Change management

So what is Change Management?

‘It isn’t the changes that are so difficult , it’s the transitions. Change is not the same as transition. Change is situational: the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. change is external, transition is internal.’

Source:

Managing Transitions,

Making the most of changeWilliam Bridges

You’ll never get me up on

one of those

butterfly things!

Tiga elemen dalap perubahan perusahaan

The push / pull model of Leadership

Push Pull

I am aware of myself

I am aware of you

I N T E G R I T YC

ON

FIDEN

CE

thoughts, wants, feelings

LOGICAL ARGUMENT

I make proposalsI state reasonsI state logical consequences

ASSERTION

I state my needs or wantsI state my evaluationsI persist

BUILDING BRIDGES

I recap what you sayI explore our views or feelingsI self-disclose

ATTRACTION

I build on common groundI create a vision

Change ManagementVision Skills Incentives Resources Action Plan Change

Confusion

Anxiety

Gradual

Change

Frustration

Not

Implemented

Skills

Incentives

Resources

Resources

Resources

Resources

Vision

Vision

Vision

Vision

Skills

Skills

Skills

Incentives

Incentives

Incentives

Action Plan

Action Plan

Action Plan

Action Plan

Change Impact!

First Individual Impact

Organization Impact

Change will start with individual, and will cause

a rippling effect in an organization.

DenialDenial

Internalisation

Internalisation

DefenceDefence

Discarding

Discarding

Adapting

Adapting

‘If it ain’t broke why fix it?’

‘I’ve got too much to do’

‘Why can’t I continue doing what I have always done?’

‘If this is the new way of working then I don’t have to do X anymore.’

‘Now I understand the actions that I must take to improve performance.’

‘Actually this new system could be improved even further.’

Source: Carnall (1986)

The change cycle

Where are we today in the

process of change ?

The core message

PROCESSES

SYSTEMS

PEOPLE /TRAINING

CHANGE INATTITUDES AND

BEHAVIOURSSustainable

results

How to communicate, manage and make decisions

How did we perform today ?

Capacity to plan, achieve, analyse and find some opportunities

‘‘do things differently’’

Continuousimprovement

The road to change

Goaltarget

VISION

First key stepsMilestones - are we on target ?

“if you do not know where you are going, any road gets you there”

What is yourVISION

Of the Future?

Sourcing-enabled change can be made to work if the conditions for change are positive…

Need for change

Ability to change

Willingness to change

Emotional / Personal cost

Financial cost

+ + +>

The conditions for change:

Applied to outsourcing and sourcing:

Need for Change Ability to Change Willingness to change Costs to Change

• New product or service requires new sourced services

• Increased focus on core competency

• Competitors are sourcing offshore

• Internal team cannot make the change

• Transition costs

• Increased management costs

• Reputation costs of an outsourcing project going wrong

• Personal costs of individuals impacted

• Increased politics

• Ability to re-draw the organizational boundary

• Access to a robust market for purchased services

• Knowledge and skills to “manage” rather than “do”

• Operations leadership

• Sourcing leadership

• Financial leadership

• Risk mgmt. leadership

• Executive sponsorship

• Customers

• Suppliers

A framework for managing change…

Kotter’s 8 Stages of Change Management

• Increase Urgency• Build the Guiding Team• Get the Vision Right• Communicate for Buy-In• Empower Action• Create Short Term Wins• Don’t Let Up• Make Changes Stick

Stage 1: Increase Urgency

Raise a feeling of urgency so folks say-“let’s go”!

What Works:• Show others the need for change [use

valid information and data]• Never underestimate how much

complacency, fear and anger may exist

Stage 2: Build the Guiding Team

Form a group that has the capability

to guide the change process

What Works:

• Showing enthusiasm and commitment

• Modeling trust and teamwork

Team Functions

• Task Orientation – Set clear and simple goals.

• Roles - Assign a unique job to each team member.

• Share Ideas – Brainstorm methods

• Feedback – Share positive, frequent feedback on progress

• High Expectations – Challenge team members to produce the best work possible

Stage 3: Get The Vision Right

Create the right vision and strategies

to guide action

What Works:

• Trying to see -literally- possible futures

• Vision so clear- it can be articulated in one minute or written on 1 page

Stage 4: Communicate for Buy-In

Communicate change vision and strategies to

create understanding and buy-in

What Works:• Keeping communication simple and heartfelt-

not complex and technical• Know what your folks are “feeling”• Speak to anxieties, fear, confusion, anger

Communicating the Change• Identify the what and why of the change.

• Target specific results.

• Don’t dump information on people.

• Welcome questions and feedback.

• Acknowledge the feelings associated with the

change

Communication Tips• Give constructive feedback. 

• Be tolerant of mistakes.

• Praise in public, criticize in private.

• Once you've delegated, never take it back

(except in impending disaster!)

Remember this…

TELL ME I will forget

SHOW ME I might remember

INVOLVE ME I will never forget

Stage 5: Empower ActionDeal effectively with obstacles that block

action.

What Works:

• Find folks with change experience who can state “we won and you can too”

Stage 6: Create Short-Term Wins

Produce short-term wins to energize the changehelpers, enlighten pessimists, defuse cynicsand build momentum

What Works:• Early wins that come fast• Wins that are visible to as many people as

possible• Wins that speak to powerful players whose

support you need but do not yet have

Stage 7: Don’t Let Up

Continue with wave after wave of change,not stopping until the vision is a reality

What Works:• Looking for ways to keep the urgency up• As always- show ‘em, show ‘em, show ‘em

Stage 8: Make Change Stick

Be sure the changes are embedded so

that the new way of operating will stick

What Works:

• Not stopping at Step 7- it isn’t over until the changes have roots

instead of waiting for someone to bring you flowers.

Veronica A ShoffstallVeronica A Shoffstall

Plant your own garden,decorate your own soul,

Tanadi SantosoChief Catalyst Officer

Sam-Design

PT. Kompakindo Media DewataKombes M Duriyat 39

Surabaya - tel: 031-54599750818329971

Plaza Lippo 12th FloorJend. Sudirman Kav.25

Jakarta - Tel 021-5212323

Email: ts@sam-design.com

www.sam-design.comwww.tanadisantoso.com