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Behavioural Change Re-visited

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Change is a process, not simply an event.
Jim’s session will provide insight into understanding the role of the Human Condition in the change process and how to manage it. Jim will explore:

How to make any change stick
The importance of understanding what happens to the individuals involved in any change initiative
The need to make both a logical and the emotional case for change

Publié dans : Business
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Behavioural Change Re-visited

  1. 1. The Business Journey February 2019
  2. 2. Social Media Follow: @TheBusJourney Hashtag: #SMEJourney
  3. 3. Business Journey Partner Jim Henderson @JimatHJP
  4. 4. Insight Inspiration Growth Behavioural Change Re-visited The Business Journey 5th February 2019
  5. 5. Why Change?  Different outcome needed therefore need to do something different = change  To achieve business aims & vision, usually a step change is needed?
  6. 6. The Human Condition
  7. 7. The Human Condition
  8. 8. Critical Factors  The human condition is to resist change  Creatures of habit  New = risk = danger = resist  Instinctive animal reaction  Comfort zone  Desire to feel good – we like familiarity & order  Consciously incompetent is confusing
  9. 9. Discussion  In your experience, what are the barriers that get in the way of change and delivering sustainable improvement?    
  10. 10. Context – Start With Why  Understanding Why, then What, then How - Overcomes “we’ve tried that before sonny and it didn’t work”  Creating a cultural empathy across the workforce 
  11. 11. Winning Hearts & Minds “We know from research that human beings strive for congruence between their beliefs and their actions, and experience dissonance when these are misaligned. Believing in the “Why” behind a change can therefore inspire people to change their behaviour. In practice, however, we find that many transformation leaders falsely assume that the “Why” is clear to the broader organisation and consequently fail to spend enough time communicating the rationale behind change efforts”. McKinsey
  12. 12. Layers of Context
  13. 13. Contextual Layers – Why, What, How Less Fearful More Fearful Less Detail More Detail
  14. 14. What the Training Delivers Engagement, Energy, Productivity Initiative Motivation Delegated Decision Making Capability / Competence Training Outcome Source
  15. 15. Kotter’s 8 Step Change Process
  16. 16. Kotter’s 8 Step Change Process 1. Build not only the case of why we must change but why we must change now. Without a sense of urgency the comfort of habit, of keep on doing the same thing and keeping on getting the same result, wins over. No person better to apply the sense of urgency to than to yourself. 2. The second step as described by Kotter is to create a Guiding Coalition. Think of this as the change project management team. 3. They will work with you on developing a clear vision for what the business will look like once the changes are in place. They will put together the project plan of how you will implement the planned changes. 4. Once the vision and the plan are created you need to share them with the rest of the business. You need to clearly paint the picture of what the business will look like once the change is in place and why we must change now and what’s in it for them by embracing the change. 5. The next stage of a successful change project is to give the project team driving the implementation the empowerment to clear any obstacles that might get in the way of successful implementation. 6. There is nothing better to build momentum than some early wins. During the planning phase look for what could be quick wins that can be celebrated as an important little milestone along the path of change. Communicate the wins to the wider business. 7. There will be wins and, as sure as night follows day, there will be set-backs. Look for the learnings in the set-backs. Consolidate what you have learnt and achieved to date and keep going. 8. The final step is to make the change stick. To make the new process or working practises a part of business as usual. Reinforce the new practises by catching people doing things right and praising them for it. The new way of doing things needs to become ‘the way we do things around here’ and that comes through repetition. Encourage and reward whilst being on the look out for the next improvements you can make.
  17. 17. Managing Change
  18. 18. Making Change Sustainable • Have an Action plan - habits are long-term things - colleagues & staff will need long-term support to change them • Build Templates for people to follow, so they always do it the new way • Run Accountability sessions – share success, learnings, challenges • Identify in advance things that might cause people to revert, and pre-empt how to overcome them • When people adopt the new way, lots of reward & recognition • When people revert, immediate stepping-in to stop it • Peer Review • Follow-up coaching
  19. 19. and Finally………..  Change is a process, not simply an event  Understanding the change process means understanding what happens to the individuals that are involved in the change (need to make both a logical and the emotional case)  Change is personal (what’s in it for me)  Change entails emotional understanding & empathy in terms of feelings around the given change (fears & benefits)  Understanding the change process allows facilitation & implementation of the change itself Recommended Reading: Context: “Start With Why” – Simon Sinek Divesting Control: “Turn the Ship Around” – David Marquet Engagement: “Drive: The Surprising Truth About What Motivates Us” – Dan Pink
  20. 20. Thought For the Day What specifically needs changing / improving within your business, your department, your team, (yourself)?   
  21. 21. Start With You
  22. 22. Insight Inspiration Growth Jim Henderson – Director jimhenderson@harrisonjamespartnership.com 07817 745958
  23. 23. Questions for Jim
  24. 24. Date for the diary The next Business Journey event May 14, 2019

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