Yesterday SINTO ran a seminar on Managing Change. The course looked at the nature of change and how people react to it, definitions of change management and the skills required to manage change, models and theories of change in organisations, tools for planning the process of change, understanding how people respond to change and how to decrease resistance to change.
The fifteen delegates from libraries of all types across the SINTO region gave a very high rating to the course and the trainer Peter Lumley. But the information received was only part of the benefit of the course. For almost all the delegates this was not an academic learning exercise. They were faced by real change that they were having to manage. The course gave them knowledge and tools but it also provided an opportunity away from the workplace to think about the issues. One delegates described this as "headspace". It also gave them the opportunity to meet librarians from other organisations who were dealing with similar issues.
What impressed me about the delegates was the very professional way in which they as middle managers were dealing with a difficult situation. Most of the change they are facing results from an underlying financial imperative - they have to make "efficiency savings" or cuts by another name. The changes that arise from this may have real benefits for their users but because of this context front line staff are likely to be very cynical of claims that this change is a good thing and therefore very resistant to it. The middle managers may well share this cynicism but they are the filling in the sandwich. They are responsible to their senior managers for implementing the change and have a responsibility to their staff to convince them that the change is beneficial. All the delegates wanted to do the best for their users, their libraries and their staff while at the same time fighting against the cuts.
I am always interested in what happens when the delegates get back to their workplaces. Most organisations have a formal report back for staff who have been on a course as part of their CPD process but does the line manager take time to discuss the issues raised on the course? Is the organisation prepared to learn any lessons itself? Somehow I doubt it!
Showing posts with label change. Show all posts
Showing posts with label change. Show all posts
Thursday, 25 March 2010
Monday, 18 January 2010
Change is the law of life.
The Managing Change seminar that we were planning to run last year and then had to postpone has now been rescheduled. It will be held on Wednesday 24th March 2010. This is a repeat of the blog posted last year.
Change is the law of life". This quote by JF Kennedy was used by Camila Alire, President of ALA, to introduce her talk to SINTO last year. Whether it is taking advantage of new opportunities or responding to cuts, all organisations have to deal with change, and deal with it in a positive manner.I don't suppose that one could find many information managers today who are not expecting some sort of change, for better or for worse, in their organisation. To help them SINTO is putting on a seminar on the topic of change management.Managing Change is a seminar presented by Peter Lumley, Personnel and Training Consultant, who has led several workshops on the Next Generation management development programme. Change Management is a structured and systematic approach to achieving a sustainable change in human behaviour within an organisation. (Copyright © 2007 Realising Change)There are three different aspects to change management: adapting to change, controlling change and effecting change. This seminar covers all three aspects. It is aimed at staff who are being affected by change, are having to manage change and who are, or will be, leading change. It will look at how we plan, initiate, realize, control and finally stabilize change within our organisations.The objective of the course is to provide an introduction to the principles and processes of managing change and to apply them to some of the changes faced by delegates.This course is offered at the special low price of £70 to SINTO members (£100 non-members). This is an opportunity to provide yourself and your organisation with the skills needed in a changing world.For a booking fom go to the SINTO website or email Sintoenquiry@shu.ac.uk
Change is the law of life". This quote by JF Kennedy was used by Camila Alire, President of ALA, to introduce her talk to SINTO last year. Whether it is taking advantage of new opportunities or responding to cuts, all organisations have to deal with change, and deal with it in a positive manner.I don't suppose that one could find many information managers today who are not expecting some sort of change, for better or for worse, in their organisation. To help them SINTO is putting on a seminar on the topic of change management.Managing Change is a seminar presented by Peter Lumley, Personnel and Training Consultant, who has led several workshops on the Next Generation management development programme. Change Management is a structured and systematic approach to achieving a sustainable change in human behaviour within an organisation. (Copyright © 2007 Realising Change)There are three different aspects to change management: adapting to change, controlling change and effecting change. This seminar covers all three aspects. It is aimed at staff who are being affected by change, are having to manage change and who are, or will be, leading change. It will look at how we plan, initiate, realize, control and finally stabilize change within our organisations.The objective of the course is to provide an introduction to the principles and processes of managing change and to apply them to some of the changes faced by delegates.This course is offered at the special low price of £70 to SINTO members (£100 non-members). This is an opportunity to provide yourself and your organisation with the skills needed in a changing world.For a booking fom go to the SINTO website or email Sintoenquiry@shu.ac.uk
Monday, 16 November 2009
Change is the law of life.
