Download - CIPD

The 2012 Scottish HR
Conference
1. Leadership and Change
Matters
2. The Implications for HR
3. what can organisation
development offer to HR in
times like these
8 March 2012
By
Dr L Mee-Yan Cheung-Judge
Director
(lmycj@quality-equality.com)
Quality & Equality Ltd
Quality & Equality Ltd
Organisation Development,
Consultancy and Training Services
PO Box 256, Headington,
Oxford OX3 9FJ United Kingdom
Tel: +44 (0) 1865 744618 Fax: +44 (0)1865 744776
E-Mail: info@quality-equality.com
Website: http://www.quality-equality.com

Change
“You do not have to do
this. Survival is not
compulsory”
©W. Edward Deming
2

The edge is a
risky place to
be:
But can any
organisaCon
afford not to
spend some
Cme there
NavigaCng Complexity (©Arthur BaKram, 2000)
3

“After so many years of defending ourselves against life
and search for better controls, we sit exhausted in the
unyielding structures of organisation we’ve created,
wondering what happened.
What happened to effectiveness, to creativity, to
meaning What happened to us Trying to get these
structures to change become the challenge of our lives.
We draw their futures and design them into clearly better
forms. We push them, we prod them. We try fear, we
try enticement. We collect tools, we study techniques.
We use everything we know and end up nowhere. What
happened”
From “A Simpler Way”, Wheatley and Kellner-Rogers
4

Programme Outline
1
2 3 4
Contextual
challenges to
organisation –
and implications
for Leaders and
HR
Deepening HR
change
capability –
- Back room
change issues
Deepening HR
Change
Capability –
- Front room
change issues
Deepening HR
Change
Capability -
- People and
heart matters
5
6
7
Deepening HR
Change
Capability -
- Interim
Organisation
Use of Self to
impact on
change
Closing
Remarks
© Quality & Equality Ltd
5

Contextual challenges
to organisation – and
implications for Leaders
and HR

technological
advancement
fierce competition
Political
Instability
economic
downturn
the rise of
discontent
among
university
students in the
Arab world
rise of
regulatory
scrutiny
social
network
speed of
innovation
the growth of Asian market
low supply of
knowledge workers
from the West
the further tightening of state control
7

The spread of transnational
business networks
The growing
wealth gap
Contextual Changes
All organisations,
institutions,
especially in the
West, are facing
maximum
turbulence
caused by a great
churning between
society, politics
and economics
The growth of
new technology
The redefinition of
new geopolitical
issues and
boundaries
The failure of
institutions
The rise of
sophisticated,
educated,
knowledge workers
from Asia
Caused
sufficient
stress and
strain to
finally break
down the
old system
Demand
organisational
metamorphosis:
force
organisation to
make strategic
choices and
changes in
direction,
structure,
relationships,
capabilities, etc,
in order to
progress
Demands
new
approach
to change
China: the emergent,
gigantic economic player
The 8 changing demographic
Source: Mary-O’Hara-Devereaux
Navigating the Badlands: Thriving in the Decade of Radical
Transformation (2004)

Communication
Empathetic
communications
throughout
Values
Learning from every encounter
Constant reflection to learn from
experience and mistakes
Up, down
and
sideways
information
shared
freely with
everyone
Vision, accountability
Risking collaboration
Seeing parts re whole
Generativity
From the
top with
feedback
from
below
Courtesy
Efficiency
Contribution
Recognition
Security
Top down
structured
reporting
Map of Organisations
Phase 4
The Learning
Organisation
Phase 3
The Collaborative
Organisation
Phase 2
The Institutional
Organisation
Phase 1
The Hierarchical
Organisation
Interpersonal skills
Drive for insight
Creative sharing, Self-reflection
Managing group conflict
Balancing work and leisure
Partnership style
Quality control
Planning
Performance
management
Centralised
directive
Skills
Focused
on problems
Management
through
coordination
and
objectives
Visionary,
empathetic
leadership
Managers
facilitate and
encourage
innovation
Servant
leadership
Layered
mentoring
Enabling
others to
lead
collaboratively
Leadership
The Worker
Moving
toward
interdependent
fully
integrated
individual
Creative,
selfactualising,
self-starting
worker
Takes
ownership
and responsibility
Follows
directions
Defined
roles
Fulfil job
description
Receive
orders. Do
your job.
Complete
task.
Maximising
results
Customer service
Product delivery
Day to day
survival
Bottom line
driven
Rigid,
dominated
by power,
status
Identify problems and create
solutions
Focus on measurements
Efficient
bureaucracy
Highly
structured
Lattice
organisation
Cross
functional
teams and
projects
Great
structural
flexibility
Interdependent
network of
individuals
and teams
Structure
Source: R. Brian Stanfield
The Art of Focused Conversation (2000)
Quality impact of organisation on
society and communities
Quality impact of the organisation at the cultural
level of nature and world
Mission Context
Enabling evolution of organisation. Getting
all parts working together to increase
creative solutions.
Quality of interaction throughout organisation and impact of
organisation on quality of life in society
Preoccupation

UK – 1.25 million organisations
1 organisation per 50 people
Demos 2004
11

Three decades of
‘Hyper’
-organisation
‘Dis’
-organisation
© Quality & Equality
12

Non stop cycle of “hyper-organisation”
Focus on
staying slim
Keep
performance
on the up
Ruthless pursuit of
greater efficiency
(all at great speed)
Strip out unnecessary
position process,
purchases and
people
Improve
economic
rationalism
© Quality & Equality
13

