Change management

CHANGE MANAGEMENT

Mehul Rasadiya(K.K.Parekh Institute of Management Studies)

(Amreli)

Prepared by :-

Mehul Rasadiya

MODULE 1

SETTING THE CONTEXT

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MODULE 1PART 1

The Change / Learning Process

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HOW DOES LEARNING / CHANGE BEGIN?

• Disconfirmation – information that things are not working, expectations are not being met creates…

• Survival anxiety or guilt. The fear, shame or guilt associated with not learning something new. But the prospect of learning something new creates…

• Learning anxiety. The feelings associated with an inability or unwillingness to learn something new because (1) it requires unlearning and temporary incompetence, (2) loss of power or status, (3) loss of group membership, (4) loss of identity.

• Hence resistance to change.

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BASIC PROPOSITION ABOUT LEARNING

• Survival anxiety must be > learning anxiety.

• Learning method 1: Escalate survival anxiety until it is greater than learning anxiety.

• Learning method 2: Reduce learning anxiety until it is less than survival anxiety – create “psychological safety”.

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HOW TO REDUCE LEARNING ANXIETY AND CREATE “PSYCHOLOGICAL SAFETY”

• Involve the “change targets” in all the steps of the learning process.

• Provide a vision of a path.

• Provide a safe environment for learning (practice field).

• Provide the time and resources necessary for learning.

• Provide first steps and a direction.

• Work in groups.

• Provide coaching and help.

• Reward small steps in the right direction.

• Work in a supportive climate (norms that support error embracing).

CHANGE MANAGEMENT INTERVENTIONS AIM TO CREATE PSYCHOLOGICAL SAFETY

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WHAT IS CHANGE MANAGEMENT?

• Gaining a mutual understanding of what we think Change Management is…

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DISCUSSION OF THE KEY CONCEPTS

• Conscious / unconscious

• Primary / secondary process

• Strategic Improvisation

• Dialogue

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MODULE 1PART 2

The Change Consultant

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WHAT IS A CHANGE CONSULTANT?

• What characteristics underpin the role that we have to perform?

• What function do we perform in organisations?

• What is our strategic relevance in organisations?

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THE DIFFERENT HELPING ROLES:

1. The Expert (Information Power)

2. The Doctor (Diagnostic Power)

3. The Process Consultant (Process Power)

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THE STRATEGIC GOALS OF PROCESS CONSULTATION

1. Provide help i.e. create a situation where the client will

get help.

2. Create a situation in which information will surface that

will permit both consultant and client to understand

better what may be going on – “diagnostic intervention.”

3. Create a situation in which the client will at all times feel

ownership of the problem. Client and consultant

become an intervention team.

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TEN PRINCIPLES OF PROCESS CONSULTATION

1. Always try to be helpful.

Obviously if I have no intention of being helpful and

working at it, it is unlikely to lead to a helping relationship.

In general, I have found in all human relationships that

the intention to be helpful is the best guarantee of a

relationship that is rewarding and leads to mutual

learning.

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2. Always stay in touch with the current reality.

I cannot be helpful if I cannot decipher what is going on in

me, the situation and in the client.

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3. Access your ignorance

The only way I can discover my own inner reality is to learn to

distinguish what I know, from what I assume I know, from what I

truly do not know. It is generally most helpful to work on those

areas where I truly do not know. Accessing is the key, and I

must make an effort to locate within myself what I really do not

know by scanning my own inner database and gaining access to

empty compartments. If I truly do not know the answer, I am

more likely to sound congruent and sincere when I talk about it.

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4. Everything you do is an intervention.

Just as every intervention reveals diagnostic information,

so does every interaction have consequences for both the

client and for me. I therefore have to own everything I do

and assess the consequences to be sure that they fit my

goals of creating a helping relationship.

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5. The client owns the problem and the

solution.

My job is to create a relationship in which the client can

get help. It is not my job to take the client’s problems

onto my own shoulders, nor is it my job to offer advice

and solutions in a situation that I do not live in myself.

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6. Go with the flow.

In as much as I do not know the client’s reality, I must

respect as much as possible the natural flow in that reality

and not impose my sense of flow on an unknown

situation. Once the relationship reaches a certain level of

trust, and once the client and helper have a shared set of

insights into what is going on, flow becomes itself a

shared process.

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7. Timing is crucial.

Over and over I have learned that the introduction of my

perspective, the asking of a clarifying question, the

suggestion of alternatives, or whatever else I want to

introduce from my own point of view has to be timed to

those moments when the client’s attention is available.

The same remark uttered at two different times can have

completely different results.

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8. Be constructively opportunistic with confrontive

interventions.

When the client signals a moment of openness, a moment

when his or her attention to a new input appears to be

available, I find I seize those moments and try to make the

most of them. Those moments occur when the client has

revealed some data signifying readiness to pay attention to

a new point of view.

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9. Everything is a source of data; errors are

inevitable – learn from them.

No matter how well I observe the above principles, I will say

and do things that produce unexpected and undesirable

reactions in the client. I must learn from them and at all costs

avoid defensiveness, shame or guilt. I can never know

enough of the client’s reality to avoid errors, but each error

produces reactions from which I can learn a great deal about

my own and the client’s reality.

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10. When in doubt, share the problem.

Inevitably there will be times in the relationship when I run out

of steam, don’t know what to do next, feel frustrated, and in

other ways get paralyzed. In situations like this, I find that the

most helpful thing I can do is to share my “problem” with the

client. Why should I assume that I always know what to do

next? In as much as it is the client’s problem and reality we

are dealing with, it is entirely appropriate for me to involve the

client in my own efforts to be helpful.

