
– Lack of career or financial advancement
– Possible damage to relationships with boss
– Loss of employment
– Interpersonal rejection
– Change in job role
– Embarrassment/loss of self-esteem (high commitment to old ways)
– Job transfer or demotion

ItItis
isresistance
resistancefrom
fromour
ourpoint
pointof
ofview.
view. From
Fromothers’
others’point
pointofofview
view
ititis sometimes genuine concerns - we need to find ways
is sometimes genuine concerns - we need to find ways to to
balance
balanceunderstanding
understandingwith
withthe
theneed
needtotoachieve
achieveprogress.
progress.

Understanding and Managing Change 16

 UNDERSTANDING AND MANAGING CHANGE

There are many forms of Resistance which we will come Rational Political

across, both overt and covert Emotional

Overt (Active) Covert(Passive)

• Avoidance of responsibility • One-word answers

• Flooding with detail • Compliance

• Impracticality • Confusion

• Changing the subject • Silence

• Violent Agreement
• ‘I’m not surprised’
“Conflict
• ‘I wish I had the time to help’ Exercise”

• Nit-picking
• Pressing for solutions
• Attacking

Covert
Covertor
or“polite”
“polite”resistance
resistanceis
isprobably
probablyharder
harderto
todeal
dealwith.
with.

Understanding and Managing Change 17

 UNDERSTANDING AND MANAGING CHANGE

We need to change our behaviours to overcome polite Rational Political

soporific (silent) resistance Emotional

What is commonly found:

• Peer pressure to conform to old paradigms

• Passive resistance - carrying on in the old way

• Not daring to be different

• Sophisticated/subtle

• Not grasping the opportunity for change

WCM
WCMSafety
SafetyPillar
Pillarneeds
needsto
toestablished
establishedaa‘Capability
‘Capability
Development’
Development’ team which supports behaviouralchange
team which supports behavioural changewith
with
training and coaching programmes.
training and coaching programmes.

Understanding and Managing Change 18

 UNDERSTANDING AND MANAGING CHANGE

A five step coaching model helps disarm many forms of Rational Political

resistance Emotional

1. Identify the form the resistance is taking

2. Acknowledge the resistance - empathise and

help to get concerns clearly stated

3. Be quiet, listen, let the person respond

4. Don’t take it personally Yes, but. . .

(x 3 =
Yes, resistance)
but. . . (x
2)

5. Remember the “two good faith responses” rule

(i.e. accept two excuses in good faith a third is
almost always avoidance!)
Understanding and Managing Change 19
 UNDERSTANDING AND MANAGING CHANGE

Understanding the Emotional Cycle of Change can help

Rational Political

us understand and deal with resistance Emotional

Rewarding Completion
Uninformed Optimism • Successful change has been made
• Honeymoon period • Official change effort complete
• Outcome is frequently much
• Ideas look great on paper
different from that anticipated
• All major obstacles appear in Stage 1
to have been anticipated
Optimism 5
Informed Optimism
1 • Optimism continues
to develop 4
• Fresh burst of energy
Worry Time

Informed Pessimism Hopeful Realism

Pessimism • Doubt • Turning point
2 3 • Accomplishment versus
• Few solutions are obvious
• Morale drops (Why did I ever pushing against problems
get involved in the first place?) • Hopes based on realistic data

Knowing
Knowingwhere
wherewe
weand
andothers
othersare
areon
onthe
theEmotional
EmotionalCycle
Cyclecan
can
help us to understand resistance.
help us to understand resistance.
Understanding and Managing Change 20
 UNDERSTANDING AND MANAGING CHANGE

Delivering results requires a fundamental shift in the way Rational Political

a business operates Emotional

Recent
Recent Past
Past Performance
Performance Future
Future Performance
Performance
• Fragmented • Multi-functional

• Local processes • Global processes

• Reactive • Managed
• Top-line impact
• Bottom-line impact
• Opinion-driven
• Data-driven
• Analysis orientated
• Implementation
focused

Understanding and Managing Change 21

 UNDERSTANDING AND MANAGING CHANGE

The WCM Safety Pillar approach will be to “Implement Rational Political

Strategic Change Through People” Emotional

We do it by:
• Using WCM tools and change management methodologies

• Engaging and mobilising the key constituencies

• Building capability by doing

• Focusing on action, not planning

• Rigorously tracking benefits

• Partnering throughout the organisation

• Combining process with expertise

• Integrating financial and cultural elements

• Building sustainability through behaviour change

• Focusing on the emotional and political as well as the rational

Understanding and Managing Change 22

 UNDERSTANDING AND MANAGING CHANGE

Finally - the Project is about radical change, Rational Political

not gradual improvement. . . Emotional

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 UNDERSTANDING AND MANAGING CHANGE

. . . and we need to make significant progress through all Rational Political

the challenges we face Emotional

December
2009,10,11

Changing
Changingisn’t
isn’talways
always‘comfortable’
‘comfortable’but
butit’s
it’swell
wellworth
worthititboth
both
personally and for the Business.
personally and for the Business.
Understanding and Managing Change 24
 UNDERSTANDING AND MANAGING CHANGE
Rational Political

For further information. . . Emotional

Please Contact:
David Jenner

• WCM Tools

• Change Management Support

• Global Project Planning

• Sharing Tarkett best practice

Understanding and Managing Change 25