Impact on the world of work
! Incessant cost cutting and pursuit of lean and leaner
processes reformation
! Continuous redundancies and downsizing or
“rightsizing”
! Less resources and rising of workload
! Rising levels of stress
! Falling levels of job satisfaction
! People seeking alternative ways of making a living
! Graduates avoid entering into the job market
© Quality & Equality
14

Dis-organisation
Key Features
Motivational
differences
between
generations
The shrinking
offerings from
organisations
to individuals
All within a difficult economic climate
© Quality & Equality
15

1934-1945
Work Attitude and Motivation Change
Age Diversity
1946-1959
1960-1968
1969-1978
1979-1988+
Traditional work ethic
Money work ethic
Money/Principle
Principle /
Satisfaction
Principle /
Satisfaction
Work first
Work first
Some of both
Lifestyle first
Lifestyle first
Born to lead
Expect to lead
Lead and follow
No need to lead
Lead if necessary
Loyal to employer
Loyal to employer
Some of both
Loyal to skills
Loyal to skills
Independent but
conventional
Value working well
with others
Technically
competent
Believe in the
mission
Strong chain of
command
Want to win
Care deeply what
others think
Want others to work
with them
Technically
challenged
Lip service to the
mission
Chain of command
I win, you lose
Some of both
Want others to work
with them
Technically
challenged
Care about mission
Mixed
Want to win
Don’t care what
others think
Prefer to work alone
Technically savvy
Must have mission
Individual first
I win, you win
Care little what
others think
Like small groups
State-of-the-art
Must have mission
Individual first
I win, you win
Source: Marilyn Moats Kennedy
Career Strategies (2006)
16

What is complex change
. . . . . .is needed when there are an
increasing number of independent variables
interacCng with each other in an unpredictable
manner and with acceleraCng frequency.
Complexity is all about the interac(on and
rela(onships the organisaCon has to deal with
in order to stay alive, vibrant and successful.
© Dudley Tower, 2002 17

Static change – is about moving from Point A to Point B by apply
force.is two-dimensional, Three types depending of on direction changes and force. It is
also predictable.
In business, static change is appropriate when simple challenges
need simple outcomes.
Dynamic change - is multi-dimensional, and can best be
described as moving along a smooth trajectory toward a
predictable end point. Often we know the dimensions and can
describe what will happen.
Dynamical change – resulting from multiple forces acting in
unpredictable ways, generating surprising outcomes. For example
no one could have predicted how the development of microtechnology
and its rapidly evolving applications would impact
telecommunications.
© Quality & Equality Ltd 18

Agreement
Far from
Close to
Organised
• Predictable
• Procedural
• Controlled
Close to
Towards more control
Self-Organising
• Emerging
• Adapting
• Patterned
• Influence-able
Towards less control
Certainty
Unorganised
• Random
• Surprising
• Unpredictable
Far from
© Holladay & Quade (2008)
19

Traditional Leadership Response
1. Leaders need to get strategic direction right by widening the
engagement of people in the strategy formulation process
(both for data robustness and people ownership of the
strategy).
2. Leaders need to know how to do internal organisation
adjustment (systematic alignment) to ensure the organisation
is equipped to support any change/strategic implementation.
3. Leaders need to be equipped to lead change and to ensure
the change processes a) is synonymous to development, b)
helps to start shifting behaviour and mindset.
4. Ensuring the culture is adjusted to support the organisation in
changing time.
5. Leaders need to be effective commissioners to ensure the
right people get involved to deliver the change that will be
sustainable.
© Quality & Equality
20

When significant challenges resulting from
multidimensional and unpredictable forces.
Leaders need to:
! Use a different set of insights into complex
situations and simple approaches to build
adaptive capacity
! To understand how to see and influence
patterns of behaviour, interaction, and
performance
© Quality & Equality Ltd 21

The leader’s focus needs to shift from
building and maintaining solid organizations
to sustaining agile and responsive systems.
Leaders need a new way of thinking and acting to help them:
• To be effective beyond bricks and mortar, policy
and procedure, structure and system and bottom
line management
• Pay attention to subtle or not so subtle external
and internal changes
• Respond and adapt
• Build sustainable systems.
© Quality & Equality Ltd 22

© Quality & Equality Ltd 23

What sort of implications for HR
Maybe some of the following:
1. Build change competencies into the leadership
development agenda starting with first line leaders
2. Intentionally to distinguish those who have higher
change capability than others in your talent
management processes so that you will always have a
list of talents that you can give to senior leaders when
they want to form a temporary change team
3. Develop a programme to use emerging talents to
involve in leading change and use their experiences
both as leadership development programme as well as
an assessment process to input in the talent
management data.
4. Adjust performance management system to ensure
those who are pulled out to do the change work will be
rated realistically.
© Quality & Equality Ltd 24

Implication for HR development
1. Deepen your knowledge in working in complex Change – so
that you can play both an educational and steering role to
your business leaders.
2. Deepen your knowledge in system theory - so that you would
know how to help leaders to adjust the internal organisation when
organisation goes through externally driven change (systemic
alignment)
4. Become more curious how to get a handle on human dynamics
and psychology of change - so that you can support the
organisation to approach change in a much more "engagement
focus" "people centric" way.
4. Develop enough “OD process skills” to help the organisation to
navigate through change in a sustainable way
© Quality & Equality
25

