Change Management Practitioner · 3. Enterprise Change Management Capability Enterprise change...
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THE KNOWLEDGE ACADEMY Change Management Practitioner Workbook
Transcript of Change Management Practitioner · 3. Enterprise Change Management Capability Enterprise change...
THE KNOWLEDGE ACADEMY
Change Management
Practitioner Workbook
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Instructions to Follow
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3. Upload this workbook at the time you request for the exam
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Contents
Introduction to Change Management ....................................................................................... 3
Change Management takes place at three stages: ................................................................ 3
Change Management on Projects ......................................................................................... 4
Three Levels of Change Management ................................................................................... 4
Introduction to a Project ....................................................................................................... 6
Introduction to Project Management ................................................................................... 6
Choosing Methodologies ....................................................................................................... 7
Multiple Choice Questions ‐ 1 ............................................................................................. 11
Project Sponsor and Project Board ......................................................................................... 13
Project Sponsor ................................................................................................................... 13
Project Board ....................................................................................................................... 14
Project Stakeholders and Influencers .................................................................................. 15
Change Management Governance ...................................................................................... 17
Multiple Choice Questions ‐ 2 ............................................................................................. 18
Levers and Leverage ................................................................................................................ 19
Types of Levers .................................................................................................................... 19
Environmental Levers .......................................................................................................... 20
Leadership Levers ................................................................................................................ 21
Organisational Development Levers ................................................................................... 22
Levels of Adoption and Critical Mass ................................................................................... 23
Reinforcing Systems ............................................................................................................ 28
Multiple Choice Questions – 3............................................................................................. 31
Sample Scenario Based Exam .................................................................................................. 33
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Introduction to Change Management
Change Management is implementing a structured procedure and collection
of resources to managing individuals to change and obtain the desired
business result. It is the system that manages how we develop, implement
and maintain people to adopt a change to drive organisational progress and
results. Change Management offers a systematic strategy to encourage the
organisation's people to move from their present states to their future
states.
Change Management takes place at three stages:
For People: To allow the success of people through encouraging them
on their personal change journey.
On a Project: to improve results and return on investment by making
acceptance and usage.
Across an Organisation: Implementing change management to achieve
strategic plan, reduce overload and enhance agility.
For People
On a Project
Across an Organisation
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Change Management on Projects
Change happens one person at a time, Change Management at the project
level may help to promote the change through groups. Change management
is the practice on projects as well as initiatives. Popular methods and
techniques for implementing change are implemented regularly and
constantly across the enterprise. A change agent is an individual that
implements change.
Three Levels of Change Management
1. Individual Change Management
Human resistance to change is the normal psychological response, we are still very
resilient beings. Individual change management needs to consider how individuals see
change and whether they expect to succeed change. It also includes learning what can
help people make a good change: what information people need to determine where
and from whom, what the best time to teach someone a new ability is, how to
encourage people to show different habits, and what helps improvements "Stick" in
someone's job.
1. Individual Change Management
2. Organisational Change Management
3. Enterprise Change Management Capability
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2. Organisational Change Management
Although change occurs at the individual level, a project team also cannot
handle change on a person‐by‐person basis. Organisational change
management gives us with the actions and decisions to be followed at
project level to help the hundreds or thousands of people affected by a
project. Organisational change management includes first describing the
organisations and individuals who would need to change as an outcome
of the project, and how they would need to change.
3. Enterprise Change Management Capability
Enterprise change management is a key organisational skill which
presents competitive differentiation and the ability to adjust effectively to
the ever‐changing environment. An enterprise change management skill
means efficient change management is set into the roles, methods,
structures and projects of an organisation. Processes in change
management are introduced systematically and successfully to projects;
leaders have the expertise to direct their teams using change and
workers.
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Introduction to a Project
A project is a short and one‐time exercise whose duration varies. It is
dedicated to meeting an organisation's particular needs to develop a service
or to change a business method. It is in direct contrast to how a company
usually operates continuously to produce its products or services. For
example, an organisation's task may be to produce vehicles continuingly, and
the task or work is called functional because the company produces over‐
and‐over again the same goods or services and employees maintain their
jobs semi‐permanently.
Introduction to Project Management
A perceived need generally initiates a project in an organisation. As a one‐off
project, it will have a beginning and an end, expenditure limitations, time
and tools and includes a purpose‐built team. Project teams consist of several
team leaders from end users/customers, Information technology staff, a
leader of a project, trainers, project manager, sponsor and other
stakeholders.
Project management is the practice of handling all the numerous project
resources and facets in a way that the resources provide all the performance
needed to accomplish the project within the specified scope, time, and cost
constraints.
