NETFLIX AND BLOCKBUSTER PAPER
Lucyya
LDRS420Notes-CameronGreen4thed.Chap.01IndividualChangenovideo.pptxMaking sense of change management CHAPTER 1 individual change
Trinity Western University
LDRS 420
Instructor: Stephen Liang
Why Explore Different Approaches to Change
“A key point for managers of change is to understand the distinction between the changes being managed in the external world and the concurrent psychological transitions that are experienced internally by people (including managers themselves”. (p. 13)
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 13.
Why Explore Different Approaches to Change (con’t)
The 4 approaches to change:
Behavioural – changing behaviours.
Cognitive – achieving results.
Psychodynamic – the inner world of change.
Humanistic psychology – maximizing potential.
Please also see the diagram in the text. (p. 14)
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 14.
Learning and the Process of Change
“Learning is not just an acquisition of knowledge, but the application of it through doing something different in the world.” (p. 14)
“Thinking not only requires time, it also requires ‘psychological space’.” (p. 15)
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 14-15.
Learning and the Process of Change (con’t)
Conscious and unconscious competence and incompetence. (p. 15-17)
Kolb’s learning cycle: (p. 17-18)
Honey and Mumford (1992) uses the labels:
Activist – concrete experience.
Pragmatist - practical experimentation.
Reflector – reflective observation.
Theorist – theoretical concepts.
Kolb would argue that true learning could not take place without someone going through all stages of the cycle.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 15-18.
Learning and the Process of Change (con’t)
Kolb’s learning cycle: (p. 17-18)
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 17-18.
Activist Concrete experience
Reflector Reflective observation
Theorist
Theoretical concepts
Pragmatist
Practical experimentation
The Behavioural Approach to Change
Focuses on how one individual can change another individual’s behaviour using reward and punishment, to achieve intended results.
Reinforcement strategies: (p. 22)
Financial reinforcement.
Non-financial reinforcement.
Feedback. E.g. performance reviews, customer feedback. Can be +ve or –ve.
Social reinforcement. E.g. communication (+ve or –ve), praise, compliments, general recognition, greater (lesser) attention.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 22.
The Behavioural Approach to Change (con’t)
Motivation and behaviour: (p. 23-25)
Theory X vs. Theory Y. (See Table 1.2, p. 23)
Transactional vs. transformational leadership.
Intrinsic vs. Extrinsic motivation.
Herzberg’s motivating factors (2 factors).
A desire to avoid pain or deprivation (hygiene factors).
A desire to learn and develop (motivators). (See Table 1.3, p. 24)
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 23-25.
The Cognitive Approach to Change
Focuses on learning about developing the capacity for language and a person’s capacity for problem solving.
Our emotions and our problems are a result of the way we think.
Does not refer to the external stimuli and the responses to the stimuli. It is more concerned with what individuals plan to achieve and how they go about this.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 25-31.
The Cognitive Approach to Change (con’t)
Achieving results: (Figure 1.5, p. 27)
Setting goals: (p. 27-28)
The clearer the goal, the greater the likelihood of achievement.
Making sense of our results: (p. 28)
Pay attention to the way we talk to ourselves about results.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 25-31.
Self concept & Values
Beliefs
Feelings
Behaviour
Results
Attitudes
The Cognitive Approach to Change (con’t)
Techniques for change: (p. 28-31)
Positive listings.
List all +ve qualities you have. By accepting all these are all part of you, you can reinforce all these +ve thoughts, feelings and perceptions enhanced beliefs.
Affirmations.
+ve statements describing the way that you want to be.
Visualizations.
Focus on a +ve, present mental image.
Reframing.
Reducing feelings and thoughts that impact
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 25-31.
The Cognitive Approach to Change (con’t)
Techniques for change: (p. 28-31) (con’t)
Reframing.
Reducing feelings and thoughts that impact negatively on performance.
Pattern breaking.
A technique of physically or symbolically taking attention away from negative state and focusing it on a positive.
Detachment.
See yourself stepping away from –ve situation and into a +ve situation.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 25-31.
The Cognitive Approach to Change (con’t)
Techniques for change: (p. 28-31) (con’t)
Anchoring and resource states (2 techniques, not 1).
Remember +ve experience from the past which has all the components of success.
Rational analysis.
Write down all the reasons that are incorrect and continuously proving that these are irrational beliefs. Eventually, we will come to disbelieve it.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 25-31.
The Psychodynamic Approach to Change
When facing change in the external world, an individual can experience a variety of internal psychological states:
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 31-39.
The Psychodynamic Approach to Change (con’t)
The Kubler-Ross model. (p. 32-35)
http://www.bing.com/images/search?q=Kubler-Ross+model&qpvt=Kubler-Ross+model&FORM=IGRE#view=detail&id=00C6A6B8B5120DA2F495D3D949D4339F5C51AFE3&selectedIndex=0 Retrieved on: 10-Mar-2014.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 31-39.
Sometimes in reverse order
The Psychodynamic Approach to Change (con’t)
Virginia Satir model. (p. 35-37)
The impact on group performance of a well assimilated change during the five stages of the Satir Change Model.
http://stevenmsmith.com/ar-satir-change-model/ Retrieved on: 10-Mar-2014.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 31-39.
The Humanistic Psychology Approach to Change
Combines some of the three previous approaches while developing its own.
Key areas of focus: (p. 40-41)
Importance of subjective* awareness as experienced by the individual;
The importance of taking responsibility for one’s situation;
The significance of the person as a whole entity (a holistic approach). We exist within a social and cultural context.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 39-49.
