Change Management an introduction

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Shavonne Copeland
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1 Department of Human Resources Change Management an introduction

2 Contents Change Management 3 Why are Change Management skills 4 so important at MMU? Key Considerations for Managing 4 Change Change and Transition 6 Manager s Self Assessment 7 Questionnaire Tools and Resources 9 2

3 Change Management There are many different types of change and different approaches to managing change. Finding an approach that suits you and your situation goes to the heart of being an effective and professional manager in the education sector (HEFCE, 2003). However, whilst recognising each change situation will be unique, there are still a number of common themes that will help ensure that the change process stands the greatest chance of success. Change process Change usually involves three overlapping aspects: people, processes and culture as shown in Figure 1. CULTURE PEOPLE PROCESS Figure 1 Often, the emphasis is upon the processes. However, in order to properly embed a change, a manager needs to balance all three of these aspects. 3

4 Why are change management skills so important at MMU? Organisations undergo major change approximately once every three years, whilst smaller changes are occurring almost continually (CIPD, 2007). In this context, managers have to be able to introduce and manage the change to ensure that the overall objectives of this change are met, while ensuring that they support their team through the change process, both during and after implementation. Generally, at the same time, they also have to ensure that business continues as usual. Particularly given the scale of MMU s Change Agenda, having effective change managers across the University is crucial. Managing the impact of wider changes while also ensuring that local changes are introduced is one of the major challenges for us as managers. Key considerations for managing change As a manager looking to bring about a change, the following are key areas to think about: What is the nature and the scope of the change? This is the first thing to think about because it influences all your subsequent actions. Who is the change going to impact? How are you going to keep people informed, get their feedback and get a meaningful plan for the change? What are the priorities for action in your environment? Managing change involves a lot of different activities: once the options have been considered some difficult choices need to be made about what to focus on in your particular area/department. This applies whether this is a change imposed from elsewhere or a change that you are introducing. What needs to be worked on first? What must be put in place as soon as possible? What is the nature of your team/department/other areas impacted by the change? It is crucial to understand how ready your team/department is to engage with the change. If you manage change in a way that is not congruent with your environment it will at best produce more conflict than necessary and at worse not produce the results that you want. Do a systematic analysis of the factors that will support progress and those that might hinder it. This enables you to draw up a sensible action plan based on the real environment in which you work. 4

5 Working with people This is the most challenging part of managing change. You need to consider how to support people through the changes they are facing, how to empower them, when to apply pressure and when not to. The considerations below should help you to think this through. How do I manage people through times of change? HEFCE (2003) suggest that, when leaders or managers are planning to manage change, the following key principles should be kept in mind: 1. Different people react differently to change 2. Everyone has fundamental needs that have to be met 3. Change often involves a loss, and people go through the loss curve 4. Expectations need to be managed realistically 5. Fears have to be dealt with 6. There are no easy solutions 7. Adapt processes to suit the change intended 8. Change requires teamwork and leadership (and the two are related) 9. Work with the culture (even when you want to change it) 10. Communicate, communicate, communicate 5

6 Change and Transition People react to change in different ways, in what has been described by Bridges (1991) as transitioning. Bridges explains this as follows: Change is not the same as transition. Change is situational: the new site, the new structure, the new team, the new role, the new procedure. Transition is the psychological process people go through to come to terms with the new situation. Remember that change is external and transition is internal. William Bridges (1991) Bridges says that transitions can be described in three stages: The ending When we acknowledge that there are things we need to let go of When we recognise that we have lost something Example: changing your job. Even when it is your choice, there are still some losses such as losing close working friends Unless people can make a real ending, they will be unable to make a successful beginning. The neutral zone When the old way has finished but the new way isn t here yet When everything is in flux and it feels like no one knows what they should be doing When things are confusing and disorderly Example: moving house. The first few days or even months after moving the new house is not home yet and things are quite probably in turmoil The beginning When the new way feels comfortable, right and the only way Example: having a baby. After a few months in the neutral zone of turmoil, you come to a stage when you cannot imagine life without your new baby People transition through change at different speeds and are impacted by the same change in different ways. As a manager, understanding how your team members react to change and planning how you will manage this will give any changes you are introducing the best chance of success. 6

7 Managing others through change Managers self assessment questionnaire This self assessment has been designed to help you to reflect on how you manage change. Consider your current stage of development and any further actions required. The tools and resources outlined at page 9 may be useful when considering your actions. Sharing information True/false Gap or action required I recognise the importance of sharing information and keeping my staff up to date about changes I ask good questions and make sure that I have the information I need I take a planned approach to sharing information I understand the importance of keeping staff updated throughout the change (even if this is to let them know that there has been no movement) Influencing others True/false Gap or action required I inspire confidence in others I am articulate when talking to colleagues I am sensitive to and aware of my colleagues needs I can speak persuasively when addressing a group of colleagues I am honest with my staff and do not hide from sharing bad news I am aware of the effect of body language on social interaction Self awareness True/false Gap or action required I am able to reflect critically on my own performance I actively gather feedback to evaluate my own performance I know my typical reaction to change and am able to manage this I am capable of accepting advice I can accept group decisions with good grace I am not patronising or condescending 7

8 Utilising feedback and dealing with resistance True/false Gap or action required I actively engage staff when I am bringing about a change I listen attentively to others and am open to new ideas I am able to control my emotions when dealing with colleagues I respond positively to other colleagues points I will compromise where appropriate I am not afraid to confront my colleagues when necessary I am assertive Providing support True/false Gap or action required I am able to find out how colleagues feel I understand that others react to change differently and have strategies to support them I continue to learn from my colleagues I am able to communicate optimism to colleagues in the face of difficulties I can help colleagues find solutions to problems Motivating others True/false Gap or action required I give colleagues room to try things out even if it means mistakes are made I encourage colleagues to use their initiative I avoid being over directive or bossy I am good at delegating appropriately to colleagues I provide constructive and well focused feedback I am able to stand back and not over-organise others I am genuinely interested in colleagues ideas and views I am able to raise my colleagues self-esteem through genuine praise Cross department/team awareness True/false Gap or action required I look for and share examples of good practice/success I consider the repercussions of any changes I am bringing about on my team and other departments 8

9 Tools and Resources The Development and Training Team offer a number of formal change management sessions: Training Courses Leading Change (1 ½ days for managers) Moves, Mergers and Restructures How to support your staff (1 day for managers) Dealing with Change (½ day session for staff) There is also a change management module on each of the following: the Senior Management Programme, Certificate in Leadership (Institute of Leadership & Management Level 5), First Line Manager Diploma (Institute of Leadership & Management Level 3) and the Team Leader Award (Institute of Leadership & Management Level 2). For more information, see the University Staff Development Programme or speak to one of the Development and Training Team. Other Resourses MMU s Change intranet page (which is kept up-to-date with changes occurring across the University): Five change management principles, and how to apply them: InfoKit Change Management Toolkit (jisc): National Audit Office Change Management Toolkit: Managing Change Toolkit: 9

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