How do you effect change?. Aim. To empower you to respond to identified health needs by developing your understanding of change management, behavioural change, influencing and negotiation. Outcomes. What is change? Managing personal change. The theories of change and change management.
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To empower you to respond to identified health needs by developing your understanding of change management, behavioural change, influencing and negotiation.
What is change?
Managing personal change.
The theories of change and change management.
Behavioural models of change.
Influencing people and understanding organisations.
“A round man cannot be expected to fit into a square hole right away. He must have time to modify his shape”
Leadership is about setting direction, opening up possibilities, helping people achieve, communication and delivering. It is also about behaviour, what we do as leaders is even more important than what we say.
Sir Nigel Crisp
“Most organisations try to start with a beginning, rather than finishing with it. They pay no attention to endings. They do not acknowledge existence of the neutral zone, and then wonder why people have so much difficulty with change”.
William Bridges (2003)
The neutral zone
Consider a change that you have recently been part of; Think about the leadership of that change, think about the stages of transition. Can you identify what helped? What made it harder? What could have been done better?
Why do you think it wasn’t?
People responsible for planning and implementing change often forget that while the first step of change management is to understand the destination and how to get there, the first task is of transition management is to convince people to leave home. You’ll save yourself a lot of grief if you remember that.
Force Field Analysis
Resistors to change
Describe an area in your life where you are a “laggard”.
Something that most other people have or do, but not you!
Explain your reason to your partner
In pairs decide on a change one of you could make/wants to make
Use the tools discussed previously FFA and WIIFM to shape your answer
Theories of change
Reasoned action and planned behaviour
Social Learning Theory
Prochaska and Diclemente
Using the Prochaska and Diclemente model, identify a change you have been involved with and work through some of the steps. What does it help you see?
What might you do differently if using this model like this?
Often seen as a traditional management approach
Own needs dominate any interaction
Generally feels more important to be right than liked
Useful when situation requires advocacy
Useful in a situation that calls for immediate response
Can create disharmony and resistance
People may respect but not trust you
People think you are scary
Benefit from developing PULL skills
Seek first to understand before being understood
Win /Win is important
Good for building rapport and relationships
Can seem idealistic
Assumes unlimited time
Others could think you are trying to spread risk of decision making
Consider development of assertiveness and saying No
Others views dominate
Useful when building confidence and trust
People will complement your listening skills
Find it difficult to make tough/unpopular decisions
Has lose/win focus
Influencing opportunities missed
Others might exploit your goodwill
Need to develop push skills and saying no
Underpinned by compromise and equal bargaining
Often reactive influencing
Can result in arguments
Compromise is not win/win it’s compromise
People could see you as unprincipled if you make concessions for sake of compromise
Style of someone who
Likes to consider all options
Likes to reflect
Sees hasty decision making as dangerous
Useful when there are inherent risks that others may not see
May get sidelined by others
Need to develop both PUSH and PULL techniques
First seek to understand and then be understood
Be open to being influenced too
Focus on the positive to create common ground
Flex your influencing styles –one size does not fit all
Focus on circle of influence
Push and pull in perfect balance
Talking more than listening
Trivialising or using cliché
Interpreting from your script
Diagnosing too soon
Being impatient- Shouting and finger pointing
Being closed to feedback