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Making sense of change management - Individuals

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Johan Str旦mquist
Johan Str旦mquist

I held this presentation on change management for our management team together with colleague and HR expert Sue Bourne

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Change Management What change means for the individual Johan Str旦mquist & Sue Bourne
What are we doing here? Increase understanding of the psychology of change Collect and sort our thoughts into (neat?) piles Share terminology Gain common tools to tackle change in colleagues and self
What are we going to do here? Learning and the process of change in what ways can models of learning help us understand individual change? Personality and change how do we differ in our responses to change? Four approaches to change: Psychodynamic Humanistic psychology The inner world of change Maximizing potential Behavioural Cognitive Changing behaviours Achieving results Managing change in self and others if we can understand peoples internal experience and we know what changes need to happen, what is the best way to effect change?
Assumption: External change internal experience
Learning and the process of change
Learning and the process of change
Learning and the process of change
Making sense of change management - Individuals
Kolbs learning cycle 1. Activist 2. Reflector 3. Theorist 4. Pragmatist David Kolb, Experential learning, 1984
Kolbs learning cycle 1. Activist
Making sense of change management - Individuals
Kolbs learning cycle 2. Reflector
Making sense of change management - Individuals
Kolbs learning cycle 3. Theorist
Making sense of change management - Individuals
Kolbs learning cycle 4. Pragmatist
Making sense of change management - Individuals
Making sense of change management - Individuals
Personality and change - Behavioural types
Self Awareness Known to self Not known to self Johari Window Known to The open The blind others self (The self (The Arena) Blind Spot) The The hidden self Not known unknown to others (The self Facade) Joseph Luft & Harry Ingham, 1950
Energy Overviews ANALYSER CONDUCTOR SUPPORTER PROMOTER
BLUE People with a high level of BLUE energy live their lives Approach to life: according to the principles, facts and logic they find in reality. High standards and correct They like to analyse all the possibilities to ensure they will avoid making an illogical or ill-informed judgement. They are planners, organisers, administrators and Goals: academics, with the ability to work out tasks Understanding systematically from start to finish. Can be seen as: As a result of their thoroughness they are often reluctant to make or express decisions quickly. Facts, Analytical and logic and principles can appear more important than distant personal friendships or personal gratification. They may be seen as detached or even rather cold at times.
GREEN People with a high level of GREEN energy are concerned with the feelings and relationships of people. Approach to life: Stability, values Their concern for other peoples welfare can often lend and supporting personal warmth to a situation. They are sensitive to others the values implicit in peoples actions and can act as useful barometers to the ethical consistency of an organisations actions. Goals: Harmony They can be slow or reluctant to modify their personal Can be seen as: values despite the apparent logic of an argument or situation. They can tend to avoid decisions that could Mild and docile involved violation of their values or risking the unknown.
People with a high level of YELLOW energy spend their YELLOW efforts racing towards their dreams for the future. Approach to life: They build the possibilities of tomorrow. They move from one idea or activity to another, impatient to find Fun and the vision of the moment. Their behaviour can be fun interaction and others get caught up in this. Because they focus their attention upon futures and often intuitive visions, they may be perceived by others as more imaginative Goals: Recognition and creative than the other colours. Can be seen as: They may become completely committed to an idea and then loose interest within a few weeks if it loses its Disorganised excitement. They may therefore appear to others as show, impractical and unrealistic at times of difficulty. Their optimism can mean that they will be prone to denial at times.
RED People with a high level of RED energy knows what Approach to life: they want and have little difficulty in articulating their Inner certainty, conclusions. focus on action They are concerned primarily with action. They deal quickly with the present situation and appear to have Goals: Personal little concern for the past. Their responses are efficient, achievements and effective and focused. They know what they want and where they are going. They are impatient with delays. meeting challenges They may show less concern for the feelings of others or for personal relationships. Others can see their Can be seen as: actions as hard or critical because they limit the attention they pay to their relationships. They seek Impatient power and control over situations.
