Change Management en Final 6

CHANGE MANAGEMENT
ARE YOU A MANAGER OF CHANGE?
www.transportlearning.net
CHANGE MANAGEMENT
“MOANING ABOUT CHANGE IS FUTILE”

YOU
ARE A CHANGE AGENT
AND YOU
ARE PAID
TO COMBAT ENIRONMENTAL CHALLENGES AND CRISES

THROUGH EFFECTIVE MANAGEMENT OF CHANGE
STARTING FROM YOUR OWN ORGANISATION
CHANGE MANAGEMENT
STRUCTURE OF THE TRAINING
1. Psychology of change
2. Why change? Drivers to change
3. How to change? Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
CHANGE MANAGEMENT
LEARNING TARGETS
• To perform effectively a change manager must

• Gain insight in the drivers that drive change
• Master the triggers for change
• Acquire sound knowledge and skills in change management
• Be capable to manage change processes
• Hence gradually adapt organisational missions, strategies, resources

and projects
CHANGE MANAGEMENT
1.Psychology of change
3. Triggers for change
CHANGE MANAGEMENT
PSYCHOLOGY OF CHANGE
• We experience changes physically, mentally and emotionally
• Usually it is subtle and slow but it can be sudden – disrupting our work, dislocating
our relationships or ruining our leisure time. Sometimes we can discern a pattern,
sometimes not
• Sometimes we can explain it, sometimes not

• Changes involves the familiar; sometimes the unknown. Many of us prefer what is
familiar
• Rather than seek change, we continue to live with our old familiar feelings (patterns
and routines)
CHANGE MANAGEMENT
Like ly re actions from the individual
facing with change
Acce
A ccepta
ptan nce
ce Adopt Evaluat e
Schock Denial changes impact
Announcement Anger Confusion Testing Cooper ation Enthousiasm/

Deception
Anno unc eme nt imple men tati on
CHANGE MANAGEMENT

LIKELY REACTION (OF GROUPS OF PEOPLE) TO CHANGE
Yes
Have PRO-ACTIVE CHANGE
RESISTORS
necessary AGENTS
attitude and
BYSTANDERS
skills for
proposed DEFENSIVE
CHANGE
change AGENTS
RESISTORS
IN
No WAITING
Actively Neutral Strongly

Against Supportive
Commitment to Proposed Change
CHANGE MANAGEMENT
LIKELY PHASES IN AN ORGANSATION UNDER CHANGE

THE CHANGE HOUSE
THE THE
CONTENTMENT RENEWAL
THE
SUN ROOM ROOM
LOUNGE
THE THE
DENIAL CONFUSION WRONG
ROOM ROOM DIRECTION
DOOR
DUNGEON PARALYSIS Source: Nick Fry and Peter Killing, Strategic

OF DENIAL PIT Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
CHANGE MANAGEMENT
CHANGE HOUSE : ROOM OF DENIAL
Say Act
“It’s nothing to do with us” Defend the past
“It won’t happen here” Justify the present
“Nobody else can do what Blame everybody else

we do”
Miss the message
“If it isn’t broke don’t fix it”
CHANGE MANAGEMENT
CHANGE HOUSE : ROOM OF CONFUSION

Say Act
“We can’t do anything, it’s Frustration
all been decided”
Withdrawal
“I’m looking for another
job” Blaming management
“The management don’t care, No sense of direction

they’ll just move on”
“What can we do?”

CHANGE MANAGEMENT
CHANGE HOUSE : ROOM OF RENEWAL
Say Act
“We have to keep improving - Understand and work to targets

work smarter not harder”
Accept responsibility
“We’re all part of the same
team” Know what we are trying to
achieve
“Yes, we can do it”
Seek continuous improvement
CHANGE MANAGEMENT
2.Why change? Drivers to change

CHANGE MANAGEMENT
WHY CHANGE? DRIVERS TO CHANGE
• Is your public service or agency able to come up with

answers to problems that have no past and with solutions
to problems that cannot be tackled by remedies of the
past
• If no, it is doomed to loose the essence of its existence

and hence to fade away in redundancy for which nobody is
prepared to pay
• If yes, prepare for change
CHANGE MANAGEMENT
WHY CHANGE?: Theories of change

• Economic theory of change: competition, markets and innovation
• Psychological theory of change: fullfilment of individual needs
• Sociological theory of change: powerful groups

