Developing a team and managing change

Today we received a request:

"I need some ideas and help please. I need to run
a simple first team meeting within the start up division I am employed.
There are 20 people in the division, and all have been employed no more than 6
months. Usual growing pains and fall outs and frustrations of no one quite sure
what they are doing. Do you have any ideas?"

Our reply to this request was...

It all depends on your goals… The following is an outline structure you may consider of value...

A structure like:
Agree the objective(s) of the meeting

Have your one as "how do we get even better at what we do?" - what the most effective organisations and teams know...

Introduce the concept of personal change
Say that as individuals we all have change that impacts us in different ways

Introduce the personal change model….

Give an example of personal change (see www.rapidbi.com/created/changemanagement.html for an example)

Allow people to realise that change is normal and impacts people in different ways – sometimes a change can be quick… sometimes slow. This is about helping people realise that it is ok to feel uncomfortable or not sure. Ask them to give examples of when they have experienced different parts of the model.
One example I give is when my wife asked me to decorate… I said we only did it 5 years ago (denial)… then to finding excuses not to look at the colour charts and catalogues or reasons not to go to the DIY shops (resistance)… then when I started to say… well if we….. then we can…. (exploration)… once the exploration phase is reached then commitment usually follows.

Personal Change Model - the tarzan swing

The danger occurs when a person does the ‘Tarzan swing’ from Denial straight to Commitment without passing through the other phases (even for a brief time).

The risk is that as they have only ‘intellectually’ bought in.. not emotionally, when something goes wrong (even a little thing) these people may well say… see told you so.. knew it would not work. These people ‘swing’ back to Denial, and because there is no forward momentum – they are the hardest of all to change from this point forward.

The best way to avoid this is to spend time working on the resistance and exploration phases… allow questions to be asked – and the challenges is not to be defensive – of this show reason for the resistance.. our goal is to allow them through the resistance phase without confirming their real doubts…

Then when you have explored personal change…



Introduce The Tuckman Team Development model:

The Tuckman Team development Model

Split the group into 4

Ask each group to draw a flip chart describing what each phase of the model might look like – one for form, another storm… etc
Ask them to think about activities they can use to start moving from their part of the model to the next… Form --> storm….Perform --> Adjourn etc..
Give them 15 mins

Then each group to present back

Then ask the group where they thing they are as a team… ask why and to give examples

Then open up the team for ideas and to develop a plan as to what they can do to move the team on…

This should get the ball rolling…

I have used this type of structure with great impact.

For more information on change management visit our change management page or our management articles page
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Mike Morrison is director of RapidBI, an organizational effectiveness consultancy. He has been involved in HR, OD and strategic development for over 20 years. He can be contacted via www.rapidbi.com/

© This article is copyright RapidBI 2006, 2008 – it may be copied providing the authors are credited, and direct links maintained

Action Learning

So what is Action Learning?
Action learning is based upon the concept of learning by reflection (or reviewing) on an experience. It is underpinned by the cycle of experiential learning as shown below, where the stages of reviewing and concluding are worked through with the Set. In practice many of us tend to short circuit this cycle and often ship the reviewing phase as it is often difficult to do out of context.Action learning will help 'close the loop' and ensure our learning is as effective as possible (more about learning cycles in module one).

Action Learning Sets are primarily focused on the individual's learning.An Action Learning programme involves the following key elements:

• The Set: a group of 6 - 8 people who meet regularly.
• The Projects: each participant works on a project or task over the life of the set
• The Set Adviser: a facilitator who helps the group to work and learn together.

Although Action Learning is flexible, it is highly structured and focuses on the individual and their need NOT on the programme.

To find out more visit http://www.rapidbi.com/created/actionlearningregrevens.html

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Mike Morrison is director of RapidBI, an organizational effectiveness consultancy. He has been involved in HR, OD and strategic development for over 20 years. He can be contacted via www.rapidbi.com/

© This article is copyright RapidBI 2006, 2008 – it may be copied providing the authors are credited, and direct links maintained

Change Curve Debunked?

Today I read an interesting post by Rob Robson on the change curve at his blog (http://preview.tinyurl.com/2rywg5) .

