Things are Never Going to be the Same: Covid19 Facilitation

Covid 19 is changing our world. How many of us thought it possible that the whole economy of the World would go into shutdown and that many of us can only leave our homes for a ever descreasing number of reasons?

We might yearn for things to get back to normal but things are never going to be the same as they were, the impact on our economy and on us will be profound and long-lasting. Seeing friends stranded many miles away has made us question whether we really want to embark on long journeys for work in the future when we now realise how fragile life can be. Will we want to risk going to an international event and finding it almost impossible to get back home? Will we want to plan large scale events, knowing that the virus could re-emerge and the lockdown process be re-instated? Will we want to return to noisy open plan working environments away from our family when the “impossible” homeworking option has miraculously become possible? Will we be able to keep our calm in challenging situations when underneath there lurks this unresolved grief for those loved one we lost but could not mourn for in our normal ways?

Every industry has been impacted by this and as a team of facilitators we are experiencing huge changes to our work and our income. Facilitated events were cancelled very early on in this time of change and yet the need for people to get together, to connect, to generate new ideas is even more needed now than it ever has been. The shutdown has given us time to regroup and consider what is needed and now we are starting to plan a way forward.

That way forward is not about just responding to the current crisis by quickly putting together virtual rather than real gatherings. Our team see this is an important opportunity to create long term change. We  want to find ways of connecting people together that allows more people to participate and that does not require hours spent travelling to make that connection. It is something we all knew needed addressing but this situation has provided the chance to experiment in a period where there will be some forgiveness for the virtual connection being less smoothly professional.

There needs to be a deeper exploration of this change and what it will mean but for the moment our team is thinking more practically about HOW do we make participatory dialogue viable using an online format and how can we bring the same openness, trust and engagement as we do to face to face contact?

Learning Insights

Our team of facilitators have been facilitating virtual meetings and using virtual technology for many years and have able to quickly get our creative heads around something we all thought would not be possible and to make large scale participatory dialogue work on the virtual level. There have been 3 critical elements in our regrouping and reimaging our world of participatory facilitation.

Risk Free Practice: The Virtual Pub

On the day of the UK shut down we were up and running with our first virtual pub for my local bike club in Otley. Since then our team have been helping their families and communities with virtual pubs, parties, film nights, games nights, pilates and quiz nights. These community sessions have helped us to feel useful in these times of isolation and are great practice as many of the typical “user” is not familiar with the technology and we have learnt a lot from helping them get to grips with the technology

Stress Testing: Virtual PlayShop

Some of the different tools need testing in a more work like environment so we devised the Virtual PlayShop so that our team and some other colleagues could play with the technology together and experience it as participants as well as facilitators

The planning for the PlayShop helped us to identify the design challenges of creating a virtual event that flows and how much time the preparation takes (more than you might think!) The PlayShop time was a fun way to connect with colleagues and to share our learning with the different tools.

Transfering Learning to Action: Virtual Lessons Learned

As with any new process it is important to share the learning insights and to bring this knowledge together. We did this in a virtual lesson learned session and from this session generated some actions for things that we needed to investigate further and some protocols that are the beginning of our good practice guide. This helped us move from Play to Practice and create a plan that would move us forward

Moving Forward

Many people reading this want some quick fixes to make virtual meetings go well. There are lots of these available and we are very grateful for all the other people who have graciously shared their learning. We have four important messages from our learning insights to share and for the pragmatic people out there who want to just get started we have provided our practical guide on Runing a Virtual Pub!

Settle on the Right Platform for your needs and Pay For it

We have got experience of facilitating using Adobe Connect, Microsoft Team, Skype and Zoom. Our events are focused on building trust and collaboration so for us Zoom was the best platform. The stand out features for us was the very visual way that you can see everyone “in the room” at the same time and the ease of organising people into break out rooms.

Once you have settled then pay for the platform! We have all experienced being in meetings where you have to log back in because the free account limit has been reached. These technology providers are providing a service and if you like it then just deal with it and pay for it!

