Change Management ผบก

Change Management For Effective Leaders โดย…นายแพทยธ์ ติ พิ นั ธ์ ธานรี ตั น์ ผอู้ าํ นวยการ โรงพยาบาลจติ เวชนครสวรรคร์ าชนครนิ ทร์

What is the Effective Leaders?

What is the Effective Leaders?

What is the Effective Leaders?

What is the Effective Leaders?

“The Only Thing That Is Constant Is Change.” Heraclitus of Ephesus (535 BC – 475 BC)

What is change management … “Change management is about modifying or transforming organisations in order to maintain or improve their effectiveness.” Hayes (2002), p. 11.

Why is there change in public administration? The need for change

Need for change in public administration … the theoretical perspective • Institutions, technology, people, rules and legislations are (constantly) changing and sometimes even need to be adjusted actively • Old coping strategies do not necessarily meet the new challenges of public administration reforms • Good governance can only be established by approriate action • Administrative change can only be coped with by changing effected systems and effected people`s behaviors • Any adaptation strategy requires multilevel change management • Any change in public administration must build on new mindsets of decision makers

In a nutshell: The external drivers of change Change Challenges § \"Politicisation by governance\" calls for adaptability, flexibility, responsiveness and the capacity to raise and maintain support when managing in the sector

In a nutshell: The external drivers of change Change Challenges § Changing expectations and values (\"legitimacy\", \"trustworthiness\", \"accountability\", \"the enlighted client\") § Changing work circumstances (organizational uncertainty, permanent reorganization) § Technical expertise does not translate into the influence anymore

How does change unfold? intended ? ? active ? ? strategic unintended reactive unplanned incremental revolutionary slow fast continuous disruptive 4 types of change that you need to know

Your understanding of change: 9 questions to answer Why do I think What do I need What is the the organization to do to consolidate strategy I use needs to change? & skills I need change and How does make it „stick“? to change unfold and communicate What is our personal what does it emotional interpretation / change? look like? our image of ourselves as managers of change? What is the role How do I and importance diagnose what I think needs of agents in to be changed? change? Source: Palmer et al. (2006), pp. 14. What What is the approaches underlaying „theory“ do I take to I use to implement change? handling people´s resistance to change?

Understanding change management as a systemic challenge • Change Management is normally a planned and initiated process but leads to systems dynamics on organizational, team and individual level that cannot be planned and predicted but influences the process and the content of change • Change Management experts need knowledge about how to manage processes and about individual and organizational behavior

What are the underlying theories to keep in mind? Four approaches in a systemic perspective Lewin`s model of change The organizational change curve Inertia and learned passiveness Organizatinal path dependency and log-In

What is the underlaying theory to changing? Four approaches Changing structures, e.g. Changing tasks, e.g. decentralization, administrating, servicing etc. redefining areas of responsibility etc. Structure Technology Organizational Activities People and Tasks Changing Changing people‘s technical tools behavior and belief Source: Steers (1991), p.621. systems

Lewin`s model of change … Unfreeze Change Refreeze making employees moving from old making new behaviors permanent aware of need for change behaviors to new ones Source: Hatch (1997), p. 354.

The organizational change curve Productivity engagement support unconsciousness Resistance acceptance awareness to change understanding Time Sourc e: Bridg

Why change projects fail: Multireforming and Inertia Theory Critical \"point of no return\" is not (always) reached despite of various approaches. The more tries fail to move the ball from on bowl to the other, the stronger the 'inertia\" – reluctance. Learning effect: If I only make myself extra-heavy, I will slide back into my beloved point of departure.

What about your change projects? Successstory or the matter of inconsistancy New Years Resolutions for 2009, 2010, 2011, 2012: 1. Make processes more transparent & efficient again 2. Motivate people à stopp demotivating people à hire motivated people 3. Build up Win Win relations with partners à reduce political disputes à hire better lawyer 4. Develop, document and communicate strategy of the last year 5. Prepare people for new challenges à eMail newsletter & training invitation to all

What are the strategic options for manging change? Empirical-rational strategy (Re-organization) Normative Strategy (cultural change) Bomb Dropping Strategy Top-down & Bottum- up

