Skills Building Training - Day 1 Performance Zones and Curve of Change

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IMPROVED STRATEGIC MANAGEMENT
CAPACITY PROJECT
Change Management – Session 1
Jocelyne Rasé
October 2013

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Ground rules
Confidentiality
Willingness to fully participate to the full programme - play along
Transparency - willingness to share experiences (+) & (-)
Learning by doing, therefore by making mistakes
Openness – listen to what you hear, be open to feedback
Respect - when you give feedback, offer suggestions, not criticism
Stop anytime of there is a language issue
You don’t have to take notes – you will receive handouts
Turn off your phone!!!!
What else…. Would you like to add another rule?

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If you want
to go FAR,
go together

If you want
to go FAST,
go alone
Not everyone runs
at the same pace
We need to be
aligned

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Do you know each other?

• Introduce yourself
• Share you involvement with strategy work so far
in your institution? What did you actually do?
What would you like to do?

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Day One

General information about skills of trainers / Strategic Management Facilitators
• What are your expectations for this training?
• For this role?
Reminder of the context
• What is the Reform about?
• What is the role of Strategic Management Units?
• What works? What needs improvement?
Why Change?
• The world has changed
• The mindset of ongoing Continuous Improvement, what does it mean?
Performance zones
• The learning curve
• How people cope with change
Organisational change management
• Steps and contribution

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Groupwork:

• What was the purpose of the Reform? – the PFMC
Law 5018
• What is the role of the SDU - Strategic
Development Unit?
• How do you relate and interact with the MoD –
Ministry of Development and the MoF – Ministry of
Finance?

Performance zones - Attitude towards change

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Panic zone
Strech zone
Comfort zone
Dead zone

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The normal curve of change

Motivation - Performance

Resilience
Stretch zone
Panic zone
Stimulation
Boredom

Energy
Idealism

Comfort zone

Disillusion
Fatigue

Excitement

Demotivation
Illness

Exhaustion
Breakdown

Temporaty incompetence

Burnout

Time

DEAD ZONE

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You need to…

• Identify the performance zone – your own and your
colleague’s
• Where are you and your colleague on the curve?
• Change styles depending on where the person is on
the curve (i.e. from being directive to coaching)
• In which performance zone your Ministry is, in
regards to Strategic Management?
P.S. This training might put you in a panic zone

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1 2 3 4 5 Coaching 6 7 8 9 10

Motivation - Performance

Resilience
Stretch zone
Panic zone
Stimulation
Boredom

Energy
Idealism

Comfort zone

Disillusion
Fatigue

Excitement

Illness

Exhaustion
Breakdown
Burnout

10 9 8 7 6 Being directive 5
Time

4

3

2 DEAD ZONE
1

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Game about Change!

Making 10 changes to your physical appearance + 15 changes
• Pair the members of the group
• Ask them to look at each other in silence for 1 minute
• Ask them to turn around and make 10 changes to their physical appearance
• Tell them to face each other again and identify the 10 changes the other person made
• Ask them to write down their compliance rate and success rate on a post it
• Ask them to turn around and make an additional 15 changes to their physical
appearance
• Tell them to face each other again and identify the 15 extra changes the other person
made
• Observe the interaction and the reaction to "the 15 additional changes”
• Record the level of compliance + the success rate agina and compute the average
for the group.

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Debrief - Game about Change

Lessons learned:
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Looking at someone for 1 min is uncomfortable

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If it is not uncomfortable, it is not change
You must be willing to face the facts, even if it is uncomfortable – look at the situation the way it really is before you change, if you want to compare later on

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You started by removing things – taking away what you had on you

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Change is always experienced at first as a loss

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How did you feel when you were asked to do more?

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There is always a sense of too much – Panic Zone
Temptation to give up (Dead Zone) or rebel – how does that impact your performance?

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Then you started putting more things on

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You taking on too many things and it feels overwhelming

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Once the exercise is over, you go right back to the old ways

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Why didn’t you….?