This sparked some thoughts which I share below.

Change Curve debunked... really?

Rob asks is the Kubler Ross change curve an over simplification - yes of course... all models are over simplifications of reality - isn't that what they were created for, to take a complex theory and enable the PRINCIPLES to be more easily understood?

He raises some interesting points that many authors do ignore that fact that many people welcome change. This is so very true, in OD and HRM we seem to assume the worst in people - when this is just not true. Sure people will reach different under change, and that is to be expected - our role is to ease that process - not offer therapy for change interaction!

We all need to remember that these are just models and not reality.

As a framework and common language they do have a value - indeed as he says

"By all means, keep the five-stage model in our armoury, but let’s not get carried away with it. Let’s not present it as an unequivocal truth. And let’s not let it get in the way of attempting to truly understand how people really experience change."

As is said in the change management article there are 3 rules to leadership (or change):

• Rule# 1 - people are different
• Rule# 2 - people are different
• Rule# 3 - people are different
  

And we need to treat each individual in the way that is appropriate for them.
Rob's headline is to Debunk the Change Curve ... which one there are many? Rob focus's is on the Kubler Ross curve - which as he points out was actually developed for use in a clinical environment, and users need to be aware of that.

Many practitioners will use a simplified model for use in a general business environment business environment.

What we do need to be careful of is people search the web (or a library), finding a model and using it without understanding what it is, where it come from or indeed its limitations.

All models have a place - the question we all need to ask is - is it here and now?

Mike

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Mike Morrison is director of RapidBI, an organisational effectiveness consultancy. He has been involved in HR, OD and strategic development for over 20 years. He can be contacted via www.rapidbi.com
© This article is copyright RapidBI 2006, 2008 – it may be copied providing the authors are credited, and direct links maintained

Managing Change in Organizations

Welcome to our page on change management. For organizational development to be effective, change needs to be managed. Many organizational focus on the project management aspects of change. While this is an important factor - it is not the critical factor. People are.

Often when undertaking change processes in organizations we focus on the process, the project management. Often when change fails it fails because we have not taken into account the impact change has on the individuals concerned from a psychological perspective.

Not all people react in a negative way and change agents must take this into account when using any of the psychlogical based change models.

Some Change Models

To see more of these models visit www.rapidbi.com/created/managementmodels.html

Habits and the impact on Change
As people we learn habits. Habits are formed when we do repetitive tasks, they are formed to help us cope with the wide variety of data (information) presented to us on a daily basis. It is too much to cope with at a conscious level. To cope with the variety over time we form habits. These habits may be simple routines like the order we get dressed in the mornings, the first few minutes in the work place - coffee, tea etc. It may even be the order in which we talk to people. When this structure or order is changed - it impacts us in many ways. It is often the simple changes to routines like this that cause individuals them most problems. It is not the fact that a desk may be now facing a different direction or on another floor in the building that is the issue - it is the break in the pattern that has been enforced on an individual. It is the little things that take time to resolve. As humans we can often deal with the big changes easily - it is the little things that cause us more difficulty! When change is 'imposed' on people, that is they feel they have little ownership in the decision, they often feel out of control. As organizational development or change agents we need to help this process.

Please note that as humans we all have a choice - we can engage with the change or we can leave. As Organisational Development professionals we need to recognize this as a legitimate strategy.

We cannot and should not force change on people, our role should be to enable change and to encourage people to mage a choice or decision.

The models shown on this page can help individuals recognize that what they are experiencing is 'normal' and that this is often a process that they need to go through. Some people will go through the process quickly - others more slowly.

Many Change Models There are many change models, the most common one is the Kubler Ross transition (grief) cycle. Originally titled 'The 5 Stages of Receiving Catastrophic News' these stages are:

• Denial
• Anger
• Bargaining
• Depression
  

AcceptanceAs an example, apply the 5 stages to a traumatic event most all of us have experienced:

The Dead Battery!