Know Your Audience

One common assumption is that everyone participating in an online event has access to a keyboard and superfast typing skills. We have found that whilst for some people using the chat function is easy to do for others it is impossible to use because they are joining from their mobile or their typing speed is painfully slow. If we want to encourage participation and engagement with the virtual format we need to make it as easy as possible. We are starting by using our team to support the process by doing the note taking to harvest all the rich dialogue. This helps to build all our expertise at using the tools and keeps us out of mischief..

Find Ways to Help People Talk Nicely!

We choose Zoom as our platform of choice because of the breakout rooms. You can set up break out rooms for small groups in the same way as you do for a face to face workshop and once people are over the feeling of being “teleported” into a virtual room of strangers they will quickly start to connect and make conversation.

In the large group setting the desire to talk is so strong that unless you are running a social event it is easiest to mute all the microphones and ask people to use the “raise hand” function to contribute. This helps calm the conversation down and stops people interrupting. As groups get more experienced then it is less important to mute all and this can be very positive because the person speaking can often appreciate having some verbal encouragement as well as the non verbal nods!

Keep it Simple

We are going to be using Zoom in events with people who probably are not working in the virtual world, including many community users who are attending consultation events. We knnow that many people, even seasoned professionals, may come to the events with trepidation.

We want to be able to use other tools in the events to reproduce how we might brainstorm with post it notes in a face to face event. There are lots of tools out there to help with this including Miro, Mural and Padlet but we have realised we need to keep it simple in this initial phase. It is easy to get excited and then overwhelmed by all the different tools so just go back to the basic facilitation question: “What is the purpose of this intervention?” and craft your questions and then start exploring the best way to achieve your purpose.

….and finally as promised…..

How Do you Run a Virtual Pub?

This is our most frequent query from clients who read about our very early experiment with a Virtual Pub for Otley Cycle Club! The first thing we learnt is that whilst you might be the landlord of the pub it is not like normal facilitation!

  1. Set expectations low – we warned people it could be “really awful or really fun.  Invite people to join early – “before the bar opens” so that they can get their sound and video sorted, this helps for the people new to Zoom.
  2. We set the time between 19.00 – 20.30. We found that 1.5 hours which feels the right amount of time
  3. Open the “virtual bar” at the official start time and keep all the microphones on and videos on and just let the chaos start. You might want to put in a general question to get things started but resist the need to structure the conversation. People will talk over each other, you will not hear everything but chill – it is a pub not a facilitated workshop!
  4. After about 10 mins greet everyone and explain the rules of your bar – we got people to change their name because some joined as “Ipad” and some couples just had one person’s name so the other person was nameless. This will help in the smaller group sessions when people will be talking more together. We also set a rule to turn the video off if you go off for a natural break (by virtual pub 2 we had all seen THAT You Tube video)
  5. Once you have set out the rules of the bar you can move people into Cosy Corners in the pub (Break Out Room function) When you are working out the groupings be conscious some people are joining as a couple so try and balance the numbers out – 3 people could be 6 people if they are all in couples! As host you just join which ever group you want to join.
  6. Before you go into the Breakout Rooms shut down the Waiting Room function otherwise late comers just get stuck in the lobby and will start texting you to get in! Once the waiting room is closed, they will join in a kind of pub limbo and you can allocate them to the small group you are in.
  7. Set the first break out group for a short period – about 7 mins seemed about right! The timer automatically reminds people when there is 60 seconds to go so they can close down their chat.After that 10 minutes felt about right.
  8. Alternate between the noisy main bar and the cosy corners, finishing with last orders at about 10 mins before your closing time. This is a chance to talk about the week ahead and to share views on the virtual pub.
  9. Be careful that just because it is a virtual pub this does not mean any alcohol consumed will give you a virtual hangover!!

Feedback has been positive with some people who are in high risk isolated groups saying it has become the highlight of their week. Our team have a pro subscription anyway for our work so it is great to see people using it for social events too – you need the pro account for the break out functions and without this the virtual pub would just be a very noisy mess and would only be open for 40 minutes!

If your team would like our help facilitaing Virtual PlayShops, Virtual Events or you want to have deeper conversations about the future of leadership and organisations in the future we will be facilitating some Virtual Action Learning Sets shortly….just get in touch

www.centreforfacilitation.co.uk

Are Facilitation and Training the Same Thing?