Implication for HR Profession on use of self
1. Build up your relationship credibility that will help
to gain you the role, the impact and the necessary
influence in the way the organisation handle
change.
2. Strengthen the use of your VOICE - so that you will
not be ashamed to "correct" your leaders if they are
short term focus - especially when there is no
margin of error in change.
3. Become a trusted advisor to the leaders you serve
© Quality & Equality
26

Session Two
Deepening HR capability
- Back room change issues

Macro level issues
1. What is the change Change to what How far between where we
are and where we want to arrive AB
2. What is the business case - why change (Logic of Change) Is this
the same as vision If not
3. What is the vision of change
4. What outcome do we want to achieve from this change realistically –
level 1, 2, 3 What value will the change need to create for the
organisation to justify the effort
5. What type of change is this What is it level of complexity and
intensity
6. What type of change resources we will need
7. What work we have done to do simultaneous inner shift as we do the
outer shift.
8. Implication of change area for the rest of the organisation - Systemic
Alignment! What is our primary focus on intervention
© Quality & Equality Ltd
28

1. Briefly describe the change you want to
undertake
Where we are
Where we want to get to
Distance between A & B
In one sentence, summarise the essence of this change
© Quality & Equality Ltd
29

2. Why this change
List all reasons
(Business & Benefit Case)
© Quality & Equality Ltd
30

2. External Drivers =
What are the environmental challenges that
require us to change in this area
Your
organisation
What are the consequences if we do not change
Are there any “burning platforms”
© Quality & Equality Ltd
31

2. How would this change affect our core
mission and our core work
Our
organisation
How will the change better equip us to deliver our mission
How will the change make us more effective our core work
Will the change require us to have different “output”
© Quality & Equality 32 Ltd

3. Vision
If the changes we embark on are
successful
what will the vision
be demonstrated by
in a few years time
33
© Quality & Equality Ltd
33

4. What level of gain are we aiming for,
if this change is to be successful
Level I
(Good enough gain)
Level II
(Encouraging gain)
Level III
(Excellent gain)
Level IV
(Whacky gain)
Q: Is the value this change will create for the
organisation big enough to justify the effort
© Quality & Equality Ltd
34

5. What type of change
does our strategy fall into
First type Second type Third type
Transactional
change – small
change – in
procedures,
operating processes
Incremental /
Continuous – an
ongoing effort to
eliminate problem
and improve
efficiency
Transformational
change – big
change, touching
almost every bit of
the organisation
Radical /
Discontinuous –
wide ranging,
complex change –
radical departure
from status quo
“Bounded instability”
“Edge of Chaos”
Always ready to
move and grab
opportunities or
respond to
accidents
© Quality & Equality Ltd
35

5. What type of change
Transformational
change
Profound
change
Radical/
Discontinuous
change
What’s the implication of profound change on our approach
© Quality & Equality Ltd 36

5. What is profound change
Definition
The term describes organizational change that
combines inner shifts in people’s values,
aspirations, and behaviours with “outer” shifts in
processes, strategies, practices, and systems.
Latin Root
Outcomes
The word “profound” stems from the Latin fundus –
a base or foundation. It means literally “moving
toward the fundamental”.
In profound change, the organization does not just
do something new; it builds its capacity for doing
things in a new way – indeed, it builds capacity for
ongoing change.
Peter M. Senge, et al (1999)
37

High
(Overhauling)
6. Based on the types and scale of change
- modes of management
ExecuCve-­‐Led
Change-­‐the Integrated
Change Agenda
Intensity of Change
Change Through
DelegaCon – TransiCon
Management
Low
(Tuning)
Change Management
Through
Normal Management
Processes
Low
OrganisaConal Complexity
Adapted from: Champions of Change, Nadler, D.A., 1998
High
38

7. What type of resources we will need
to manage this change
Scale
and
scope
Speed
Depends
on
Margin
of error
How
complex
it is
Geographic
spread
© Quality & Equality Ltd 39

7. Stocking taking Question :
Has your organisation put in a level of resources
that matches the level of intensity and complexity
Intensity
Complexity
refers to the amount of effort, time,
resources, speed... etc. the organisation
needs to invest in the change process.
refers to the scope, the levels, the
number of organisation components that
will require shifting simultaneously.
© Quality & Equality Ltd 40

8. Systemic Alignment
The next challenge is to
ensure the “throughput”
adjustment is made to
support the output
requirement of the strategy
© Quality & Equality Ltd
41

System Perspective
OD Arena
Environment
input
THROUGH PUT
Make us relevant
Organisation
output
your
organisation
Performance
Output
© Quality & Equality Ltd
Quality Equality Ltd 42

Paying attention to…
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O O O
O
O
O O
O
O
O
O
O
O
O
O O
O
O O O
O O O O O O
O
O O O
O O
O O
© Ed Mayhew
Ed Mayhew 43
43

Four frames model for
strategic change implementation
Culture
Strategic
Intention
Strategic
Output
Leadership &
People
© Cheung-Judge
44

Burke-Litwin Model (1989, 1992, 2002)
External
environment
Mission and
strategy
Leadership
Organisation
culture
Feedback
Structure
Management
practices
Work unit
climate
Systems (policies
and procedures)
Feedback
Task requirement
and individual
skills abilities
Motivation
Individual needs
and values
Transformational Factors
Individual and
organisational
performance
45
Transactional Factors

