Change management, learn to change Drs. Kor van der Helm 17th of January 2014 A language for managing changes and developed by Prof. De Caluwé en Vermaak Change management http://www.youtube.com/watch?v=__IlYNMdV9E Change Management de Caluwé & Vermaak http://www.youtube.com/watch?v=RgEvL0aQxoE&feature=related Four areas • Look at change management processes • Self-knowledge: knowing your own dominant color • People-knowledge: the dominant color of your counterpart • Enlarging your repertoire as an actor in change management within your own setting Conceptuel provisions • It makes clear and it conceptualizes the communication between people, it provides a shared language • It makes clear from which prepositions and paradigms people think when they discuss planned change, how to process change • It provides situational concepts for the choice and application of the change approach. Knowing this, a more effective change approach can be suggested / implemented Coping with change • Yellow: negotiation and influencing • Blue: planning and measuring • Red: motivating and supporting • Green: learning and sharing • White: letting it go and facilitating (de Caluwé en Vermaak, 2006) The colors in main strokes Yellow Blue Red Green White The power: sun, the fire • politics • organizational structure • influence / power / authority f.e.: Union members, you are not allowed to smoke in the office Making a blue-print • the result is known from the beginning, is excellent described, and the outcome can be forecast easily • the beforehand agreed upon blue-print will be implemented • organization • organizing things f.e.: HRM procedures, process agreements for demotion or outsourcing The color of the blood of human beings • the employee, employer should be influenced, seduced, motivated • people, the people are the key, human resource management • feeling f.e.: HRM-department Flourishing as it in nature • learning, ability, capacity to learn, development • (self)reflection • (personal) growth f.e.: management development , personal development plans Includes all the colors • room for maneuver in order to come to an unexpected result, everything is still open • self-organization / evolutional thinking, creativity • beforehand not knowing which colors to use f.e.: bottom up organizing Issues / People will change if you..... Yellow . . . . can bring together the different interest can force them to take a decision or certain opinion can form a win-win situation or can create a coalition can show and convince them of the advantages of certain opinions (f.e. power, status, influence) . can direct corporate thinking concerning the matters you pleases Blue . . . . . Red . motivate people in a effective way, f.e. through punishment or granting favors when they perform well . use advanced HRM-instruments for benefits, compensation, promotions, status, etc.. . exchange favors they have granted you earlier Green . raise awareness of new developments or their shortcomings . motivate the colleagues through showing new approaches in order to learn , to understand, to believe . create valuable and common learning contexts White formulate upfront clear objectives, goals and results prepare a SMART plan (A to B to C, etc.) monitor and adjust those steps carefully on the basis of the formulated plan have all under control and stabilize where needed reduce the complexity as much as possible . create opportunities where the human being can explore in a natural context and contribute new meanings . let the people use their own energy and creativity . provide insight in dynamics / complexity Yellow-print Blue-print Red-print Green-print White-print Something will change if you… combine each other’s interest think first and motivate people in consequently execute the right way the plan bring people in a learning environment create room for maneuver for spontaneous evolution in a… power game rational process learning process dynamic process towards… a reasonable solution, win-win the best solution, a designed world Interventions such as…. Forming coalitions, structuring the top by a… exchange exercise a motivating solution, a solution, which the best ‘fit’ people will discover themselves working according to appraising & Development & planning and strategic supporting; social training; open analysis networking systems a solution, which enables energy process manager, who uses power when needed an qualified expert a HRM-expert process manager, who supports and facilitates Personality, who uses itself as an instrument and a focus at… positions and context knowledge and results procedures and sphere setting and communication patterns and meanings The result is… unknown and changing described and guaranteed invented, not guaranteed a sketch, not guaranteed unpredictable it is transparent through… policy documents and power balance measuring = knowing HRM-systems learning organization self-organization the pitfall is… unrealistic ideas lose-lose neglecting external and irrational aspects neglecting power and depressing systems nobody should be left surface understanding out; no or little action letting it go Open space meetings Self-coaching teams Perform a workshop to Formulate a mission to Apply knowledge management to have an agreement on what to do with regards to targets, policies make sure to everybody which result should be achieved during the negotiations make mixed (assignment-) teams in order to avoid difference of opinions concerning certain disciplines blue have a clear result at the end of the workshop be sure that in the future we have an agreement on such that particular topic prepare handbooks and to develop information systems red create more ownership within the organization and have a good feeling concerning the outcome have a corporate identity and communicate within the organization as a community green make sure that each one’s views are learn from each other and exchanged and there is exchange knowledge a better understanding of each other’s meaning set people together in order they have more learning situations white . enlarge consciousness . raise energy . facilitate creative thoughts . take ‘challenging’ projects . create opportunities . experiment with new things yellow facilitate a leap forward . . . . appoint coaches make internal trainings make peer coaching obligatory establish a rotation system for different functions Level in the organization Group Dominant color Individual Organization Yellow Personal commitment statement Outplacement Constructions of protection Confrontation meetings Third party strategy Top structure Blue Management by Objectives Hygienic working Performance according to the agenda Working in Project Archive behavior Decision making Strategic management Business Process Design Monitoring, auditing Red Career Development Recruitment and Selection Task improvements / task broadening Social activities Team roles Management by speech Support in organizations Mobility and diversity Triple ladder Green Coaching Intensive clinic Feedback / mirror talks Team building Gaming Peer/group coaching Open systems planning Parallel learning constructions Quality circles White T-group Personal growth Networking Self-steering teams Open-space meetings Appreciative Inquiry Search conferences Rituals and mystic Destruct common agreed upon ideas Improving quality of labor Strategic alliances Union-negotiations de Caluwé & Vermaak http://www.youtube.com/watch?v=w9KPPOBqvuw Assignment 1: recognize your own color Exercise: • Remember a critical case / situation (concrete, actual, important, often happening) • Exchange this critical case / situation with others in class (max. two persons) • Mention the dominant color you see and elaborate on this. • Short plenary feedback concerning the discovery of your dominant color and its most important significance Assignment 2: dealing with your color Exercise • Same group: suggest a solution / intervention, which fits this casus / situation. Remember your own preferences. • Plenary session: invent the suggested interventions and explain your own dominant color . Assignment 3: the color palet Exercise • What is your color? How did you discover this? How does this intervene your actions and behavior? How does this feel? • How is the spreading of the colors in your team? Are there any colors strongly present? Are there colors missing? What does this mean for the effectiveness of the team? General condition In closing: 7. Balance 2.Denial 6. Meaning 5. Open for the future 1. Shock 3. Crisis • Do you recognize? • How do you deal with this? 4. Letting go the past time Unplugged mood-tube http://www.youtube.com/watch?v=g_rsujN9YxQ The end