how do you effect change n.
Skip this Video
Loading SlideShow in 5 Seconds..
How do you effect change? PowerPoint Presentation
Download Presentation
How do you effect change?

Loading in 2 Seconds...

play fullscreen
1 / 31

How do you effect change? - PowerPoint PPT Presentation

  • Uploaded on

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.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'How do you effect change?' - ardara

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript


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.

Negotiating skills.

change transition

Change? Transition?

“A round man cannot be expected to fit into a square hole right away. He must have time to modify his shape”

Mark Twain

change needs leadership

Change needs leadership

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

managing endings

Managing Endings

“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)

3 stages of transition

3 stages of transition

The ending

The neutral zone

The beginning

exercise 1

Exercise 1

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.

William Bridges

tools to assist with change process

Tools to assist with change process


Force Field Analysis

exercise 2

Exercise 2

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

exercise 3

Exercise 3

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

if we push to fast

If we push to fast!!!!

Comfort Zone

Discomfort Zone

Panic Zone!!

theories of change reasoned action and planned behaviour social learning theory

Models of Change

  • Health Belief Model
  • Stages of Change
  • Health Action Model
  • The Grief and Loss Model

Theories of change

Reasoned action and planned behaviour

Social Learning Theory

stages of change

Stages of Change

pre contemplation



Prochaska and Diclemente




exercise 4

Exercise 4

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?

five styles




Others First



a dominance

A. Dominance

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

a dominance1

A. Dominance

BUT …..

Can create disharmony and resistance

People may respect but not trust you

People think you are scary

Benefit from developing PULL skills

b partnership

B. Partnership

Highly collaborative

Seek first to understand before being understood

Win /Win is important

Good for building rapport and relationships

b partnership1

B. Partnership


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 first

Others First

Others views dominate

Useful when building confidence and trust

People will complement your listening skills

Find it difficult to make tough/unpopular decisions

c others first

C. Others First


Has lose/win focus

Influencing opportunities missed

Others might exploit your goodwill

Need to develop push skills and saying no

d bargaining

D. Bargaining

Underpinned by compromise and equal bargaining

Often reactive influencing

Can result in arguments

d bargaining1

D. Bargaining


Compromise is not win/win it’s compromise

People could see you as unprincipled if you make concessions for sake of compromise

e withdrawing

E. Withdrawing

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

e withdrawing1

E. Withdrawing


May get sidelined by others

Need to develop both PUSH and PULL techniques

influencing dos

Influencing Dos

First seek to understand and then be understood

Listen genuinely

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

influencing don ts

Influencing don'ts

Talking more than listening

False reassurance

Trivialising or using cliché

Interpreting from your script

Diagnosing too soon

Being impatient- Shouting and finger pointing

Being closed to feedback