Vision
Skills
Incentives
Resources
Action
plan
= Change
Vision
Skills
Incentives
Resources
Action
plan
= Confusion
Vision
Skills
Incentives
Resources
Action
plan
= Anxiety
Vision
Skills
Incentives
Resources
Action
plan
= Gradual
change
Vision
Skills
Incentives
Resources
Action
plan
= Frustration
Vision
Skills
Incentives
Resources
Action
plan
= False starts
46

Session Three
Deepening HR
change capability
- Front room change issues

Micro Level
1. Who are the key groups
2. What is their attitude towards the change (Readiness and
capability)
3. What type of ownership management / transition
management processes
4. Do we have sufficient levers to cause movement among
key group
5. What capability upskilling we need to give to who
6. What personal change capacity do we have among our
leaders and staff
© Quality © Quality & Equality & Equality Ltd Ltd 48

1. Definition of key groups /
individual(s)
The successful implementation of the change project
is critically dependent on them:
Their acceptance
(whether they
agree or not).
Their role(s) in
being guardian
angels of
the new way of
doing things.
Their skills /
competence
in implementing
change.
Q: Who are the key groups / individuals of the change
areas of this project
© Quality & Equality Ltd
49

2. Readiness and capability planning
*Readiness: Commitment
Willingness
**Capabilities: Power
Influence Quality & Equality 50 Ltd

2. Readiness and capability planning
J. Smita
P. Woo
K. Ahmed
M. Jones
B. Harvey
T. Burns
M. Dillon
L. Milford
*Readiness: Commitment
Willingness
**Capabilities: Power
Influence
51
Quality & Equality Ltd

2.
Early Adopters
Champions
Followers
Positive Resistors
Negative Resistors
Deadbeats
Instruction: Transfer your readiness and capability analysis to this
diagram and see what picture of resistance and ownership you can come
up with.
Quality & Equality 52 Ltd

2.
Followers
Early Adopters
Champions
2 2
2
Positive Resistors
Negative Resistors
Deadbeats
1
1
Instruction: Transfer your readiness and capability analysis to this
diagram and see what picture of resistance and ownership you can
come up with.
53
Quality & Equality Ltd

3. Dovetailing benefit case / logic to the sense
making world of the different key groups
Group: _______
Group: _______
Group: _______
Group: _______
Ownership
Management
(Logic of Change)
Group: _______
Group: _______
Group: _______
Group: _______
Quality & Equality Ltd
54

3.
Quality & Equality Ltd
55

4. For each key group, do we have
enough to shift them
A + B + C + D > X
Pressure
for
change
(A)
Capability to
deliver
(C) X =
Cost of change
Clear
shared
vision
(B)
Actionable
steps
(D)
(both financial and
psychological pain)
Adapted from Dannemiller Associates 56

5. For each key group what CAPABILITY BUILDING
programme do we need to put them through to
secure a sense of mastery
Key group
What capability building programme
© Quality & Equality Ltd 57

6. Personal change capacity
Understanding Personal Change Capacity affects
whom we ask to lead the change.
Who sits on change team affects our strategies in
using resistance to help us expand our energy field
in change
Quality & Equality 58 Ltd

6. The Change Players:
When changes take place in an organisaCon, different type of
players need to be idenCfied:
Charger Player (A player)
They can make change happen as they respond posiCvely to and will drive
change. They greet change as a friend and have a “can do, let’s try” a_tude.
They can be considered to be put in a key posiCon in the temporary change
structures because they are not naive about what is needed to make change
successful,
Solid Player (B player)
They are generally recepCve to change but may lack dynamism or enthusiasm
and change leadership abiliCes. They can contribute significantly to the change
process but need significant development. They are competent and
conscienCous. They need to be convinced by allowing to try things out first.
But they are not ready to accept responsibiliCes.
Making change happen one person at a Cme, Charles Bishop, 2001 Amacom, 59 NY

Reluctant Player (C player)
They tend to be the silent majority. They can support the change only if
they are comfortable with change within their areas of experCse. They
are usually not flexible, nervous of change, a criCcal quesConer of
change, have a past orientaCon in thinking. They are technically
proficient, and can be depended on once fully convinced, fully won over
and trained.
Resistor Player (D player)
For whatever reasons, they are oden angry, will resist any change and if
pushed will sabotage the change. They oden have a grudge against the
organisaCon, of people who are in charge, oden only capable of finding
fault in any new ideas, see only weaknesses, gather people to support
their point of view and find it easy to subversively influence others as
they do not want to feel like the minority. They act as if they are the
“underdog”.
Making change happen one person at a Cme, Charles Bishop, 2001 Amacom, 60 NY

Each change player has a different level
of…
Change Responsiveness -­‐ measure of past
willingness to embrace change and ability to
learn from experiences. E.g AcCve responders,
passive, reacCve, blocked.
VersaClity -­‐ speculaCve measure of ability to play
an expanded role. An educated guess as to how
they will behave in a change situaCon.
Making change happen one person at a Cme, Charles Bishop, 2001 Amacom, 61 NY

What is the HR role in personal change
capacity
Build change capacity into leadership competences;
Use leadership development to spotlight two key
measures: change responsiveness and versatility;
Support leaders to create work based projects to
assess the change capacity of talents, create a
change profile of talents;
Work with L & D people to continuously up skill
leaders’ change capacity and openly encourage self
assessment and using group feedback and faculty
feedback to stretch the change capacity of talents.
© Quality & Equality 62 Ltd

7. Having done the micro data, where are we
Do we need to chunk the change
Low
Strategic Fit
Moderate
High
Ease of Implementation
High
Moderate
Low
© Quality & Equality Ltd
63