All Four Within You Introverted with a desire to understand the world around you BLUE Thinking before acting, maintaining a detached, objective standpoint Value independence and intellect and prefer written communication to maintain clarity and precision, radiating a desire for analysis Introverted with a focus on values and depth in relationships GREEN Want others to be able to rely on you and defend what you value with quiet determination and persistence Prefer democratic relations that value the individual and are personal in style Extraverted, radiant, friendly, positive and concerned with good human relations YELLOW Enjoy the company of others and believe that life should be fun Approach others in a persuasive, democratic manner, radiating a desire for sociability Extraverted, action-oriented and always in motion RED Positive, reality-oriented and ssertive with a single minded focus on results and objectives Approach others in a direct, authoritative manner radiating a desire for control
On a good day Cautious Competitive Precise Demanding Deliberate Determined Questioning Strong-willed Formal Purposeful Caring Sociable Encouraging Dynamic Sharing Demonstrative Patient Enthusiastic Relaxed Persuasive
On a bad day Stuffy Aggressive Indecisive Controlling Suspicious Driving Cold Overbearing Reserved Intolerant Docile Excitable Bland Frantic Plodding Indiscreet Reliant Flamboyant Stubborn Hasty
Identifying the style - Clues from Body Language
Identifying the style - Clues from Verbal Style
Identifying the style - Clues from Interactions
Identifying the style - Clues from Working Environment Formal, possibly cold Orderly, business-like Organised/Systematic Correct tools for job Text Books Time-saving gadgets Information at hand Personal organiser Family photographs Plaques, trophies, etc Warm and friendly Group photographs Comfortable, lived-in Unstructured Plants, piles of paper Lots going on
Identifying the style - Clues from Management Style Asks detail questions Direct Reserved Inner certainty Business focus May interrupt Little facial expressions Focused questions Considered answers Tell style Slow to approach Sociable, enthusiastic Slower speech Outgoing/faster pace May be hesitant Smiles more Pauses before relying More gestures Ask style Flippant
Quick Check Comparison Table
Making sense of change management - Individuals
The psychodynamic approach to change Focus: How we deal with change
The change curve Kubler-Ross, On Death and Dying, 1969
The change curve Shock / Surprise: A sense of disbelief This could not be happening Alt. Relief: At least now I know whats happening!
The change curve Denial: Non-acceptance and proving to oneself it is not happening and hoping it will go away
The change curve Anger: Experiencing anger and frustration, but in an unaware way, not taking responsibility for the emotions
The change curve Bargaining: Internal negotiation an attempt to avoid the inevitable
The change curve Depression: Hitting the lows and responding with apathy Depression or sadness
The change curve Acceptance: The reality of the situation is accepted. Depression Not necessarily in a positive way. Introvert, in touch with oneself.
The change curve Experimentation: Perhaps there is some merit to the change? Maybe I should take a Depression look?
The change curve Discovery: Realisation of new opportunities. New positives opening up. Depression
The change curve Integration: Integration of new circumstances into self. A new equilibrium. Depression
Making sense of change management - Individuals
The change curve
Managing along the change curve Minimise shock Discuss Listen, empathise, Help others Encourage risk Discuss meaning implications of support complete taking and learning Give early and full change with Dont suppress communication on individuals and Acknowledge the Foster Reflect on conflict or intentions, possibil teams ending of an era communication experience different views / ities and overall emotions Allow others to Create Celebrate success direction of Pay attention to change peoples needs Help individuals take responsibility development and concerns weather the storm opportunities Encourage Recognise how Practice patience change can trigger Create goals past experiences Coach Dont take it personally!
Satirs model: Foreign element and transforming idea Foreign element Old status Transforming idea quo New status quo Integration & Practice Chaos Virginia Satir et al, 1991
William Bridges: Managing the transition Neutral Ending Beginning Zone William Bridges, Managing Transitions, 2009
William Bridges: Managing the transition
Magnify the plagues
Mark the ending
Deal with the murmuring
Give people access to the decision makers
Seize the creative opportunity
Resist the urge to rush ahead
Understand that neutral zone leadership is different
Experience the spectacular events surrounding the journey to the Promised Land. Witness the sovereign hand of God, his chosen leader Moses and the mighty exploits that brought the Israelites out of slavery and established the written law. Help Moses solve the puzzle with 100 fascinating levels featuring mazes and other obstacles to faith. With your staff and the spoken word of God, you will defend against enemies including magicians, Pharaoh's soldiers, weaknesses of man, hardened hearts, and other devices that challenged the character of God. Along the way, Moses can gather Holy oil, the armor of God, greater faith and much more. Illustrated with 50 colorful reward screens, this learning tool also includes 250 questions spanning the entire book of Exodus. Are you ready to defend the faith?
