Business tools Change Management Team Development
Dec 18, 2015
Business tools
Introduction
Developing Team Effectiveness
Reviewing Team Goals
Delivering Business Benefits
Working Together
Prioritising and Planning
Review and Next Steps
Agenda
Introduction
Business tools
The challenge of change
“It should be borne in mind that there is nothing more difficult to arrange, more doubtful of success, and more dangerous to carry through than initiating changes . . .
The innovator makes enemies of all those who prospered under the old order and only lukewarm support is forthcoming from those who would prosper under the new”
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Contracting Template One
What do I expect of you?
Facilitator
Manager
Fellow participants
Business tools
Contracting Template Two
What do I think you expect of me?
Facilitator
Manager
Fellow participants
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Ground Rules
What behaviours are going to help us achieve our objectives and to meet our mutualexpectations?
Business tools
Introduction
Developing Team Effectiveness
Reviewing Team Goals
Delivering Business Benefits
Working Together
Prioritising and Planning
Review and Next Steps
Agenda
Developing Team Effectiveness
Business tools
Team development is . . .
Working with a group/team to assist them to work more effectively as a whole
Business tools
Team effectiveness
Goals
What the team is to accomplish
Clear, shared goals
“SMART”
Understood and owned by everyone
Processes
How the team works
Planning
Decision-making
Communication
Monitoring and control
Allocation of work
Roles
Who does what
Individual responsibilities are clear
All “types” of team roles are covered
Leadership responsibilities defined
Relationships
How the team members Interact Conflict Feelings/emotions Attitudes Values Motivation
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A hierarchy of team effectiveness
Environmental factors
Goals
Roles
Processes
Relationships
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Stages of team development
Stage
Forming
Characterised by
Storming
Attempt to identify tasks and how group will accomplish them
Discussion of symptoms or problems peripheral to the tasks
Decisions on type of information required
Hesitant participation
Minimal task accomplishment
Personal agendas uppermost
Dispute about focus/priorities
Experimentation
Infighting, defensiveness and competition
Resistance to task demands because they interfere with personal needs
Minimal task accomplishment
Polarisation of team members
High energy or withdrawal
Business tools
Stages of team development
Stage
Norming
Characterised by
Performing
Acceptance of team, team norms and own roles
Establishment and maintenance of team boundaries
An attempt to achieve maximum harmony by avoiding conflict
Sense of team cohesiveness
Moderate task accomplishment
Proactive problem-solving
Members experience insight into personal and interpersonal processes
Collaborative conflict resolution
Looking for improvements in team efficiency
Goals are achieved and exceeded
Looking back/nostalgiaMourning
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Goals + Roles + Processes + Relationships
Forming + Storming + Norming + PerformingDevelopment Stage
Team Concerns
Team performance links
?
Business tools
Introduction
Developing Team Effectiveness
Reviewing Team Goals
Delivering Business Benefits
Working Together
Prioritising and Planning
Review and Next Steps
Agenda
Reviewing Team Goals
Business tools
Agree sub-team mission statement
What are we here to do?
One sentence to describe the ”raison d’être” of the sub-team; what it does and wants to do; the boundaries of its activities; the main beneficiaries, stakeholders, customers, etc
Business tools
Agree strategic objectives
What are our key objectives?
1.
2.
3.
4.
5.
6.
Broad statements of strategic intent, focusing on desired outcomes. Exclude measures, and activities. 4-6 maximum
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Define strategic objectives
Strategic Objective 1 (etc)
Description (emotional, gut-feel)
Measures (indicators of achievement in ST, MT, LT)
Business tools
Now undertake two exercises
(Brief) paper review, gallery-style
Review feedback from
Key player survey
Customer survey
Then go back into sub-teams
In terms of our objectives
What have we got right?
What have we got wrong?
What have we missed?
What should we do differently?
In plenary answer the same question for the change management team as a whole. Who else has responsibilities and what are the respective roles. Introduce Accountability charting
Business tools
Accountability Charting
Most common forms:
Responsibility chart
Inter-accountability chart
RACI chart
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Responsibility chart
What needs to be done? By whom? By when? Other eg resources/assumptions?