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MODULE 1PART 3

The Facilitator

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THE FACILITATOR FUNCTIONS

• Preparing

• Determining the group’s focus

• Fostering trust

• Assessing group process & providing feedback

• Keeping communication channels open & exposing tension

• Managing conflict

• Concluding

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THE METASKILLS OF THE FACILITATOR

• Compassion

• Mindfulness

• Neutrality / Following the Process

• Detachment / Dual Awareness

• Playfulness

• Beginners Mind / Humility

• Patience

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FACILITATION TECHNIQUES

• Using the flipchart effectively

• Sorting the field

• Noticing silent participants

• Climate report

• Checking in

• Reflective listening

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MODULE 1PART 4

The Solution Finder

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PROBLEM SOLVING - EDWARD DE BONO’S SIX THINKING HATS

White HatFacts, Information

Data

Red HatFeelings, Hunches

Intuition

Black HatCautions, Problems

Difficulties

Yellow HatBenefits, Values

Positives

Green HatIdeas, Alternatives

Possibilities

Blue HatProcess Control

Thinking about Thinking

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PROBLEM SOLVING - LEVELS OF THINKING7 Creative Wisdom

6 Joy / Passion

5 Perspective

4 OK with negative stress

3 Negativity / Unhappiness

2 Paralyses

1 Tormented Thinker Extremely negative, Very critical, Disbelief, Anxious, Neurotic, Life is unbearable, Aggressive, Withdrawn, No way out, Warped idea of reality

Lethargic, Mind does not get body going, Do things slowly, Can’t cope with situation/life, Leaves things to other people, Puts life on hold, Lazy, Procrastinates, Moves into tormented state

Unhappy, Habit forming, Finds fault, Critical, Negative conversation, Complaining, Revue minor perspective,Not action orientated, Problem centered, Lacks trying, Does not smile, Stereotypes

Stand back, Contemplates, Sees bigger picture

Enjoys life, Enjoys environment, Enjoys people interaction, Seeks enjoyment, Avoids passion killers

Knowledge, Experience, Know - how, Ultimate Perspective, Open - minded, Awakens joy in others, Understand levels of thinking

Rationalises, Blames others, situation, Happens to all of us, We all go of the rails at times, We are all alike

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THE CONCEPT OF MENTAL MODELS

“Mental models are deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting.

Very often we are not aware of our mental models or the effects they have on our behaviour.” (Peter Senge)

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THE CONCEPT OF SYSTEMS THINKING

Systems thinking is a discipline for seeing problems holistically and for understanding how systems create patters and events we see around us.

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THE ADVOCACY / INQUIRY MATRIX

Advocacy

InquiryLow High

High

Explaining

Imposing

Mutual Learning

Over Engaging

Observing

Withdrawing

Interviewing

Interrogating

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TYPES OF ACTIVE / INQUIRY QUESTIONS

Pure Exploratory InquiryPrompt the story and listen carefully and neutrally.• Use silence and encouraging body language• Tell me what is going on.• What is happening?• Describe the situation.• Tell me more.• Go on.• Can you give me some examples of that?• Can you give me some of the details of what went on?• When did this last happen?

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TYPES OF ACTIVE / INQUIRY QUESTIONSExploratory Diagnostic InquiryStart to identify the issues i.e. diagnosing.

Exploring emotional responses: • How did you feel about that?

• What was your reaction?

• How did others feel and react?

Exploring reasons for actions and events: • Why do you think you did that?

• Why do you think that happened?

• Why do you think the other person did that?

Exploring actions, past, present and future: • What did you (others) do about that?

• What are you going to do?

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TYPES OF ACTIVE / INQUIRY QUESTIONS

Confrontive InquiryShare own ideas and “force” the client to think about the

situation from a new perspective.• Did you confront him / her about that?• Could you have done the following…?• Have you thought about doing…?• Did it occur to you that he / she did that because they

were anxious?• Have you considered these other options?• Have you considered the possibility that you

overreacted?• Did that not make you feel angry / anxious / elated etc?

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MODULE 1PART 5

Organisational and Business Context of Change

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DECIPHERING THE ORGANISATIONAL AND BUSINESS CONTEXTS OF CHANGE

• World-wide demographics

• Workforce demographics

• Technological advances

• Social trends

• Changes in ownership

• Natural shocks

• Political ramifications

• Competition

• Internal changes

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DISCUSSION REGARDING ORGANISATIONAL AND BUSINESS CONTEXTS OF CHANGE

• What have been some major change initiatives that you have seen implemented in organisations?

• How successful would you gauge them to have been?

• Have you ever been a change consultant / on an organisational change team?

• What were the changes you were implementing and how successful were you?

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MODULE 2

GENERIC

CHANGE TOOLS & TACTICS

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MODULE 2PART 1

Change Management Methodology

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In business improvement projects …In business improvement projects …

Change Change ManagementManagementis about ……is about ……

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CHANGE MANAGEMENT METHODOLOGY MODEL

RESULTS

Improved State

Transition State

Current State

Leading Change

Changing Systems and Structures

Creating a Shared Need

Mobilising Commitment

Making Change Last

Monitoring Progress

Shaping a Vision

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MODULE 2PART 2

Generic

Change Tools & Tactics


RESULTS

Improved State

Transition State

Current State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision

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LEADING CHANGE

Why bother?• Strong committed leadership is critical to accelerating

change

• Leadership impacts all other change processes

• Leaders must play varied roles

Overview

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LEADING CHANGE

Tools and tactics include :• Sponsorship strategy

Tools and Tactics

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LEADING CHANGE

Sponsorship strategy :• What is a sponsor?