Where are we Do we need to chunk the change
Strategic Fit
Low
Moderate
High
Ease of Implementation
High
Moderate
Low
Not worth
doing
Not worth
doing
Not
worth
doing
Possible
state
Depends
on level of
gain
Re-think
Excellent
state
Good
enough to
risk
Risk it if it
is a must
Strategic Fit
© Quality & Equality Ltd
64

Activity 3.1
© Quality & Equality Ltd
65

Session 4
Deepening HR
change capability
- People and heart matter

Part I
Resistance Revisited
a) Working with multiple
realities
67

Addressing resistance during change
Two approaches
1 2
Approaching the existence
of multiple realities from a
negative perspective
VS.
Approaching resistance as
an opportunity to broaden
and deepen one’s
understanding of the
environment in which the
transformation must take
place.
© Nevis
68

Views on resistance to change
Assume resistance is
rationally based,
although it is often
emotionally
expressed
Resistance should
always be respected
as a statement of
who people are and
what they stand for
Resistance can be
both active and
passive
Resistance is usually
predictable
© Quality & Equality Ltd
69

Change and multiple realities
Multiple realities exist
the minute the change
proposals unfold. The
realities of individuals
are stated as thoughts
and feelings are
supported by values
and worldviews of their
upbringing, professional
background, their
personality...etc.
By not respecting the
legitimacy of each reality
and trying to get each
group to become
interested in a reality
other than its own, the
change will become
politicized, the proposal
will become “too hot or
difficult to handle” and the
change will collapse.
© Nevis
70

Resistance is not an all or nothing
phenomenon:
Resistance is best seen as ambivalence.
People can be for something in part,
yet perceive a number of negaCve implicaCons.
People can appear to be against something,
some aspect of it may be interesCng or acceptable.
The level of ambivalence gives the insCgator
of change hope – as there is a way to reach
people who appear to be well defended and
appear to be stubborn – yet there may be
many doors one can knock on.
© Nevis
72

A sample of reac

1. Stemming from honest but different perspective/realities
2. From political manoeuvring based on self or sub-unit interest
3. Based on not having the right information or misinterpretation of the
information
4. Traditional culture of that group
5. A reaction to our past history of the organisation change approaches
6. Psychological anxiety and fear of loss
7. From becoming stuck in transition stage
8. Coming from the type of social network they have, hence reference group
they refer things to
9. Others
Making sense of resistance
Change leaders need to ask themselves:-
is resistance:
© Adapted from Nevis
74

Working with resistance involves
our ability to manage the intergroup
relationship of multiple realities
No taking sides – as all positions
are real and legitimate
© Nevis
75

Questions for change leaders to ask
How is it that others see things differently
than I do
If we can assume that we all have a common
goal, why is it that we do not have a common
picture of the situation and of what needs to
be done
How is it that some people do not seem to
have accepted a goal, process or structure
that is apparently desirable for them (at least
as we in the change team see it
What value can the perceptions of reality
contribute to our change planning and
implementation
How can we create a joined up reality that
can help us to mobilise the staff to get
going
© Nevis
76

Activity 4.1
© Quality & Equality Ltd
77

Part II
Front room work –
Micro Issues
Engagement

Engagement
the big factor that decides whether
change implementaCon will be
successful or not
© 2010 by Richard H. Axelrod
79

What is
employee engagement
“An employee can be considered engaged if he
or she is intellectually sCmulated and
passionate about his or her work, and
demonstrates that through his or her intended
acCons to help the organizaCon to achieve
extraordinary results.”
Adapted from the Conference Board -­‐ Axelrod
© 2010 by Richard H. Axelrod 80

Why engagement maKers in change
psychologically
• Psychologically change is a serious “disturbance” to
individual’s need for predictability, need for control,
sense of security.
• The level of anxiety can be seriously “disenabling ”.
• People’s sense of safety needs to exceed their anxiety.
• Without personal engagement to the change agenda
and an inspired change leader as an anchor, there will
be limited personal moCvaCon to support the change
journey.
• Successful implicaCon of any change agenda needs
“collecCve -­‐ group” not just “individual” engagement
© 2010 by Richard H. Axelrod 81

The neuroscience of engagement David Rock
Threat
Reward
82

The neuroscience of engagement
! Status - relative importance to others.
! Certainty - ability to predict the future.
! Autonomy - provides a sense of control.
! Relatedness - a sense of safety with others.
! Fairness - perception of fair exchange between
people.
83

The neuroscience of engagement
Threat
Status
Certainty
Autonomy
Relatedness
Fairness
Reward
84

Away
The scarf model
Towards
(Threat)
(Support)
No status or loss of status
No idea what is going on
Out of control or no choice
Status
Certainty
Autonomy
Maintain status or gain status
(respect)
Have some idea about
direction and future
Given choices and voices
Disconnected from
Others
Witnessing or experiencing
unfair treatment
Relatedness
Fairness
Connected to others and
acting as a community
Witnessing or expressing fair
treatment
David Rock
85

Away
Where your leaders and staff are
CURRENTLY
Towards
5
(Threat)
4 3 2 1 0 1 2 3 4 5
(Support)
Status
Certainty
Autonomy
Relatedness
Fairness
© David Rock 86