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Inter-accountability matrix
Key: S = SharedP = Prime C = Contributory R = Provide resources
Team membersA B C D E
Responsibility 1
Responsibility 2
Responsibility 3
Responsibility 4
Responsibility 5
P C
S S R
P
R
C
C
Responsibility
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The RACI chart
Roles of Participants
Decisions orActivities
A C I
R C
C I R A
R A
I A C
A I R C
Type or Degreeof Participation
C
R = Responsible A = Approves/Accountable C = Consulted I = Informed
Business tools
The change process and the transition state
Low stability
High emotional stress
High, often undirected energy
Control becomes a major issue
Past patterns of behaviour become highly valued
Conflict may increase
TransitionState Desired
State
Typical characteristics of the transition state
PresentState
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Comfort Zone
ComfortZone
Growth
Pain
RiskChallenge
Opportunity
Fear
ProgressChange
Danger
Self Esteem
Excitement
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Breaking the habit - The formula for initiating change
D x V x P > C
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P
C
Dissatisfaction
Vision of the future
Practical first steps to change
The perceived cost (material, psychological) of change
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For change to be initiated successfully, all of the elements must be present , or else . . .
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Dysfunction
Ulcers
Short term interest
Academic theory
Hope
Advocacy
Success
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Urgency and Vision
How is FATP doing?
What is the implications?
What should/can we do?
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Objectives
To optimise the performance of the change management team by:
Updating on FATP and reviewing feedback
Confirming scope, objectives etc and roles in delivering the change
Discussing the principles of effective change
Reviewing change tools/techniques
Identifying ways to improve team effectiveness
Output
Individual, sub-team and change team plans
Business tools
Agenda
Day 1
Introduction
Developing Team Effectiveness
Reviewing Team Goals
Delivering Business Benefits
Review of Day 1
Day 2
Working Together
Input and Exercises on change agent skills
Prioritising and Planning
Individual, sub-team and change team plans
Business tools
Introduction
Developing Team Effectiveness
Reviewing Team Goals
Delivering Business Benefits
Working Together
Prioritising and Planning
Review and Next Steps
Agenda
Delivering Business Benefits
Business tools
Learning from Kotter’s experience
Error Eight steps to transformation
Not establishing a great enough sense of urgent No 1 Establish a sense of urgency
Not creating a powerful enough guiding coalition No 2 Form a guiding coalition
Lacking a vision No 3 Create a vision
Under-communicating by a factor of ten No 4 Communicate the vision
Not removing obstacles to the new vision No 5 Empower others to act of the vision
Not systematically planning for and creating short term wins
No 6 Plan and create short term wins
Declaring victory too soonNo 7 Consolidate improvement and produce still more
change
Not anchoring changes in the culture of the business No 8 Institutionalise new approaches
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Roles within the change process
InitiatingSponsor
DesiredState
PresentState
SustainingSponsors
ChangeTargets
ChangeAdvocates
ChangeAgents
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ChangeAgents
InitiatingSponsor
Roles within the change process
DesiredState
PresentState
SustainingSponsors
ChangeTargets
ChangeAdvocates
Business tools
Established members of an organisation may initially be strong opponents but make the best advocates if you can convert
them. They may have to be your first targets
Advocate
Is seen to support the change
Can lead the way in adopting the changed situation/approach
Is respected (in the appropriate places)
Wants the change, but needs sponsorship to initiate it
Business tools
ChangeAgents
Roles within the change process
DesiredState
PresentState
SustainingSponsors
ChangeTargets
ChangeAdvocates
InitiatingSponsor
Business tools
Initiating sponsors will need to provide leadership throughout the project, not only at the launch
Initiating sponsor
Gives the project ‘legitimacy’
Must want the change and be seen to want the change
Must have the necessary seniority
May not play a day to day part but must be available to provide support and backing when needed
Business tools
ChangeAgents
Roles within the change process
InitiatingSponsor
DesiredState
PresentState
ChangeTargets
ChangeAdvocates
SustainingSponsors
Business tools
Sponsorship must cascade throughout the organisation to avoid ‘black holes’ developing where change momentum is lost
Sustaining sponsor
Provide day to day management backing for specific activity
Must have clear, agreed and measurable targets
Must want the change and be seen to want the change
Business tools
ChangeAgents
Roles within the change process
InitiatingSponsor
DesiredState
PresentState
SustainingSponsors
ChangeAdvocates
ChangeTargets
Business tools
Almost everybody involved will be a target at some point even if they then take on another role
Target
Is someone who will have to change
May not be aware of the change that is needed
Is probably already too busy
May not want it anyway . . .
