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Changing Mindset

Resistance to change
Why people dont want to change ?
situation is good enough / fear of unknown stability of organisation to unstability bad past experiences Values people perceive what you will win and what they will lose People dont resist change, they resist being changed
2 Mindset

routine behaviour

Factors to facilitate change


Benefits versus cost (disconfort not to change) Simplicity versus complexity Possibility of trial The enthousiasm of a group of pioneers Freedom of controlling ones path to achieve the expected outcome :
1) Define the outcome you want 2) Suggest a path to achieve it 3) Allow people to reject your path as long as they choose an alternate route to the same destination 3
Mindset

The classical method


1. 2. 3. 4. 5. 6. 7. 8. Create urgency Form a powerful coalition Create a vision for change and a strategy Communicate the vision Remove obstacles Show short-terms wins Build on the change Anchor the changes in organisational culture
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The classical method


1. Create urgency : if not, with the first difficulties, everyone will find good reasons to
postpone

2. Form a powerful coalition : alone you cant move mountains, only a team gathering
power, expertise, leadership and trust can succeed in implementing change

3. Create a vision for change and a strategy : a vision for future that is attractive and 4. Communicate the vision : do not under-estimate efforts to share the vision to the whole
organisation
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believable is essential to gather enegies

5. Remove obstacles : Leaders must delegate implementation management but they must
also provide support when organisation resist

6. Show short-terms wins : if not, some key-players may abandon you 7. Build on the change : Change must go on quickly 8. Anchor the changes in organisational culture : culture and values must be conform
with new behaviours and rules , if not change wont stick

1 - Create urgency
For change to happen, it helps if the whole organisation really wants it. Develop a sense of urgency around the need for change.
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This isn't simply a matter of showing people problems or talking about increased competition. Open an honest and convincing dialogue about what's happening. What you can do:
Identify potential threats, and develop scenarios showing what could happen in the future Examine opportunities that should be, or could be, exploited Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking Request support from outside stakeholders to strengthen your argument.

2 - Form a powerful coalition


You can find effective change leaders throughout your organization they don't necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. What you can do:
Identify the true leaders in your organization Ask for an emotional commitment from these key people Work on team building within your change coalition Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your organisations
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- Create a vision for change


The vision has to be attractive, ambitious, but realist, believable A clear vision that people can grasp easily and remember No jargon but metaphors Guides the change effort Gives a meaning to the efforts + a strategy that can achieve that vision Practice your vision speech often !
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Mindset

4 - Communicate the vision


Talk often about your change vision Openly and honestly address peoples' concerns and anxieties Apply your vision to all aspects of operations from training to performance reviews. Tie everything back to the vision Lead by example.
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Mindset

5 - Remove obstacles If
structure prevent progress leader must act face directly the problem with them provide training show where is your priority
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Some managers block necessary measures Efforts are ruined by lack of skills HR systems unfit

6 - Show short-terms wins


Nothing motivates more than success. Give your organisation a taste of victory within a year Without this, critics and negative thinkers might hurt your progress. What you can do : - Create short-term targets not just one long-term goal. - Early targets must be easy - Rewards people that help to meet the targets
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7 - Build on change
After beginning change always new necessary works appear After every win, analyze what went right and what needs improving Set goals to continue building on the momentum you've achieved.
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8 - Anchor the changes


- Culture can change only when practive has already changed.
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- Declare victory. Tell success stories. Commemorate. - Publicly recognize key members of your original change coalition - Include the change values when hiring and training staff

Adopting a new mindset




From foes & friends to allies / opponents : youre with me of against me ? choose your side, dude ! he is my friend, so he will side with me

consequences :
giving over importance to extremes disdaining of hesitating persons
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Mindset

The map of players


Enable to locate people
For a given objective
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At a specific moment