Utilise engagement framework
Principle 1
Widen the circle of involvement – everyone’s voice counts, everyone wants
to make a difference
Principle 2
Connect people to each other – create ‘whole’ perspecCve – enable people
to live “large”
Principle 3
Strengthen group for acCon – sustainability is through group, group norms.
Principle 4
Strength based focus – possibility focus rather than “burning plaoorm”.
Principle 5
Promote fairness – equalisaCon of rights, power and differences
Mee Yan’s adapCon of Axelrod (2010) 87

Activity 4.2
88

Session Five
Deepening HR
change capability
- The interim organisation

Change
a shift in the
external
situation
Change vs Transition
Transition
the psychological
reorientation in
response to
change
© William Bridges
90

The Human Transition Process
Endings
Neutral Zone
New
Beginnings
© William Bridges
91

People and Change
Hopson and Adams
Self
Esteem
1
2
3 6
5
4
Time
7
1. Immobilised Overwhelmed Can’t
understand
2. Denial False hope
3. Depression & anger Sense of loss
4. Letting go Accepting the end of
old ways
5. Testing Trying out some new
ways
6. Search for meaning Trying to understand
and to merge past
present
7. Internalising Acceptance of a new
reality
EEd Mayhew 2005 92

Phases of Transition
Endings
Loss • Letting go • Getting closure • Saying good-bye
Neutral Zone
In-between time • Chaos • The wilderness
Beginnings
Being “with it” • The new chapter • Renewal
© William Bridges
93

Structures for Managing a Change Effort
A major dilemma for any organisation undergoing change is the
simultaneous management of ongoing operations and
management of the change effort
Manager
Champion
or Project
The Change
can be
managed by
Ongoing
Management
It is advisable to
have a clearly
defined, yet
interdependent,
structure for
managing the
change effort.
Project team
Parallel
Structure
©Ed Mayhew 94 2005

The Tension of Transition
Future
readiness
Present
productivity
Survivor’s
transition
© William Bridge
95

Future
readiness
Present
productivity
Survivor’s
transition
What the
organisation needs
to put in place to
enable the new
state, new
organisation to
succeed.
The organisation
does not go on hold
while the changes
are taking place - it
has to function now!
People need to
ready themselves for
the future, continue
to do the work now,
while trying to handle
their own transition
between the old and
the new.
© William Bridge
96

The three states not only do not share the same objectives,
they tend to be in conflict and in competition with each other
for time and resources. The fact that all three tasks need to
get done will create tension during the change.
Any change programme, if it aims to be effective, has to
address all three, managing the natural tensions created by
the urgency of the three tasks
In the interim period (the Neutral Zone) - those tensions will
be exacerbated because of the chaos.
This tension is good if we use it as data to look at:
• neglected areas we must deal with;
• gaps in development;
• people's psychological condition;
• whether we are on the right track or not.
© William Bridges
97

Interim organisation tends to use yesterday’s
model and components – which leads to out of
alignment in record time
Inand often causes problemsterim
period is problematic because:
The culture, roles, and structures during
the interim period are never “legitimised” – they
just tend to be a state in between the
old and the new
There tend to be no corresponding
strategies that will meet multiple criteria
As a result, if interim organisation is
not legitimized, people will get confused and not sure whether
they should come forward to help the change, volunteer to step
up or stay put. This will get people into
a paralysed state.
© William Bridges
98

Interim issues that organisation needs to
pay attention to:
Interim Components
• Which of the following aspects - goals, strategic priorities, structures,
systems, culture and norms, roles, and rewards will need to be adjusted
Interim Leadership
• Who can lead the change Who needs to be released to do the change
work Are they equipped to lead the people through chaos
Interim structure (temporary change structure)
• What sort of temporary structure, task force, committee will co-ordinate
the transformation work How should these temporary structures be coordinated
and aligned How do they fit or relate to the normal governing
structure
Adapted from William Bridge
99

Interim issues that organisation needs to
pay attention to:
Interim capability
• Who can be released to do the change work and who can step in to do their job
as part of talent management, leadership development and succession planning
What do we need to do to keep those who have to take on different roles to keep
the core business/products/services going at a high quality standard while the
organisation is undergoing the transformation
Interim Performance Focus
• (production and people development) - Do we need to help the organisation
adjust its performance target while deep change is going on Is there a need to
adjust our strategic priorities and slim down our processes temporary to ensure
we can do the job as well as do the change.
Other Interim Adjustment
• What other adjustments will we need to do in the following areas: relationship
with strategic partner, relationship with Head office, outsourcing entities, IT
system, financial system
Adapted from William Bridge 100

The questions that a change leader
needs to ask:
! How many areas will we need to adjust within our
organisation
! What areas will we need to shift our focus
! What sort of adjustment will we need to do for our goals,
structures/system, roles, our culture norms
! What new model will we need to introduce to take the place
of yesterday’s model so that we will be in alignment
What level of collaboration across the organisation do we
need in the new model
! What new behaviours and systems will we need to
legitimise
! What sort of changes will we need to make to our current
strategies
© Quality & Equality Ltd 101

HR actions for the interim issues
• HR need to consider the trade off between anchoring the
interim and change policies, procedures etc and the time it
takes to make changes
• Need to recognise the tensions in short term changes and
being flexible
• HR needs to influence senior leaders on choice of who leads
change and managing temporary structures
• Need to carefully manage High potentials and potential fall out
• Need to lead communication effect to legitimise interim working
• HR can easily undermine interim organisation by lack of
responsiveness
© Graham Prentice 102