Strategy options by Chin/Benne (1975) Empirical-rational Normative Strategy Bomb Dropping Strategy Strategy (Re-organization) (cultural change) Ü Power-coercive strategy Ü Change will be Ü Change in behavior emphasize political, economic, accepted, based on the and actions results from and moral sanctions, with the dissemination of knowledge. values, attitudes and beliefs. focus on using power of some Individuals will follow their rational type to \"force\" individuals to self-interest and thus must be adopt the change. informed about the advantages of change and participate in its §Manager as role models Ways of excersizing power: process §By decree §Positive reinforcement of Phases: conformity with official values §By replacement 1. recognition of problems/ project planning §Communication of the culture §By structure 2. Data collection 3. Analysis/ Diagnosis of the §Further education and training problem in accordance with the culture 4. Development of alternatives 5. Evaluation and choice 6. Implementation 7. Follow-up

Successful change management strategies combine: aims Top- Responsibilit down y for result visions Implemen - tation orientatio n Problem solving expectations Participation backing Bottom-up Leaders in change have a responsibility for both process components!

Reflection: What is leading change … (10 minutes) Please form groups of participants with same flower type. Use flipchart and markers to work out a group definition or statement, that provides an answer the question: What is leading change? “Leading change is about … in order to … .”

Understanding the individual reaction to change Individual responses to change Human dispositions for dealing with change Understanding resistance to change

Response to change: Giraffe demonstrates stages of grief

Individual transition in the change process Mood Internalization, reflection and Denial learning Shock Depression Consolidation / Loose of Testing control Letting go, Acceptance of reality Time Source: Hayes 2010, p. 215

Basic dispositions of individual behavior Intrapersonal constructs individual behaviour/ behavioural change needs motives marginally alterable, can be activated by incentives to make behavioural changes values (limited) attitudes changes in attitudes are difficult, but sometimes necessary expectations can be positively affected through confidence-building measures qualifications can be affected relatively good Self-efficacy by human resource development competencies important anchor to strengthen adaptability

Key issues when implementing change High Quality Diagnosis Communication Management Stakeholder Management Coordination Management practices & tools Fairness Source:according to Hayes (2014)



What is resistance to change? Resistance is a state of mind reflecting unwillingness or unreceptiveness to change in the ways we think and behave.

Why is it important to understand resistance? • A survey of 500 executives concluded that resistance was the main reason why organizational changes fail (William Schiemann,1992) • A study found that 60% of the reengineering projects that failed were due to employee resistance (Hammer and Associates Moomough, 1999). • In a survey of 2,200 executives, managers, and employees conducted report that transformation efforts fail for three main reasons: change fatigue, lack of skill in sustaining change, and resistance to change (Aguirre, von Post, & Alpern, 2013)

What causes resistance? • Improper handling of Change process • No need for The Change. • Change routines • Risks Outweigh The Benefits. • Lack of competence • No faith in the Change • Change Is Inconsistent With Values. • Trust issues

Active and passive resistance • Active - take action to prevent change • Passive - refrain from action to prevent change

Signs and symptomes of resistance to change Active Verbal Non-verbal (offence) (talk) (behavior) Passive Counter-Arguments Excitements (escape) •contradiction •quarrels •blame •disturbances •threats •intrigues •polemics •rumors •stubborn formalism •group formation Evasion Stagnation •silence •inattentiveness •trivialization •tiredness •talk of nonsens •absenteeism •stultification •inner emigration •senseless debates •sickness Source: Doppler/Lauterburg 1996, p. 296.

“resistance lies in the set of beliefs and values instilled in the individual by the social system in which he or she is embedded” 42

Discussion: Preventing Resistance Listed below are a numbers of reasons why people may be resistant to a change. For each of the reasons, identify at least one action that could be taken by change agents to reduce the prospect that it will be a significant source of resistance. Reasons for Resistance Proposed Action Dislike of change Discomfort with uncertainty Perceived negative effects on interests Attachment to established culture/ways of doing things Perceived breach of psychological contract Lack of conviction that change is needed Lack of clarity as to what is expected Belief that the specific change being proposed is inappropriate Belief that the timing is wrong Cumulative effect of other changes in one´s life Perceived clash with ethics Reaction to the experience of previous changes Disagreement with the way the change is being managed

How to adopt change? Pitfalls for unsuccessful change adaptation Change agents Communicating for change Monitoring for change

What do I need to consolidate change? Pittfalls for unsuccessful change adaptation Reform-Reluctance Capacity Deficits 1 2 Willingness to Change Need for Change 3 7 4 Unsatisfied 6 Desire to Change Knowledge Ability 5 Misguided Barriers Activities to Change Unused Capacity Potential Source: Krüger 2000, p. 89.