The term facilitator is used to describe people who may be doing very different roles. This confusion can mean that expectations are not met, and people find group processes frustrating. Our team of facilitators are experts in process facilitation, and sometimes we might facilitate some training but although the two things are similiar…they are not interchangeable roles at all.

Facilitative Training

Many clients seem to prefer the word facilitator to trainer and this can be confusing. We use the term “facilitative trainer” to describe situations where there is prepared content for the session and the trainer is using methods that are “facilitative”. This could involve participants working in groups on learning activities and will usually involve discussion sessions in the whole group that are facilitated so they keep on time and the task. There will usually be theoretical content, delivered in an interesting and engaging way so that participants can use the learning outside the workshop format in their working lives.

In a training session the participants will expect by the end of the workshop to have learnt something new and to have been taken through materials which have been designed in advance eg slides and handouts.  The learning could be related to the development of skills in leadership, diversity or learning how to solve problems.

Process Facilitation

By contrast a process facilitator has no theoretical content that they are expected to cover. They will work instead with a road map for the workshop. There will be a clear destination defined and the group will work together to find the best way to reach that destination. The facilitator will design structures to encourage participants to talk to each other, to reach consensus, to avoid group think and to make action plans together.

If a process facilitator was tasked to facilitate a leadership session the destination might be about making real tangible change in the leadership style in the organisation, however the facilitator will not defined what that change will be like, this is defined by the participants who will be supported to come to a consensus about leadership style. They could create a shared vision for leadership in the organisation and from this identify what needs to stop/start/continue happening so they can achieve this vision.

The facilitator will ask questions and suggest structures to help the group to share views and make some decisions, but they will not offer “models of Leadership” or present any theoretical overviews of Leadership approaches. The focus of the work is about how to create a change in the organisation and its leadership and the people in the group are the right people to make this change.

Not Better: Just Different

Process facilitation is different to training. Both facilitators and trainers focus on outcomes that are agreed in advance with clients. Both will design activities that will engage the participants in the outcomes. The difference is in the type of outcomes –process facilitators work with the group to achieve progress on an agreed challenge. The facilitative trainer is working towards outcomes that will help people to learn about the topic so they can choose to change their approach in the future.

Process Facilitation OutcomesTraining Outcomes
Agree on the focus areas for the next 6 months for the project teamUnderstand the importance of setting project targets and reviewing these
Create a draft of the 2025 team strategyExplore different methods for writing team strategies
Make connections with potential collaborators for ongoing projectsDevelop networking skills and reflect on techniques to build collaborative relationships

If you want to have a chat with us about whether a process facilitator or a facilitative trainer is best suited to your needs just get in contact with us and we can explore what is best for you.

http://www.centreforfacilitation.co.uk

How to Improve Project Collaboration

Complex projects will involve teams from different parts of your organisation or from multiple organisations, some of whom could be competitors on a different project. It would be hoped that the common goal of project completion will encourage the different interests to work together to resolve any problems quickly so that the task gets done on time and to specification. Our experience has been that hope alone is rarely enough for effective collaboration to thrive.

“Although teams that are large, virtual, diverse, and composed of highly educated specialists are increasingly crucial with challenging projects, those same four characteristics make it hard for teams to get anything done. To put it another way, the qualities required for success are the same qualities that undermine success” Gratton and Erickson, Harvard Business Review, Nov. 2007 

If you want your team to work successfully  in a collaborative manner you will need to take positive action to embed the behaviours that will encourage co-operative and will  overcome the natural tendencies to privatize knowledge and to be competitive.

Feeding back 2

You could put on a training programme but this can often be theoretically and not always applied in practice we find it better to make a number of live interventions once a project team has mobilised. Of course these interventions will only work if the culture of all the organisations involved are supportive to collaboration and if this is something that senior leaders consciously demonstrate during their work. If the culture is in place then our three easy interventions will help you as the project leader to drive the change you want so that collaboration becomes a key element to your project success.

Stage One: Establishing the Collaborative Team

This stage will involve a number of activities but a crucial element will be a face to face event. The value of face to face conversations are hard to fully replicate in other ways so unless it is just impossible  find a time and place to physically connect. The amount of time for this varies but often the 24 hour retreat – 13.00 – to 13.00 works well, as it provides time to connect socially as well as professionally.