Business tools
Roles within the change process
InitiatingSponsor
DesiredState
PresentState
SustainingSponsors
ChangeTargets
ChangeAdvocates
ChangeAgents
Business tools
Becoming a change agent, particularly in the initial stages of the project, can be difficult and support is essential
Change agent
Have to facilitate the changes (do the training, hold the workshops, produce the material etc)
Must want the change, be seen to want the change and model the new behaviours
Must have a sustaining sponsor who ‘lends’ their authority
Must have clear, agreed and measurable targets
Business tools
The change agent’s dilemma . . .
The sponsor needs to make his/her commitment clear to the target (ie “I’m behind this 150%”)
Sponsorship cannot be delegated to agents
Agents cannot legitimise change
Only sponsors can legitimise change
. . . is the sponsor’s challenge
Business tools
Sponsorship is critical to successful change
“Initiating” and “Sustaining” sponsors must never attempt to fulfill each other’s functions
Sponsorship cannot be delegated to agents
Weak sponsors must be educated or replaced, or failure is inevitable
Cascading sponsorship must be established and maintained
Principles of sponsorship
Business tools
A guiding coalition, and roles in change
How is FATP doing?
What are the implications?
What should/can we do?
Business tools
The path to commitment
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VIII. Internalisation
DispositionThreshold
CommitmentThreshold
VII. Institutionalisation
VI. Adoption
V. Installation
IV. Positive perception
III. Understand the change
II. Awareness of the change
I. Contact
Unawareness Confusion Negativeperception
Decision not toattempt/support
installation
Change abortedafter initialutilisation
Change abortedafter extensive
utilisation
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Who needs to be committed?
Number of people
Le
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req
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Awareness
Understanding
Acceptance
Commitment
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Criticalness to change
Impact of changeon group
Low
High
Address concerns
Partial involvement required
Active full timeinvolvement required
Keep informed
Identifying the impact on stakeholder groups
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Tailoring the communication effort
Number of people
Le
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Awareness
Understanding
Acceptance
Commitment
Quad 1 2 3 4
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Communicating the vision and building commitment
How is FATP doing?
What are the implications?
What should/can we do?
Business tools
Experience shows that resistance to change is inevitable
Differences in perception are a major cause of resistance
Resistance is a force that slows or stops movement
Perception of negative outcome
Expectations do not match reality
Lack of ability (perceived or actual)
Habit
Others resist
Change overload
Why do people resist change?
Manager’s mental modelsIndividual’s mental
models
Business tools
Dysfunction occurs because of the aggregate impact of several changes
75 pointsPrince William
Examples of multiple changes that require assimilation effort
Assimilation Points Used
100 pointsThe Euro
100 pointsI-buy
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300
500
1000
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400
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700
900
200 pointsLaser
400 pointsBSC
400 pointsOCP
550 pointsService Culture
800 pointsBereavement
700 pointsDivorce
Macro
Organisational
Micro
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Dysfunctional behaviour can reduce or delay the business benefits of the project – and increase project cost
Change related dysfunction
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1994 1995 1996 1997 1998 1999 2000 2001
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4000
600 PtsBrief irritation that diverts attention from work
Poor communication/reduced trustReduced risk taking
Blaming/defensivenessPoor decision making
Venting frustration at homeIncreased error rates/accidents
Inappropriate outbursts at officeFeeling victimised/unempowered
Chronic absenteeismStress related health disorder
Malicious complianceCovert undermining of leadership
Substance abuseStrike
SabotageFamily abuse
Violenceetc
Time
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Em
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Active
Emotional response to negative change
Time
Shock
Anger
Bargaining
Testing
Depression
Stability
Adjustment
Denial
Passive
E
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Kub
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Ros
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When a change is perceived as positive
Pessimism
1. Uninformed Optimism(Certainty)
2. Informed Pessimism(Doubt)
3. Hopeful Realism(Hope)
4. Informed Optimism(Confidence)
5. Completion(Satisfaction)
D
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Con
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Opting Out
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The impact of the transition state
Level of performance
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1. Reduced performance
2. Old ways re-invented
3. New ways adopted in part
4. Institutionalised
7. Business benefit achieved
6. Cost of change
5. Period of transition
Time
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En
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Active
Raising people’s ability to cope with change means providing a sense of control
TimePassive
Communication, consultation and engagement provide increasing levels of understanding of and input to change
3000
2000
1000
Communicate EngagementConsult
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People react to change by . . .