Practical implications for HR
Educate senior leaders on the tension of the future readiness,
present productivity, survivors’ transition and how each stage needs
different management
Develop guidance notes on the concept of the “interim/transition”
organisation
Support the change team to think about how the diagnosis the
components that need shifting and aligning
Take a lead in the “people component” of the interim organisation by
adjusting and legitimising
Appraisal process
Performance target
Reward system
Talent management and successive planning
Leadership
Have sufficiently robust people data to help leaders to
select change team members
© Quality & Equality Ltd 103

104
104

Temporary Change
Structure

There are at least 4 types of group any
change project can consider having:
the group that
actually carries out
the change tasks
Change
team
Reference
group
which the change team
can seek consultation
from or check things
with – if they want to
Steering
also called the
group
governance group
which the change team needs
to report to regularly and seek
permission for budget and
proposed action
Champions
or sponsors
this is not a single
group, it is a group of
individuals that have been
selected to support the
individual change team
members as well as to help to
share the change with the
wider groups within the
organisation
© Quality & Equality Ltd 106

There is another important group that has a
leading and central co-ordinating role
(this is only relevant if it is organisation wide massive
transformation change programme )
Terms of Reference:
A central co-ordinating Change team. Their job is to lead and coordinate
the overall delivery of the various change teams and to ensure
there are joint up efforts in delivering successful implementation.
Membership:
This will include the internally named change leader and the Leads of
all the different streams of work + some support personnel e.g.
strategic project planning, financial & HR/OD personnel, and
administrative support.
Frequency of meeting (either face to face or telephone)
Once a week in the beginning and adjust frequency later on.
© Quality & Equality Ltd 107

Central Change / Transition Team
Terms of
Reference
To design and
review the
change process
To map out the
involvement and
ownership
management
process
To deliver some
of the change
action
To oversee /
co-ordinate the
execution of the
change plan
To serve as the
locus of
communication
To evaluate the
change process
The Terms of Reference for the various teams is to scope out the specific change areas, carry out
more data gathering, test the viability of various options, make recommendations and map out
first step in implementation (resources and time scale.)
© Quality © Quality & Equality & Equality Ltd Ltd 108
108

Change Team Member Specification
Building pan-organisation/divisional change agents requires a mixture of people
Strong business acumen
from multiple professional backgrounds and different Units. The selection
Strong core business competence
process should be based on people possessing some of the following qualities:
Strong financial and accountancy background
(this list refer to a mix of skills from a diverse group, but the green colour bullet
Strong strategy background
points should apply to all)
Strong performance record – they are known for their consistent
delivery of high performance
Strong interpersonal skills – they get on with most people
Results-driven and proactive in approach.
Strong commitment to the organisation’s future
Willingness to learn – great learning attitude
Strong team player – willing to work across border
Have respect from colleagues and have a good reputation
Innovative and creative – as a natural tendency
(This list should be generated by senior leaders or adapted by them)
© Quality © Quality & Equality & Equality Ltd Ltd 109
109

Key Areas for the
Change Team
Define change plan
(step by step
action) with
schedules and
deliverables
Set up
implementation
milestones
Design a
communication
plan to support the
achievement of the
change plan
Work out options /
scenario to restore
the strategic fitness
of the change plan
once it hits set
backs
Define roles and
responsibilities of
the change team
Capability and
behavioural
development of
change team
members
© Quality & Equality Ltd 110
110

Reference group(s) (offer second opinion)
You can have more than one reference group depending on whether all the
core skills/professional backgrounds/people who has data required for the
change project are represented in the group – so that the change team can
come to cross check change ideas. If it is a single group then the group will
need to be a mixed group w/ membership to be made up of:
A cross-section of representatives from job families
Representatives at different levels of the hierarchy
Representatives of other divisional stakeholders
A sample of consumers or retail stores manager
Reference group(s) only meet when they are called upon by the change
team. Best to set up 2 meetings.
© Quality & Equality Ltd
111

Steering Group
• This is the “governance group” or sometimes calls the ‘management’ group where
key decisions are made and overall directions given.
• They are the accountable group to which the Change Team will regularly report to.
They are the group that will hold the overall “steer” of the change programme.
• The membership of this group should be made up of:
• The top leader
• Other members of the board (who may also be a champion)
• Other divisional board members who may either be interested in the change
and/or want to work collaborative to support the implementation as that may
impact on their division work priorities.
• We want people to have formal power in this group as they will hold the change
team accountable.
• They will need to meet – more frequently in the beginning when change approaches
and methods + resources are being debated and decided, but later on can be once
a month. They also need to be equipped to undertake this role
© Quality & Equality Ltd 112

Champions and Sponsors
• The role of sponsor/champion is often individual from the senior management
population to demonstrate personal support of the change by taking interest in
those who are working on the change team, especially the change team leads.
In this way, then the senior advocate will then provide the symbol of the new
vision.
• The person specification of the champions should ideally be:
• Someone senior in position
• Someone who believes in the change direction the division is moving
towards
• Someone who is interested in developing people
• Someone who is a good listener and knows how to ask questions
• Someone who is willing to champion the change to others in the division and
to the rest of the organisation
• Someone who is willing to give a couple of hours a month
© Quality © Quality & Equality & Equality Ltd Ltd 113
113