A person with the influence or responsibility to ensure that the change outcomes are delivered.

A sponsor has responsibility for initiating and sustaining change.

• The purpose of a sponsorship strategy is to: Identify the sponsors

Establish sponsor responsibilities

Build commitment of sponsors regarding the change process.

Highlight barriers to successful sponsorship.

Tools and Tactics

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LEADING CHANGE

Sponsorship strategy :• Sponsor responsibilities might include the following:

DEMONSTRATE SUPPORT FOR THE CHANGE through words, actions and decisions.

SET A CHALLENGING PACE for the change program.

BE RESPONSIVE – to employees, customers and peers.

MEET REGULARLY WITH YOUR PEOPLE in order to show support, gain understanding and listen.

RAISE CONCERNS AND ASK QUESTIONS early in the transition process.

COMMUNICATE UPDATES on a regular basis.

IDENTIFY AND RESOLVE POTENTIAL “HOT SPOTS”.

Tools and Tactics

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LEADING CHANGE

Sponsorship strategy :• Sponsor action plan might include the following:

Tools and Tactics

Sponsor Event DurationDeveloped

ByDelivered

ByTiming Message

Primary Objectives

Dept Head

Etc…

Sponsor Session

1 hour Change Consultant

Dept Head, Change Consultant

To co-incide with beginning of new project phase

• Project changes

• Identify hot spots

• Obtain commitment

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LEADING CHANGE

To what extent do our change leaders :• Create a personal role for themselves in leading the change

process?

• Identify the key priorities and a critical path for the change?

• Create a clear picture of “where we want to get to”.

• Create a culture that will promote the desired behaviours?

• Refine rewards, measures and feedback systems to reinforce behaviours?

• Mobilise a network of committed change sponsors and agents?

• Coach and counsel key stakeholders throughout the change process?

• Identify and remove barriers that impede the change process?

Assessment

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LEADING CHANGE

Change efforts can potentially derail when :

• They fail to establish and clarify the key change roles of Sponsor.

• Leaders fail to engage in behaviours necessary for change.

• They lack quantifiable measures for establishing Sponsor accountability.

• There are competing demands for sponsor time and resources.

• Short term issues take priority over long term focus of “big picture” goals.

• Sponsors object to change initiatives, Not all sponsor will 100% support the change process.

Pitfalls

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RESULTS

Improved State

Transition State

Current State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision

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CREATING A SHARED NEED

Why bother?• Forces any resistance or apathy to be addressed head-on.

• Validates why the project is important and critical to do.

• Builds momentum needed to get the change initiative launched.

Overview

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Tools and tactics include :• The Change implementation process and the change

blueprint

Tools and Tactics

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THE PROCESS OF CHANGE IMPLEMENTATION

Information Gathering

Information Assessment

Information Dissemination

Information Monitoring, Stabilisation and Feedback

CHANGE OBJECTIVES

CHANGE OVERVIEW

CHANGE BLUEPRINT = IMPLEMENTATION PLAN

CHANGE IMPLEMENTATION

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CHANGE OBJECTIVES

• Requires considerable evaluation of the

organisation's current position.

• What you are hoping to achieve by the change

process: a clear understanding of the change

objectives

• Are the changes compatible with the

organisation’s current systems and processes?

CHANGE OBJECTIVES

CHANGE OVERVIEW



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INFORMATION GATHERING

Industry Benchmarking

Information Sources

Market Knowledge

Internal information gathering

Media

Personal Experience

Previous change

attempts

Info teams

Key Areas:

Cultural fit

Strategic fit

Synergy Potential

Management fit and style

Corporate demographics

Structural fit

YCHANGE OBJECTIVES

CHANGE OVERVIEW



GATHER

ASSESS

TELL

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CHANGE OVERVIEW

• Takes generic change objectives and applies them to the situation

• Clarifies how the change objectives are going to be met

• Serves as a practical reminder of what the organisation is attempting to achieve

• Acts as a bridge between the objectives and the operational blueprint.

CHANGE OBJECTIVES

CHANGE OVERVIEW



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Employee Input Affected employees know more about their company/function Opportunity to motivate Most successful if well done Employees must live with decisions

Prolongs uncertainty Longer and slower process Affected parties may not trust the change agent Carnage if done poorly

Immediate Approach Less uncertainty Quicker process Greater clarity and certainty of

action

May make wrong decisions No affected employee

participation Requires detailed, thorough

planning

Delayed Approach Greater knowledge of the changes

necessary Opportunity to motivate and involve

affected employees

Prolongs uncertainty Longer and slower process Longer for results to show

KEY OPERATIONAL DECISIONS

Addressing cultural issues

Assessing the change

situation

Resource Decisions

Employee participation

Speed of imple-mentation

YCHANGE OBJECTIVES

CHANGE OVERVIEW



GATHER

ASSESS

TELL

“One off” financial costs e.g. Implementation costs Redundancy expenses System harmonisation Capital expenditure

Continual financial costs

Human resources costs

Manifest in differences in: Work legislation Attitudes/ behaviours Working practices Management style Company procedures

Imposed decisions Less uncertainty Decision makers are a known quantity No arguments or politics

May make wrong decisions Can seriously demotivate Requires detailed, thorough planning

CHANGE BLUE PRINT

• Reduces overview into task specific actions

• Serves as the basis for the post-change implementation plan by determining: What – action to be taken

