Change Culture (HCH)

Change Culture

He karakia whakatimatanga Tūtawa mai i runga

I summon from above

Tūtawa mai i raro

- from below

Tūtawa mai i waho

- from the surronding environment

Tūtawa mai i roto

and from within

Kia tau ai

The universal vitality and energy

Te mauri tū, Te mauri ora

To infuse and enrich all present

Ki te katoa Haumi e. Hui e. Tāiki e!

Enriched, unified and blessed

Nau mai Haere mai Welcome

Whanaungatanga

• • • • • •

What is change management?

Why is it important?

Models of change Managing and planning change Values Culture

Who is the customer?

Patient

Workforce

Business / or System

What does better look like?

Change for the better everybody, every day, everywhere

What is it?

Change Management • A shift if the way the organisation operates • Processes and activities change • Someone does something different • People make these changes successful Processes

Current

People

Future

“Stop doing what doesn’t work”

“If you change nothing, nothing will change”

More likely to succeed More likely to make a good return on time and money invested

Why should you care about change management?

Help ensure a smooth transition from current to future

Motivate your practice team Manage resistance to change Lead the way by being a high performing practice

Return on Investment Graph (ROI)

Net cashflow of the project period (year etc)

Well Managed Project Expected Cash Flow Poorly Managed Project

Project time period

What do we need to do differently at our practices if we are going to be better at change?

Models of change “Change makes people feel uncertain�

Personal Change Curve

Attitudes & behaviour of people (Kubler-Ross)

The Pit

What sorts of things need to happen for you, in order for you to be in the exploratory or integration space?

What changes are the organisation currently experiencing or about to embark on?

Models of change Using frameworks for change

John Kotter’s 8 Step Model

Lewin’s 3 Stage Change Process Model

ADKAR - Prosci Awareness

Desire

Knowledge

Ability

Reinforcement

Awareness of the need for change Desire to support the change Knowledge of how to change Ability to deliver new skills and behaviour Reinforcement to make the change stick

How do you manage change now?

ADKAR It’s a process Applies at all levels

Organisation

Team

Group

Move through ADKAR Individual

ADKAR Change Management

Awareness

Desire

Knowledge

Ability

Reinforcemen t

Project Management

Process development

Review

Awareness Awareness is knowing the need for change The need for change is made up of: • Nature of change • Why the change?

• Impact on organisation • What’s in it for me?

Lack of awareness if number one reason for resistance

Awareness

• Individual view of the current state • Perceived credibility • Misinformation

Tactics for building awareness • Consider the impact of different groups and individuals in advance • Information is what is received not what is sent, so always get feedback • Plan your communications based on audience, timing and channels.

• Repeat the message.

• Be open with information to prevent misinformation spreading • Take into account the success and impact of recent change

Desire • This is employee’s desire to engage with the change • Awareness doesn’t automatically create desire • Desire is based on awareness, plus each individuals situation and personal motivators

Personal Motivators • Likelihood of gain or achievement (incentive) • Fear of consequence (risk or penalty) • Desire to be part of something (belonging) • Willingness to follow a leader you trust (inspiration) • Fear of the alternative (stagnating)

Personal Situations • What’s happening at home • Health • Financial pressures • Background and education Their actions may look illogical without the full picture.

Tactics for building desire • Active and visible leaders • Personal engagement by leaders / peers • Proactive management of resistance • Strong employee involvement in process • Incentives aligned with the change

ADKAR Person A

A

D

K

Person B Person C

Person D

A

A

A

D

K

D

R

A

R

K

A

A

D

K

A

R

R

Who are your champions of change?

Who will need more of the why, what, how and when?

Knowledge People need to know how to change • What to do during transition • What they will do after the transition To build knowledge, individuals need to have: • Access to information about what the future state looks like • Training and coaching on what to do in the new process • Role models

Ability • People can have knowledge of how to change but not yet the ability to do so • Ways to build ability are: • Time to practice and discuss • Coaching and/or role-models • Access to the right tools • Feedback

Reinforcement • Celebrations • Rewards and recognition • Feedback • Corrective actions • Visible performance measurement • Accountability mechanisms

Moving forward and Planning for change

Keep Stop

Start

Who are your key leaders of change?

How are you building awareness for HCH (or a particular element) and what else could you do?

Where do you expect resistance to come from?

How will you manage this resistance?

The Psychology of Change McKinsey’s Emily Lawson and Colin Price provided a holistic perspective in “The psychology of change management,” This suggests that four basic conditions are necessary before employees will change their behavior: • a) a compelling story, because employees must see the point of the change and agree with it; • b) role modeling, because they must also see the leaders and colleagues they admire behaving in the new way; • c) reinforcing mechanisms, because systems, processes, and incentives must be in line with the new behavior; and • d) capability building, because employees must have the skills required to make the desired changes.