Champions and Sponsors
• They are supporter, challenger, and encourager to the canvass leads so that in
turn the Leads can be supportive, challenging and encouraging to their own
canvass team members.
• The terms of reference of the sponsors/champions should ideally be:
• Having regular meetings with the leaders of the various change team (e.g.
once a month or twice a month) – holding the Lead accountable to deliver
what they are asked to, trouble shoot the problem the Lead has, being a
broker for the Lead – to open doors and introduce the Lead to crucial
collaborators.
• Helping the Leads to identify their strengths and areas for development –
and take steps to help the Lead to close the gap of what is required.
• Good listener and know how to ask insightful questions to enable the Leads
to surface their own wisdom and proposals.
• Willing to champion the change to others in the division and to the rest of
the organisation.
© Quality & Equality Ltd 114

Activity 5.1

Session Six
Use of self
to impact on change

In complex and chaotic change context:
change agents need to be good at
Working with
Human
Dynamics
Group
dynamics
System
dynamics
Therefore it is critical that change agents are savvy both
within themselves and externally to clients – to understand
and be in control of their own beliefs, values and needs
sufficiently to act (or not act) in ways that are appropriate and
relevant in the helping relationship ...
© Quality & Equality 117 Ltd

Self as a catalyst of change / intervention
People we
serve
Organisation
Team
Others
Empathetic self
Evocative self
Provocative self
Self
Use self to do
sense making
and use self
to intervene
© Quality & Equality Ltd 118

Is our understanding of our ‘deep self’ helping
us to access others’ ‘deep self’
Competency
Behaviour
Personality &
Preference
Values & Beliefs
Sense of Self
(Identity)
Our Outer Self
Choices we make
Our Deep Self
NLP Model
119

We are skilled practitioners
Doing
Actions
Skills
Who we are
What we
stand for
Being
Our presence intervenes
© Quality & Equality Ltd
120

Change leader as an Instrument
• The use of self to achieve vision and
results.
• Self is ‘‘the’’ intervention.
• The presence of self is the living
embodiment of what to strive for
(theories and practices are
integrated).
© Quality & Equality Ltd
4121

What does “Use of Self’’ mean
• Having an impact intentionally
• Giving of oneself to shift the system
• Providing a force or presence not
presently operating in the system
• Putting oneself on the line in service of
the organisation
© Quality & Equality Ltd
5122

OD Practice Trademark
The total
system
approach
The twopronged
goal
of OD
The focus on
human
enterprise
The use of
‘Big I’
intervention –
self as
instrument
OD
Practice
Trademark
The
collaborative
and
developmental
approach in
our work
Processfacilitativeeducator
role
rather than
the expertadvice-giver
role
Focus on
process just
as much as
task
The
importance of
relationship
building in
our work
© Quality & Equality Ltd
© Quality & Equality Ltd
123

Session Seven
Ending comments
“how to help our leaders
To Be compassionate
Disrupters”
”

Design Premise
Use of Self
Living system change perspective
People work:
• Transition
• Psychological dynamics
• Multiple realities
• Resistance – revisit
• Engagement
Commission
of change Set up
change
structure
Macro level
of work
Micro level of
work
Ever Changing Organisation
OD approaches to change
OD Consultancy Cycle
Entry Contract Data collection Data
analysis
Data
feedback
Action
planning
Change
intervention
Evaluation
Diagnostic phase © Cheung-Judge 2012 125

“Never tell people
how to do
things....they will
surprise you with
their ingenuity.”
War as I know it, General George PaKon
126

Compassion
- at root, means to suffer together
Can bring us comfort, strength and
courage
Can help us to speak our truth even if we
are angry
Can connect us even as it differentiates
what matters to each person.
Quality & Equality Ltd
127

Disrupt Coherence Compassionately –
Is a mindset leaders need to learn and embrace.
DisrupCng compassionately is a gid of every change
leader, with pracCce, it helps to liberate individual voices
and help all to discern meaningful aspects of what needs
to change.
To unleash
wisdom of
all.
Wisdom -­‐ “to
see, and to
know the
way”
HSL
approach –
BE HEARD,
BE SEEN,
BE LOVED
Speak
intenConally;
Listen
aKenCvely;
Tend to the
well being of
the people
and the
group.
Quality & Equality Ltd
128

Hospicing
the OLD
• pay aKenCon to the
mourning
Midwifing
the NEW
• aware of the
psychological impact
from the mixture of
pleasure and pain
Quality & Equality Ltd
129

Compassionate approach to change
• Invite Diversity
• Inquire appreciaCvely – what
do we want more of
• Stay recepCve
• Ask bold quesCons of
possibility
• Help people to take
responsibility for what they
love as an act of services
• Reflect, sense emerging
paKern
• Be a mirror and welcome
disrupCon back to the
centre
• Encourage imaginaCon
and experimentaCon
• Acknowledge and honour
the past
Quality & Equality Ltd
130

Easing the difficulty of change
Hirschowitz
What helps
• Information
• Involvement
• Support and
reassurance
• Guidance
• Presence and proximity
• Talking about the
changes
• Clarification
• Respect for values and
dignity
• Hope
What doesn’t help
• Simplifying
complexities
• Overspecializing
• Holding on
© Ed Mayhew 2008
131

Leadership questions
1. How do we disrupt
coherence
compassionately
2. How do we engage
disrupCons creaCvely
3. How do we renew
coherence wisely
4. How do we turn the old
operaCng assumpCons on
their head and fuel
enthusiasm among people
to invent the future
Quality & Equality Ltd 132

133

Implications for HR
! Are we more compassionate
than judgmental during
change
! What do we need to do more
to grow compassionate
leaders, especially during
change
! What work do I need to do
more on myself so I can be a
role model to leaders
Quality & Equality Ltd
134