Adopting coping responses
Assimilating change – up to their personal capacity at the time
If overloaded: demonstrating dysfunctional behaviour
Resisting
How can we help people through change?
By raising their ability to cope
By surfacing and addressing resistance
Business tools
Fully understand the consequences of decisions Learn to accept these consequences and become
resolute
The importance of surfacing resistance earlyR
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Time
Ignored or suppressed resistance is likely to surface at a high pressure point in the programme
Resistance to change We need to surface resistance early so that people
Ideal
Dangerous
Implement
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Creates ownership
Builds awareness, gains input and helps generate positive feeling
Helps build awareness
One-way communication (written, electronicor presented) is insufficient
The first steps in managing resistance
Engagement
Consultation
Communication
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Tackling other obstacles
Results
No change
Superficial change
Short-term change
Distorted change
Failure to demonstrate sufficient initiating sponsorship
Inability to generate sufficient sustaining sponsorship
Symptoms
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T
InitiatingSponsor
No SustainingSponsors
BlackHole
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“Change the change, change the culture, or prepare to fail!”
Belief Behaviours Assumptions
Current Culture
Introducing a change that is radically different from the existing culture is difficult to achieve
Attempts to introduce changes that are generally consistent with the current culture are usually successful
“Change the change, change the culture, or prepare to fail!”
Business tools
The need for cultural alignment
Beliefs, behaviours,and assumptions
required by the change
Existing beliefs,behaviours, andassumptions
Existing Culture Change
The extent to which new beliefs, behaviours, and assumptions are congruent with the existing culture
Degree of consistency:
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Building the capacity for continuous change
DesiredState
PresentState
Capacity for change
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Detecting the culture
What do leaders measure, reward, control?
Leaders’ reaction to critical incidents
Who are the role models?
Criteria for recruitment, promotion, retirement and departure
Formal and informal socialisation: rituals and rites of passage
Stories and myths about key people and events
Organisation and physical design
Ed Schein
Business tools
Rituals and routines
Organisationalstructures
Stories and myths
Power structures
Symbols
Control systems
Shared assumptions and beliefs
The cultural web
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The individual mindset – the building block of culture
SkillKnowledge
Social roleValues
Self imagePersonality traits
Motivation
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Mindset
The levers of change
Skills and behaviour
Organisation
Structure
HR Processes
Leadership
Process and
systems
Performance Review
Vision Results
Customer focus Competencies for new
processes
‘New World’
Leapfrog Laser GSTP
FACT Finance Forum
OCP
Business tools
Institutionalise new approaches
How is FATP doing?
What are the implications?
What should/can we do?
Business tools
Introduction
Developing Team Effectiveness
Reviewing Team Goals
Delivering Business Benefits
Working Together
Prioritising and Planning
Review and Next Steps
Agenda
Working Together
Business tools
Change Team Map - Bubble Chart
Identify a significant change that you are involved in
List all the people who have an impact on that change (formally and informally). Name individuals rather than job titles or depts
In the centre of a blank page, write your name and a brief description of your responsibility for the change
Draw circles for each of the people listed in step 2. Represent how closely or frequently you work with each person by how closely you draw their circle
Represent the importance of each relationship by the thickness of the line and the nature of the flow of information with arrows
Business tools
Change Team Map - Bubble Chart
PeterClear vision and
direction. Coaching
JohnLiaise with
unions
StephenPutting plans
into action
EvaTranslating broad
goals into practical steps. Communicating
with the team
LauraPutting plans
into action
Business tools
Contracting Exercise
My Role
Actions & Behaviours
What they want from me?
