|matrix vision newsletter
Managing Change Issue
January, 2009 - Vol 2, Issue 1
|Story of the Month|
A little girl was watching her mother prepare a fish for dinner.
Her mother cut the head and tail off the fish and then placed it into a baking pan. The little girl asked her mother why she cut the head and tail off the fish.
Her mother thought for a while and then said, "I've always done it that way - that's how grandma did it."
Not satisfied with the answer, the little girl went to visit her grandma to find out why she cut the head and tail off the fish before baking it.
Grandma thought for a while and replied, "I don't know. My mother always did it that way."
So the little girl and the grandma went to visit great grandma to find out if she knew the answer.
Great grandma thought for a while and said, "Because my baking pan was too small to fit in the whole fish".
"I am personally convinced that one person can be a change catalyst, a 'transformer' in any situation, any organisation. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader."
"People who have good change skills, that really help their company change and succeed, are the most valuable and secure people in the company, because they are the ones that are most needed in changing times."
"Lord grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference."
St Francis of Assisi
|Welcome to the first matrix vision newsletter for 2009. This month's newsletter is focussed on Managing Change. This topic is so relevant in the current economic climate.
This newsletter presents a few ideas on how to create and implement change in your business. We have articles including:
- a checklist for implementing change,
- some statistics and thoughts on change,
- ideas from the biggest selling business book of the last decade and
- the importance of feedback in any change initiative
Enjoy your reading and as always your feedback would be welcome!
If any of the information interests you and if you would like to find out how it can help you please contact us. We would love to talk with you.
|Change Management Checklist|
Managing any kind of change in organisations is difficult. So many things can go wrong if we have not thought through the process carefully.
Jack Zenger, a highly regarded trainer, author and management consultant came up with a simple model called the "See it, Own it, Do it" approach.
Basically Jack says that if change is to be successful those that are required to change must be able to clearly see the change imperative, must develop ownership of making it happen and must be able to do the things that will make change a reality.
For people to clearly "SEE IT" requires us to do a couple of things.
Develop a Compelling Case for the Change - We must clearly be able to show how important the change is to the organisation and what the consequences of not making the change will be. If we don't do this the perception will be "it's not urgent".
Show Management Commitment to the Change - We must show that management are not just totally commited to the change but act as exceptional examples of the change in progress. If we don't do this the perception will be "it's not real".
For people to "OWN IT" we are required to do a couple of things.
Help People See What's in it for Them. - We need to help people through the resistence to change to allow them to see how they will benefit from the change. If we don't do this the perception will be "it's not worth it".
Put in Place a Concrete Plan. - We need to show that there is a road map that we will follow to make the change happen. We also need to have a communication plan in place. If we don't do this the perception will be "it's not going anywhere".
For people to "DO IT" we also need to ensure that some things are in place.
Make Sure the Tools are in Place - For people to make a change they need to have the tools to do it. The tools include physical equipment, technology and skill development. If we don't do this the perception will be "it's not possible".
Give Reinforcement for Changing - We need to let people know that they are doing well as they begin to make the change and continue this reinforcement and encoragement throughout the change process. If we don't do this the perception will be "it's not for long".
At matrix vision
we specialise in helping organisations work through change. We use this and other models (depending on the change involved) to help make sure that the change is successfully implemented. Please contact us for an initial meeting to discuss some ideas on making change happen. CLICK HERE
|Snippets Relating to Change|
It's a commonly-held belief that CEOs get the sack (or are forced to resign or retire under pressure) because of "current financial performance". However, that's wrong according to a four year study by LeadershipIQ. While some got the boot for too much talk and not enough action (22%), some for denying reality (23%), others got the chop for tolerating poor performance (27%), some more for ignoring customers (28%), the largest percentage of CEOs to be asked to join the external career development program was for Mis-managing Change (31%).
The failure of many large-scale corporate change programs can be traced directly to employee resistance.. A longitudinal study conducted by Waldersee and Griffiths (1997) of 500 large Australian organisations during 1993 and 1996 revealed that employee resistance was the most frequently cited implementation problem encountered by management when introducing change. Over half the organisations surveyed experienced employee resistance. These findings raise questions about how effectively the resistance phase is managed when implementing change. Managing employee resistance is a major challenge for the initiators of change, and outweighs any other aspect of the change process.
(Wayne Bovey & Andrew Hede - Journal of Managerial Psychology)
Elizabeth Kubler-Ross author of the book On Death and Dying found that people who were told that they had a limited time to live went through a number of stages as they came to grips with the situation.
The stages she identified are:
- Denial (this isn't happening to me!)
- Anger (why is this happening to me?)
- Bargaining (I promise I'll be a better person if...)
- Depression (I don't care anymore)
- Acceptance (I'm ready for whatever comes)
The amazing thing is that during organisational change members of the organisation tend to go through similar stages. It is our job as managers to help people work through this "Journey of Loss" and help them see the "Journey of Gain".