The map of players


Synergy
+4 Mindset -1 -2 -3 -4

High synergy

+3

+2

Low synergy
+1

Antagonism
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Low antagonism

High antagonism

The map of players


Synergy
Take initiatives
W/ unquali fied support

+4

But gives up w/o support

+3

Do not take initiatives

But follows Our initiatives

+2

+1
Wont follow

Antagonism
-1
Passive

-2
Uses power To get a good deal

-3
Surrenders If not strongest

-4
Whatever the price

Willing to negotiate

Not willing to negotiate

Mindset 17

The map of players


Synergy

Objective :.......................................................... Date :................................................................ Names 1 :...................................................................... 2 :...................................................................... 3 :...................................................................... 4 :...................................................................... 5 :...................................................................... 6 :...................................................................... 7 :...................................................................... 8 :...................................................................... 9 :...................................................................... 10 :.................................................................... 11 :.................................................................... 12 :.................................................................... 18 13 :.................................................................... 14 :.................................................................... 15 :.................................................................... Mindset

+4

+3 +2

+1 -1 -2 -3 -4
Antagonism

The map of players


Synergy

+4 7 +3 2 +2 5 +1 1 -1 6 -2 -3 8

1. 2. 3. 4. 5. 6. 7. 8.

Passives Hesitants, waverers Torn, schizo Revolutionaries Opponents Moaners Militants, zealots Gold Triangle

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Antagonism

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1 - passives, silent majority


Their attitude
not concerned by the project, no personal opinions, not a big deal will do nothing can slip into opposition if forgotten they do not like uncertainty
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Your behaviour
keep them updated, show them consideration be the boss: give them order in a way which cause them to be minimally disrupted our final target

2 - hesitants
Their attitude
have points for and against the projects, often relevants points (+2, -2) can be active to get a better understanding, even w/o you (+3, -3) have a short path to become allies or opponents
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Your behaviour
priority target, keep them informed consult them, argue, make them think show that you take really their opinion into account

- torn people
Their attitude
enthusiastics, full of energy, the first to buy your project they take initiatives, sometimes too much they do not appreciate being contradicted, and can change opinion with the same energy
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Your behaviour
be careful : keep them in control give them limited objectives

4 - revolutionaries
Their attitude
your project contradicts their own, and they will do whatever to oppose yours they are not in a discussion mood

Your behaviour
do not spoil time with them, they wont change their opinion use your allies to isolate them and show their fanatism if necessary, have your allies attack them
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Mindset

5 - opponents
Their attitude
they carry a significant activity against your project they are in a discussion mood and try to convince you that your project is wrong

Your behaviour
not your target, dont spoil your energy on them do not answer to them, it will give importance to their arguments use usual negotiation technics (salami, may i go on, and your sister, etc.) respect them as opponents
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Mindset

6 - moaners
Their attitude
they express their disagreement, they moan, but do nothing real against the project
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they can "contaminate" passive

Your behaviour
listen to them : they are a good source of info tell them things that you would like everybody to know

7 - militants, allies
Their attitude
followers or zealots, they agree with your project, as it is, and trust you to go through it they are willing to do anything, but sometimes are not good at arguing for the project, because of lack of credibility

Your behaviour
accept them as they are, spend time with them give them things to do, to say, people to meet make them experiment difficulties to train their skills ask them what they can do
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Mindset

8 - golden triangle
Their attitude
they can carry on a true activity for the project and take initiatives they take the defense of the project against opponents they have a critical mind and somewhat disagree with the way you lead the project
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Your behaviour
detect them, and select them as efficient engine spend time with them, make them participate support them when they express their opinion

Action communication principles


information consultation
Mindset

allies

participation

information consultation

opponents

information isolation
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Action management principles


participating

negociation

opponents

direct orders imposing


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Mindset

allies

Action for relational situations


meetings

interpersonnal meetings (if allies) interpersonnal

opponents

meetings
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Mindset

allies

The Strategy of Allies


1 - detect your allies If not enough, go look for them
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mobilise them organise them

2 - accept your allies as they are Do not neglect allies because they are not perfect, your are not neither

The Strategy of Allies


3 - gives consideration to your allies Give them power Spend 99% of your time with them 4 - mobilise your allies From I will do somethong for you to you will do something for our common goal

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The Strategy of Allies

6 - use your allies to fight your opponents Provide them with arguments and advices

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5 - use your allies to get new allies

a Project does not die because of opponents but because of lack of organised allies
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