Making sense of change management - Individuals
The humanistic psychology approach to change Focus: Subjective awareness, individual responsibility, the whole person
Maslow and the hierarchy of needs Self-actualisation needs Self-esteem needs Love and belonging needs Safety needs Physiological needs Maslow, Maslows hierarchy of needs, 1970
Rogers attributes of succesful change agents Genuineness and congruence Unconditional positive regard Empathic understanding Carl Rogers, 1967
The behavioural approach to change Focus: Rewards and punishments
Pavlovs dog Ivan Pavlov, 1928
Pavlovs dog Not necessarily considering: Processes Relationships Involvement Individual experience of the change
How can it help then? Identify behaviours that impact performance Measure those behaviours Analyse the behaviours what are the components? Generate intervention / reinforcement strategy how to reward and punish these behaviours? Evaluate efficiency of strategy
Reinforcement strategies Financial (material) reinforcements Feedback Social reinforcement
Making sense of change management - Individuals
Motivation
Theory X assumptions Theory Y assumptions People dislike work People regard work as natural They need controlling and normal They respond to more than They require security just control ex. recognition They are motivated by and encouragement threats of punishment They commit to the They avoid taking organisations objectives in responsibility line with rewards offered They lack ambition They seek some inner fulfilment from work They do not use their imagination They may willingly accept responsibility or accountability They can be creative and innovative Douglas McGregor, The Human Side of Enterprise, 1960
Making sense of change management - Individuals
Herzbergs motivating factors Hygiene factors Motivators Pay Achievement Company policy Recognition Quality of management Responsibility Working relations Advancement Working conditions Learning Status Type and nature of work Security No dissatisfaction Dissatisfaction No satisfaction Satisfaction Two-factor theory Frederick Herzberg, One more time: How do you motivate employees?, 1968
The cognitive approach to change Focus: Achieving results
WHETHER YOU THINK YOU CAN, OR THINK YOU CANT, YOURE RIGHT.
Making sense of change management - Individuals
Assumptions How we think and what attitudes we have affect how we behave and the results we achieve We can look at the way we limit ourselves in the way we think and replace this with a different way of thinking Objectives, as long as they are consistent with our beliefs, help us achieve
Key questions to achieve results What are my core values and how do they align with those of the company? What are my limiting beliefs and attitudes and with what do I replace them? What is my most effective state of being to accomplish my goals and how do I access it? What specifically do I need to do to achieve my goals and what is my first step? What specific outcomes do I want and what might get in the way?
Goals and objectives Research shows that: Clearly articulated (and written) goals improve performance Ambitious (but attainable) goals improve performance more than less ambitious goals Goals with personal implications improve performance more than purely organisational goals Setting ones own goals results in more ambitious goals than goals from above
Making sense of change management - Individuals
Making sense of change management - Individuals
Making sense of our results We talk to ourselves about the results we achieve: Awesome! Well done! Oh, I guess I must have been lucky then... Ill do better next time! I figured it would turn out this way... We can change the script
Event Values Beliefs Experience Thoughts Emotional Results Response Behavioural Response Sue Bourne, 2012
Making sense of change management - Individuals
Managing change
Propensity for change 3. Organisational history 2. Consequences 4. Type of of the change individual 1. Nature of the Response 5. Individual change to change history Esther Cameron & Mike Green, Making Sense of Change Management, 2004
Scheins model of transformative change Disconfirmation Creation of survival anxiety or guilt Unfreezing Creation of psychological safety to overcome learning anxiety Imitation of and identification with role models Learning Scanning for solutions and trial and error Incorporation into self-concept and identity Refreezing Incorporation into ongoing relationships Edgar Schein, Organisational Culture and Leadership, 1992
Resistance to change Survival Learning
Four fears Fear of temporary incompetence Fear of punishment for incompetence Fear of loss of personal identity Fear of loss of group membership
Resistance to change Survival Learning
Reducing learning anxiety Increase the learners psychological safety through: A compelling vision of the future Formal training Involvement of the learner Informal training Practice fields, coaches, feedback Positive role models Support groups Consistent systems and structures Imitation and identification vs scanning and trial and error
Bringing it all together Performance management Management by objectives Reward policies Business planning and performance Values translated into behaviours frameworks Management competencies Results based coaching Skills training Beliefs, attitudes and cultural Management style interventions Performance coaching Visioning 360 degrees feedback Behavioural Cognitive Understanding change dynamics Living the values Counselling people through change Developing the learning Surfacing hidden issues organisation Addressing emotions Addressing the hierarchy of needs Treating employees and managers Addressing emotions as adults Fostering communication and consultation Psychodynamic Humanistic

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Making sense of change management - Individuals

  • 1. Change Management What change means for the individual Johan Str旦mquist & Sue Bourne
  • 2. What are we doing here? Increase understanding of the psychology of change Collect and sort our thoughts into (neat?) piles Share terminology Gain common tools to tackle change in colleagues and self
  • 3. What are we going to do here? Learning and the process of change in what ways can models of learning help us understand individual change? Personality and change how do we differ in our responses to change? Four approaches to change: Psychodynamic Humanistic psychology The inner world of change Maximizing potential Behavioural Cognitive Changing behaviours Achieving results Managing change in self and others if we can understand peoples internal experience and we know what changes need to happen, what is the best way to effect change?