• Ask for more time - if you needed it - to improve your success rate?
– Negotiate the terms of the assignment

• Use the resources available to you?
– Look around to see what’s available & see that other people are in a similar
situation

• Try to be creative, even if it makes you look ridiculous?
– Be willing to appear strange – to stand out of the crowd – to be different

• Talk to each other?
– Communicate on what you are doing

• Help each other?
– Be willing to share and ask for help – to combine forces

• Step out of the room to get additional materials to help you?
– Leave your confined comfortable setting to see what’s out there

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Change is like going through a door

Are you
stepping
IN
or
OUT?

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You have to leave A to go to B
Neutral Zone

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A

B

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A
ENDING

Leave the situation behind

• What exactly has changed?

B
NEUTRAL ZONE

BEGINNING

Between old and new reality

New understanding,
new attitudes, new ideas,
new behaviors

• Are you tempted to fall
back on status quo?

• What exactly will change?
• What does it look like?

• Are you fluctuating
between wanting &
resisting the change?

• Are you predicting success or
failure?

• What exactly is over?
• How can I keep in touch?
• What remains the same?
• Are you alone in this?

• Are you meeting people who
are positive?

Shock

Anxiety

Relief – the decision has been made

Denial

Confusion

Curiosity

Anger

De-motivation

Excitement

Resentment

Loss of productivity

Confidence

Nostalgia

Ambivalence

Commitment

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Facts about Change

• Different people have different reactions to change
Everyone has fundamental needs that have to be met .
The key question for everyone involved is ALWAYS: “What’s in it for me?”
• The cooperation of the people around you, who must implement the change
with you, greatly determines the success or failure of the initiative A “few”
people and groups are almost always pivotal to a smooth and effective
change implementation
• Leadership – initiative – innovation – collaboration – working together
are the key factors to successful change management
• A clear plan of action is needed for each group/individual who needs to
influence others
• Communication and support are key ingredients when implementing
change

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Why Change?

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The Fallacy of Status Quo

It’s not that bad…
If you don’t do anything, things will stay the same…

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The world has changed…

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Darwin’s Tree of life – seeking for a universal structure - 1809-1882

MAMMALS

VERTEBRAES

INVERTEBRAES

BACTERIA

ORGANISATION
of facts,
of elements,
of knowledge
VALUES
Order
Categories
Sequences
Patterns
Unity

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The Organisational Tree Model
CONTROL
of processes
of knowledge
of resources
of people
VALUES
Hierarchy
Loyalty
Respect for chain of command
Competition
Organisation

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How fast
do you climb
the
ladder
of
success?

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The Internet made the world smaller and messier

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Towards Networked Organisations

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VALUES
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Cooperation
Complexity
Sharing
Continuous Improvement
Thinking outside the box
Entrepreneurship –
volunterring your
contribution
Flexibility
Adaptability
Determination
Learning agility

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15 November 2013

Times have changed....

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from This to ThaT

Change of mindset

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FROM
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Tree model
Being told what to do
Focus on control
Rigidity
Ownership of methods, processes
Silos
Telling people what to do
Bureaucracy
Suspicion
Predicitbility
Uniformity
Certainty
Strong cultural identity

TO
Web model (the internet)
Being proactive – being an active contibutor
Focus on results & performance
Innovation & flexibility - openness to new ideas
Sharing best practices
Use of all resources available
Getting people engaged and motivated
Empowerment & more delegation
Trust
Flexibility
Diversity
Uncertainty
Being aligned with international practices

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The purpose of Change:
Operational Excellence

OE = E²
Efficiency
& Effectiveness

15 November 2013

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CI

Continuous
+ Improvement

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Efficiency
Meeting objectives - are you doing things right?
Ratio between objectives & results - measurable

SPEED & COST

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Effectiveness
Making best use of resources available
– to work SMARTER – are you doing the right things?
Ratio between accomplishments & resources used

QUALITY

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Efficient
but not Effective
80/20

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The Pareto Principle

20/80 Rule
• 20% of the effort - if it is focused & proactive - will
generate 80% of the results = long term sustainability
• 80% of unfocused effort (reactive) generates only
20% of the results = quick fix results, but ineffective
& demotivating on the long term
15/11/2013

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Organisational change

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You are NOT alone!!!!!