This should be accepted at the beginning point of the project, and by the
time the project starts both stakeholders and team leaders should have a
strong understanding and approval of the procedure, approach and planned
results. A successful project manager uses a structured framework that can
be audited and utilised for the project as a blueprint, and this is done by
applying a technique by project management.
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Choosing Methodologies
Projects are usually divided into three stages: Initiation, Implementation and Closure. Every stage has various checkpoints to be reached until the next step starts. The extent to which a project is being managed will depend on the project size.
A more structured strategy is required for a complicated project inside a broad company requiring a variety of individuals, personnel, time and energy, and further measures must be incorporated into each level of the process to insure the process delivers the desired end result. A few checklists, and someone to manage the project may be all that is required for a simple project in a small company, agreed milestones.
1. Initiating a Project
2. Implementing
a Project
3. Closing a Project
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1. Initiating a Project
Each and every project begins with a concept for a product, service,
new technology or other desirable result. The proposal is conveyed to
the project sponsors (the individuals who fund the project) through
what is often called a project charter or a mandate.
The task is a document organised in a way that lays out a consistent
procedure for project implementation which will contribute to a
business case for the project. When the business case has been
approved, a comprehensive document to clarify the proposal is
prepared, and it is called 'The Project Definition Report' (PD).
The PD is not only used for providing complete project's information
but is also the report on which an assessment is given as to whether or
not the project should continue. Some of the essential fields it covers
are the project's scope, the results of any feasibility studies, and what
it is meant to deliver.
The document will also describe main stakeholders, necessary
resources, costs and planned duration, as well as market benefits.
They also need to determine what is regarded as Key Success Criteria
from this list, and these are the goals that are 'key' to the project's
success or failure‐regardless though specific goals are achieved. If the
project has been granted the go‐ahead, a legal agreement is drawn up,
and this is used by the project sponsor to give the project funding
officially and to begin the project.
2. Implementing a Project
The implementation step revolves around monitoring and project
management. The first thing that occurs when the project starts is to
utilise the Report on Project Definition to build a project schedule that
describes how to perform what is defined in the PD report.
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The project schedule is the core document used to coordinate the
project for its duration in order to gain agreement and acceptance by
all the teams on issues such as project goals, stages and assignments,
as well as who is accountable for each activity, corresponding
schedules and the deadlines to be accomplished.
Any of the phases in implementing a project include quality control,
progress monitoring, change control and risk management. The first
thing we're going to address is risk management, because if you've
prepared the project, it's necessary to identify any considerations that
can have an effect. Throughout this case, 'Risk' is supposed to be
anything that can influence project delivery deadlines negatively.
A risk log is utilised to record and grade risks and is accompanied by an
action plan to minimise the risk identified. Issues management is a
related area and refers to the concerns raised by any stakeholder
regarding the project. This step also includes the Project Manager in
quality control, where daily checks are performed at formalised
meetings to guarantee that the product is reviewed to specific pre‐
defined criteria.
3. Closing a Project
All projects are planned for a particular time period, and the project
completion cycle is an essential part of project management and it
provides a formal approval to signify their sign‐off on the project. This
is normally achieved in the form of a consumer acceptance form which
is the customer's formal acknowledgement that the project is
completed.
The project team is disbanded after it has been signed off and no
further activity is carried out. Nevertheless, the project team will come
collectively and formally end the project and address any remaining
problems such as continuing maintenance, the closing of project files,
and undertaking a management analysis of the project.
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The Project Manager also develops a process improvement document
which evaluates the procedures utilised by the project to allow the
organisation to learn about this project and render more effective
future projects. Because the project was managed by a team of people
who invested a lot of time engaging in the success of a particular piece
of action that took them out of their normal day‐to‐day activities, it is
necessary to have some social closing event.
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Multiple Choice Questions ‐ 1
1. A change agent is an individual that
a. Initiates change b. Implements change
c. Supports change d. None of these
2. Which of the following are two types of change management?
a. Incremental change and transformational change
b. Radiant change and incremental change
c. Circular change and motion change
d. None of these
3. A project is a ______and ______exercise whose duration varies
a. Long, one‐time
b. Short, one‐time
c. Fixed, unique d. Short, multi‐time
4. A _____is utilised to record and grade risks and is accompanied by an
action plan to minimise the risk identified.
a. Register b. Risk log c. Risk Collection d. Risk assessment
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5. Choose from the following: Three stages of a project are:
i. Initiation
ii. Kick‐start
iii. Implementation
iv. Sign‐off
v. Closure
a. ii, iii, iv b. i, iii, iv c. i, iii, v d. ii, iii, v
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Project Sponsor and Project Board
Roles can differ significantly from project to project, and they are based on
the size and complexity of what the project is to offer. Many projects involve
people performing several roles; others have specific roles not mentioned in
this document; others might not include any of the tasks described here at
all.