• Cultural theory of change: values, myths, beliefs
• Biology theory of change: survival of the species / planet
• System theory of change: crisis necessitates change
• Political theory of change: opportunities for new politics
CHANGE MANAGEMENT
DRIVERS TO CHANGE
Acts of
Nature/God
New
Regulations New
Technology
Personal fate/
Revised health
budgeting T im e fo r a
C h an g e
New Leadership
Competition /
Competing programs
Changing
Values /
Needs
Institutional Economics
reform Growth/Decline
CHANGE MANAGEMENT
DRIVERS TO CHANGE IN THE MOBILITY COVENANT

CASE IN FLANDERS
• New minister
• Competing political program

from Green Party
• Changing values and needs re

sustainable mobility
• Personal health : high number

of fatalities in road accidents
• Cooperation and partnerships
• Institutional reform
CHANGE MANAGEMENT
DRIVERS TO CHANGE IN THE KOSOVO CASE
• Post war recovery
• Economic development
• Status for Kosovo
• Self -government
• European Vocation
CHANGE MANAGEMENT
The Change Curve
We better start to change
Anticipatory
Reactive
Good
Crisis
Let’s start the change process
OK, we must to change
Strategic
Performance
?
Poor
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
CHANGE MANAGEMENT
The Change Curve
Anticipatory
Reactive
Good
Crisis
Strategic Things are

going well.
Performance
Do we really
need to
change?
Can we
Poor experiment?
Time
CHANGE MANAGEMENT
The Change Curve
Anticipatory
Reactive
Good
Crisis
What needs
Strategic to change?
Performance
Where do we
start?
Can we find
Poor an early win?
Time
CHANGE MANAGEMENT
The Change Curve
Anticipatory
Reactive
Good
Crisis
We need to
Strategic move fast.
Performance
Who can I
Trust?
Where do we
Poor start?
Time
CHANGE MANAGEMENT
3.Triggers for change

CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
Create a Sense of
Produce more Urgency for change Leadership
change and Coalition
of Partners
Create a Vision
Evaluate, and Strategy
consolidate L ead an d
and c o m m u n ic a te
institutionaliz
e new ch an g e
approaches Empower staff and
stakeholders to act
on the vision
Implement new Ensure Resources for
instruments short term projects
and demonstrative and wins
projects
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE IN THE MOBILITY COVENANT

CASE IN FLANDERS
• New regulation and
procedures: the mobility
covenant
• Ensured resources for

demonstrative projects
• Continued committed
leadership and strong coalition
of partners
• Taskforce to steer and

evaluate progress
• Consolidation and
institutionalisation of system
• Affected new programs
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE IN THE KOSOVO CASE
• European Partnership
Action Plan
• Priority Actions
• Capacity Building
projects
• Additional Resources
• Monitoring Progress
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
• Trigger 1: Create a common sense of urgency

• Identify and discuss anticipation to potential crises or looming crises, or
major opportunities for change on objective and on emotional grounds
• Examine market and competitive realities
• Formulate the “why to change”
• Refer to leading and peer scientific research / models / best practice
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
• Trigger 2: Form a Powerful Leadership & Coalition of

Partners
• Assemble a group with enough and potential power to lead the change
effort
• Encourage the group to work together as a team
• Seek strategic partners outside your organisation
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
• Trigger 3: Create a Vision and Strategy

• Create a vision to help direct the change effort
• Develop strategies for achieving that vision
• Define demonstrative actions
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
• Trigger 4 : Empower staff and stakeholders to act on the

Vision
• Change systems, structures that seriously undermine the vision
• Encourage risk taking and non-traditional ideas, activities and actions
• Get rid of obstacles and routines that adverse change
• Facilitate new behaviours by the example of the guiding coalition and

example
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
• Trigger 5 : Ensure resources for Short-term Projects and

Wins
• Ensure budgets and human resources for demonstrative and innovative

projects that have proven to be successful in other countries
• Ensure budgets and committed staff to initiate risk projects
• Hire and promote employees who can implement the vision.(in case you
don’t find them within your organisation, hire expertise for change from
outside)
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
• Trigger 6 : Implement Demonstrative Projects and

Instruments
• Plan for publicly visible improvements
• Facilitate and create those improvements and projects
• Encourage demonstrative projects
• Recognise and reward employees involved in the improvements
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE
• Trigger 7 : Evaluate, Consolidate and Institutionalise New