This event is an opportunity for your team to work collaboratively together on a number of real challenges and tasks you need to do to kick off the project. This will include the following activities:

  • Setting the project vision – appreciating the different expectations of success can help your team to find “win win” solutions to challenges that they will face during the life time of your project.
  • Exploring Expertise- highly intelligent and skilled professionals often do not explain their expertise in an accessible manner and this can be a source of conflict when their expertise is not fully utilised later in the project. Providing time for your team to share and appreciate the range of skills and expertise they have will work much better than playing any number of “trust games”
  • Exploring Behavioural Expectations – this is a really important activity because it will involve you sharing your expectations of behaviours to support collaboration. You can use the results of this activity later on in project reviews to provide an easy forum for team members to address behaviour that is not supporting the project.

Groups discussing

Stage 2 – Project Team Collaboration Reviews

The number and timings of these collaborative reviews will vary but the critical element is that there is space provided to specifically explore collaboration and not just talk about the project goals and milestones. Sometimes these reviews are done virtually and sometimes a combination of virtual team meet ups and face to face sessions are used.

  • Reviewing the Vision – you can review the vision from the start-up session and ask the team to identify the activities that have directly addressed the overall vision for the project. You can explore alignment between the collaborative behaviours and the project vision.
  • Updating Expertise– sharing learning and identifying any gaps in knowledge, skills or behaviour will help your team make better use of its resources. A useful method for this are action learning groups. These give you a face to face or virtual space to explore learning from the project and identify any gaps in knowledge/skills.
  • Reviewing and resetting expectations – you can covert the discussion about behaviour in the start up to a quick “temperature” checking tool. Your team can self assess the levels of collaboration in the project team. You can collate the resut and share these with the team to help you all explore both successes and challenges in behaviours and agree a options to further develop your collaborative work.

Clustering postits large scale

Stage 3 – Celebrating the Collaboration

A frequently overlooked intervention is an opportunity to review and celebrate your project collaboration . This can be done with a series of interventions, it does not have to be a face to face event. Some elements you will find useful include:

  • Reviewing the Vision– reflecting on your shared vision at your first project session and exploring how this differs from the project outcome. This is a great time for you to ask questions about the difference between aspirations and the realities of projects and to explore the impact of this mismatch
  • Celebrating expertise and skills – during the project your team  will have developed their skills and expertise so it is about providing a way of charting this growth in a shared format.
  • Reviewing behaviour – if your team are likely to bid for future work on collaborative frameworks then taking time to honestly reflect on the collaborative behaviours shown is a the best way to prepare your team to perform at even higher levels on the next project.
  • Recording the story of the project creating a story board of all the photos and key stages to your project can be a good way of celebrating your journey. This can be done easily using an on-line pinboard facility.

2016-01-15 13.22.48

The interventions outlined above are things you can do as the project leader. You may to engage a neutral facilitator to work with you so that you can participate in the discussions and leave someone else to worry about the process. Whether you work independently or with a facilitator you will find that giving this focus on collaboration will help your team avoid some of the conflict that can often set project team behind schedule.

If you want to have an informal, free chat with one of our team we have facilitators working across the  the UK and Europe and we can call by for a face to face dicussion or connect virtually with you to talk about improving collaboration

Christine Bell

Contact us

 

 

 

Collaboration – industry/academics

What was the collaborative challenge?

Mapp is a funded Manufacturing Hub for the UK Research focusing on advanced powder processes. The team has a vision to use powder-based manufacturing to provide low energy, low cost and low waste high value manufacturing options. The team combines cutting edge research innovation with practical application within manufacturing. It has therefore been critical throughout the project to engage and consult with industrial partners.

The team wanted to run an update for their industrial partners that went beyond the standard presentation and lunch/networking. They wanted the event to be immersive and to provide opportunities throughout for academics and industrial partners to really connect together so that future collaboration would be possible.

They sought out professional facilitators to work with them on the design and facilitation of the event so that it would be engaging, active and distinctive

What was the impact of event?