"Change is the law of life". This quote by JF Kennedy was used by Camila Alire, President of ALA, to introduce her talk to SINTO last month. Whether it is taking advantage of new opportunities or responding to cuts, all organisations have to deal with change, and deal with it in a positive manner.
I don't suppose that one could find many information managers today who are not expecting some sort of change, for better or for worse, in their organisation. To help them SINTO is putting on a seminar on the topic of change management.
Managing Change is a seminar presented by Peter Lumley, Personnel and Training Consultant, who has led several workshops on the Next Generation management development programme. Change Management is a structured and systematic approach to achieving a sustainable change in human behaviour within an organisation. (Copyright © 2007 Realising Change)
There are three different aspects to change management: adapting to change, controlling change and effecting change. This seminar covers all three aspects. It is aimed at staff who are being affected by change, are having to manage change and who are, or will be, leading change. It will look at how we plan, initiate, realize, control and finally stabilize change within our organisations.The objective of the course is to provide an introduction to the principles and processes of managing change and to apply them to some of the changes faced by delegates.
This course is offered at the special low price of £70 to SINTO members (£90 non-members). This is an opportunity to provide yourself and your organisation with the skills needed in a changing world.
For a booking fom go to the SINTO website or email Sintoenquiry@shu.ac.uk
I don't suppose that one could find many information managers today who are not expecting some sort of change, for better or for worse, in their organisation. To help them SINTO is putting on a seminar on the topic of change management.
Managing Change is a seminar presented by Peter Lumley, Personnel and Training Consultant, who has led several workshops on the Next Generation management development programme. Change Management is a structured and systematic approach to achieving a sustainable change in human behaviour within an organisation. (Copyright © 2007 Realising Change)
There are three different aspects to change management: adapting to change, controlling change and effecting change. This seminar covers all three aspects. It is aimed at staff who are being affected by change, are having to manage change and who are, or will be, leading change. It will look at how we plan, initiate, realize, control and finally stabilize change within our organisations.The objective of the course is to provide an introduction to the principles and processes of managing change and to apply them to some of the changes faced by delegates.
This course is offered at the special low price of £70 to SINTO members (£90 non-members). This is an opportunity to provide yourself and your organisation with the skills needed in a changing world.
For a booking fom go to the SINTO website or email Sintoenquiry@shu.ac.uk
Wednesday, 14 October 2009
Emotional Intelligence
Camila Alire, president of the American Library Association, yesterday gave a talk to SINTO on Leadership and Emotional Intelligence.
Camila began by quoting President JF Kennedy: "Change is the law of life". Her presentation would be in the context of Transformational Leadership - a leadership style that creates valuable and positive change in the followers.
Camila pointed out that "change happens". Both the USA and the UK are facing an economic downturn. Budget cuts will inevitably have an effect on people and services and leaders have to be able to manage this process.
The concept of Emotional Intelligence (EI) was developed in the mid 1990's with the publication of Daniel Goleman's book Emotional intelligence (1995). When Camila read this she recognised that the book reflected her own style of leadership. EI suggests that leaders can deal with emotions. This involves both understanding and managing your own emotions and being mindful of other people's emotions.