Each project should have at least a Project Sponsor and a Project Manager.
The following are the possible roles included in a project:
Project Sponsor
Project Manager
Project Board
Senior Supplier
Senior User
Procurement Adviser
Programme Manager
Project Sponsor
The Project Sponsor is directly responsible for the project's progress or
failure and will ensure that the project is concentrated on meeting its
business targets and providing the benefits predicted. The Project Sponsor
will ensure that the project offers value for money and follows a cost‐
effective strategy that incorporates enterprise, users and suppliers'
requirements.
The Project Sponsor is accountable for the business case during the project
and has to be prepared to maintain a reasonable perspective of the project
on behalf of the broader organisation. This role will usually be initiated by
someone of working strategic and natural authority who works at a senior
level within the business organisation.
The following are the responsibilities of a Project Sponsor:
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Provide the project manager with input and advice on plans and
projects as guided by the Board
Works with the Project Manager to create the Project detail
Checks that business profits are recognised and being accomplished
Makes go/no‐go decisions
Estimates the success of project upon completion
Negotiates to fund for the project
Assures efficient project plans are produced
Feedbacks and recommends changes to plans, priorities, deliverables,
schedule and more
Identifies appoints project board members (when needed) and assures
they are trained to lead out their role efficiently
Additions agreement with stakeholders when differences of opinion
arise
Helps determine inter‐project boundary problems
Helps manage inter‐project boundary problems
Helps the Project Manager in conflict resolution
Directs the Project Manager of rules, political problems, and potential
sensitivities
Directs the Project Manager of rules, political problems, and potential
sensitivities
Makes the project visible within the company
Supports stakeholder engagement and develops and manages their
ongoing commitment through efficient communication procedures
Project Board
The Project Board gives direction and management for the project. The
Project Board is the authority responsible for the success or failure. Team
members must have the appropriate authority to perform their duties
efficiently.
The following are the responsibilities of a Project Board:
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Acquiring and demonstrating ownership for the project
Working as a team to give corporate and associated direction
Efficient delegation with relevant project limits and exception
management processes
Promoting cross‐functional working assuring that the project structure
is identified and recognised by business management
Performing all of the resources needed to achieve the project
Efficient decision making involving risk, issue and change management
Project assurance and quality control
Assuring timely and efficient interaction within the project and with
external stakeholders
Assuring that the project deliverables are responsible, sustainable and
can be managed effectively
Project Stakeholders and Influencers
Usually, the stakeholder concept is compasses of the following: Stakeholders
are persons or organisations who are involved in a specific project and who
are influenced in any manner by this project, and their input often has a
significant effect on the project's outcome. The Managing Successful
Programs (MSP) system of the OGC utilises a method of categorisation to
describe stakeholder and classify all programme of stakeholders, and this
functions equally well for project management.
There are four kinds of stakeholders, providing you with an origin point for
brainstorming all of the appropriate parties. Users, governance, influencers,
and providers come under the list of stakeholders.
Users as Stakeholders
Users are also a type of stakeholder that will be utilising the services of
a project. They are beneficial for the outputs. They may be consumers
who are a significant stakeholder's group or other internal
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departments. E.g., in the case of supplying a new software package for
the Sales department, the stakeholders will be the Sales team.
Governance as Stakeholders
Some individuals or groups who have an interest in how the
organisation or system management issues. Management boards or
directory groups, for example, may fall under this classification,
because they typically have the task of tracking the project quality as it
develops and offering recommendations and guidance. Stakeholders in
this governance group apply to auditors, authorities and managers in
the fields of health and safety.
Influencers as Stakeholders
Influencers are those individuals that have the capacity to affect
decisions and the potential to change the direction of a particular
project or programme. Business unions and lobby groups contribute to
the community of influencers as stakeholders because they are
recognised for having the power to change the progress of a project
and to preserve and enhance the result.
Providers as Stakeholders
Suppliers and vendors, as one would suspect, fell under this
classification. More precisely, the task of a supplier is to supply a
company. Also, the group of providers can cover a more significant
number of profiles, also involving business stakeholders, temporary
contractors, catering staff, and anyone else who gives resources to the
project.
There are several situations in which a person or a group may fall into
more than one kind. The workers may be consumers as well as
influencers – mainly if, for example, you were surveying them
regarding their training requirements and then influencing the
curriculum as a consequence of the findings.