The workshop has been instrumental in terms of developing our relationships with industry partners – we have a deeper understanding of how they want to work with us and some new ideas for collaborative projects – Dr Richard France

During the event the frequent changes of groups provided many opportunities for discussion and connection. The final activity was an open forum which provided the opportunity for individuals to propose ideas for future investigation and gain insight from others on this idea. We knew the connecting had worked well because many of the group stayed after the event had closed to continue their conversations and exchange contact details.

The event generated new ideas for collaborative projects. All partners were able to articulate their expectations of each other and this has helped provide clearer guidance for effective collaborative relationships

What were the benefits of working with facilitators?

The format of the day meant that participants were kept engaged throughout; there was none of the usual “drift” after lunch.

By working closely with us the team created a format which met their needs and had clearly defined outputs which we helped to capture so they had a record to take forward to develop the project

Christine and the team did a great job of tailoring a workshop format which met our needs and kept delegates engaged throughout the day. Dr Richard France

2017-06-21 09.17.24

If you would like to speak to us about arranging a similar event please Christine or Lucy  on 08456 210008 or send an email to: info@centreforfacilitation.co.uk

 

 

 

Powerful Annual Team Plans

Many organisations have an annual planning cycle in which teams work out together their individual and collective priorities for the year.  Team objectives and personal performance contracts negotiated with the boss, or worse, copied from the schedule the planners gave you, implicitly have low ownership by the team.

The best teams we have worked with break this cycle by taking a time-out to get the whole team together and answer questions like:

  • What should we be doing, given our purpose/role in this organisation?
  • How can we add more value for the organisation and our external and internal customers?
  • How can we work more effectively as a team to deliver great results?

One team at the oil company BP chose to do this through a facilitated process as part of their quarterly team meeting.  The objectives were to (i) generate collective ownership for an integrated team plan (ii) get team members to understand and connect with each other’s priorities (iii) identify owners for key tasks such as continuous improvement activity that did not align neatly with job roles.

A collaborative plan builds clear links for team members with the big priorities including measures of success.  Working collaboratively also provides the opportunity to get everything on the table, reducing delivery risks.

Making this Happen

Collaboration on a joint plan needs time away from day to day work. A facilitated workshop really helps this process and gives teams time to work on their behaviours and to explore their objectives in more detail.

The key to this is focusing on the team objectives first and being honest about the priorities and focus that will be needed for the team to be successful.

Once this is done then individuals can draft their own objectives so that these directly support the team objectives.

These are discussed in the team and individuals are accountable to the wider team for the achievement of their personal objectives.

For projects, alignment of objectives is even more critical especially if you’d like to involve the client, prime contractor and supply chain partners.  We recommend a workshop process that emerged from the work of Andersen, Grude and Haug and that they called Goal Directed Project Management.

It was later adopted by Price Waterhouse Coopers (PwC) and uses elements of systems thinking to address the co-dependencies, interdependencies and operability of complex projects.

http://www.centreforfacilitation.co.uk

 

 

 

 

Communication for Collaboration

One of the challenges for project teams where there is collaborative between different organisations and professionals is the lack of a common language. We all use short cuts in our language and descriptions within our own circles and it is easy to assume that others will understand you without needing any further assistance.

As facilitators we will often run sessions at project kick off meetings to help explore the project goal or problem by explaining it by using visual methods. One of our more challenging recent projects has been to bring together people working in the energy industry, systems engineers and academics to agree the research programme needed to develop an energy system for the UK.

The breakthrough for our client and for the participants was an early activity when we invited participants to explain the challenge of the future energy system by creating a model. Our client from the UK Energy Systems Catapult team commented that for him the highlight of the event was

“watching the construction and explanation of models of the energy system put together using balloons, card, pipe cleaners and sticky back plastic”

VLUU L200  / Samsung L200

Initially he had been concerned that this activity would be too radical and too “playful” for this group of senior professionals but he realised how the activity helped created a level playing field for the communication across all the different professions in the room.

We agreed that created a shared visual understanding enabled the group to work more constructively together so that they were able to complete the task of creating the future research programme and were able to build potential collaborations for the future.

We only get out the pipe cleaners if they have a clear purpose, there are many other ways to explore a topic to reach a shared understand and the power of visual communication can really help with your team collaboration so take a risk to communicate differently!

