Effecting a Plan for Change

Barriers to Planning

• Energy at lower ebb - enthusiasm for routine is less
• Old problems may resurface - new ones arise [whatif trees]
• Difficult, frustrating, intangible and demanding of time and effort
  • rather 'get on with the job'
• Lack of confidence
  • by subordinates in those above;
  • by planners, in themselves
  • by all, in the future
• Resistance to change - overcome by
  • communication
  • participation
  • negotiation

Communication

• goals to be achieved
• roles to be played
• nature of plan - wide or narrow, long or short
• extent of flexibility, room for suggestions
• timing of key elements

Participation & Negotiation

Divide necessary activities into steps

Examine relationships between steps >> produce a logical sequence

Allocate responsibility for each step

Determine necessary/available resources

Estimate time required for each step

Assign target times/dates

Plans must act as motivators - and must be clarified by supervisors at each level.

Must be flexible and dynamic - frequent reviews if long-range.

Conflict & Change

Types of Conflict 

Personal

versus individual,

group or

organisation

Group

versus individual,

group or

organisation

 Committees

Causes of Conflict

Limited resources

• allocated funds
  • if one department gets increase, others may suffer
  • same often applies to salary increases or promotions
• may apply to time - simply not enough to complete the required task or
• supervisors not allocating sufficient time to do job
  • I once had a boss who would arrive in the office at 3.00pm and say he wanted 2,000 newsletters distributed that day
  • he had no idea how long it took 2 members of staff to:
    • produce 2,000 labels
    • stick them on the envelopes
    • fold 2000 newsletters
    • put them in 2000 envelopes
    • seal 2000 envelopes

    [Why didn't somebody tell him? He was the sort of boss who didn't want to know - so I used to tell the staff to do what they could and go home - finish the task tomorrow - simply tell him the next day that there wasn't sufficient time - he would accept it the next day, but not when he was giving the orders. Are you like that? Know someone who is?]

• staff not getting advice or counselling they feel they need
• Goal differences
  • People have different goals - Maslow's Hierarchy of Needs and others [Outline 2]
  • Departments may set own goals -
    • not same as company goals - even though
    • "we all work for same firm"
• Personality dynamics
  • Transactional analysis
    • we all assume the roles of adult, parent or child at different times
    • relations at work should be between adult and adult
      • what happens if the supervisor speaks as a parent?
        • You do it this way because I say so
      • does the staff member reply as a child?
        • break the machinery?
      • do they end up as child to child?
  • Role play - not always acceptable to all
    • organisational roles - eg supervisor, foreman, leading hand
      • have to accept the role as part of the organisation, and/or
      • respect the person
    • informal roles - eg peer leader, joker, macho male
  • Personality types - Type A or B; Belbin; Myers Briggs
    • getting out of bed on the wrong side - people differ from day to day
    • peer group pressure is strong
    • different backgrounds, training etc

Dealing with Conflict

Inevitability

Is always present, and can be regarded as

• entirely negative
  • to be dealt with
• positive
  • essential and to be stimulated

Before it happens

Be aware of all the factors above

Know your fellow workers and establish rapport

Develop good communication skills

Develop team attitudes

Goal Setting

discuss goals as seen by each

relate to company goals

suggest common goal - may be related to Maslow

 

Teambuilding

teams are not necessarily just for projects

if all staff realise they are part of one or more teams, should aim for same goals

team building exercises act as preventive measure for the future

effective communication and feedback

participation in

goal setting

problem solving

reward system -

not necessarily monetary -

see Maslow

Coping With Change

Why people resent change

• creatures of habit, protective of investments in current system
• fear of the unknown - may not be able to cope
• belief that company or personal goals will not be met as efficiently

How to Implement Change

• Plan and organise
• Encourage participation, facilitation and support
• Communicate effectively
• Implement gradually
  • negotiate - offer rewards, incentives
  • compromise - lose a bit, gain a bit, use salesman's approach
  • manipulate - eg, feed false information, seek "advice", "suggestions" and disregard
  • coerce - give direct orders, threats
• Evaluate outcomes
  • be aware that outcomes of some of above may backfire!
  • remember the Pieman
    • Plan
    • Implement
    • Evaluate
    • Manipulate - change the inputs or method ....
• Be Flexible - be prepared to
  • change tactics,
  • change direction,
  • return to former state

Controlling Implications of Change

Dealing with criticism

• provide forum that is mutually acceptable
  • oral or
  • written
• listen and note
• answer as soon as possible
• reasoned answers and facts wherever possible

Encouraging constructive criticism

• must be seen to be implemented if possible
• reasons given if not acceptable
• suggestions promulgated - kudos for originator
• reward system for valuable suggestions
• development of teamwork and open approach

Encouraging competition

• some conflict can be useful, change is often necessary
• both can stimulate individuals and groups
• encourage atmosphere of innovation and creativity
• ensure communication channels are open in all directions
• ascertain team roles of group [see Belbin]
• employ creative people
• do not tie all people to red tape
  
  

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