We want people who …
Have the right mindset – Continuous Improvement
Understand the normal process of change
Understand human psychology when it comes to change
Can anticipate resistance and cope with it
Are clear about their own sense of purpose – what they stand for
Who can communicate briefly and concisely to all levels in the
institution the importance of Strategic Management
• Can explain clearly what SM is about
• Can make full use of the resources available to them
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It’s time to change your point of view

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Change is a process…
Future
State
Acceptance
Optimism/Relief
Shock

Testing

Denial
Current
State

Anger

Bargaining
Adapting

TIME

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Stages of Change

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Performance

Denial

Resistance

Acceptance

Exploration

Commitment

Growth

Unconscious
Incompetence

Conscious
Incompetence

Conscience about
Incompetence

Conscious
Competence

Unconscious
Competence

Controlled Unconscious /
Conscious Competence

Evidence:

Evidence:

Evidence:

Evidence:

Evidence:

Evidence:

Explains away
feedback
Appears not to care
Cautious
Passive
Guarded

Disagrees with
feedback
Withdrawn
Hostile
Angry
Difficult to talk to

Willing to receive feedback
Anxious
Confused
Guilty
Aware
Worried

Interested in feedback
Takes risks
Questions
Increasingly aware
Open

Comfortable with feedback
Lacks fear
Energised
Confident
Takes ownership

Seeks feedback
Tests new ideas (creative)
Trusts own ideas (intuitive)
Uses more than one way (flexible)
Re-visits earlier phases (confident)
Evaluates self

Encouraging

Facilitating

Mentoring

Training - Coaching is:
Directing

Understanding Supporting

Approaches:

Approaches:

Approaches:

Approaches:

Approaches:

Approaches:

Tell
Inform
Ask questions
Provide feedback

Instruct
Show
Listen
Observe
Ask questions
Provide feedback

Help to manage symptoms
Counsel
Set short-term goals
Ask questions
Provide feedback

Review /Reinforce
Provide advice on:
- Setting medium-term
& long-term personal
and business goals
- Testing how
much control
- Dealing with
problems
Ask questions
Provide feedback

Stretch
Share ideas
Offer Advice
Ask questions
Provide feedback

Challenge
Available for advice
Sounding board
Help to develop new ideas
Help to evaluate
Ask questions
Provide feedback

Time

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4 topics identified

• How to get engagement and support from the under secretary of
your institution? What actions would take?How would you do it?
• How to make more coherent the various SM documents.
Which ones? and how?
• Choose 3 strategic areas relevant to your institutions and define the
main priorities and the KPIs – Key Performance Indicators - for each
of them
• What measures would you take to improve the SM capacity in your
institution
• Lack of incentives for implementing SM , beyond BAU – regular work
duties

Influencing through Change

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Performance

Denial

Resistance

Acceptance

Exploration

Commitment

Growth

Unconscious
Incompetence

Conscious
Incompetence

Conscience about
Incompetence

Conscious
Competence

Unconscious
Competence

Controlled Unconscious /
Conscious Competence

Evidence:

Evidence:

Evidence:

Evidence:

Evidence:

Evidence:

Explains away
feedback
Appears not to care
Cautious
Passive
Guarded

Disagrees with
feedback
Withdrawn
Hostile
Angry
Difficult to talk to

Willing to receive feedback
Anxious
Confused
Guilty
Aware
Worried

Interested in feedback
Takes risks
Questions
Increasingly aware
Open

Comfortable with feedback
Lacks fear
Energised
Confident
Takes ownership

Seeks feedback
Tests new ideas (creative)
Trusts own ideas (intuitive)
Uses more than one way (flexible)
Re-visits earlier phases (confident)
Evaluates self

Encouraging

Facilitating

Mentoring

Training - Coaching is:
Directing

Understanding Supporting

Approaches:

Approaches:

Approaches:

Approaches:

Approaches:

Approaches:

Instruct
Show
Listen
Observe
Ask questions
Provide feedback

Help to manage symptoms
Counsel
Set short-term goals
Ask questions
Provide feedback

Review /Reinforce
Provide advice on:
- Setting medium-term
& long-term personal
and business goals
- Testing how
much control
- Dealing with
problems
Ask questions
Provide feedback