Christine Bell

http://www.centreforfacilitation.co.uk

Making Business Meetings Productive

Business meetings are often limited to 1 to 2 hours. They need to be tightly controlled to avoid overrunning and to make sure that you make effective use of everyone attending.

Contrary to some popular belief, meetings can be useful if run effectively.  Many organisations use meetings well to:

  • Have a dialogue to reach a decision of importance the organisation/project/team
  • Identify key themes for a future strategy or plan
  • Share challenges and explore options to address these

Last night was a significant achievement for the club. We made key decisions about important issues and were finished by 9.30. There were smiles and people are now looking forward to future meetings. Thanks for helping us to change the way we do things – Paul Luxton

To create a useful meeting a few simple steps can help you along the pathway to productivity.

participation-2

Clarify the Purpose

What is the meeting for? Too many meetings exist because historically they have always done so. In the days before electronic communication meetings were an effective way of getting a message out to everyone at one time but to just use a meeting as a one way information giving forum is a total waste of time. Using email, social media and discussion boards will achieve this end more effectively.

Once you are clear on the purpose of the meeting you can decide who needs to be involved and then get down to the business of setting the agenda about what needs to be discussed. Check out ABC of meetings

Manage the Agenda

Your agenda for your meeting is an essential planning tool. It should set out why each item is being discussed, what outcome you need from the meeting (eg a decision, a commitment for action) and should give an allocation of time based which is agreed with the item presenter.

We intervened with a community sports group who had a regular business meeting which started at 7.45 and often did not finish until 10.45. The team recognised that they had a problem and that “the kind of meetings we have now are neither enjoyable, productive or sustainable”.

We worked with the chair and secretary to analyse the last three meetings and to review the purpose of their face to face meetings. We used this to create a list of guidelines to club members setting out the criteria for bringing items to the committee and some other options that could be used to disseminate information.

The result was that the following committee meeting had a limited agenda and was over in 1.5 hours leaving the committee time to talk to each other and socialise, sharing their love of their sport.

agenda-2

Reviewing agendas

Making Decisions

Most items discussed at a meeting will result in a decision. Be clear about whether that decision needs to be made by a majority vote or by reaching consensus. If aiming for consensus you need to provide more time to allow clarification of concerns to be raised and have a clear process to follow

A major engineering project was starting to fall behind schedule due to communication issues and conflict between the three project teams. We facilitated a process so the teams could outline their expectations of each other’s behaviour. It was important that everyone was involved in the decision about behavioural expectations so we used the colour consensus cards so people could flag green for agreement, red for disagreement and yellow for some concerns.

Items were only accepted if we could reach a mainly green/yellow consensus. If there were any red cards showing after the consensus discussion the item had to be put to one side.  Although this is not a quick process it does make sure that only items that have full commitment are agreed to.

Other methods to make decisions are to take a vote of members and make the decision based on the majority viewpoint.  In smaller groups it is better to ask each attendee to state their position by going round in turn. This can help the views of the minority be heard and also makes it harder to make a decision because the chair assumes everyone is in agreement.

We worked with a community gardening project who had reached stalemate on a decision, they just could not reach consensus. We guided a structured process to explore both the advantages and disadvantages of the two options and then did a final round to hear what everyone’s preference was for. It was clear that the majority preferred one option and it was helpful for this to be heard so that although consensus could not be reached the two members who opposed the option were able to accept that this was the overall preference for the whole group and they stepped back from their opposition.

“I know we did not reach a consensus and we are losing two people but this has happened in a moving forward and respectful manner” Roxanna Summers, Back to Front

Allocate Actions

A meeting with no action is pointless. You also want to avoid the actions all being allocated for one person (often the chair!) Two tips which often help are:

  • Prepare a wall chart with everyone’s name on it and then space for actions to be recorded against their name, this avoids some leaving the meeting with lots of actions and some with none. It makes it very visual and can help to prompt the chair to remind people to commit to a specific action.
  • The chair of the meeting can respond proactively to comments made during the meeting to convert these into action – “thanks for that x, can you follow that up with x and email out the outcome, we will record that in the action plan”

who-agenda

Minutes

The minutes can be drafted in advance based on the purpose of each item so they use the agenda to shape an introduction to each item and the purpose of the discussion and then record the actions to be taken.