Change Agents: Who are they? •Not homogeneous group: can be consultant/academician, researcher, trainer, counselor, line manager, teams, “empowered workers\" •They play all the parts –envisioning, implementing, as well as receiving •Two models of change agents: internal and external

Change Agents: What are their goals? • Improve interpersonal competence of managers • Make change in values • Increase understanding to reduce tension • Develop more effective management • Develop better methods of conflict resolutions • Develop organic system (organization not as mechanism)

Change Agents: What are they doing? • Intervene at different structural points at different times to facilitate organization development • Nine major kinds of intervention: dicrepancy, theory, procedural, relationship, experimentation, dilemma, perspective, organizational structures and cultural

What do I need to communicate change? Four key skills for communicating • Listening: There are four types of listening skills – suspending judgement, identifying assumptions, listening for learning, and reflecting. (Gerard & Teurfs, 1997) • Telling stories: This is an effective way of helping employees learn from past changes & painting pictures of the future. • Selling change upward: Issue selling is a way of gaining senior management attention to changes initiated from below. • Toxic handling: Some people in organizations take on a role of handling the ill-effects of change processes and absorbing these as a way of shielding others from their negative impact. (Frost & Robinson, 1999)

What is the strategy to communicate change? Four types of conversations • Initiative conversations: these draw attention to the need for change. • Conversation for understanding: this communicates the type of changes needed and allows for a greater appreciation of why this type of change. • Conversations for performance: this focuses on the actual change that is intended and how progress will be monitored. • Conversation for closure: this signals the end of the change (Ford & Ford, 1995)

Reflection: Your skills of communicating change (30 minutes) Form new groups by bringing together different types of flowers! By interviewing each other in your groups please find out for each member for which skill for communicating change and for which type of communications she/he could be a good trainer/coach. Skill for communicating change Types of communications Listening Telling stories Initiative conversations Selling change upward Toxic Conversation for understanding handling Conversations for performance Conversation for closure

Speeddating: Finding your personal change agent coach I need a change coach I can provide ..., because I lack ... because ... Fit? à Shake hands! Double Fit? à Hug! I need a change coach I can provide ..., because I lack ... because ... Fit? à Shake hands!

Q&A Puzzle: Reacting to Resistance in Conversations Listed below are a numbers of expressions that you can find in typical conversations about change. All of them might indicate individual strategies to exert resistance; they may be direct, authentic or display a hidden resistance. For each of the expressions you can find a suitable response. The Q&A puzzle will help: Please develop the solution in teams of two. One player representing expressions and one player representing proposed responses. Expression of Resistance Proposed Response I don´t want to. Tell me exactly what you want me to do! I´ll get on it first thing next week. Wow, what a great deal! I think that the change would be better if it were first implemented in X´s division/department. X isn´t going to like this. You owe me one. See what you`re making me do.

Q&A Puzzle Reacting to Resistance in Conversations Expression of Resistance Proposed Response I don´t want to. Why? What is your concern? Tell me exactly what you want me to do! In what regards are you unclear as to what you are being asked to do? I´ll get on it first thing next week. Is there anything of serious nature that would prevent you from starting tomorrow? Wow, what a great deal! I am really pleased that you feel this way. What exactly can I count on you to deliver and by when? I think that the change would be better if it I appreciate your concern and I do have plans for X. What I specifically want were first implemented in X´s you to do is … division/department. X isn´t going to like this. a) X has been part of the change process and is fully supportive. b) I`ll be talking to X about the change. But what I`m most interested in the moment is what your views are. You owe me one. I haven`t forgotten that I owe you one, but I need support right now on this change. See what you`re making me do. I`m sorry that there is a problem for you – and I will talk about what I might be able to do to help – simultaneously we`ve given the matter a lot of thought and it is important for the organization that the change goes ahead.

Thank you! THITIPHAN THANEERAT, M.D., M.S. Director of Nakornsawan Rajanagarindra Psychiatric Hospital E-Mail: [email protected]