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Change Management Governance
Change Management applies to any method to changing people,
departments, and organisations into a new state of life and Corporate
Governance is the set of rules, policies, and processes that direct and control
a business. Change management makes people together to create unity and
alignment in theory. Throughout, in fact, change management attempts
sometimes arrive too late in the process and include attempting to sell
individuals on choices that have been taken without their input and who they
do not agree with.
In fact, it enhances to obtain permission. The larger challenge is not handling
the change, but building organisational unity through objectives, strategy,
tools and methods. The method of addressing this problem is called
governance. Governance relies on the Change Strategy theory. Unlike change
management, it aims at whole systems as well as promotes major interaction
with workers.
But where change management emphasis on “who" and "how," governance
introduces the "what" and "why". Governance, unlike change management,
is not a prior task. This is a continuing system that creates the best decision‐
making, more consistency of preferences of company and more buy‐in from
stakeholders. The Board of Directors is critical in governance and may have
significant consequences for equity evaluation. The Board of directors is the
largest direct stakeholder who determines corporate governance.
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Multiple Choice Questions ‐ 2
1. Who is directly responsible for the project's progress or failure?
a. Procurement Adviser
b. Programme Manager
c. Project Sponsor d. Project Manager
2. Which of the following is NOT among four kinds of stakeholders?
a. Users b. Governance c. Influencers d. All are stakeholders
3. Who gives direction and management for the project?
a. Project board b. Senior user c. Senior Supplier d. Procurement Adviser
4. _____ are a type of stakeholder that will be utilising the services of a project.
a. Influencers b. Users c. Project Manager
d. None of these
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Levers and Leverage
These are the elements of change that enable or support adoption. These are also a small amount of effort targeted at the right time has a big effect on the outcome. Applying the right levers can result in ‘waves’ of mutually supporting, self‐perpetuating activity.
This helps to create and maintain the required effect on a large number of people
over a long period of time. The use of ‘levers’ helps avoid or minimise forces that stop
or inhibit adoption of change.
Leverage is used to influence individuals to demonstrate and maintain the new
behaviours. Based on ‘systems thinking’ – seeing organisations as a complex array of
interdependent systems that influence each other.
Types of Levers
• Emotional – exert an internal pressure to change such as guilt, pride or a feeling of
involvement
• Procedural – imposed by the process a person needs to follow
• Structural – implicit in the way the organisation is controlled
Typical Change Management strategies that use these levers are:
o Carrot: financial/non‐financial rewards for ‘doing the right thing’
o Stick: penalties when the success of the change is undermined
o Burning Bridges: when it is impossible to maintain the status quo
Emotional levers are those that exert an internal pressure to change such as guilt,
pride or feeling part of the ‘in‐crowd’. For example, the warm glow from being
praised by your boss, or the peer pressure when you are the last person in your team
to adopt a change. To some extent these levers are always necessary for sustainable
change adoption, but in some cases the change cannot succeed unless the people
impacted truly believe they need to sustain the new behaviour.
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Procedural levers are those imposed by the process that a person needs to follow.
For example, if the sales person needs to enter the details of their customer’s order
into the new sales system in order for the customer to receive their goods then they
are unlikely to avoid this step.
Structural levers are those that are implicit in the way the organisation is controlled
– and will exert a force accordingly. For example, the way that elements of the
organisation are grouped together or managed separately; the messages implicit in
the structures about the priorities of elements such as customers, financial
management or technology.
Change managers ensure that consequences are in place to encourage the right
behaviour and to deal decisively with behaviour that could undermine the success of
the change. They use a combination of carrots, sticks and burning bridges to reward
attempts to change and inflict negative consequences for actions that undermine the
change. They keep up the pressure required to get people across the line
sustainably.
Environmental Levers
It is the physical elements of the organisational ‘landscape’ e.g. office
layout/facilities/quality.
It is a ‘symbol’ of the inevitability of the change e.g. removing shelving and storage in
a change to a ‘paperless’ office (burning bridges).
What are they?
• Levers in the environment are the physical elements of the landscape such as the
office layout or quality of the training rooms.
• For example, if a change aims to automate a paper‐based process then the physical
shelving and storage that was required to accommodate the paper should be
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removed, as both a symbol of the inevitability of the change and also as a way of
‘burning bridges’ by preventing people going back to the old paper‐based ways.
• External examples might be the physical location or surroundings within a town or
city.
• For example, if the change aims to encourage more customers to visit a shop, the
fact that it is in a centrally located shopping centre is a lever that the change
manager can exploit.
How are they applied?
• Kurt Lewin told us back in the 1940s that a person’s behaviour is a function of both
the person and the environment or situation (Lewin, 1947 ). He did this via his
equation B = f (P × S): B = behaviour is a function of the P = person and the S =
situation.