You're going to be late to work so you rush out to your car, place the key in the ignition and turn it on. You hear nothing; the battery is dead.
Denial - What's the first thing you do? You try to start it again! And again. You may check to make sure the radio, heater, lights, etc. are off and then..., try again.
Anger - !$%&*@~$! car!, I should have junked you years ago. Did you slam your hand on the steering wheel?
Bargaining - (realizing that you're going to be late for work)..., Oh please car, if you will just start one more time I promise I'll buy you a brand new battery, get a tune up, new tires, clean you, and keep you in perfect working condition.
Depression - Oh God, what am I going to do. I'm going to be late for work. I give up. My job is at risk and I don't really care any more. What's the use.
Acceptance - Ok. It's dead. Guess I had better call the breakdown service or find another way to work. Time to get on with things; I'll deal with this later.This is not a trivial example. In fact, we all go through this process numerous times a day. A dead battery, the loss of a parking space, a wrong number, the loss of a pet, a job, a move to another city, an overdrawn bank account, etc.Most write ups of this model in recent years has focused on grief, while this is great for doctors and councilors, it is not helpful in business.In business I have found that while this is a valuable model, staff and managers find it 'difficult' to understand, so I use a simplified version:

• Denial
• Resistance
• Exploration
• Acceptance/ Commitment

The graphical version is listed below. I occasionally change the last one from acceptance to commitment depending on the 'depth' of change. I let the 'users' of the model create their own words. When they own the model they are more likely to use it.

Personal Change Model
Encouraging people to create their own labels for each of the four stages helps them to own the model. If they own the model they are more likely to use it.Remind them that these types of reactions to change are common. In fact we all react like this to a greater or lesser extent. It is normal. Understanding the fact that they are/ might be having an emotional reaction to a logical proposal is a big step for many people. Some times we will go through the stages quickly, other times more slowly. Sometimes we may be going through several change processes at one time, so will be in different places on the curve depending on the change. Often at the same time!

Other change management models include:
The ADKAR model for individual change management was developed by Prosci. This model describes five required building blocks for change to be realized successfully on an individual level. The building blocks of the ADKAR Model include:

• Awareness – of why the change is needed
• Desire – to support and participate in the change
• Knowledge – of how to change
• Ability – to implement new skills and behaviors
• Reinforcement – to sustain the change
  

John Kotter has set out an eight-step strategy:

1. Establish a sense of urgency.
2. Create the guiding coalition.
3. Develop a vision and strategy.
4. Communicate the change vision.
5. Empower employees for broad-based action.
6. Generate short-term wins.
7. Consolidate gains and produce more change.
8. Anchor new approaches in the culture.
   

If you would like any more information on the use of the model or how we have integrated it into our organizational and culture change products please contact us or visit our diagnostics page.

Other change models and adaptations
There are many ways of graphically representing a 'change curve'. below are a few variations.
When working with individuals and teams undergoing change, it is not the actual model used that is important, but that the individuals see it is relevant to them. The best change facilitators use the one which best matches the culture of the organization they are working with.

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If you would like any more information on the use of the model or how we have integrated it into our organizational and culture change products please contact us or visit our diagnostics page.

Please note the models here are provided for educational purposes only. No copyright is assumed. © Mike Morrison, RapidBI 2007 http://www.rapidbi.com

Useful Links

Recently I have noticed a number of trends on many professional forums. There appear to be increasing numbers of people in HRD roles or studying for HRD roles that lack some of the 'basics'. To meet this need I have written a number of guides and introductory articles, their purpose is to act as a beginner 101. I hope you find them of value.

The pages below contain free articles on management, leadership and HR issues:

http://www.rapidbi.com/articles

Management Models - 100+ Management Models - a page full of graphical management models
The PESTLE Analysis Tool - The PESTLE analysis - a powerful tool for exploring the external environment of an organzation
SWOT analysis - The SWOT analysis - a powerful tool for exploring the strengths of an organzation
PRIMOF_- Business_Growth_Model - The PRIMO-F business growth model
Write SMART objectives - Description on how to write SMART objectives for individual and business performance
Critical Success Factors - What are Critical Success Factors and how to use them
Corporate Social Responsibility CSR - How does Corporate Social Responsibility impact smaller businesses