More Quotes on Change
"Most people love change - they just don't like changing!"
"The ability to manage change effectively is widely regarded as a crucial skill in the repertoire of the modern leader and manager."
"While excitement and enthusiasm can be quite contagious, so too can fear, anger and resentment. Managing the social energy of change is fast becoming a necessary tool for change leaders."
"Behaviour change happens mostly by speaking to people's feelings."
We know managing change is difficult and we can help you. We would love the opportunity of discussing some of these issues with you. Please give us a call CLICK HERE
|Of Mice and Little People?|
What if you had the opportunity to learn from a business book with the following statistics?
- Amazon.com #1 all-time bestselling book in its first 10 years of history
- 309 weeks on USA Today bestseller list
- Has sold more than 22 million copies worldwide
- Has become China's all-time bestselling translated work with sales of over 2 million copies
- #1 bestselling book in Japan's history by non-Japanese author (4.5 million copies)
This book is Spencer Johnson's "Who Moved My Cheese? - An Amazing Way to Deal with Change"
The book is a story of four characters living in a "Maze" who face unexpected change when they discover their "Cheese" has disappeared.
Sniff and Scurry, who are mice, and Hem and Haw, little people the size of mice, each adapt to change in their "Maze" differently. In fact, one doesn't adapt at all...
What if people could attend a training program that provides them with the depth of understanding that can be gleaned from such a simple story?
In conjunction with Spencer Johnson and Partners and our affiliate company Matrix Plus, matrix vision is able to provide the premier change program to help organisations manage their change initiatives.
The Who Moved My Cheese? Training program called "Gaining Change Skills" helps individuals develop change skills that make a difference in their work - and in their lives.
In today's changing times, there are four change skills that people are using to deal with change with less stress. These skills are easy to understand and anyone can put them to good use, they are:
Skill 1: Anticipate Change - Places you in control and makes you more valuable.
Skill 2: Take New Actions Now - You become a catalyst of change.
Skill 3: Moving Beyond Fear - You are confident, creative, and effective in the midst of change.
Skill 4: Imagining Real Success - You enjoy making real change happen and getting results.
Based on the belief that businesses don't change, people change - we teach individuals to gain the skills to deal with change quicker and more effectively, resulting in businesses that move ahead and gain a competitive advantage.
With everyone focused on making the change happen and actively looking for something better, new ideas and creative solutions start to surface.
To learn more about Gaining Change Skills CLICK HERE
Alternatively contact us and we will be happy to explore with you how this program can improve your organisations ability to create and adapt to change. CONTACT US
|Using Feedback for Change Management|
Matrix Vision is a value added reseller and a user of the most powerful and versatile feedback software tool available today.
People need an efficient, confidential and anonymous vehicle for giving feedback to each other. State-of-the-art software can simplify the process of collecting multi-source (360) feedback for anyone in your organisation.
20/20 Insight GOLD is the world's most versatile feedback tool. With this system, we can set up surveys to collect virtually any type of feedback-ideas, opinions, impressions, ratings - from any number of people about the performance of an individual, a team or even your organisation as a whole.organisation.
Using Feedback in Change Management
Change management is about moving people from their current state (where they are now) to a new desired state (where they should be). Feedback is an important component of the change process. It is useful in the current state because it provides the information about what may need changing. It is useful further in the change process by providing the information to let you know how you are progressing toward the desired state.
Feedback is based on the perceptions of people who are involved in or are affected by the change. The before and after feedback provides a way of measuring your success in managing the change or provides the necessary information for you to make adjustments to achieve your goals.
Feedback is more valuable when the person giving the feedback knows that it will be confidential and anonymous.
Examples of Using Feedback
- Measuring Performance Improvement. Use before and after training to determine if the skills taught in the classroom transfer to improved performance.
- Leadership Development. Diagnose skill strengths and areas for development of executives, managers and supervisors. After some Leadership Development activities have been undertaken get feedback again to look at the changes.
- Managers' Coaching Skills. Find out how effective managers are at coaching their direct reports about on-the-job performance.
- Individual Skill Development. Have team members give each other feedback about personal leadership, team interaction and workplace skills.
- Team Development. Assess team issues by collecting input from a variety of stakeholders.
- Competency Development. Get feedback about draft competency lists. Ask stakeholders to rate the importance of the behaviours.
- Organisational Climate Surveys. Provide information about your organisation's vision, values, policies, structure, communication and management support which can lead to some change initiatives. When done regulary it helps an organisation stay on track.
- Post-training Survey of Organisational Support. Survey participants of your training programs to find out if the current policies and systems support the application of new skills.
- Customer Satisfaction Surveys. Get feedback from customers to find out what you need to change to create loyal customers. Seek their perception of any changes that you implement.
To learn more about the power of 20/20 Insight Gold click on the image.
To talk with us about how you can use feedback to help your change initiative be more successful, please contact us
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Next month we will be starting the new year with a newsletter that addresses "Delivering Service".
All the Best,
Matrix Vision Pty Limited