Approaches, Produce More Change
• Use your increased credibility to change policies, structures and

routines that don’t fit the vision
• Reinvigorate the process with new projects, themes and change agents
• Articulate the connections between the new behaviours and corporate

success
CHANGE MANAGEMENT
TRIGGERS FOR CHANGE

• Trigger 8 : Lead and communicate the
change process
• Use every vehicle possible to communicate the

Yes
new vision and strategies
Have PRO-ACTIVE CHANGE
RESISTORS
necessary
attitude and
AGENTS
• Your change agents and change agents in
skills for BYSTANDERS waiting are the people you rely on
proposed DEFENSIVE
CHANGE
change AGENTS
RESISTORS
IN • Mixed approach to the hesitating and the pro-
No WAITING
active resistors.
Actively
Against
Neutral Strongly
Supportive • The group of the defensive resistors should
not be targeted
Commitment to Proposed Change
CHANGE MANAGEMENT
The 4 communicative approaches for change

Cognitive approach: objective data to convince the
‘rationalist’
Learning approach: Training and guidance on best and

promising practices to convince the ‘learning’
Conversational approach: maintain conversational interactio

with stakeholders to convince the ‘willing’
Coercise approach to the active www.transportlearning.net

resistors and non -willing
CHANGE MANAGEMENT

4.Wrap – Up: Quick Scan on readiness for

change
CHANGE MANAGEMENT
WRAP UP
• Change management involves both generating and

directing the needed changes in an organisation and
mastering the drivers / dynamics of change by organizing,
implementing and supporting the triggers for change
CHANGE MANAGEMENT
Crafting Change
THE CONTEXT
The WHY of
Change
THE CONTENT
THE PROCESS
the WHAT of
The HOW to
change
Change

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CHANGE MANAGEMENT

ARE YOU A MANAGER OF CHANGE?

“MOANING ABOUT CHANGE IS FUTILE”

TO COMBAT ENIRONMENTAL CHALLENGES AND CRISES

STRUCTURE OF THE TRAINING

• To perform effectively a change manager must

• Master the triggers for change

• Acquire sound knowledge and skills in change management

• Be capable to manage change processes

• Hence gradually adapt organisational missions, strategies, resources

STRUCTURE OF THE TRAINING

• Sometimes we can explain it, sometimes not

Announcement Anger Confusion Testing Cooper ation Enthousiasm/

Anno unc eme nt imple men tati on

Actively Neutral Strongly

Commitment to Proposed Change

THE CHANGE HOUSE

DUNGEON PARALYSIS Source: Nick Fry and Peter Killing, Strategic

CHANGE HOUSE : ROOM OF DENIAL

“It’s nothing to do with us” Defend the past

“It won’t happen here” Justify the present

“Nobody else can do what Blame everybody else

CHANGE HOUSE : ROOM OF CONFUSION

“The management don’t care, No sense of direction

“What can we do?”

CHANGE HOUSE : ROOM OF RENEWAL

“We have to keep improving - Understand and work to targets

STRUCTURE OF THE TRAINING

2.Why change? Drivers to change

WHY CHANGE? DRIVERS TO CHANGE

• Is your public service or agency able to come up with

• If no, it is doomed to loose the essence of its existence

• If yes, prepare for change

WHY CHANGE?: Theories of change

• Sociological theory of change: powerful groups

DRIVERS TO CHANGE IN THE MOBILITY COVENANT

• Competing political program

• Changing values and needs re

• Personal health : high number

• Cooperation and partnerships

DRIVERS TO CHANGE IN THE KOSOVO CASE

• Post war recovery

• Status for Kosovo

Strategic Things are

STRUCTURE OF THE TRAINING

2. Why change? Drivers to change

3.Triggers for change

TRIGGERS FOR CHANGE

TRIGGERS FOR CHANGE IN THE MOBILITY COVENANT

• Ensured resources for

• Taskforce to steer and

• Affected new programs

TRIGGERS FOR CHANGE IN THE KOSOVO CASE

TRIGGERS FOR CHANGE

• Trigger 1: Create a common sense of urgency

• Examine market and competitive realities

• Formulate the “why to change”

• Refer to leading and peer scientific research / models / best practice

TRIGGERS FOR CHANGE

• Trigger 2: Form a Powerful Leadership & Coalition of

• Encourage the group to work together as a team

• Seek strategic partners outside your organisation