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Psychology Of Change
- 1. Copyright © Leader Talent Performance 2010. All rights reserved. Stephen McCafferty September 2010 Seeing change through the lens of the individual
- 2. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 2
- 3. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 3
- 4. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 4 What is psychology? What is change? How and why do people react to change? Are we ready for change? Are my people engaged with this change? What does all this mean for me???? What about resistance? Seeing change through the lens of the individual
- 5. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 5 change n 1. the fact of becoming different, 2. variety or novelty, they wanted to print some good news for a change, Seeing change through the lens of the individual psychology n (pl -gies) 1. the scientific study of all forms of human and animal behaviour, 2. (Informal) the mental make-up of a person, n◇ psychologist The mental factors governing becoming different
- 6. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 6 Seeing change through the lens of the individual
- 7. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 7 A framework for change change factor implication for leaders dissonance find out what motivates those affected communicate the story feedback visible improvements success stories systems audit individualised approach to recognition skills take it to a level of detail role model at every level Seeing change through the lens of the individual
- 8. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 8 action outcome response build a vision dissonance honest message gather feedback call for Union recognition listened and brought people in to design the “how” assumed skills real lack of knowledge individualised training (for dummies to advanced classes) CEO role model More anger!! involved senior team, small design group A practical example Seeing change through the lens of the individual
- 9. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 9 Seeing change through the lens of the individual
- 10. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 10 Seeing change through the lens of the individual I’ve got a toolkit to help me know the strengths of my people and how they can best contribute to this change I know how to gather feedback and take action on it People are actively involved in change that affects them I know how to deal with resistance
- 11. Copyright © Leader Talent Performance 2010. All rights reserved. LEADER TALENT PERFORMANCE ensuring leadership delivers 11 And so..... What have you heard? What have you learned? What will you take way? What will you change? Seeing change through the lens of the individual
Notes de l'éditeur
- Ask them...when faced with a change(work, social, personal) how many of you have said, “I don’t agree, or I’m not going to, or “no way”? Start with yourself –why change/ why not change? Think of a recent example FLIPCHART RESPONSES IN 2 COLUNMS Why Change vs. Why not Change What does this tell you? How can we possibly predict all of these for all people in an organisation? And even if you did know how can you possibly manage these positively and minimize the negative effects? Let’s try to put some structure on this.
- Framework based on research and has been applied in various organisations I have worked in . DISSONANCE is a psychological state-if we behave inconsistently with our beliefs it leads to a negative feeling so we either change our behaviour (easy) or change or beliefs(harder- more deep routed in who we are, experience, upbringing etc) –smoking example Uncle Joe smoked 60 a day and died at 90. !3 groups experiment People are powerfully motivated to achieve consonance . Our attitudes change because we are strongly motivated to maintain consistency in our thoughts and beliefs. THEREFORE behaviour change can lead to attitude change more easily than the other way around and we search out information to justify (and reduce the dissonance) our actions! WE NEED TO BE IN CONTROL OF OUR ENVIROMENT –what happens when we FEEL we are not??? We need to understand the thoughts and feelings others have about change Why will people change or not? What’s in it for me? Do I believe in this change? Will it make my life better? Does this change fit with my beliefs if not the above it will lead to dissonance How does the vision accord with my values and needs?? We must feel our attitude is freely chosen not coerced(ie lack of choice)FOR LEADRES it is therefore psychologically important to involve people in creating a new vision or view of the world or change outcomes (most organisations respond with a “vision” statement- could be particular to the change programme or covering the whole organisation but from whose perspective???example of Centrica- “becoming a leading integrated energy company in our chosen markets around the world . Do the guys digging the holes in the road believe in this or simply getting finished on time?? Consistency is important thus once we make a choice we stick with ot. For LEADERS therefore it is a good tactic to ask people for a commitment –”dio you agree with, accept, believe in this change. Will you act in a way which is consistent with it? Etc etcs
- Example of major change in FS How it was all wrong and how we got it right Imagine the scene—called into see CEO – any ER issues??? -decision was already made , legal, IT. Financial problems resolved all left to do was implement BUT a rational approach . All okay from a process perspective but seen through the lens of the individual…… Will return to this through the talk
- what can you practically do? For the individual - find out their beliefs, values and motivators using e.g. SF34 (B&Q, Microsoft use extensively) For the organisation –define the state of readiness by e.g. staff survey or better still engagement survey e.g. Q12 Train and support line managers to take an individualised approach based on the above - Implement the most appropriate change approach based on the aboveSo What?