When – the timescale for change

Who – is to be affected and who is to be responsible for leading the changes

How – the actual blueprint

Why – the logic behind the actions taken

CHANGE OBJECTIVES

CHANGE OVERVIEW



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COMMUNICATIONS STRATEGY

YCHANGE OBJECTIVES

CHANGE OVERVIEW



GATHER

ASSESS

TELL

StrategyChann

el Timing

Content

(style, coverage, source)

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IMPLEMENTATION PLAN AND TECHNIQUES

• Implementation is reliant on: Prior employee knowledge of change Employees being comfortable with their role in the change via

communication The enactment of the change process The alignment in systems and processes of the ultimate changes

• Techniques include: Change co-ordinator or manager Change team Steering committee Information gathering teams Working committees External specialists / facilitators

CHANGE OBJECTIVES

CHANGE OVERVIEW



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1. Are all members of the project team aligned in terms of the need to change?

2. Have we framed the need for change in such a way to reflect the concerns of customers and key suppliers?

3. Would each team member deliver essentially the same “message” regarding the need for change if asked by someone outside of the team?

4. Who are the key constituencies affected by this initiative, and how much importance does each give to the initiative?

5. How can we help others increase their sense of the need for change?

Assessment

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Change efforts can potentially derail when they :

• Fail to check for alignment and build true consensus.

• Assume the need for change in obvious.

• Fail to frame the need for change in a meaningful way

• Assume that when others fail to appreciate the need for change, its “their” problem.

• Fail to search beneath the surface for root causes.

• Underestimate the resistance to change.

Pitfalls

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RESULTS

Improved State

Transition State

Current State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision

Mehul Rasadiya

SHAPING A VISION

Why bother?• Visions paint a picture that appeals to both the “head”

and the “heart” and answer the question “Why change?”

• Visions help create shared meaning and thereby help gain genuine commitment from all.

Overview

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SHAPING A VISION

Tools and tactics include :• Facilitating a visioning session

Tools and Tactics

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SHAPING A VISION

Facilitating a visioning session :• Prior to session – interview key stakeholders.

What is working?

What is not working?

Look at what our competitors are doing and ask ourselves, “What can be learned from this?”

Tools and Tactics

Mehul Rasadiya

SHAPING A VISION

Facilitating a visioning session :• Facilitating the session (2 days).

Start with the end – brainstorm loosely what the future state looks like in as much detail as possible – blue sky thinking.

Use visualisation techniques to envision daily life scenarios once change is achieved.

Design a dream using the language of:o What we do

o What we sell

o Who we are

Discuss feedback from key stakeholder interviews.

Tools and Tactics

Mehul Rasadiya

SHAPING A VISION

Facilitating a visioning session :• Facilitating the session (2 days).

Engage in rigorous self examination. Look at the relevance / effectiveness / efficiency of:

o Our purpose

o Our people

o Our processes

Develop a mission i.e. saying in a given time frame, what do we want to be?

Identify and explore values and philosophies which will change the way people think and feel and which will guide our interactions through the change process.

Identify first steps – processes, forums etc. to instigate the change process.

Tools and Tactics

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SHAPING A VISION

To what extent :• has a vision be clearly articulated for the project?

• is the vision simple and straightforward?

• is the vision motivating and energising?

• is the vision shared and understood across the business?

• is the vision actionable?

and finally,

• How aligned is the team around the vision?

Assessment

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SHAPING A VISION

Change efforts can potentially derail when :• Everyone has their own vision, and no effort is made to gain

alignment.

• Vision statements remain at such a “lofty” level that one one pushes back.

• The vision changes too often, or conversely, is so rigid that others feel excluded.

• The vision fails to reflect the interests and needs of customers &/suppliers.

• The vision is too complex to be easily understood or translated into day-to-day behaviours.

Pitfalls

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RESULTS

Improved State

Transition State

Current State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision

Mehul Rasadiya

MOBILISING COMMITMENT

Why bother?• Helps deliver a culture of individual accountability and

daily problem solving.

• Helps create an organisation that is fundamentally more flexible and able to implement change programs quickly and efficiently.

• Helps speed up the pace of change and ensures that performance is maximised during the transition state.

Overview

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Tools and tactics include :• Stakeholder analysis

• Change readiness

• Communication strategy

Tools and Tactics

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Stakeholder analysis :• A stakeholder is anyone who is impacted by or who

impacts the change.

• Can be an individual or a group of individuals with similar stakes in the change.

Tools and Tactics

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Stakeholder analysis :• Stakeholder analysis is a starting point for

understanding the change readiness of key stakeholder groups.

• By understanding the requirements, and readiness gaps of key stakeholder groups, we are better equipped to plan and implement appropriate change interventions.

Tools and Tactics

Mehul Rasadiya


Stakeholder analysis :• Stakeholder analyses are best conducted by way of a

2 hour brainstorming session.

• Steps to be followed include: Explain your role.

Explain the purpose of the session.

Explain outcomes i.e. next steps for assessing appropriate change interventions.

Ask: What is the end-to-end nature of the change? This helps to identify who is impacted by it.

Complete stakeholder analysis tool. Draw the table on a whiteboard. Work your way across the table as directed.

Tools and Tactics

Mehul Rasadiya


Stakeholder analysis :• Stakeholder analysis template

Tools and Tactics

Stakeholder Group Nature of Stakeholding Rate Rank

Stakeholder Group 1• What is the complete list of

stakeholders that impact or are impacted by the change?