• Likewise, James Carloppio (2010) pleads with us not to ‘put the alcoholic back in the
pub’ as he tells how expensive rehab services can be wasted if the alcoholic is able
to go back into the environment that encouraged the old behaviour.
Leadership Levers
These are related to what leaders (formal or informal) do or say before, during, and
after the change. The Leaders ‘role model’ the required behaviours – this can be swift
and powerful when applied consistently.
Schein’s ‘primary embedding mechanisms’ used by leaders:
o how leaders spend their time
o how they react to problems
o how they allocate resources
o how they reward or penalise people
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They use conscious/unconscious drivers to perform in a way that preserves an
individual’s status and security. The leaders need to ask what message should the
leaders send to reinforce the change and what is the most powerful way of sending
that message?
What are they?
Leadership levers are anything that influential leaders do or say before, during and
after the change.
These may be formal leaders within the hierarchy or informal leaders who influence
others without any formal authority (see the explanation of sources of power.
People look at the way their leaders are reacting to a situation to decide how they
themselves will behave, so leadership levers can be swift and powerful when applied
in the right way consistently.
Actions speak louder than words
Words make up only around 7 per cent of the message so it is the tone of their voice,
body language and ultimately the actions leaders take that send a much stronger
signal about the type of behaviour that will be rewarded
Organisational Development Levers
They use organisational ‘elements’ to encourage adoption and sustaining of change.
Their main focus is on delivering ‘positive forces’. Typical OD levers include:
o Job design
o Role descriptions
o Organisation structure
o Team structure
o Performance management systems and standards
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What are they?
The OD toolkit is often one of the most powerful that a change manager can access,
as it is a well‐established part of the organisation’s control system.
OD ensures that the organisation is structured and equipped for maximum
effectiveness and efficiency.
Working closely with the OD and HR team enables leverage of areas such as
organisation and team structure, performance management processes and
standards, reward systems and job design – in order to encourage those impacted to
adopt and sustain a change.
How are they applied?
A key focus will be how current elements of the organisation (how people are
grouped together, the scope of their role, reporting lines, career paths and
performance systems) might inhibit the adoption or sustaining of the change.
In parallel, the ideal design of these elements to support the change can be
envisaged, enabling negotiation with the relevant functions and leaders to agree a
suite of organisation changes that deliver as many positive forces as possible.
Levels of Adoption and Critical Mass
Kelman’s Three Levels of Adoption
Level Need Length
of
Commit
ment
Level
of
Initiat
ive
Reinfor
ced by
Level of
Commit
ment
Required
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Requi
red
1.
Complian
ce
“I need to
be able
to tell
them
what to
do and
they’ll do
it”
Short‐
term
Low Reward
s and
penalti
es
Accept
2.
Identificat
ion
“I need
them to
understa
nd why
they
need to
do this
and the
conseque
nces of
not
changing
”
Medium‐
term
Medi
um
A sense
of
meanin
g
Willing
3.
Internalis
ation
“I need
them to
be able
to make
decisions
about
what,
why,
when,
and how
things are
done”
Long‐
term
High Alignm
ent to
values
Committ
ed
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Compliance
Compliance happens with basic actions where we do not feel the need to challenge
the request or where there is no need for emotional investment, for instance when a
person asks you to move the salt at the dinner table.
Individuals comply because they feel they have to, so the alternative to compliance
will be more inconvenient than compliance dissonance. Employees at work, for
example, follow orders because the choice would be expulsion or disciplinary action.
Compliance mostly takes place by thoughts of pain and happiness and socan also be
given with respect to a reward, including intangible benefits like as approval.
Identification
Identification occurs, for a variety of reasons. If the other individual is a social leader,
we will choose to cooperate with them and accept their arguments (there may be a
degree of compliance). Our sense of identity here is important, as we connect with
the individual by acknowledging their ideas. Likewise, we embrace their rules and
values when interacting with a group. It's always really common between individual
friends.
Identification takes place when we accept the lessons of individuals in urge of learning
through practice. Once we have identified them, then we accept each and everything
they say (at least in the domain of trust we cede to them).
In a more drastic form of identification, the person wishes to be similar, or also the
other person identified. It can be seen in pop‐idols like the ones. It's likewise a
brainwashing goal.
Internalisation
Internalisation usually needs essential cognitive processing as we think about what is
said and fit the ideas into our existing beliefs, values and schema (or adjust them as
needed). An internalised thought has to make sense and Petty and Cacciopo's
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Elaboration Likelihood Model describes how this needs the 'central route' of conscious
persuasion rather than any short‐cut techniques.
