Managing Change. NUFFIC Event - 23 November 2013

Transcription

1 Managing Change NUFFIC Event - 23 November 2013

2 People will only change when... Please finish the sentence

3 Colour of Change De Caluwé (2006) Integrated approach to change to five fundamentally different ways of thinking about change represented by a specific colour Theory is that all humans will act and react according to their primary colour, with shades of other colours.

4 Yellow thinking the Politician Unite interests and influences Create win-win situations or force Form coalitions (multi-stakeholder) Get noses in the same direction Show advantage of positions & options Power, policy & status Mediate, facilitate, negotiate, manoeuvre The colour yellow represents power (sun, fire).

5 Blue thinking the Engineer Make-ability and controllability Define rational goals and objectives Set your goal and map the road in steps Measure, monitor and adjust Project design / thematic approach Reduce complexity, focus on feasibility Material focus, data, logic The colour blue represents the blueprint.

6 Red thinking the Humanist Focus is on people and what moves them Provide enabling conditions and stimulate people Prompt excellence through balanced HRM-mix: Rewards, working conditions, career path, appraisal, status, competence development The soft aspects of organization theory: organisational culture, management style, leadership development, talent search, team work The colour red represents the human blood.

7 Green thinking the Gardener Learning organizations Motivate change and learning Create shared learning situations Share new knowledge Point out shortcomings (knowingly incompetent) Green light for organic, ongoing growth.

8 White thinking the Guru People search for meaning Remove obstacles to renewal Rely on self-organization / own energy Look for dynamics / flux and rich complexity Coach and use symbols and rituals Sow seeds and water, rather than steer The colour white represents space for all: nothing has been coloured yet everything is possible!.

9 What is your colour? Politician Engineer Humanist Gardener Guru

10 How do you act on change? Score yourself and show your colour In what situation would you be a good change agent? In which situations would you likely be colour blind?

11 All colours are needed There is no good or bad colour They all have their time and place Any staff will contain these colours, but in different quantities Use all colours actively during change, this may also help keeping people in board When colours collide it is rarely personal, but surely colourful

12 The Change Cycle Are we all at the same place and pace?

13 Organisational Change Cycle Change drivers Common reference Creating awareness Consolidating Institutionalise Preparedness Creating willingness Developing ability Implementing Detailed planning Organising

14 Are we all at the same place and pace? Commitment Executive Team Change Agents All Staff Commitment Acceptance Awareness Understanding Progression Most staff know change will happen. True implications not yet internalised. Staff understand long term implications for them and their organization. Staff develop more positive attitude and see some benefit. Prepared to give it a try Staff seek active participation in change process to influence and make it work Inspired by CARE Transition tool kit draft version

15 Depth of change Oiling the gears or changing the engine? Minor to one is mega to another! How to know what is minor and what is major?

16 How profound is the envisaged change? Transformational change Urgency: Driven by an external need to change, not optional, but critical Width: Large-scale, impacting most, if not all core functions Depth: Radical change with new objectives, new staff, skills, competences, responsibilities, work culture Impact: New strategies, all processes and tools, new clients Operational change Urgency: Driven by mix of internal/external needs to change, impacts some core functions Width: Moderate in scale, several functions touched simultaneously Depth: Requires people to learn new skills and behaviors, retains basic responsibilities and work culture Impact: Strategy adjustment, several processes and tools, but not all Correctional change Urgency: Driven by an internal need to change, flexible implementation Width: Small in scale, touching only a few functions Depth: Requires minor changes to job functions, but fundamental skills, competences, responsibilities remain unaltered Impact: Minor impacts to processes and tools, and no impact on corporate strategy High Moderate Low Level of complexity/ Impact to the organization