• Does the stakeholder group need to be broken down into subgroups at this point?

- Do they have different stakes in the change?

- Is there a likelihood that they will be at varying degrees of readiness?

• What is their relationship to the change?

- Are they a customer / supplier?- Are they a part of the process?- Are they affected by the

outcomes only?- What would be their concerns

and what would the impact of their concerns have on others?

- What type of involvement would they require?

Wins

Losses

Neutral

How important is the stakeholder group to the delivery of the change?

• Critical• Important• Marginal

How would you prioritise stakeholder groups relative to one another?1 = most critical

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Change readiness :• Change readiness is the capacity of key stakeholders

to support change in a manner that ensures that change is sustainable.

• Sustainability is achieved by facilitating the uptake along three key dimensions:

Stages of concern, based on their degree of understanding of the change.

Preparedness to support i.e. willingness to change.

Ability to support, based on the development of the skills and knowledge required.

Tools and Tactics

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Change readiness :• The change readiness tool examines change readiness

for key stakeholder groups and…

• Identifies what change interventions will be necessary to successfully guide the change.

Tools and Tactics

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Change readiness – stages of concern :

Tools and Tactics

Stages of Concern Focus of Concern Expression of Concern

Awareness Stage (0)

Information Stage (1)

Personal Stage (2)

Management Stage (3)

Impact / Consequence Stage (4)

Collaboration Stage (5)

Refocusing Stage (6)

Little concern or involvement.

General awareness & an interest in learning more about it.

Uncertainty about demands of change.Uncertainty about decision making, potential conflicts.

Issues relating to efficiency, organisation, scheduling, time etc.

Focus is on impact of change for individuals in immediate sphere of contact.

Focus is on coordination and cooperation with others.

Focus is one of exploration of more universal benefits.

“I’m not concerned about it.”

“I would like to know more about it.”

“How will using it affect me?

“I seem to be spending all my time in paperwork.”

“How is it affecting my team?”

“I am concerned about relating what I am doing with others.”

“I have some ideas about something that will work even better.”

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MOBILISING COMMITMENTChange readiness – stages of concern :• Awareness Stage. Tactics are mainly around…

Informing.

• Information Stage. Tactics are mainly around… Further information and motivating.

• Personal Stage. Tactics are mainly around… Allaying personal concerns and providing a level of support.

• Management Stage. Tactics are mainly around… Coaching, training and development.

• Impact / Consequence Stage. Tactics are mainly around… Involving people in shaping the change.

• Collaboration Stage. Tactics are mainly around… Creating opportunities to use them to influence others.

• Refocusing Stage. Tactics are mainly around… Creating opportunities for them to innovate.

Tools and Tactics

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Change readiness – stages of concern :• Determining stage of concern is best conducted by

way of a 2 hour small group session.• Steps to follow include:

Familiarise yourself with the Stages of Concern. Spend time in open discussion about what their

concerns are. Sythesise concerns on a flipchart, looking for themes. Refer to Stages of Concern and, together with

participants, plot their stage of concern. Jointly discuss tactics to help overcome their

concerns, using the interventions previously discussed as guidelines for suggestions.

Tools and Tactics

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Change readiness – preparedness to support :

• Gauging support is best conducted by way of a half day facilitated small group session.

• Steps to follow include: Explain the purpose of the session. Get people to talk about the current change. Facilitate

discussion on:o What are the critical / core changes?o What do you feel you are losing in the process?o How do you feel about it?

Facilitate discussion about object vs state loss – What can you control?

Facilitate discussion on, “What do you need?”:o All boils down to support – “Where can you get support from?”o List of actions / commitments.

Put all unresolved issues into further process.

Tools and Tactics

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Change readiness – ability to support :• Refer to elements of a training & support strategy in

section on IT Change.

Tools and Tactics

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Change readiness :• Change readiness plan template

Tools and Tactics

StakeholderGroup

AbilityTracking

Outcomes

As detailed in Stakeholder Analysis

• Identify the appropriate individuals to the tactic.

• Individuals can be selected because of functional expertise, organisational influence, relationship to stakeholder etc.

Stage of Concern

Preparedness to Support

Change Tactic Resp

• Not initiated• Initiated and

working• Initiated and not

working

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Communication :• The purpose of a communication strategy is to:

Define the objectives of the communication effort. Develop guiding principles for communication. Provide a framework for developing and

implementing the communications. Troubleshoot possible barriers to communication and

determine the appropriate solutions.

Tools and Tactics

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Communication :Elements of a communication strategy could include:

Communication objectives• e.g. Enroll people in the change through involvement at all

levels in the organisation.

Critical success factors• e.g. Availability of resources to produce communications

materials.• e.g. Maximising the use of respected and influential people

to deliver messages.• e.g. Maximising the use of face-to-face communication.

Tools and Tactics

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Communication :Elements of a communication strategy (cont.):

Guiding principles for effective communication• e.g. Employees should hear information from the

appropriate source.• e.g. Communication should be two-way and face-to-face to

the extent possible.

Key messages• Key messages are the themes that will underpin all

communication.

Tools and Tactics

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Change readiness :Elements of a communications strategy (cont.):

Communications plan

Tools and Tactics

Target Audience Sender

Name of stakeholder group.

Communication Activity Message Timing

Description of:• Meeting• Presentation• Roadshow• Workshop• Teleconference• Briefing• Demo

Description of: key points to be highlighted:

• Issues & concerns• Project timeframes• Vision & direction• Feedback• Q & A• Project status• Job changes• Etc.

Specific person / role required to deliver the message.

