Leading Change Improving Care Leadership Programme Day 3: - PowerPoint PPT Presentation

Leading Change Improving Care Leadership Programme Day 3: Motivations to change - looking around

Welcome and Introductions

Day 1 : Leadership – a shared understanding Day 5: Sharing leadership Day 2 : Sources of change – looking impact project inwards initiatives and Day 3: Motivations to embedding change – looking change for around future impact - looking outwards Day 4: Creating a climate for change – looking sideways

Motivations to change – looking around

Today’s objectives and agenda Today will focus on Creating a climate for change in your team; How to facilitate change sensitively with staff and colleagues; Understanding reactions to change, and how to build your resilience for change; Building a learning culture in your team, to liberate potential and innovation Building an action plan to continue to develop this change to an engaging culture

Change Leadership Change Management V Change Leadership Are you a change manager or a change leader Management is about doing things right. What do you spend more time doing? It is about coping with complexity in an organised Using control or Using trust way, maintaining plans and controlling the activities Keeping course or Setting course of others. Organising or Inspiring Planning or Innovating Leadership is doing the right things. Telling or Influencing It is about coping with change and creating a future direction, so that other people are inspired to Both are important. follow. “Strong leadership with weak management is not Both functions are important , but most better, and is sometimes actually worse, than the organisations are over-managed and under-led reverse.” John Kotter; What Leaders Really Do

The change equation Beckhard and Harris Ʃ (D x V x F) ˃ R 1. Look at the John Kotter 8 Steps of Change handout 2. Can you apply the Change Equation to each of Kotter’s 8 steps? 3. Complete the activity on the Kotter handout. Think of a change project you are currently leading or involved in. How would you apply Kotter’s model to successfully implement this initaive and get all staff involved and working in the new way? 4. Watch this short video, takes notes and add any new thoughts to task 3.

The steps of change The 8 steps of change Forcefield Analysis Leading Change – John Kotter (Kurt Lewin) Unfreeze – Prepare the way : 1. Increase urgency 2. Build the guiding team Identify / increase drivers 3. Get the vision right Identify / reduce restraints Focus more on reducing restraints Change – make it happen 4. Communicate for buy-in 5. Empower action Create and run a set of integrated actions 6. Create short term wins and communications to help make the desired change a habit Don’t let up Refreeze – Embed change 7. 8. Make change stick Take action to reinforce the change, and to prevent unfreezing

Motivation and change It is valid to treat motivation as a key enabler of - or obstacle to - change To get the best from people you have to work at inspiring and encouraging them to give their best. Motivation isn’t automatic; and everyone works better with encouragement. Individuals are motivated by different things – so knowing their passion can be useful. Engaged staff who feel that the management is fair will be significantly easier to work with during change. Motivated staff who trust you are warmed up already. A manager who says “they are all adults – they know what to do” will hit problems soon into the process.

Motivation and change It is valid to treat motivation as a key enabler of - or obstacle to - change Look at Handout 2 – How to Motivate Others. Use the 9 cards to organise the 9 motivational factors into a Diamond 9 formation. Like this X X X X X X X X X According to the most important to the least important. In pairs identify ones that you do well and ones that need more attention. Use these as a take away pledge.

The Johari Window

The Johari Window

Afternoon – Action Learning Sets ▪ Reminder of ground rules and remember confideciality ▪ Take turns to presenting wicked issues ▪ Set/group questioning ▪ Agreement to take action Enjoy the rest of your day, consider you next steps