  • 4. Assumption: External change internal experience
  • 5. Learning and the process of change
  • 6. Learning and the process of change
  • 7. Learning and the process of change
  • 9. Kolbs learning cycle 1. Activist 2. Reflector 3. Theorist 4. Pragmatist David Kolb, Experential learning, 1984
  • 10. Kolbs learning cycle 1. Activist
  • 12. Kolbs learning cycle 2. Reflector
  • 14. Kolbs learning cycle 3. Theorist
  • 16. Kolbs learning cycle 4. Pragmatist
  • 19. Personality and change - Behavioural types
  • 20. Self Awareness Known to self Not known to self Johari Window Known to The open The blind others self (The self (The Arena) Blind Spot) The The hidden self Not known unknown to others (The self Facade) Joseph Luft & Harry Ingham, 1950
  • 21. Energy Overviews ANALYSER CONDUCTOR SUPPORTER PROMOTER
  • 22. BLUE People with a high level of BLUE energy live their lives Approach to life: according to the principles, facts and logic they find in reality. High standards and correct They like to analyse all the possibilities to ensure they will avoid making an illogical or ill-informed judgement. They are planners, organisers, administrators and Goals: academics, with the ability to work out tasks Understanding systematically from start to finish. Can be seen as: As a result of their thoroughness they are often reluctant to make or express decisions quickly. Facts, Analytical and logic and principles can appear more important than distant personal friendships or personal gratification. They may be seen as detached or even rather cold at times.
  • 23. GREEN People with a high level of GREEN energy are concerned with the feelings and relationships of people. Approach to life: Stability, values Their concern for other peoples welfare can often lend and supporting personal warmth to a situation. They are sensitive to others the values implicit in peoples actions and can act as useful barometers to the ethical consistency of an organisations actions. Goals: Harmony They can be slow or reluctant to modify their personal Can be seen as: values despite the apparent logic of an argument or situation. They can tend to avoid decisions that could Mild and docile involved violation of their values or risking the unknown.
  • 24. People with a high level of YELLOW energy spend their YELLOW efforts racing towards their dreams for the future. Approach to life: They build the possibilities of tomorrow. They move from one idea or activity to another, impatient to find Fun and the vision of the moment. Their behaviour can be fun interaction and others get caught up in this. Because they focus their attention upon futures and often intuitive visions, they may be perceived by others as more imaginative Goals: Recognition and creative than the other colours. Can be seen as: They may become completely committed to an idea and then loose interest within a few weeks if it loses its Disorganised excitement. They may therefore appear to others as show, impractical and unrealistic at times of difficulty. Their optimism can mean that they will be prone to denial at times.
  • 25. RED People with a high level of RED energy knows what Approach to life: they want and have little difficulty in articulating their Inner certainty, conclusions. focus on action They are concerned primarily with action. They deal quickly with the present situation and appear to have Goals: Personal little concern for the past. Their responses are efficient, achievements and effective and focused. They know what they want and where they are going. They are impatient with delays. meeting challenges They may show less concern for the feelings of others or for personal relationships. Others can see their Can be seen as: actions as hard or critical because they limit the attention they pay to their relationships. They seek Impatient power and control over situations.