Date for communication activity to commence.

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Feedback mechanisms• Feedback mechanisms are important for ensuring that

communication objectives are being met and messages are conveyed in the most effective way possible.

• They provide a facility for target audience groups to communicate their concerns, thereby ensuring a two-way communication.

• Examples include: Departmental representative Open dialogue forums Survey / questionnaire Communications log (This would be a mechanism to track

any communications issues that are being identified.)

Tools and Tactics

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Barriers to effective communication• Examples include:

Desire to keep information secret. Diversity of different audiences requiring different types of

information. Lack of clear and consistent information due to the

perception of the “evolving” nature of the project. Conflicting information from different sources.

Tools and Tactics

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How well have you :• Understood the needs and concerns of the people

impacting or impacted by the change?

• Analysed sources of resistance?

• Developed problem solving process to resolve resistance?

• Developed tactics to help prepare the stakeholders for and support them through the change?

Assessment

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Change efforts can derail when :• Too little information is shared with key stakeholders.

• Too much information is shared with key stakeholders.

• They assume technical solution is sufficient.

• They don’t involve others due to time constraints.

• They underestimate human resistance to change.

Pitfalls

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RESULTS

Improved State

Transition State

Current State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision

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MAKING CHANGE LAST

Why bother?• Experience shows that successful, sustained change is

difficult to achieve without attention from the entire team• Every change initiative will compete for time, resources

and attention.• We often spend most available time on the launch of an

initiative rather than its institutionalisation.

Overview

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MAKING CHANGE LAST

Tools and tactics include :• Forcefield analysis

• Systems and Structures worksheet

Tools and Tactics

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MAKING CHANGE LAST

Forcefield analysis :

Tools and Tactics

ENABLERS RESTRAINERS

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MAKING CHANGE LAST

Systems and Structures worksheet :

Tools and Tactics

Measurement

Reward

Staffing

Development

Organisational Design

Identify specific opportunities to use or modify various systems and structures to make change last

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MAKING CHANGE LAST

To what extent have we accurately estimated :

• The magnitude of the total change effort?• The level of resistance this initiative will face?• The amount of time required to implement the change?• The level of clarity and alignment regarding the kind of

implementation process required?

And also…• How has the change effort been integrated into other

business initiatives?• To what extent are needed resources made available?• To what extent have we altered (or used) existing systems

and structures as “levers for change”?

Assessment

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MAKING CHANGE LASTChange efforts can potentially derail

because of ten classic implementation pitfalls :

• Underestimating the time.• Unexpected problems.• Poorly co-ordinated activities.• Competing distractions.• Inadequate capabilities / skills of employees.• Lack of support for the initiative.• Unclear goals and objectives.• Lack of involvement of Change Targets.• Dismissing complaints outright.• Uncontrollable externalities (life happens).

Pitfalls

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RESULTS

Improved State

Transition State

Current State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision

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MONITORING PROGRESS

Why bother?• An accurate measure of the project provides focus, direction

and momentum

• Corrective action can only occur if you know you are off track

• Monitoring Progress enhances you ability to reward key events and milestones, building momentum and commitment.

Overview

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MONITORING PROGRESS

Tools and tactics include :• Characteristics of a good measurement system

• Robot system

• Status report

Tools and Tactics

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MONITORING PROGRESS

Characteristics of a good measurement system:1. Completeness: The extent to which a measure adequately measures the

phenomenon rather than only some aspect of the phenomenon.

2. Timeliness: The extent to which a measurement can be taken soon after the need to measure, rather than being held to an arbitrary date.

3. Visibility: The extent to which a measure can be openly tracked by those being measured.

4. Controllability: The extent to which a measure can be directly influenced by those being measured.

5. Cost: Whether the measure is inexpensive, making use of the data easily obtained or already being collected for some other purposes.

6. Interpretability:The degree to which a measure is easy to understand and produces data that is readily comparable to other organisations and/or time periods.

7. Importance: Whether the measure is connected to important business objectives rather than being measured because it is easy to measure.

Tools and Tactics

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MONITORING PROGRESS

Using the ROBOT system to measure:

Tools and Tactics

The robot system is a good, colourful, eye-catching technique that makes you focus on your problem areas and decide on where you have encountered

implementation pitfalls and instigate corrective strategies.

The robot system is a good, colourful, eye-catching technique that makes you focus on your problem areas and decide on where you have encountered

implementation pitfalls and instigate corrective strategies.

RED – Change not implemented at all / little progress on this objective.

YELLOW – Change has been partially implemented / some resistance occurring / installation not complete or signed off.

GREEN – Sound progress has been made on change objective and / or has been signed off as complete.

One of the easy techniques to use for the tracking of change progress is to use the robot system – or even the colours of the robot.

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MONITORING PROGRESS

Status report :• Status reports track progress in:

Completing deliverables Achieving specifications – functional, technical, operational

Tools and Tactics

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MONITORING PROGRESS

Status report – effort and time:• The GANNT chart is a well-known Project Management tool for monitoring

progress against objectives. If used to its fullest potential, is regularly updated and visibly displayed, it can show true progress against implementation objectives.

