Change theory and implementation 2018
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Combining the work of John Kotter and William Bridges, this is Change Leadership applied to Nursing; shared at the 2018 NH Nurses Association Nursing Leaders event.
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Change theory and implementation 2018
- 1. Change Theory and Implementation Kris Mailepors Bushido Leadership LLC Northwestern Medical Center Ph (802)-342-8735 kris@bushidoleadership.com Tw: @bushidoleader
- 2. Change Theory and Implementation SESSION OBJECTIVES 1. Describe the three phases of transition 2. Develop flexible strategies to adapt to the varying needs a clinical team 3. Identify new ways to communicate change effectively
- 6. Two Things to Consider 1. What makes handling change so challenging? 2. What does this quote mean to you:
- 7. What’s Different about change? Stability was the norm, and we had episodic change Continuous change is the norm
- 8. Changes just keep coming!!! From outside… • Market conditions • New technologies • New software • New regulations From inside… • New Managers • New team structures • New policies • Reduced budgets • New or unclear expectations
- 9. What’s your change? What keeps you up at night? From outside… • Market conditions • New technologies • New software • New regulations From inside… • New Managers • New team structures • New policies • Reduced budgets • New or unclear expectations
- 10. Change is good…is it? …Change usually benefits the organization by solving a problem or creating greater efficiency however… …It pays much more attention to the finances, strategy, and technology than to the people who have to make it work THERE IS THE ISSUE
- 11. Change vs. Transition Change is … – Situational; something starts or stops. Transition is … – The gradual process of psychological adjustment that happens inside us as we adapt… It is the TRANSITION, not the change, that people resist
- 13. The Three Phases of Transition
- 14. Why is transition resisted? • People have a personal connection to how they work; people are giving up a part of their personality • Fear of the unknown; doing and being what they have never done or been before
- 15. The Three Phases of Transition
- 16. What has ended…what is lost? • Turf • Status • Power/influence • Autonomy • Relationships • Memberships • Routine/structure • Meaningful work • Control of work • Personal Identity • Competence • Personal Future • Trust in employer or manager
- 17. Doing a Loss Analysis Note on the grid who is losing what
- 18. Dealing with an ending? Denial Anxiety AngerBargaining Sadness/ Depression
- 19. Handling those dealing with endings and loses Behaviors: Flip attitude, evasion, skepticism, refusal to accept the reality of the situation Actions: – explain the change and the reasons – Give examples of peers who are changing or learning – Give examples of the need for this new (system/approach/technology)
- 20. Handling those dealing with endings and loses Behaviors: Resentment, rumor mongering, nervousness or stress, decreased productivity and effectiveness Actions: – Encourage talking and listen carefully – Don’t talk them out of feelings; offer a different point of view if you have one – Give positive feedback on their progress, if genuine – Offer accurate information to dispel rumors
- 21. Handling those dealing with endings and loses Behaviors: Grumbling, irritation, rage, mistakes, aggressiveness, foot dragging, vandalism, indignation Actions: – Listen and acknowledge anger – Don’t talk them out of it – Don’t assume blame for their anger – Don’t collude/agree with them – Recommend involving HR if extreme
- 22. Handling those dealing with endings and loses Behaviors: Attempts to get out of the situation, attempts to make deals or promises relating to the old way, negotiation Actions: – Keep realistic plan in sight – Don’t be swayed by promises or negotiations – Reinforce situation as it is – Don’t get into problem solving or bargaining with them – Gently remind them of reality
- 23. Handling those dealing with endings and loses Behaviors: Silence, “down,” or disheartened, tearfulness Actions: – Acknowledge, sympathize and reach out. – Initiate conversation and ask questions to draw them out – Encourage talking and sharing feelings either one-on-one or in small supportive groups – Promote supportive group events, interaction, or impromptu fun – Recommend to HR if appropriate
- 24. The Three Phases of Transition
- 25. Critical part: THE NEUTRAL ZONE Emotions of the Neutral Zone: –Confusion –Apprehension –Detachment –Interest/Eagerness
- 26. Communication during transition feels risky… There cannot be too much communication during the Neutral Zone. It is the difference between a bearable situation and a disaster. Two main kinds of communication in this zone:
- 27. 1. Communication designed to show CONNECTION and CONCERN. 2. Communication that clarifies the PURPOSE, the PICTURE, the PLAN, and the PART.
- 28. 1. Communication designed to show CONNECTION and CONCERN MANAGERS and leaders must keep communicating not just for more information but to show that they care. Isolation can be easily amplified during a time of transition.
- 29. 2. Communication that clarifies the PURPOSE, the PICTURE, the PLAN, and the PART. Purpose The “why’s” of the change. Purpose can serve to clear up confusion and help people see through obstacles Picture Vision of the outcome; the light at the end of the tunnel, a destination. (use an analogy—1st day)
- 30. 2. Communication that clarifies the PURPOSE, the PICTURE, the PLAN, and the PART. Plan beyond just the destination, this is the roadmap that leads there. These are step-by-step actions to get through the Neutral Zone. Part Successful transition depends on the people involved. They all play a part. Know yours, know theirs, make sure they know theirs.
- 31. The Three Phases of Transition
- 32. What are the basics of communication during a transition? YOU CAN’T OVER COMMUNICATE!
- 33. What are the basics of communication during a transition? 1. Repeat the message 6 times (really?) 2. Vary the medium 3. Ensure 2-way communication
- 34. What are the basics of communication during a transition? 4. Consider timing 5. Ensure consistency 6. People trust behavior over words 7. Understanding is more important than agreement
- 35. What are the basics of communication during a transition? 8. Listening is twice as important as talking 9. Tell the truth, the good news and the bad 10. People usually complain before they create
- 36. Creativity & Learning 1. Encourage experimentation and risk taking 2. Expose individuals and groups to new & diverse perspectives 3. Provide the workforce with stimulating and interactive settings 4. Use feedback mechanisms 5. If appropriate, help people revise their career plan within the new change
- 37. The Three Phases of Transition
- 38. Getting to the … 1. Provide people with a low-risk opportunity to practice or gain familiarity 2. Work collaboratively 3. Focus on efforts and achieve a few “quick successes” 4. Build RESPONSIVENESS and FLEXIBILITY into your routine; adjust!
- 39. Getting to the … Change’s Nemesis: REVERSION How can you prevent reversion? Cycle: Promote – individual love – measure Promote/ train 1-1 Attention Measure
- 40. Things to remember! 1. You have to end before you begin: o People go through transition at different speeds o People may be affected by different things 2. Between the end and the new beginning, there is a hiatus: that hiatus can be creative 3. *Most* organizations are running a deficit in transition management
- 41. Change Theory and Implementation SESSION OBJECTIVES 1. Describe the three phases of transition 2. Develop flexible strategies to adapt to the varying needs a clinical team 3. Identify new ways to communicate change effectively
- 42. People May Hate Change… …But they love Progress Reference: www.wmbridges.com; www.linkageinc.com