Subjective - based on or influenced by personal feelings, tastes, or opinions: Contrasted with objective. (Ref: http://www.bing.com/search?q=subjective&src=IE-SearchBox&FORM=IENTTR&conversationid=&pc=EUPP_. Retrieved on: 13-Jun-2016)
The Humanistic Psychology Approach to Change (con’t)
Maslow and the hierarchy of needs. (p. 41)
http://www.bing.com/images/search?q=Maslow%27s+Pyramid&Form=IQFRDR#view=detail&id=F602E9A676EEF102ABBA6E191E6F81627E5F8F81&selectedIndex=14. Retrieved on: 10-Mar-2014.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 39-49.
The Humanistic Psychology Approach to Change (con’t)
Rogers and the path to personal growth. (p. 42-45)
http://www.golfclubespana.com/carl-rogers-humanistic-theory-summary-118.jpg Retrieved on: 10-Mar-2014.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 39-49.
The Humanistic Psychology Approach to Change (con’t)
Gestalt approach to individual and organizational change. (p. 46-48)
http://www.bing.com/images/search?q=Gestalt+cycle&qpvt=Gestalt+cycle&FORM=IGRE#view=detail&id=14F99C9C0B715B54C0F1030B03DD3C3BB296C10C&selectedIndex=1. Retrieved on: 10-Mar-2014.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 39-49.
Personality and Change
When working with individuals and teams through change, it is useful to identify and openly discuss people’s personality types, e.g.
Type A vs. Type B
Understanding Individual Characteristics and Group Strengths.
Keirsey Temperament Sorter.
FIRO Element B.
Myers-Briggs Type Indicator (MBTI) (author thinks this is most effective).
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 49-51.
Personality and Change (con’t)
Myers-Briggs Type Indicator (MBTI): (con’t)
Extroversion vs. Introversion.
Sensing vs. iNtuition.
Thinking vs. Feeling.
Judging vs. Perceiving.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 49-51.
Managing Change in Self and Others
We have to look at:
Individual and group propensity for change;
Edgar Schein and his suggestions for managing change;
Describe some of the ways that change can be thwarted;
Identify how managers or change agents can help others to change.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Managing Change in Self and Others (con’t)
Responses to change:
Those who let it happen.
Those who make it happen.
Those who wonder what happened.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Managing Change in Self and Others (con’t)
Propensity for change (5 factors):
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Response to change
3. Organizational history
4. Type of Individuals
5. Individual history
1. Nature of the change
2. Consequences of the change
Managing Change in Self and Others (con’t)
Schein’s model of transformative change (elaboration of Lewin’s Model). (p. 54)
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Stage 1
Stage One – Unfreezing: creating the motivation to change
Stage Two – Learning new concepts and new meaning to old concepts
Stage 3
Stage Three – Refreezing: Internalizing new concepts and meanings.
Stage 2
Managing Change in Self and Others (con’t)
Schein’s model of transformative change (elaboration of Lewin’s Model). (p. 54) (con’t)
Competing forces – learning anxiety vs. survival anxiety.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Learning anxiety
Survival anxiety
Managing Change in Self and Others (con’t)
Schein’s model of transformative change (elaboration of Lewin’s Model). (p. 55) (con’t)
Four associated fears:
Fear of temporary incompetence.
Fear of punishment for incompetence.
Fear of loss of personal identity.
Fear of loss of group membership
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Managing Change in Self and Others (con’t)
What gets in the way of change: resistance to change: (p. 55-56)
Survival anxiety must be greater than learning anxiety,
Learning anxiety must be reduced rather than increasing survival anxiety.
Survival anxiety is the driving force and learning anxiety is a restraining force.
Watch video - Brief Introduction to Change Management http://www.youtube.com/watch?v=3Jk6clmMycI
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Managing Change in Self and Others (con’t)
Ref: http://www.youtube.com/watch?v=3Jk6clmMycI
Managing Change in Self and Others (con’t)
Increase learner’s sense of psychological safety through a number of interventions: (p. 56)
A compelling vision of the future;
Formal training;
Involvement of the learner;
Informal training of relevant family groups/teams;
Practice fields, coaches, feedback;
Positive role models;
Support groups;
Consistent systems and structures;
Imitation and identification versus scanning and trial and error.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Managing Change in Self and Others (con’t)
How managers and change agents help others to change. (p. 57) (Table 1.6)
Behavioural
Performance management.
Reward policies.
Values translated into behaviours.
Management competencies.
Skills training.
Management style.
Performance coaching.
360 degree feedback.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Managing Change in Self and Others (con’t)
How managers and change agents help others to change. (p. 56) (Table 1.6) (con’t)
Cognitive
Management by objectives.
Business planning and performance frameworks.
Results based coaching.
Beliefs, attitudes and cultural interventions.
Visioning.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Managing Change in Self and Others (con’t)
How managers and change agents help others to change. (p. 56) (Table 1.6) (con’t)
Psychodynamic
Understanding change dynamics.
Counselling people through change.
Surfacing hidden issues.
Addressing emotions.
Treating employees and managers as adults.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Managing Change in Self and Others (con’t)
How managers and change agents help others to change. (p. 56) (Table 1.6) (con’t)
Humanistic
Living the values.
Developing the learning organization.
Addressing the hierarchy of needs.
Addressing emotions.
Fostering communication and consultation.
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
Management Interventions through the Change Process
See Figure 1.13 (p. 68):
Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4rd edition ed.). Croydon, Great Britain: Kogan Page Limited.
p. 52-58.