Tools and Tactics

ID Task Name Duration

1 Formalise Project Charter/ Pres. GB1 day

2 Team Review? 0 days

3 Formalise Proposal LetterGB 1 day

4 Review proposal with JG / CC 1 day

5 Presentation to GB 0 days

6 Define Financial model requ'mts 1 day

7 Design and Configure Fin. Model 5 days

8 Formalise BSC Plan GB 1 day

9 Develop BSC Proposal for JM 1 day

Mark

09/04

Harry,Steve

Mark

09/13

Harry

Harry

Steve

Michael

T F S S M T W T F S S M T W T F S'01 Sep 03 '01 Sep 10

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MONITORING PROGRESS

Status report - risk:

Tools and Tactics

Category Area of ImpactDescription of Risk Level of ImpactAlternative Responses

0 = negligible impact5 = very high impact

Who does it impact?

Description of the different alternatives to be taken to mitigate the risk.

Response Taken

Description of the alternative chosen.

Comments

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MONITORING PROGRESS

Status report - issues:

Tools and Tactics

IssueNo.

Resolution

#

Issue DescriptionAction to be

TakenResponsibility

Description of the issue.

Description of identified action to be taken.

Description of when and how issue was finally resolved.

Name of individual responsible for resolution of issue.

Date Resolved

Name of individual responsible for resolution of issue.

Status

In processComplete

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MONITORING PROGRESS

1. Have we stated our objectives in concrete terms?

2. Have we translated these objectives to observable behaviours?

3. Have we set milestones that all understand and agree to?

4. Are expected results tied to external and internal goals and have we ensured that outcomes will be evident to stakeholders?

5. Are individuals and teams accountable for results?

6. Do we know which existing data will pick up progress toward our goal?

7. Have we established new ways to gather data?

8. Do we have accurate and timely baseline data to work from?

Assessment

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MONITORING PROGRESS

Change efforts can potentially derail when they :

• Want results too soon and fail to look for long-term indicators of progress.

• Assume all stakeholders know how things are going and fail to keep them informed.

• Measure only against internal issues or goals, forgetting that customers are often impacted by the change initiative.

• Don’t see how the change project is connected to other initiatives and fail to measure impact.

• Think some things are too “soft” to measure, only looking at “hard” indicators of progress.

• Simply get too busy to track progress.

Pitfalls

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RESULTS

Improved State

Transition State

Current State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision

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CHANGING SYSTEMS AND STRUCTURES

Why bother?• When the way we organise, train, develop, reward,

compensate, promote etc is changed, we are likely to see individual behaviour change

• Successful changes usually involve significant re-alignment of “organisational infrastructure”.

• Need to develop the capacity to change, not just the ability to change – “Can we build this change into our ongoing systems?”

Overview

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CHANGING SYSTEMS AND STRUCTURES

Changing Systems & Structures involves modifying:

1. STAFFING

2. DEVELOPMENT

3. MEASURES

4. REWARDS

5. COMMUNICATION

6. DESIGNING

ORGANISATIONS

Six Aspects

(How we acquire / place talent)

(How we build competence / capability)

(How we track performance)

(How we recognise / reward desired behaviour)

(How we use information to build and sustain momentum)

(How we organise to support the change initiative?

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EXTRA DATA

Change Implementation Process Model

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TWELVE “GOLDEN RULES” OF IMPLEMENTATION Manage employee and customer expectations

Project manage and measure the process

Be seen to add value

Build on some “quick wins”

Use the line managers

Be realistic about what you can achieve personally and corporately

Manage conflict

Repeat key messages and communicate even when you think you have nothing to say

Expect strange behaviour and be ready for it

Realise everything you say and do will be scrutinised and exaggerated

Remain visible and “out of the bunker”

Keep your eye on the ball and don’t forget about your customers

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THE IMPACT OF CHANGE (ITS CALLED RESISTANCE)

UNCERTAINTY

IMMOBILITY TO MEET/TRY OUT CHALLENGES BEYOND PERSONAL

COMFORT ZONES

UPWARD ABDICATION (Wait for direction,

Claim lack of direction)

FEAR FAILURE

FEAR CONSEQUENCES

OF NON-DELIVERY

FRUSTRATION (By seniors)

LACK OF CONFIDENCE

(Portrayed overtly and subtly)

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READINESS FOR CHANGE

Readiness = D (Dissatisfaction) x V (Vision) x F (First steps) > R (Resistance)

D

V

F

Is there enough dissatisfaction with the current state? What is the gap between the current reality and the envisioned future?

Is there a sense of compelling vision of a highly desirable future state? To what degree is it shared? To what degree are individuals committed to the vision?

Are the first steps for making the change 'doable'?

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THE CHANGE CURVE

“I’m being told something I don’t like”

AWARENESS

DENIAL

“NO WAY!”

FEAR

“What will happen to me?”

EXPLORATION“”Let me take a look anyway”

UNDERSTANDING

“I can see why they want to do this”

POSITIVE PERCEPTION

“This is good”

LEARNING“Let me test it”

ADOPTION

“We have to do it this way”

INTERNALISATION

“This is the way we work here”

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RESPONSES

Awareness Full communication and explanationReassurance (where possible)

Denial Full communication and explanation Understanding of the consequences of non-conformance“Word picture” of the process of the change

Fear Reassurance where possibleUnderstanding of all possible outcomes for the individual

Exploration Full training in the new behaviours and/or systems

Full understanding of the benefits

Understanding Full training in the new behaviour and/or systems

Full understanding of the benefits

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RESPONSES

Positive Perception Reinforcement of the positive perception

Learning Full training in the new behaviour and/or systems Reinforcement of benefits

Adoption Reinforcement of benefitsRecognition of effortsUse as champion to those further down the change curve

Internalisation Recognition of effortsAwareness of the change process the individual has gone through

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EFFECTS OF CHANGE In most organisations, it requires a change in

management perspective and skill base as well as a new alignment of systems and processes

If handled well, change can increase organisational flexibility and responsiveness

If handled poorly, the organisation can experience: Lower management credibility Higher employee turnover Lower employee productivity Lower employee satisfaction and trust

MOST CHANGE PROGRAMMES FAIL

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ACCORDING TO HAMMER AND CO:

Only 20-30% of all reengineering projects succeed Only 23% of all mergers and acquisitions make back their costs Just 43% of quality-improvement efforts make satisfactory

progress Only 9% of all major software development applications in

large organisations are worth the cost 31% of software implementation projects get cancelled before

completion Irrespective of success or failure, 53% of software

implementations will result in cost overruns by up to 189%!