It is useful to summarise the planned actions in an action plan as well so that there is an easy document to track progress before the next meeting.

Part of the planning for the next meeting will involve the chair or secretary reviewing the agreed actions and checking on progress so this can be minuted in advance of the meeting and a very short verbal overview given.

Review what went well and how to improve

At the end of the meeting set aside 5-10 minutes to share what worked well and to give constructive tips for the next meeting. Read our blog on Agile Team Working – making time to talk

VLUU L200  / Samsung L200

If you would like one of our facilitators to talk to you about how to make your meetings more focused, engaging, productive and shorter then give us a call.

 

Why People Resist Change

Resistance to change is the act of opposing or struggling with modifications or transformations that alter the status quo in the workplace.

 Reading an article I was reminded what a great impact resistance to change can have on the success of a change programme.

82% of contributors indicated that the main reason for change failing was resistance to the change .

In 2011 Bauer And Erdogan classified resistors based on individuals reaction to change.

blog-graphic

Attitudes to Change

Active resistance is the most negative reaction to a proposed change attempt.  Those who engage in active resistance may sabotage the change effort and be outspoken objectors to the new procedures.  In contrast, passive resistance involves being disturbed by changes without necessarily voicing these opinions.  Instead, passive resisters may dislike the change quietly, feel stressed and unhappy, and even look for a new job without necessarily bringing their concerns to the attention of decision makers.  Compliance, however, involves going along with proposed changes with little enthusiasm.  Finally, those who show enthusiastic support are defenders of the new way and actually encourage others around them to give support to the change effort as well.

The reasons why individuals show passive or active resistance to change are:

  • Disrupted Habits Individuals often resist change for the simple reason that change disrupts our habits.  Habits make life easy.  For this simple reason, people are sometimes surprisingly outspoken when confronted with simple changes at work.
  • Personality Some individuals are more resistant to change than others. Some may view change as an opportunity to shine others as a threat that is overwhelming. For individuals who are risk-avoidant, the possibility of a change be more threatening.
  • Feelings of Uncertainty Change inevitably bring feelings of uncertainty. The feeling that the future is unclear is enough to create stress for people because it leads to a sense of lost control.
  • Fear of Failure Individuals also resist change when they feel that their performance may be affected.  Those who feel that they can perform well as a result of the changes are more likely to be committed, while those who have lower confidence in their ability to perform after changes are less committed.
  • Personal Impact of Change Individuals tend to be more welcoming of change that is favorable to them on a personal level such as improving their quality of life or work life balance, or removing conflict.
  • Prevalence of Change Any change effort should be considered within the context of all the other changes that are introduced in a company. If other recent changes have failed there will be an increased resistance to further change.
  • Perceived Loss of Power One other reason individuals may resist change is that change may affect their power and influence in the organization. Any loss in prestige and status, even if only perceived will result in resistance to the change.

Do we do enough when managing change to support those showing resistance to overcome their concerns and increase the number of enthusiastic supporters?

Taking the fact that 82% of change fails as a result of resistance to change as an indicator; there is a need to do considerably more than we currently do.

Ensure you have the capacity to spend time with individuals.  Take the time to understand:

  1. What the specific changes will include
  2. Who the changes will impact
  3. How these changes will impact on an individual basis
  4. Why each individual might resist the changes

You will then have a degree of empathy to support each individual with his or her specific concerns and follow this understanding up by:

  •  Having open and honest conversations
  • Giving a strong and powerful rationale for change
  • Creating opportunities for collaborative working
  • Involving those that do the work in shaping solutions to problems
  • Agreeing how to continue to support the individual and commit to follow-up
  • Keeping anything shared in confidence to yourself

To discuss ideas for how to get people more engaged with changes before, during and after implementation contact us

Lucy Brownsdon, Director, Centre for Facilitation

Collaborative Venues

Very frequently, whilst we are starting to plan workshops / events with our clients, the discussion incorporates ‘where shall we hold this event?’
At one level there are the usual practical considerations, including cost, ease of access, capacity and facilities at the venue, cost etc! At another level, we consider the opportunity the location and environment provides to enhance the event itself. A few examples in the past couple of years illustrate the point

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• A Programme Manager needed a project group, composed of very technically competent specialists to understand the interrelationship between their disciplines and how the various parts of the project formed the whole mosaic. In this case a countryside location, remote, but accessible and modest, was chosen for their monthly two day project review workshops. The two days together in a remote location enabled the team to leave behind the shackles of the day-to-day workplace. It enabled collaborative working so that the specialists were able to deliver coherent and highly effective solutions.