The persuasive argument is generally rational for internalisation to function, which
makes sense to the audience. Many strategies can also work, like when the persuader
is emotional and activates the audience's feelings (although there is a chance here of
recognising rather than internalising).
Persuaders usually want to create internalisation but if they use methods of
compliance or identification then they might not persuade.
Tipping Point and Critical Mass
What is it?
Malcolm Gladwell talks of the turning point as 'the critical mass moment, the
threshold, and the boiling point.' The shift planner detects the full power of
opposition in all its ways during preparation and transformation.
When the groundwork for change adoption has been done, however, there comes a
point – a week, a month or a year after implementation when it starts to feel easier,
the change has a momentum of its own and no longer needs specific attention to
make it stick – that it is just happening all on its own!
The illustrated figure provides a simplified illustration of the typical relationship
between effort and adoption and the point at which the tipping point occurs.
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Chris Meyer (2010) talks about how the concept of critical mass relies on the
assumption that behaviour is contagious (good and bad) and gives the definition of
critical mass as ‘when the people and systems operating in the new way achieve
unstoppable momentum’. He also points out that this is the point at which we can
safely accelerate the elimination of the old way.
Why is it useful to a change manager?
Change managers agree the criteria to be used to describe the tipping point of the
change, and the point at which it will reach critical mass using objective and subjective
targets and measures to track whether the change is on track to deliver the benefits
sustainably.
How is it applied?
In the latter stages of development, the change manager is building up to a point
where the change needs to progress under its own steam, and the right conditions
need to be in place as soon as possible after implementation for this to happen.
This may mean targeting new stakeholders or changing the targets and approach to
existing ones. For example, early in the development phase one of the line managers
impacted may just need to ‘help it happen’, but in order to sustain the change they
need to move to ‘make it happen’ at implementation.
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Reinforcing Systems
It is self‐driving mechanism that has feedback loops. Each iteration of the cycle
reinforces the first – keeping it vicious or virtuous. The momentum within the cycle
continues until an external interruption. Vicious cycles result from negative
experiences e.g. where a problem results in negative reactions, leading others to
question the change.
Virtuous cycles result from positive experiences e.g. an achievement that helps build
confidence in the change.
Uses ‘systems thinking’ to identify and set up the right cycles.
Prevent, spot, and intervene with vicious cycles and create virtuous cycles.
Having introduced the idea of an ‘unstoppable momentum’ through the concepts of
levers, leverage, tipping point and critical mass, how do you make sure that the
momentum stays on the right tracks?
Knowing when and how to intervene is a critical skill of the change manager. Here we
come back to systems thinking again, but this time instead of using it to analyse
effects we use it to create the effects that we need to reinforce the change.
Why is it useful to a change manager?
Once again this relates to the concept of leverage – getting the greatest effect from
the least effort. The change manager wants to ‘light the blue touch paper’, retire and
have every aspect of the change self‐drive and self‐regulate the embedding process.
How is it applied?
Change managers work hard to prevent, spot and intervene with vicious cycles and to
create virtuous ones. They think through the ripple effects of alternative strategies to
find the two or three interventions that will start the ball rolling.
Once the momentum takes hold they are on the lookout for external elements that
will interrupt it.
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The typical change vicious cycle as depicted on the given figure shows how an
influential group of people reacting negatively to initial teething problems can send
the change spiralling off the rails.
As they complain, it leads others to doubt the change and their need to engage with
it. When they don’t engage with it, it starts to unstick. As it unsticks it reinforces their
perception that there is something wrong with the change.
Vicious cycle
On a more positive note, as depicted on the picture below shows an example of a
virtuous cycle that kicked off when a computer company brought out a new laptop.
It was quite different to their other models and the sales team was not confident
about explaining it to the customers in the early days after its launch.
This virtuous cycle shows how the situation gained momentum and, through several
reinforcing steps, delivered a good outcome for everyone. In this case it would only
take the return of one or two faulty laptops to interrupt, and potentially reverse, that
cycle.
30
Virtuous cycle
Senge and Goodman (1999) suggest targeting three reinforcing systems
simultaneously to create a sustainable impetus for change:
1. Individual personal results: ‘I’ll change because it matters to me.’ Interventions
make clear the ‘What’s in it for me’ (or WIIFM) for each stakeholder group.
2. Networks of committed people: ‘I’ll change because it matters to my colleagues.’
An individual’s need to fit in with the tribe can be triggered if we can build a belief
that the change matters to their colleagues.
3. Improved business results: ‘I’ll change because it works.’ Ultimately people want to
see that the change has achieved something worthwhile, so the change manager
shows how it is having a direct positive effect on the success of the organisation.