Camila illustrated this with an example from her own career. She was appointed as Library Dean in a US university. A few days later community was hit by severe flooding and library was under water for several days. The library staff, who had built up the collection over many years, were badly affected and they looked to her for a lead. Camila recognised that she had not only to sort out the practical issues of a flooded library but also to recognise and manage the emotional response of her staff. Every morning on her drive to work she had to deal with her own emotions and then provide a positive role model for her staff. The essence of EI is to recognise emotions in others and to have the ability to use emotions effectively in reasoning and problem solving.
The following traits of EI can be recognised:
· Knowing when to show or suppress emotion as appropriate
· Knowing how to read emotions
· Knowing when to deal with emotions - at once or later
· Taking time to deal with issues
An EI leader will show the following abilities:
· Ability to perceive emotions in facial expressions and in music & art
· Ability to understand & reason about emotions
· Ability to manage emotions
At a practical level this meant that in a meeting where change was being proposed the leader should position him or herself so that they can observe everyone around the table and asses their moods. Feedback should be invited but staff expressing negative emotions should be followed up after the meeting as they may not respond in public.
Camila emphasised that individual staff members can develop and use EI with their co-workers and clients. EI staff should be able to deal with their own emotions and help their colleagues cope in periods of change.
Camila ended with another case study where she was recruited by a university to transform a library service perceived as not customer orientated. She developed a plan for major change in close consultation with library staff at all levels. Despite this she experienced extreme hostility from one individual aimed at herself. Her response was to be cognizant of this emotion but not to regard it as a personal affront and not to react in a vindictive way. Eventually the member of staff came to recognise that the changes had been necessary.
Camila made reference to a recent book Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion byRichard Boyatzis and Annie McKee. She finished with a quote from Winston Churchill:
"Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe."
Camila began by quoting President JF Kennedy: "Change is the law of life". Her presentation would be in the context of Transformational Leadership - a leadership style that creates valuable and positive change in the followers.
Camila pointed out that "change happens". Both the USA and the UK are facing an economic downturn. Budget cuts will inevitably have an effect on people and services and leaders have to be able to manage this process.
The concept of Emotional Intelligence (EI) was developed in the mid 1990's with the publication of Daniel Goleman's book Emotional intelligence (1995). When Camila read this she recognised that the book reflected her own style of leadership. EI suggests that leaders can deal with emotions. This involves both understanding and managing your own emotions and being mindful of other people's emotions.
Camila illustrated this with an example from her own career. She was appointed as Library Dean in a US university. A few days later community was hit by severe flooding and library was under water for several days. The library staff, who had built up the collection over many years, were badly affected and they looked to her for a lead. Camila recognised that she had not only to sort out the practical issues of a flooded library but also to recognise and manage the emotional response of her staff. Every morning on her drive to work she had to deal with her own emotions and then provide a positive role model for her staff. The essence of EI is to recognise emotions in others and to have the ability to use emotions effectively in reasoning and problem solving.
The following traits of EI can be recognised:
· Knowing when to show or suppress emotion as appropriate
· Knowing how to read emotions
· Knowing when to deal with emotions - at once or later
· Taking time to deal with issues
An EI leader will show the following abilities:
· Ability to perceive emotions in facial expressions and in music & art
· Ability to understand & reason about emotions
· Ability to manage emotions
At a practical level this meant that in a meeting where change was being proposed the leader should position him or herself so that they can observe everyone around the table and asses their moods. Feedback should be invited but staff expressing negative emotions should be followed up after the meeting as they may not respond in public.
Camila emphasised that individual staff members can develop and use EI with their co-workers and clients. EI staff should be able to deal with their own emotions and help their colleagues cope in periods of change.
Camila ended with another case study where she was recruited by a university to transform a library service perceived as not customer orientated. She developed a plan for major change in close consultation with library staff at all levels. Despite this she experienced extreme hostility from one individual aimed at herself. Her response was to be cognizant of this emotion but not to regard it as a personal affront and not to react in a vindictive way. Eventually the member of staff came to recognise that the changes had been necessary.
Camila made reference to a recent book Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion byRichard Boyatzis and Annie McKee. She finished with a quote from Winston Churchill:
"Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe."
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