Making Change Happen Facilitated by Caroline Egan Carmichael

Making Change Happen Facilitated by Caroline Egan Carmichael Centre for Voluntary Groups

Change – How is it perceived? As a metaphor: “If you put a frog into a pot of cold water and slowly heat it, the frog will let itself be boiled to death. ” (Charles Handy, 1995) l Lesson: be aware and respond to the subtle changes in the environment, or you may not survive

Change – How is it perceived? l Geoffrey F. Albert’s View: “It often takes more courage to change one’s opinion than to stick to it. ”

Change – How is it perceived? l Lady Nancy Astor’s View: “The main dangers in this life are the people who want to change everything – or nothing”

Change – How is it perceived? l Sydney J. Harris’s View: “Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better”

Change – Incremental Vs Transformational l Sometimes it’s the simplest most pragmatic changes that make the biggest difference Penguins on ice float – Youtube clip http: //www. youtube. com/watch? v=DX 2 ek. G 5 ke n. M Lessons learned?

Group exercise 1 l In groups, pick two positive changes you have observed in the world around you that have taken place during the last year. Why are these changes memorable and positive?

The Nature of Change in Voluntary Organisations l l l l Voluntary organisations are typically volunteer led and set up to address a perceived problem or need People have considerable choice as to which organisations they will support (people move between groups or are involved in several) The public’s expectations have changed with respect to relevance, governance and how money is spent Funders have tightly specified performance requirements (general grants disappearing) Staff and volunteers expect learning opportunities to be part of their experience Changes in technology are changing people’s information gathering practices The availability of new volunteers impacts on the nature and speed of change in a voluntary organisation Partnerships, networks and coalitions are being used for greater impact

Using Second-curve Thinking to help Foster the need for Change The Sigmoid Curve is an S-shaped curve which can be used to describe the life-cycle of organisations. It means making changes near the peak of success The paradox of success: what got us where we are will not keep us where we are

Reducing change/learning anxiety to create “psychological safety” l l l l l Involve the “change targets” in all the steps of the learning process Provide a vision of a path Provide a safe environment for learning Provide the time and resources necessary for learning Provide first steps and a direction Work in groups Provide coaching and help Reward small steps in the right direction Work in a supportive climate (norms that support errors when made)

Attributes of Change Agents l l l l Leadership and listening skills Emotional intelligence Political skills Clarity about key issues, flexibility about detail Long term commitment Reflect and learn – individual and team Seek support – for self and organisation

Effective Change through Leading and Listening LEADING l Clear view of the future l Strong leadership l Focus on action l Investment in training l Timetabled plan with targets LISTENING l Desire to build on the best of the past l Strong commitment to hear the concerns of people at all levels l Time for reflection l Commitment to learning l Freedom to act within broad guidelines

The Change Process 1. 2. 3. 4. Clarify the scope and scale of the proposed change initiative Establish a change team with the power and expertise needed to ensure the change will succeed Prepare a diagnosis of the problem so people can understand why change is needed Build strong commitment to the need for the change and listen to people’s concerns

The Change Process 5. Develop a motivating vision for what the change will achieve 6. Plan and communicate extensively about the proposed change 7. Implement by empowering people to take the required actions 8. Incorporate change into the culture of the organisation

Readiness for Change = Dx. Vx. F>R Readiness = D (Dissatisfaction) With the current state V (Vision) Is it compelling and shared F (First steps) are they “doable” should be greater than R (Resistance) to change

Articulate the Vision and Create a Shared Need l l Visions paint a picture of why the change is needed – appeals to the “head” and “heart” and helps build momentum Needed to create a shared understanding and to gain commitment and “buy-in”

Golden Rules for Implementing Change l l l Manage people’s expectations Project manage Be seen to add value Build on some quick wins Be realistic about what you can achieve Manage conflict Repeat key messages & communicate Expect strange behaviour and be ready for it Realise that everything you say will be scrutinised Remain visible and “out of the bunker” Keep your eye on the ball

Why Change Initiatives Fail l l l The change failed to address the problem The change addressed the wrong or even a nonexistent problem The person leading the change was not up to the job There was poor adaptation on the part of those expected to change their behaviour Events or factors inside the organisation derailed the change Events or factors outside the organisation derailed the change The process used to implement the change was flawed

Mistakes in Implementing Change Process Mistakes l Missing out a stage l Insufficient communication l Organisation overload l No quick wins l Drowning in detail l Everything is a high priority l Change agent loses confidence People Mistakes l Disrespect of the past l User voice is absent l Staff voice is absent l CEO won’t let go l Too few innovators l Benefits to stakeholders unclear

Reasons People Resist Change l l l l Loss of control Uncertainty Fear of the difference Loss of power Possible increased workloads Threat Misunderstandings Identify possible reasons in advance and negate them

Forms of Resistance to Change l l l l l Attack Compliance “We’re unique” “No time” Low energy, inattention Avoiding responsibility Changing the subject Confusion Silence Nit-picking

Dealing with Resistance l l l l Involve people in the process Train Explain the change in easy to understand terms Develop shared vision and buy-in Explain the reasons Address the concerns of people Above all, COMMUNICATE!

Communication Change: The 5 Ws l l l Who should be told? When should they be told? What should they be told? Where should the message be conveyed? Who should control the communications process?

Creating a Blue-Print for Change l l l What – action to be taken When – timescale for change Who – is to be affected and who is responsible for leading the changes How – specific actions to be carried out Why- the logic behind the actions taken

Group Exercise: Troubleshooting checklist l In groups, identify ten points that could appear on a checklist to be used by Guiders when they are contemplating change and want to minimise resistance to plans! l We’ll share the results and produce a common checklist