The change manager considers which types of reinforcement strategies will work
best for the particular change and nature of stakeholder.
31
Multiple Choice Questions – 3 1. ______are those imposed by the process that a person needs to follow
a. Procedural levers b. Environmental levers
c. Emotional levers
d. Leadership levers
2. ________happens with basic actions where we do not feel the need to challenge the request or where there is no need for emotional investment
a. Internalisation b. Identification c. Compliance
d. Tripping point
3. Organisational Developer levers include:
i. Job design
ii. Role descriptions
iii. Auditing
iv. Organisation structure
a. i and ii b. ii and iv c. i, ii and iii d. i, ii and iv
4. _____________reinforcing system suggests ‘I will change because it works”.
a. Networks of committed people
b. Individual personal results c. Improved business results
d. None of these
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5. As per the Kelman’s Three Levels of Adoption, what is the Length of Commitment
of internalisation?
a. Long term
b. Medium term
c. Short term
d. Very short term
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Sample Scenario Based Exam
Hospice Aged Care Services Company (HACSCO)
Background
Hospice Aged Care Services Company (HACSCO) was originally created as a charity to
look after the aged and infirm who no longer had relatives to care for them. Over the
years, the organisation has grown and it is now a significant service provider in the
aged care industry. This industry has grown significantly in recent years.
HACSCO now manages some 30 aged care centres across the country and also has a
head office in the south of the country with another administration centre in the
north of the country. There are nearly 2,000 full time staff and about 2,000 part time
and casual staff.
In the past, the staff at HACSCO were mainly unpaid volunteers, but now all of the
staff are paid. However, the 'volunteer charity' culture is still strong. Processes and
management approaches vary widely across the organisation.
HACSCO is managed by a Directors Committee, headed by a Chief Executive Officer
(CEO). The CEO reports to a Board of Trustees and is supported by a Directors
Committee (see organisation chart).
Recently, the Directors Committee submitted a report to the Board of Trustees
comparing HACSCO to other service providers in the aged care industry. The report
concludes that HACSCO is very inefficient and appears to be wasting resources. The
Board has agreed that HACSCO must be modernized and made efficient.
Charity funds are collected by a separate organisation. To ensure that these funds
are used effectively, it has been decided to move to an open competitive process,
where HACSCO will be in direct competition for these funds with other service
providers. In the future, HACSCO will need to bid against competing aged care
service providers for the charity funds in an open tender process. HACSCO has three
years to prepare for this.
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Current Situation
The Directors Committee realise that the organisation will need to be thoroughly
transformed. All their processes and practices will need to be reviewed and updated.
However, they have little experience of implementing change in a managed and
consistent method. Previous changes have often been poorly executed.
A new CEO has been recruited from a modern and fast growing company that
provides aged care on a commercial basis. This is taken as a signal that HACSCO
intend to make serious changes. The new CEO has been asked to reduce costs and
improve operational efficiencies. The new CEO, with the help of a strategic
consultant, has created a vision and a programme with four initial projects described
below.
These changes are not universally popular. HACSCO has a long history with many
achievements. Many long‐serving staff are against the changes, arguing that the care
of the elderly should not be just about cost. However, recently employed staff have
come from more commercial operations.
Some Directors are also hostile to the changes. This is causing tension and conflict
between the Directors. Many Directors are vague and lacking in credibility when
they discuss the changes with their staff.
HACSCO Board of
Trustees
Chief Executive
Human
Resources
Director
Information
Technology
Director
Operati
ons
Directo
Director of
Finance,
Legal and
Compliance
Informati
on
Technolo
Information
Technology
Director
35
Rumours about the changes are spreading, morale is very low, and there is talk of
industrial action by the staff association.
Announcements about the change programme are expected soon.
The HACSCO Vision
‘We will provide competitive and cost effective aged care services whilst respecting
the needs and desires of the people we care for and their families. At all levels, our
staff will operate professionally and in a caring manner. We will comply with and,
where possible, exceed the minimum standards set by government regulations.’
The Change Programme
There are four key projects:
1. Cultural Change Project ‐ HACSCO will move towards a culture of best practice,
cooperation and service orientation.
2. Process and Systems Review – All processes will be reviewed and compared to
best practice.
Information technology will be used to streamline practices and reduce
inefficiencies, improve outcomes, and create flexibility.
3. Property and Office Review – Offices and care centres will be reviewed with the likely outcome that several will be merged and that the Head Office will move to
another, and less expensive, part of the country. At least 300 staff, and maybe
more, will need to be relocated.