What I wantfrom them?
Possible conflictareas/obstacles
Suggested ActionsChange Team Members
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The role of the change agent
The change agent is the essential link between the sponsor, who legitimises the change, and the targets, who actually change. Therefore change agent skills are critical to successful implementations
In addition to “technical” knowledge and skills in their specialist area, change agents must be able to apply a wide range if interpersonal skills, based on what is increasingly be called “emotional intelligence”
The foundation of emotional intelligence is self-awareness
Business tools
Emotional intelligence
Listening
Influencing
Conflict Resolution
Confronting
Coaching
Feedback
etc
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Differential responses to change
A key factor in the application of change agent skills is the ability to understand the other persons “frame of reference”
One useful way of categorising frames of reference is to understands the degree to which the other person is primarily a:
An intuitor
A thinker
A feeler
A sensor
Business tools
Thinker - Characteristics
Ineffective application
Verbose
Indecisive
Over-cautious
Over-analysis
Unemotional
Nondynamic
Controlled and controlling
Over serious, rigid
Effective application
Effective communicator
Deliberative
Prudent
Weighs alternatives
Stabilizing
Objective
Rational
Analytical
Business tools
Thinker - Behaviours
Typically:
Works in a steady, tenacious manner
Relies upon observation and rational principles (logic)
Avoids emotionalism
Is sceptical towards novel departures form what’s been proven out in the past
Is sceptical of own initial reactions and those of others until tested and analysed
Prefers to “sleep” on new ideas before making a commitment
Avoids being swept away by needs of the moment or emotional fervour
Under Stress:
Can be overly cautious – to the point of indecision
Is likely to appear rigid and insecure
Is concerned with correctness at the expense of timely exploitation of opportunities
Appears emotionally “out of touch”, task oriented
Is at times unwilling to depart from established methods and routines
Business tools
Sensor - Characteristics
Ineffectiveness application
Doesn’t see long range
Status seeking, self-involved
Acts first, then thinks
Lacks trust in others
Domineering
Arrogant
Effective Application
Pragmatic
Assertive, directional
Results-oriented
Objective – bases opinions on what he or she actually sees
Competitive
Confident
Business tools
Sensor - Behaviours
Typically:
Is a doer, moves ahead resourcefully, seems to move mountains
Thrives on working on a variety of project tasks at once
Has an incredible ability to get things done
Will commit to things only after he or she thinks it’s likely to work
Must be able to understand and relate to proposed action to his or her direct experience or finds it difficult to proceed
Learns best by doing,not by theoretically or conceptually analysing the situation
Is direct and decisive
Relieves anxiety by acting
Is well organised, pragmatic, hard-driving
Imposes high standards for self and others
Under Stress:
Is somewhat impatient acts impulsively, and likes short-term results but lacks long-range vision
Is overreactive to diverse opinions that represent resistance for caution and movement
Has a tendency to ride roughshod over feelings of others
Is likely to construe loyalty as a degree to which other agree with or help him or her
May demonstrate “tunnel vision”
Business tools
Intuitor - Characteristics
Ineffective application
Unrealistic
“far out”
Fantasy-bound
Scattered
Devious
Out of touch
Dogmatic
impractical
Effective application
Original
Imaginative
Creative
Broad-gauged
Charismatic
Idealistic
Intellectually tenacious
ideological
Business tools
Intuitor - Behaviours
Typically:
Is a fast, deep thinker
Questions him or herself and others, therefore doesn’t take things for granted
Seems at times to know things before others
Resents being hemmed in or required to operate in a well-defined manner
Enjoys creating own structure out of disorder
Cuts through traditional thought and able to see profitable new directions and solutions
Is concerned with the big picture
Can be impatient – irritated with other who demand detail
Can be more concerned with developing ideas than putting them into practical use
Under Stress:
May be seen by others as detached or overly intellectualised
At times, uncompromising and impractical
More concerned with development and defence of ideas than in translating them into more visible forms or trying to adapt them to the suggestions of others
Avoids the tedious, nitty-gritty details
Business tools
What is your primary frame of reference?