• A team needed to develop their Customer Relationship Management capability so we held their workshop at a conference venue that shares space with an up-market repair centre for prestigious cars. The venue provided a great opportunity for participants to see first-hand how the repair centre went about its work – and particularly to see the attention to detail that really makes a difference and generates referrals and repeat business.

VLUU L200  / Samsung L200

• We worked with the Energy Strategy UK team to explore the future of transport energy. The workshop was held at a Transport Museum in Coventry. This venue provided an insight through a tangible record of transport energy in the past. In the workshop design we incorporated activities using these resources to ‘hover above’ today and look back and look forward. A great stimulate to innovative thinking.

Photo competition

• Another client, passionately seeking for innovation in the Long Term Care of people, chose a location that enabled visits to be made to local venues to provoke thinking. For example, the visit to a local horticultural nursery, highlighted the motivation and dedication of the plant specialists, for many of them their work was much more than a means to earn money.
A well-chosen venue can support the overall theme of an event and can become part of the process. Seeking out interesting locations is a challenge but can often add real value to the event.

Nigel Chapman

This will change you

At the start of our recent five day Innovation Lab event in Norway our project Director Nick Tyler outlined an expectation to the 27 participants that what ever the outcome of the event, whether their project got funded or not …“this event will change you”
Indeed for our participants, many of whom were in the early stages of their careers, the event was a profound and life changing experience. They learnt through practical activities and experience how to work collaboratively with people who were from different backgrounds and had very different mindsets and experiences. They learnt how to move from creative thinking into a peer review process where they were in competition with other colleagues for funding.2016-01-15 13.22.47

But for me as an experienced facilitator who has worked on many of these projects over the last six years did this statement hold true? I think sometimes we can forget that experience does not make you immune to change and now 2 weeks after leaving the land of snow I realise that I have indeed changed

  1. Connecting with my Inner Joy for Facilitation2016-01-14 09.46.37

Working with this international group was just so liberating. From the beginning our client, the Norwegian Research Council were positive and supportive about the designs for the event. The were interested and engaged but did not seek to over control the design process so I was able to think truly creatively about concepts like the swimming pool assessment and the city of Earth 2.1. As our team introduced an activity there was a buzz of excitment and a real willingness to give things a go. The energy made facilitating a real joy and not a process to work through. I realised how much I enjoy working in the area of creative innovation and it made me think about how I can really focus on this as a specialist area now I am back in the UK

2. Taking Time to See the Sky

Like many people in the UK, even as a northerner, I still get so excited about seeeing snow and there was so much of it! Often our facilitators end up never going outside the venue at this type of event but we agreed this time to make sure that both us and the participants got to see the Sky every day. This was such a special time for me, just stepping out from the process and trusting that the rest of the team would continue to keep things moving forward without me. In those brief moments I connected with my sense of what was going on and was able to generate further creative thoughts to keep the process and me fresh.2016-01-10 10.40.31

3.Celebrating our Cities but Changing Them

i have always lived in cities all my life and like most city dwellers I have a love/hate relationship. Hearing this theme explored by the brilliant mind made me challenge my concept of the city and be open to different ways that I might both live and interact with my city in the future. Coming back to the UK I went over to Manchester for work where I saw for the first time “Tent City”. This was not exactly what we had in mind when we talked about a flexible city but clearly our rigid city structures are just not able to cope with the demands on them and the option of living in a tent next to the centre of one of our big Northern Powerhouse Cities seems to be the only option available to a large group of people. Being part of the Innovation Lab made me really think more about why this can happen and what can be done about this

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So thanks Nick for your words, I am indeed changed and thanks to everyone involved in the Cities of the Future Idelab for giving me reasons to change my thoughts and my behaviours, I return to the UK stronger, clearer and more energetic than before and ready to support teams in the UK to make our world a better place.