  • 26. All Four Within You Introverted with a desire to understand the world around you BLUE Thinking before acting, maintaining a detached, objective standpoint Value independence and intellect and prefer written communication to maintain clarity and precision, radiating a desire for analysis Introverted with a focus on values and depth in relationships GREEN Want others to be able to rely on you and defend what you value with quiet determination and persistence Prefer democratic relations that value the individual and are personal in style Extraverted, radiant, friendly, positive and concerned with good human relations YELLOW Enjoy the company of others and believe that life should be fun Approach others in a persuasive, democratic manner, radiating a desire for sociability Extraverted, action-oriented and always in motion RED Positive, reality-oriented and ssertive with a single minded focus on results and objectives Approach others in a direct, authoritative manner radiating a desire for control
  • 27. On a good day Cautious Competitive Precise Demanding Deliberate Determined Questioning Strong-willed Formal Purposeful Caring Sociable Encouraging Dynamic Sharing Demonstrative Patient Enthusiastic Relaxed Persuasive
  • 28. On a bad day Stuffy Aggressive Indecisive Controlling Suspicious Driving Cold Overbearing Reserved Intolerant Docile Excitable Bland Frantic Plodding Indiscreet Reliant Flamboyant Stubborn Hasty
  • 29. Identifying the style - Clues from Body Language
  • 30. Identifying the style - Clues from Verbal Style
  • 31. Identifying the style - Clues from Interactions
  • 32. Identifying the style - Clues from Working Environment Formal, possibly cold Orderly, business-like Organised/Systematic Correct tools for job Text Books Time-saving gadgets Information at hand Personal organiser Family photographs Plaques, trophies, etc Warm and friendly Group photographs Comfortable, lived-in Unstructured Plants, piles of paper Lots going on
  • 33. Identifying the style - Clues from Management Style Asks detail questions Direct Reserved Inner certainty Business focus May interrupt Little facial expressions Focused questions Considered answers Tell style Slow to approach Sociable, enthusiastic Slower speech Outgoing/faster pace May be hesitant Smiles more Pauses before relying More gestures Ask style Flippant
  • 36. The psychodynamic approach to change Focus: How we deal with change
  • 37. The change curve Kubler-Ross, On Death and Dying, 1969
  • 38. The change curve Shock / Surprise: A sense of disbelief This could not be happening Alt. Relief: At least now I know whats happening!
  • 39. The change curve Denial: Non-acceptance and proving to oneself it is not happening and hoping it will go away
  • 40. The change curve Anger: Experiencing anger and frustration, but in an unaware way, not taking responsibility for the emotions
  • 41. The change curve Bargaining: Internal negotiation an attempt to avoid the inevitable
  • 42. The change curve Depression: Hitting the lows and responding with apathy Depression or sadness
  • 43. The change curve Acceptance: The reality of the situation is accepted. Depression Not necessarily in a positive way. Introvert, in touch with oneself.
  • 44. The change curve Experimentation: Perhaps there is some merit to the change? Maybe I should take a Depression look?
  • 45. The change curve Discovery: Realisation of new opportunities. New positives opening up. Depression
  • 46. The change curve Integration: Integration of new circumstances into self. A new equilibrium. Depression
  • 49. Managing along the change curve Minimise shock Discuss Listen, empathise, Help others Encourage risk Discuss meaning implications of support complete taking and learning Give early and full change with Dont suppress communication on individuals and Acknowledge the Foster Reflect on conflict or intentions, possibil teams ending of an era communication experience different views / ities and overall emotions Allow others to Create Celebrate success direction of Pay attention to change peoples needs Help individuals take responsibility development and concerns weather the storm opportunities Encourage Recognise how Practice patience change can trigger Create goals past experiences Coach Dont take it personally!
  • 50. Satirs model: Foreign element and transforming idea Foreign element Old status Transforming idea quo New status quo Integration & Practice Chaos Virginia Satir et al, 1991
  • 51. William Bridges: Managing the transition Neutral Ending Beginning Zone William Bridges, Managing Transitions, 2009
  • 55. Deal with the murmuring
  • 56. Give people access to the decision makers
  • 57. Seize the creative opportunity
  • 58. Resist the urge to rush ahead
  • 59. Understand that neutral zone leadership is different
  • 60. Experience the spectacular events surrounding the journey to the Promised Land. Witness the sovereign hand of God, his chosen leader Moses and the mighty exploits that brought the Israelites out of slavery and established the written law. Help Moses solve the puzzle with 100 fascinating levels featuring mazes and other obstacles to faith. With your staff and the spoken word of God, you will defend against enemies including magicians, Pharaoh's soldiers, weaknesses of man, hardened hearts, and other devices that challenged the character of God. Along the way, Moses can gather Holy oil, the armor of God, greater faith and much more. Illustrated with 50 colorful reward screens, this learning tool also includes 250 questions spanning the entire book of Exodus. Are you ready to defend the faith?