The Reason: According to Fortune 500 executives resistance/people not accepting changes was the primary

reason changes failed

Source: Maurer and Co.Mehul Rasadiya

A model for organisational change (Kurt Lewin)

Unfreezing

Change & movement

Re-freezing

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UNFREEZINGCreating motivation and readiness to change

Techniques to reinforce unfreezing . . .

• Acknowledge feelings and empathise

• Give people as much information about the change as

possible

• Say what will not change

• Treat the past with respect

• Help others to see the gap

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CHANGE & MOVEMENTGuiding through the transition

Techniques to reinforce movement . . .

• Provide focus and direction

• Strengthen peoples' connections to one another

• Open up two way communications

• Provide the individual with a specific role in the

change process

• Provide leadership and tenacity

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RE-FREEZINGIntegrating the new point of view

Techniques to reinforce re-freezing:

• (before reverting to the old point of view)

• Ensure that individuals and leaders are

reinforced for new behaviour

• Implement quick results and highlight successes

• Build feedback mechanisms

• Celebrate!

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Why Do People Resist Change?

• The phrase, “overcoming resistance,” indicates an adversarial relationship … since resistance is an emotional process, the key is understanding it:

– People resist change because the change is:

• Perceived by them to be negative, and

• They do not want to deal with the reasons for it

– Resistance is a way of expressing feelings of concern about making a change

– These concerns tend to be:

• Concerns over loss of control

• Concerns over vulnerability

– Your task is to help the person who is resisting change to express these concerns directly

Resistance is nature’s way of telling you something important is going on and that you are on target

Resistance is nature’s way of telling you something important is going on and that you are on target

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Why Resistance Occurs . . .

• Resistance can occur because people fear:

– Loss of credibility or reputation

– Lack of career or financial advancement

– Possible damage to relationships with boss

– Loss of employment

– Interpersonal rejection

– Change in job role

– Embarrassment/loss of self-esteem

– Job transfer or demotion

Real/Underlying Concerns

Indirect Expressions of Concerns/

Visible Resistance

Your task is to encourage the full expression of the real/underlying concerns.Your task is to encourage the full expression of the real/underlying concerns.

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Three Steps to Dealing with Resistance

• Step 1: Identify the form the resistance is taking:– Trust what you see more than what you hear

– Pick up cues

– Listen to yourself — use your own feelings as a barometer

• Uneasy, bored, irritated

– Listen for repetition/telltale phrases

– Make two good-faith responses

• Step 2: Acknowledge, name the resistance:– Tell person your perception of the resistance

– Do it in a “win/win” manner; neutral, non-aggressive - “What I think I hear you saying is . . .”

– Tell the person how the resistance is making you feel

– Be specific, clear, authentic

• Step 3: Be quiet, listen, let the person respond:– Get him/her talking

– Encourage full expression of the concerns

– Gradually uncover underlying resistance/issue - be aware of other forms of resistance surfacing

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• Fight the resistance

• Go into more data collection

• Reengineer in the attempt to get a better intervention

• Avoid the individual

• Work more with your “allies”

• Give lots of reasons

• Get hooked into the details

Dealing With Resistance: What Not To Do

• Expect approval, encouragement, support and/or affection

• Lose your confidence

• Expect to have all the answers

• Collude with the individual

• Avoid giving “bad news”

• Use aggressive language

– “You Dummy” Rule

• Delay/wait one more day

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• Provide appropriate training in new skills and coaching in new values and behaviors

• Encourage self-management

• Give more feedback than usual to ensure people always know where they stand

• Allow for resistance. Help people let go of the “old”

• Measure results, step back and take a look at what is going on. Keep asking “Is the change working the way we want it to?”

• Encourage people to think and act creatively

• Look for any “opportunity” created by the change

• Allow for withdrawal and return of people who are temporarily resistant

Tactics to Minimise Resistance

• Explain why

• Identify the benefits

• Invite and answer questions

• Solicit participation, and, if possible, early involvement

• (“first-draft/strawmodel” reviews, membership in planning/implementation teams, etc.)

• Avoid surprises

• Set standards and clear targets

• Inform/involve informal leaders

• Recognize and reward efforts

• Over communicate

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Summary: Dealing With Resistance

• Resistance is inherent to change

• To deal with resistance, you should be able to:– Identify when resistance is taking place

– View resistance as a natural process and a sign that you are on target

– Support the client in expressing the resistance directly

– Not take the expression of the resistance personally or as an attack on you or your competence

• Some common forms of resistance are:– Attack – Moralizing

– “Give me more detail” – Avoiding responsibility

– They flood you with detail – Compliance

– No time – Pressing for solutions

– It’s impractical – “We’re unique”

– “I’m not surprised” – Methodology

– Confusion – Nit-picking

– Silence – Flight into health

– Intellectualizing – Changing the subject

– One word answers – Low energy, inattention

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Change management

Business

Transcript of Change management