Thinker Intuitor
Sensor Feeler
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Levels of listening
Active Listening Asks questions, clarifies understanding, reflects and summaries
Attentive Looks at speaker, nods, reacts non verbally replays to self
Anticipative Listens mainly for opportunity to contribute Preparing contribution instead of listening
Distracted By speaker – dress, voice, languageBy external stimuli – sight, sound, sensation
Yes Dear Actively thinking about, reading, or doing something else
Passive Hearing No attempt to listen
Business tools
Active listening
Communicates to the other person that they are heard and understood
Recognises the feelings that underlie what is being said
Makes the other person feel accepted as a person by the listener
Business tools
Active listening: How would you respond ?
“I feel frustrated that I don’t have the resources I need to do my job”
Business tools
Active listening - Why is it Difficult?
What are the barriers to being an effective listener?
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Active listening - Two Facets
Paying attention Questioning Probing Encouraging
Level 1 - Drawing out information
Level 2 - Communicating understanding
Feeding back what has been heard Reflecting implications Acknowledging feelings Probing
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Drawing out information
Active listening: Guidelines
Pay attention
Use non-verbal responses
Words, Music and Dance
Use positive, non-verbal responses - eye contact
Question and Probe Use open questions to gather information
Use closed questions to check detail, control discussion
Ask for examples
Use silence
‘Echo’
Encourage Use non-verbal responses
Business tools
Active Listening: Guidelines
Communicate understanding
Feedback - what has been heard/ paraphrase
“As I understand it . . . ”
Reflect implication
‘so that may mean’
Acknowledge feelings
‘that must have been hard’
Probe more
‘how did that make you feel?’
Business tools
Active listening exercise
In triads comprising one speaker, one listener and one observer:
Speaker: Talk about a change you have been involved with that went well or poorly
The listener is to use active listening skills to develop their understanding of the situation the speaker found themselves in
At the end, the listener is to feed back a summary of what has been said and their perceptions of the speakers feelings
The observer manages the time and feedback process
Business tools
Summary
Active listening is a critical skill effective two-way communication performance in any situation
Active listening is easy to understand what active listening is, but difficult to do in “real life”. It takes conscious effort and practice
The rewards are greater clarity of understanding and commitment for all
Business tools
Summary: Key elements in the change process
Synergistic Relationship
Time
Dissafactisfaction
Vision
Plan
Transition risk factors
Mindset
SponsorCommitment
CulturalAlignment
AgentSkills
TargetResistance Desired
State
PresentState
Business tools
Introduction
Developing Team Effectiveness
Reviewing Team Goals
Delivering Business Benefits
Working Together
Prioritising and Planning
Review and Next Steps
Agenda
Prioritising and Planning
Business tools
CuriousCul-de-sacs
TechnicalTemptations
IrrelevantSide-issues
DangerousDistractions
Maintain clear direction
Keep the project on the right road - as defined by business needs
Business Benefits –Project Objectives
Business tools
What is a Plan?
What are we doing? - it re-states the objectives
How are we doing it ? - it outlines our strategy
What does this involve? - it identifies activities
When will we do these? - it specifies a schedule
Who is doing what? - it defines responsibilities and organisation
How much will it cost? - it includes cost estimates
What if things change? - it defines control processes
How do I understand it? - it is simple, structured, and up-to-date
Business tools
A project management plan
Business needs and project objectives
Scope(Work Breakdown)
Time
Costs
Risks
Resources
Organisation
A project plan is not just a schedule
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LHLL
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Typical project management plan contents
Project Specific
1. Introduction Background, business needs, benefits and costs
2. Terms of Reference Objectives, key deliverables, contract, constraints
3. Project Implementation Strategy Resources, approach, communications
4. Risk Management Approach, key risks, contingency plans
5. Project Organisation Management and reporting structure
6. Project Control Procedures Documentation, routines
7. Meetings Schedule Purpose, frequency, attendees, purpose
Appendices
High level risk assessment
Top level plan
Cost schedules
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Summary
Always keep focused on the business objectives and benefits
Project planning is more than producing a schedule
Involvement from others during planning will produce a better result
Business tools
Introduction
Developing Team Effectiveness
Reviewing Team Goals
Delivering Business Benefits
Working Together
Prioritising and Planning
Review and Next Steps
Agenda
Review and Next Steps