  • 62. The humanistic psychology approach to change Focus: Subjective awareness, individual responsibility, the whole person
  • 63. Maslow and the hierarchy of needs Self-actualisation needs Self-esteem needs Love and belonging needs Safety needs Physiological needs Maslow, Maslows hierarchy of needs, 1970
  • 64. Rogers attributes of succesful change agents Genuineness and congruence Unconditional positive regard Empathic understanding Carl Rogers, 1967
  • 65. The behavioural approach to change Focus: Rewards and punishments
  • 66. Pavlovs dog Ivan Pavlov, 1928
  • 67. Pavlovs dog Not necessarily considering: Processes Relationships Involvement Individual experience of the change
  • 68. How can it help then? Identify behaviours that impact performance Measure those behaviours Analyse the behaviours what are the components? Generate intervention / reinforcement strategy how to reward and punish these behaviours? Evaluate efficiency of strategy
  • 69. Reinforcement strategies Financial (material) reinforcements Feedback Social reinforcement
  • 72. Theory X assumptions Theory Y assumptions People dislike work People regard work as natural They need controlling and normal They respond to more than They require security just control ex. recognition They are motivated by and encouragement threats of punishment They commit to the They avoid taking organisations objectives in responsibility line with rewards offered They lack ambition They seek some inner fulfilment from work They do not use their imagination They may willingly accept responsibility or accountability They can be creative and innovative Douglas McGregor, The Human Side of Enterprise, 1960
  • 74. Herzbergs motivating factors Hygiene factors Motivators Pay Achievement Company policy Recognition Quality of management Responsibility Working relations Advancement Working conditions Learning Status Type and nature of work Security No dissatisfaction Dissatisfaction No satisfaction Satisfaction Two-factor theory Frederick Herzberg, One more time: How do you motivate employees?, 1968
  • 75. The cognitive approach to change Focus: Achieving results
  • 76. WHETHER YOU THINK YOU CAN, OR THINK YOU CANT, YOURE RIGHT.
  • 78. Assumptions How we think and what attitudes we have affect how we behave and the results we achieve We can look at the way we limit ourselves in the way we think and replace this with a different way of thinking Objectives, as long as they are consistent with our beliefs, help us achieve
  • 79. Key questions to achieve results What are my core values and how do they align with those of the company? What are my limiting beliefs and attitudes and with what do I replace them? What is my most effective state of being to accomplish my goals and how do I access it? What specifically do I need to do to achieve my goals and what is my first step? What specific outcomes do I want and what might get in the way?
  • 80. Goals and objectives Research shows that: Clearly articulated (and written) goals improve performance Ambitious (but attainable) goals improve performance more than less ambitious goals Goals with personal implications improve performance more than purely organisational goals Setting ones own goals results in more ambitious goals than goals from above
  • 83. Making sense of our results We talk to ourselves about the results we achieve: Awesome! Well done! Oh, I guess I must have been lucky then... Ill do better next time! I figured it would turn out this way... We can change the script
  • 84. Event Values Beliefs Experience Thoughts Emotional Results Response Behavioural Response Sue Bourne, 2012
  • 87. Propensity for change 3. Organisational history 2. Consequences 4. Type of of the change individual 1. Nature of the Response 5. Individual change to change history Esther Cameron & Mike Green, Making Sense of Change Management, 2004
  • 88. Scheins model of transformative change Disconfirmation Creation of survival anxiety or guilt Unfreezing Creation of psychological safety to overcome learning anxiety Imitation of and identification with role models Learning Scanning for solutions and trial and error Incorporation into self-concept and identity Refreezing Incorporation into ongoing relationships Edgar Schein, Organisational Culture and Leadership, 1992
  • 90. Four fears Fear of temporary incompetence Fear of punishment for incompetence Fear of loss of personal identity Fear of loss of group membership
  • 92. Reducing learning anxiety Increase the learners psychological safety through: A compelling vision of the future Formal training Involvement of the learner Informal training Practice fields, coaches, feedback Positive role models Support groups Consistent systems and structures Imitation and identification vs scanning and trial and error
  • 93. Bringing it all together Performance management Management by objectives Reward policies Business planning and performance Values translated into behaviours frameworks Management competencies Results based coaching Skills training Beliefs, attitudes and cultural Management style interventions Performance coaching Visioning 360 degrees feedback Behavioural Cognitive Understanding change dynamics Living the values Counselling people through change Developing the learning Surfacing hidden issues organisation Addressing emotions Addressing the hierarchy of needs Treating employees and managers Addressing emotions as adults Fostering communication and consultation Psychodynamic Humanistic