Engaging Colleagues, Changing Behaviour

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Engaging Colleagues, Changing Behaviour

• Kim Jelphs
• BAMM
• February 2008

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Health Care Team Innovation
Innovation in quality of care
Professional diversity
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Know yourself

• Emotional Intelligence
• Self Awareness
• Self Regulation
• Motivation
• Empathy
• Social Skill
• (Daniel Goleman)
• Value and recognise difference

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In groups the root causes

• What gets in the way of engagement ?
• Why do people behave in challenging ways ?

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Handling Conflict
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Transition and Change

• Change is not the same as transition. Change is
  situational the new site, the new structure, the
  new team, the new role, the new procedure.
  Transition is the psychological process people go
  through to come to terms with the new situation.
  Remember that change is external and transition
  is internal
• William Bridges

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Help people understand why change is happening
People responsible for planning and implementing
change often forget that while the first task of
change management is to understand the
destination and begin work on how to get there.
The first task of transition management is to
convince people to leave home. Youll save
yourself a lot of grief if you remember
that William Bridges (2003)
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Anticipating potential responses

• If the people issues are not identified and
  managed effectively, the following problems may
  arise
• strong emotions, such as fear, anger,
  hopelessness and frustration
• people become defensive
• constant complaining, questioning and scepticism
• increase in absenteeism, sickness and people
  leaving the organisation
• fall in morale and job satisfaction
• people dont match words with deeds
• conflict can become more difficult to resolve

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Dimensions of responses to change
Lower capacity for personal change
SUBVERT
EXALT
More in favour of organisational change
Less in favour of organisational change
AGAINST CHALLENGING
FOR CHALLENGING
Higher capacity for personal change
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Scheins model of transformative change

• 3 stages
• Unfreezing Creating the motivation to change
• Learning new concepts and meanings from old
  concepts
• Refreezing Internalizing new concepts and meaning

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Exercise

• Q Think of a recent skill that you had to learn
  in order to keep up with external changes.
• What were your survival anxieties?
• What were your learning anxieties?
• What helped you to change?
• (Cameron and Green 2005 Making sense of change
  management )

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Do not label people
Innovators
Late Majority
Early Majority
Early Adopters
Laggards
Rogers E, (1985), Diffusion of Innovations, The
Free Press, New York
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Being a laggard !

• Concerns often reflect an inability to
• do the new job
• understand / accept the reason for the change
• learn new skills, techniques or knowledge
• fit in with new people
• cope with new boss
• manage the changes within preferred lifestyle

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Commitment , Enrolment . Compliance (Senge Fifth
Discipline )

• Commitment
• Enrolment
• Genuine Compliance
• Formal Compliance
• Grudging Compliance
• Non Compliance
• Apathy

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Engaging Clinicians

• Has to make sense (IHM saving 100, 00 lives )
• Memories and history
• Convergence Leicester Royal Infirmary (BPR)
• Involvement
• Adaption not adoption

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Challenges for Clinical Directors

• Communication
• Wicked problems
• Working with difficult people
• Personal fears
• Time management
• Riley, J (1997) Helping Doctors who manage
  learning from experience. Kings Fund

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Lewins force field analysis
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THE LEVERS OF CHANGE (Leavitt)
PEOPLE

STRUCTURES

• SYSTEMS

TASK
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Influencing

• The new kind of business hero must learn to
  operate without the might of the hierarchy behind
  him. The crutch of authority must be thrown away
  and replaced by their own ability to make
  relationships, use influence and work with others
  to achieve results. Influencing is an important
  managerial
• skill for now and the future.
• When Giants Learn To Dance, Rosabeth Moss Kanter

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So what is influencing?

• A definition
• Influence is an active process whereby one
  person or group modifies the attitudes or
  behaviour of another person or group by adapting
  their behaviour and communication style in order
  to gain agreement and commitment to ideas and
  action.

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A model for an influencing strategy
Organisational Analysis
Stakeholder Analysis
Self Analysis
Exploration of tactics and
approaches
Decide on influencing strategy
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Influencing Styles

• Value driven style
• Goal setting style
• Need fulfilment style
• Visioning style
• Rational presentation style
• Pushing/driving style
• Institutionalising Style
• Educating style
• Supporting style

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Political skill

• Perrewé et al (2005, p239 ) argue that political
  skill is characterised by social perceptiveness
  and the ability to adjust ones behaviour to
  different and changing situational needs to
  influence others.

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Negotiation

• Clarity of issue /objective
• Be clear about what you cannot give in to and why
  
• Develop contingency plans and concession options
• Best alternative to negotiated agreement
• Be empathetic
• Summarise agreement and everyones understanding
• Next steps

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Towards effective negotiations

• Focus on interests not positions
• Find common ground/ early agreements
• Stay positive
• Desired outcomes / negotiations stance
• Deadlines
• Flexibility / creative thinking
• Balance of power
• Boundaries of decision making
• Is compromise OK?

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