What are our Values?

What do we stand for?

MOEMOEA | VISION To improve the health of all those who reside in the rohe of Ngāti Tūwharetoa WHAINGA | PURPOSE To provide support for health, welfare, employment, education, housing, youth training and aged care in and around Lake Taupō and the Central North Island of New Zealand WHAKATAKANGA | MISSION To improve whānau self-management through better knowledge & health literacy. To work collaboratively in our community for the betterment of whānau. To be the preferred provider of Iwi health services across Ngāti Tūwharetoa TIKANGA | VALUES Whanaungatanga - Manaakitanga – Huhuatanga

• Values guide decision-making and a sense of what’s important and what’s right.

•

Culture is the collection of business practices, processes, and interactions that make up the work environment.

Aligning Expectations?

What you bring? What you get?

“He waka eke noa”

Literally translated, this whakatauki (proverb) is the canoe which we are all in without exception. The meaning is a bit deeper than this and the whakatauki refers to the collective consciousness that affirms belonging in a group.

We are all in this together – we rise together, fall together, work together, keep going together.

WHAT I GIVE • These are the actions, behaviours, attitudes and contributions that I commit to providing, that will support you to be the best that you can be. These are the expectations that you can have of me.

• This is What I Give.

WHAT I GET • These are the actions, behaviours, attitudes and contributions that I need to receive from you that will help me be the best that I can be. These are the expectations that I have of you.

• This is What I Get.

• These are the things that we have in buckets!

We can see, hear and feel these!

• We need to keep them alive!

• How do we check our ‘values/cultural’ pulse?

“People are carriers of culture”

Venting

Dumping

Feels healthy Sticks to one topic Is time-limited Doesn’t keep repeating the same topic No blaming No victim mode Shows accountability for their part in the issue Open to solutions after expressing yourself

Feels toxic Overwhelms you with many issues Keeps repeating the same thing Blames others In victim mode Goes on and on No accountability for their part in the issue Not open to solutions .

Change begins with me

Leading the Charge, Driving the Change

Torben Rick

Seth Godin

“What are the environmental factors that need to be in place if we are to ensure our ‘values’ can be demonstrated?”

Personalities Allison Mooney – Pressing the Right Buttons

Playful

To have fun

• Attention – loves an audience • Affection • Approval • Acceptance of who they are

Peaceful

To have peace

• Feeling respected • Being valued for who they are, not what they do • Lack of stress • Peace and quiet • Time and encouragement

Powerful

To have control

• Credit for their abilities and accomplishments • Appreciation for all they have done – recognition and results • Loyalty in the ranks – loves to lead • New challenges

Precise To get it right

• Sensitivity to their feelings • Space to be alone – ‘don’t crowd me!’

• Silence • Support when down or from peers – ‘I believe in you’

Remember: Playfuls are instinctively spontaneous, energised and creative. They like to have choices. They hate being tied down to just one option.

Powerfuls are instinctively decisive and want results right away. They have a preference for being in control.

Precise types are instinctively particular and deliberate. They just can’t relax if everyone’s not putting all their effort into projects, tasks and activities. They are very rational and objective, and prefer you to communicate that way when dealing with them.

Peacefuls are instinctively considerate, good listeners, and prefer it if you are caring, inclusive and non-confrontational.

Why change programmes fail Enabling assumptions "Uncertainty is our friend" – "One part confidence, two parts humility, three parts sense of humour" "Context before content" – Flawed assumptions "Trust changes everything" – "we are objective" – "The 'goal' is the goal" "change can be achieved in X number of steps" "we have a neutral starting point for change" – "change is the goal"

What are five things you will do differently when leading change?

Sometimes people see change agents as trouble makers?

Troublemaker Complain Me-focussed

Change Agent Create Mission-focussed

anger pessimist Energy-sapping

passion optimist Energy-generating

alienate problems alone

attract Possibilities together

Key Learning: Rogers curve

• Resistance is a force to overcome • Resistance prevents change • Change agents must diagnose, manage and/or overcome resistance • Resisters otherwise known as ‘laggards’, ‘blockers’

• Change results from transformational conversations • Resistance is an inevitable consequence of a complex change process • Resistance should be embraced and worked with • It is the change agents role to create attraction for the change

What do we think we will be better at now?

He karakia whakamutunga – Kia whakairia te tapu Kia wātea ai te ara Kia tūruki whakataha ai Kia tūruki whakataha ai Haume e. Hui e. Tāiki e!

Restrictions are moved aside So the pathways are clear To return to eveyday activities Enriched, unified and blessed