5.1. Change MC1 Flashcards
5. To create and monitor an effective change plan 6. To design different types of interventions, including leadership and communication 7. To determine the causes and impact of resistance and to design strategies to overcome this 8. To reflect on a real life resistance example via a VR experience (28 cards)
Change Models:
- Appriciative Inquiry
- Adkar
- Six batteries of change
- Kotter
- Theory-U
- Appreciative Inquiry
Appreciative Inquiry (AI) is a strengths-based change model that focuses on building on the organization’s positive experiences and strengths to create a desired future. It is a collaborative and empowering approach that engages all stakeholders in the change process.
- Adkar =
The ADKAR change model is based on the idea that successful change requires a change in the following five factors:
- Awareness
- Desire
- Knowledge
- Ability
- Reinforcement
zie ook model op pagina 38
- Six Batteries of Change
The Six Batteries of Change model identifies six essential “batteries” that must be charged for a change initiative to be successful.
The 6 batteries are:
- Clear Strategic Vision
- Powerful Management Infrastructure
- Action Planning & Implementation
- Ambitious Top Team
- Healthy Culture
- Strong Connection with Employees
zie ook model op pagina 39
Kotter’s 8-step change model
outlines a sequential process that organizations can follow to increase their chances of successfully implementing change initiatives.
Creating the climate for change
1.create urgency
2. form a powerful coalition
3.create a vision for change
Engaging and enabling the organisation
4. communicate the vision
5.empower action
6. create quick wins
Implementing&sustaining for change
7. build on the change
8. make it stick
Theory U
Open mind
Open heart
Open will
Theory U is based on the idea that deep, lasting change can only happen when we shift our way of being from ego-based to presencing.
Zie ook U-model pagina 39
Cummings and Worley: Effective Change Management
Motivating change
* Creating readiness for change
* Overcoming resistance to change
Creating a vision *
. Describing the core ideology
* Constructing the envisioned future
Developing political support
* Assessing change agent power
* Identifying key stakeholders
* Influencing stakeholders
Managing the transition
* Activity planning
* Commitment planning
* Management structures
Sustaining momentum
* Providing resources for change
* Building support system for change agents
* Developing new competencies and skills
* Reinforcing new behaviors
* Staying on course
Intervention
an activity, action or event intended to help the organization change.
* Intervention activities = single meeting, event, workshop
* Intervention strategy = a series of events
Burning platform: Push interventions
Burning platform
describes a situation where there is a clear and present danger that will not go away if the company does not make some significant changes. The burning platform is a metaphor for the urgency that is needed to make these changes, and it is often used to motivate people to take action.
Push interventions
proactive strategies that directly influence individuals to adopt new behaviors or practices.
Examples:
- Communication campaigns: Implementing targeted communication campaigns to educate and inform employees about the change initiative, its benefits, and the expectations for their participation.
- Training and Development programs: Providing training and development programs to equip employees with the necessary skills and knowledge to adapt to the new process or system.
- Performance Management Incentives: Tying performance management incentives to the successful implementation of the change initiative, encouraging employees to embrace the change and contribute to its success.
- One-on-One Coaching and Mentoring: Offering one-on-one coaching and mentoring sessions to provide personalized support and guidance to employees during the transition period.
Burning ambition: Pull interventions
describes a passionate and unwavering desire to drive through significant and transformative change. Burning ambition is a driving force that motivates individuals to initiate and lead change efforts, even in the face of challenges and resistance.
Pull interventions
focus on creating environments or opportunities that make desired behaviors more attractive or accessible.
Examples:
- Creating a Supportive Culture: Fostering a supportive and collaborative culture where employees feel comfortable asking questions, seeking help, and sharing their experiences can encourage participation and reduce resistance to change.
- Removing Barriers and Obstacles: Identifying and addressing any potential barriers or obstacles that may hinder the adoption of the change initiative, such as outdated infrastructure or lack of access to training resources.
- Providing Choice and Flexibility: Offering options and flexibility in how employees adapt to the change can increase their sense of ownership and engagement, making them more receptive to the change.
Why do interventions fail?
- Wrong problem
- Wrong intervention
- Unclear or overambitious goal
- Implementing an event rather than a program
- Not enough time devoted
- Poorly designed intervention
- Unskilled change agent
- Ownership not transferred to the client
- Resistance to change
- Lack of readiness for change
Above and Below the waterline change
those that are visible and obvious to employees.
They include
changes to processes,
procedures,
technology,
and products.
These changes are often easier to implement, as they do not require a fundamental shift in the way the organization operates.
Below the waterline changes
those that are less visible and more difficult to implement. They include changes to culture, values, and mindset. These changes are often more challenging, as they require a change in the way people think and behave.
above and below the waterline changes
Changing “above the line” has no effect unless you change “” below th line” zie ook plaatje op pagina 41
Robert Quinn’s “Deep Change”
Irreversible, radical change that happens from inside out, from within:
* Requires new ways of thinking
* Knowledge, values, assumptions, rules, competencies
* Discontinuous with the past
* Irreversible
* Distorts existing patterns of action
* Involves risk
* Surrendering control
Transformational Leadership
Transformational leadership is a leadership style that focuses on inspiring and motivating followers to achieve a shared vision through personal growth and development.
I’s, the 4 components of Transformational Leadership:
- Idealized Influence: transformational leaders behave as role models
- Inspirational Motivation: transformational leaders motivate and inspire
- Intellectual Stimulation: transformational leaders stimulate innovation and creativity
- Individualized Consideration: transformational leaders act as coaches and mentors
Strategic leadership styles(3)
- Transformational Leadership
- Positive Leadership
- Goleman’s 6 Leadership Styles
- Positive Leadership
Positive leadership focuses on creating positive and empowering environments for both individuals and organizations. It is based on the belief that people are capable of great things when they are supported, encouraged, and given the opportunity to thrive.
- Goleman’s 6 Leadership Styles
The Six Leadership styles by Daniel Goleman are commanding, visionary, affiliative, democratic, pacesetting, and coaching, which should be used situationally to provide resonant leadership which is based on emotional intelligence.
zie ook pagina 43
Communication approaches
interaction between sender and receiver (one way, two way)
zie ook plaatje op pagina 43
Resistance
resistance is the natural reaction to change that occurs when individuals or groups feel threatened by a proposed change.
It can manifest in many different ways, including:
* Denial
* Anger
* Fear
* Lack of motivation
* Loyalty to the old ways
