Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar
Tuesday 24 January 2023
APM Enabling Change Specific Interest Group
Presented by:
Rebecca Collings and Matt Lawrence
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/changing-the-mood-for-change-how-to-tackle-the-tough-four-emotional-states-that-make-effective-change-harder-to-achieve-webinar/
Content description:
In this webinar we looked into the ‘tough four’ emotional states which can inhibit the progress, pace and success of any change or project.
According to Prosci, at least 80% of project benefits are dependent on people changing their ways of working.
We discussed these ‘tough four’ within the context of a project environment. By understanding what drives them, how to spot them and how you can mitigate or manage them, project managers and change leaders will be better placed to face the ‘tough four’ down. Resistance to change is often deeply rooted in people’s natural behaviour and mindset – understanding this is critical to leading people through change successfully.
This session was aimed at an audience seeking to learn more about how to manage change and to discuss the practical ways in which we can overcome resistance.
The session was presented by a small panel of experienced change and project management professionals.
Similar a Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar, 24 January 2023
Similar a Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar, 24 January 2023 (20)
Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar, 24 January 2023
1. Changing the Mood for Change
How to tackle the ‘tough four’ emotional states that make
effective change harder to achieve
Rebecca Collings & Matt Lawrence
4. Introductions
Matt Lawrence
Matt is a project
professional, speaker,
trainer, and a member
of APM’s Enabling
Change SIG.
Rebecca Collings
Rebecca is Director of
Collaboration & Change
at The Nichols Group
and a member of APM’s
Enabling Change SIG
19. Leadership & Management
AIM: Articulate the vision and end
benefits with as much detail as possible.
Add depth to the vision as detail
emerges
INTERVENTIONS:
▪ In a complex change environment, make sure
to explain how the change links to wider
changes
▪ Help middle managers to translate that vision
at a more local level so it has meaning for
particular groups
▪ Making sure you have sounding boards and
genuinely listen and respond to the questions
and concerns of staff/stakeholders
Active and visible
sponsorship
Research from the Prosci organisation
has found sponsorship to be the leading
factor influencing the success of change
20. Communications & Engagement
https://www.prosci.com/resources/articles/sponsor-checklist-for-change-management
▪ Consider the frequency and types of
messaging. Broadcast messages alone won’t
work.
▪ Where possible personally engage for a
richer, more empathetic conversation.
▪ Demonstrate that you’ve listened to people
and that you’re paying attention to concerns
and risks raised.
▪ Find ways to demonstrate how suggestions
have influenced the development and
delivery of the change, e.g. using ‘You Said,
We Did’ boards/forums
For people who resist the
change, something is not
clicking for them
Perhaps they don’t understand
or the vision doesn’t resonate
with them
We need to engage to
understand the ‘why’ behind
resistance
AIM: Frequent, consistent and clear
messaging which keeps people updated
along the journey. Clarify what is and
isn’t certain and what can be influenced
21. Capability Building & Support
AIM: Ensure that you understand
support needs and have built in time,
capacity and budget to meet these
needs
▪ Use peer support – how do the people on the
right help to engage, encourage and give
confidence to those lower down the scale? For
example, champions can be used to translate
the vision at a local level to help people
understand and buy into the detail.
▪ Some organisations create formal change
agent networks to help the develop and
articulate the detail of the change and ensure it
can be adopted in their area of the organisation.
They can act as points of contact.
▪ Ensure you have at least adequate plans to
mobilise the change using staff training, skills
development and other relevant resources. Be
honest about how effective this is and use it at
the right time
Prosci – 10 aspects of change impact
22. Culture
Education & Empowerment
▪ Colleagues often don’t have a strong
understanding of change.
▪ Consider taking steps to educate
colleagues on the knowledge of the
theories and models that explain our
reactions to change.
Supporting Line Managers
▪ Line managers are key to achieving
successful change.
▪ Consider training and supporting line
managers to manage change effectively
in their areas.
AIM: Treat change as core to the
organisation and take steps to build a
culture that embraces it
▪ Consider the culture of your organisation in
relation to change. How can you help people
to accept, be ready for and able to embrace
change as part of day-to-day business?
▪ Do you recruit people with the right attitude to
and skills to enable change? Could this be
included in job descriptions?
▪ Have you created change-related objectives
for people in every role in the organisation?
This can enable you to manage performance
in relation to change
24. Changing the Mood for Change
https://www.prosci.com/resources/articles/sponsor-checklist-for-change-management
Remember – change is always a very personal experience
The organisation doesn’t change – it is the people that need to