Want to learn how to resist that change? Or perhaps how to sabotage the project? The NSW LearnScope Project Managers did, when they attended a workshop on Creative Change Leadership by the enlightened, exceptional and always entertaining Thiagi (Sivasailam Thiagarajan) and Marie Jasinski in August 2001.

Behind all the games played, the plans they conspired to sabotage their projects and their role plays of resistance, was some sound advice on expecting change, coping with change and even leading change.

Following, the key points of the day are summarised along with some pertinent quotes from Thiagi.

Change Triggers

We change when

• Reacting to present danger
  
• Anticipating future danger
  
• Reacting to present opportunity
  
• Anticipating future opportunity.

'You have had a lot of experience sabotaging projects. Turn that negative experience into positive change just by doing the opposite'
Thiagi

CASE for change

There is greater acceptance of change when there is:

Compatibility - the change is compatible with current values and methods
Adaptability - to the local requirements and preferences
Simplicity - reduce complexity for acceptance
Effectiveness - change will be desired if seen to achieve goals

'Only idiots attempt to affect cultural change'
Edgar Shine

'To bring about long term sustainability you need to focus on the behaviour you want to change'
Thiagi

Change is ongoing

• Incremental change is needed for lasting change
  
• Individuals accept change at different rates
  
• Change takes time
  
• Chance is a continual process.

'Remember the project after the project'
Thiagi

'If you want real change - invest real time'
Thiagi

Change involves loss as well as gain

• Any change brings about stress reactions
  
• We need to let go of our comfort zone
  
• Change is always a trade off - there is loss and gain
  
• No solution is perfect.

'Even positive change is stress - winning the lottery is stressful'
Thiagi

Stages of change

Phases of any change process involve:

• Ignorance: Advisor role raises their awareness of positive alternatives. Keep it brief and non technical
  
• Anxiety: Counsellor role encourages discussion of fears, reassures, answers FAQs, overview of what is in it for them.
  
• Curiosity: Explainer role presents benefits of system in more detail and demonstrates benefits.
  
• Readiness: Trainer role. Only a few lingering doubts
  
• Acceptance: Implementer role installs new system in basic form first. They may make suggestions for improvement.
  
• Disillusionment: Upgrader role. They now will want bigger, better, faster, and more exciting enhancements.

'Everyone goes through the stages of change - just at very different rates'
Thiagi

'They will want bells and whistles - so have some extra money left over'
Thiagi

Change Characters

• Leader
  
• Manager
  
• Advocate
  
• Customer
  
• Media
  
• Sponsor
  
• Key User
  
• Acceptable Innovator
  
• Supplier
  
• Change Agent
  
• Typical User
  
• Vociferous Laggard
  
• Community member.

Are you an 'Anti-change leader', a 'Bolt-on leader' or do you take the 'Panacea' approach?

'Focus on the Laggards as they will hold you back - but keep it simple and non technical'
Thiagi

'Use acceptable Innovators - nose rings, long hair and pizza eating at the computer may not be acceptable'
Thiagi

Change Leaders

Effective change leaders are:

• Positive - Identify opportunities in turbulence
  
• Focused - Have a clear vision
  
• Flexible - Come up with creative strategies
  
• Organised - Use structured approaches
  
• Proactive - Take calibrated risks in certain situations.

'The best leaders are those that succeed in current change and get ready for the next'
Thiagi