Stretch
Share ideas
Offer Advice
Ask questions
Provide feedback

Challenge
Available for advice
Sounding board
Help to develop new ideas
Help to evaluate
Ask questions
Provide feedback

: Tell
Inform
Ask questions
Provide feedback

Time

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Signs of Denial and Resistance
What we Hear
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What problem?
I don’t care
Not my problem!
It doesn’t matter
It’s a short-term issue
I’ve always done it this way
My team are great as they are
Others are worse
We don’t need to change
You don’t understand
I know my people
My function is different

What we See
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Defend the past
Defend the present
Aggressive
Make excuses
Put others down
Kill the messenger…
…but miss the message
Blame everyone else
Don’t listen
Tell stories about past glories
Hide away

Moving out of Denial and Resistance

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What you might achieve:
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They start to think about the issue /
challenge
They accept that something needs to
be done

What you should NOT expect
yet:
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They will see the way forward as
clearly as you
They understand what has to be done,
and their role in it

Possible actions:
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Explain expectations
Set / clarify some targets
Define some performance indicators
Provide evidence and give feedback about
performance
Get feedback from others
Challenge their assumptions – ask questions
Get people to visit other sites
Explain the “big picture”
Listen and show respect for their past: avoid blame
Don’t offer detailed solutions yet
Look for small early successes – quick wins

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Signs of Acceptance and Exploration

What we Hear
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How did I get into this mess?
What have I done wrong?
It’s all my fault
What’s happening?
Tell me how to fix it
Help!
What can I tell my team?
There must be a better way
What can I do?
What else can I do?

What we See
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Little sense of direction
Insecure
Tentative / cautious / slow
Looking for direction
Seeking reassurance
Seeking solutions
Using resources
Testing out options

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Moving on from Acceptance and Exploration

Possible actions:

They understand what needs to be
done,
Accept their roles and responsibilities
in it

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What you should NOT expect
yet:

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People stop talking about “the good old
days”
People never slipping back

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Provide vision and overall direction…
…but encourage them to work out how to get
there
Encourage them to set themselves goals
Encourage open expression of feelings, positive
and negative
Emphasise the positives in what you see
Focus on concrete, achievable first steps
Give fast feedback about results
Reward desired new behaviours
Ensure systems and processes support the new
approach
Encourage experiments

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Signs of Commitment and Growth
What we Hear
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Let’s just do it
I can do that
Now I understand it
This is easy
I don’t really miss it now
It’s been tough, but I did it
I’m / we’re stronger now
It’s better than I expected
How am I doing
How could I do this better

What we See
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Accept responsibility
Renewed energy, enthusiastic
Communicative
Listen
Willing to learn
Happy to trust
Work independently
Confident and take risks
Flexible, creative
Set stretch targets
Challenge ourselves

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Maintaining Commitment and Growth
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People understand that development
and change is never-ending
They are energised for continuous
improvement

What you should NOT expect:
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Nobody will ever slip back
Nobody will ever get complacent

Possible actions:
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Constantly “raise the bar”: increased
targets
Keep providing feedback
Celebrate successes
Keep asking questions
Use 360° feedback continuously
Encourage learning and selfdevelopment
Don’t punish unsuccessful experiments
Be alert for “Unconscious
incompetence”
Job rotation

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Exercise in sub groups

• At which stage of development is your Ministry
when it comes to Strategic Management?
• Are all people at the same stage?
• How can you address the different people in a more
effective manner?

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The importance of being aligned

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Play the same music

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Role & Responsibilities of the SM Facilitators

Be an active contributor and initiator to…
• Organise meetings – formally & informally with the Ministry of Finance
and the Ministry of Development and Operational Managers
• Run workshops & training sessions
• Work closely with Technical Working Team
• Coordinate services
• Work together – share best practices, experiences, difficulties to
promote CHANGE
• Encourage linkage, collaboration, interactions to avoid silos and
duplication of services
• Promote the concept of working together
• Managing up – building alliances, getting sponsors

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4 topics identified

• How to get engagement from upper management
• How to create linkage and interaction between planning,
budgeting, etc.
• Define Key Performance Indicators for SM
• Need to improve the SM capacity in the institutions

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See you tomorrow…

Skills Building Training - Day 1 Performance Zones and Curve of Change

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