4. Management Structure and Performance Review – The current organisation
structure will be reviewed with the aim of breaking down the old silos (i.e.
vertically managed functions), increasing cooperation and creating a more service
focused organisation. A new performance‐related pay system will also be
developed.
5. The Directors Committee has agreed that the Change Programme will require a
well‐managed and best practice approach. However, there is a very poor
understanding of formal change methods and the poor history of change in the
36
organisation could present problems. The CEO knows that selecting the right
team for this and ensuring they manage the change effectively will be a major
factor for a successful programme.
As a first step the CEO has appointed an experienced Change Manager to manage
the change programme.
Answer the following questions about training planning and defining what is to be
learned
1. When defining what is to be learned, which elements should be included in
learning objectives relevant to the work a person is asked to do?
a. A detailed timetable for conducting performance reviews. b. The job description of the person who will do the work. c. The knowledge, skills and attitudes needed to do the work. d. The availability of the learner so that training can be scheduled
2. When defining what is to be learned, which statement describes the way outcome
measures or indicators should be applied?
a. They should reflect how an individual has learned the new skills. b. They should be used to adapt the way the job is undertaken. c. They should measure the effectiveness of the trainer.
d. They should relate to the way the job will actually be done.
3. Which words are MOST likely to begin a good learning objective?
a. Full attendance at the training course will demonstrate
b. When the training is completed, participants will be able to
c. Enthusiastic participation in the training will enable the learner to... d. The abilities of the learner will limit the scope of what is to be learned
4. When defining what is to be learned, which statement BEST explains why
supervisors of a work activity should approve a list of learning objectives?
37
a. They should reflect how an individual has learned the new skills. b. They should be used to adapt the way the job is undertaken. c. They should measure the effectiveness of the trainer.
d. They should relate to the way the job will actually be done.
Answer the following questions about starting with ‘Endings’ and how the HACSCO
Change Programme should apply Bridges’ advice to managers and leaders on the
three phases of personal transition that have to be completed for change to be
successful.
Remember to select 2 answers to each question.
5. Which 2 announcements at a forthcoming Directors Committee presentation to
staff would be MOST app‐ropriate during the ‘Endings’ phase?
a. ‘The new competitive HACSCO will provide quality services that will be
attractive to new customers.’
b. ‘We will continue to provide the same service that has earned the
gratitude of residents and their relatives.’
c. ‘Many work practices will change but our business is still looking after the
aged in a caring, professional manner.’
d. ‘Staff who feel a sense of loss should take their problems to the staff
counsellors and not burden their colleagues.’
e. ‘The road ahead will be challenging so it will be important to
communicate any quick wins.’
6. Which 2 actions by HACSCO Directors follow the advice offered by Bridges to
managers and leaders on how to help people through the ‘Endings’ phase?
a. Explain that as HACSCO will have to bid for its funding in future, major
changes are needed to financial and procurement procedures.
b. Establish interim communications networks and encourage feedback
from the care centres on the effect of the changes.
c. Publicise what is being achieved at key points during the relocation of staff and organisational changes.
38
d. Offer helpful metaphors that help people to understand the change
‘journey’ and the opportunities to improve care services.
e. Confirm that all existing Head Office functions and teams will be retained
and co‐located in the new office.
7. Which 2 management actions are aligned with Bridges’ ideas to help manage the
journey people experience when going through the ‘Neutral zone’?
a. Publicly praise the nursing team who tried a new flexible visiting hours’
process, even though it failed.
b. Hold a staff function to honour and thank everyone who has been with HACSCO for more than 10 years.
c. Set up a series of cross‐departmental forums to encourage open
discussion and problem‐solving.
d. Avoid using short‐term fixes for immediate problems.
e. Issue a detailed model showing the excellent new capabilities that
HACSCO will have after the changes.
8. Which 2 actions are aligned with Bridges’ ideas on encouraging commitment to
change and supporting people to make a ‘New beginning’?
a. Create a staff ‘resettlement’ programme to help HACSCO staff find new
positions elsewhere.
b. Mark the new beginning by producing a video describing the history and
achievements of HACSCO.
c. The end of the personal process of transition for staff will be aligned to the completion date of the Cultural Change Project.
d. Publish early findings indicating how the new processes have reduced HACSCO’s inefficiencies.
e. Ask the Property and Office Review Project to publicise any early major
savings they are able to make.
9. Which 2 statements will encourage care centre managers and staff to commit to a
'New beginning', with a modernized and efficient HACSCO?
39
a. Opportunities will be given to care centre staff to celebrate and preserve their past achievements.
b. Our vision will be achieved when we see our care centre residents enjoying an enriched experience as a result of the improved services.
c. Care centre staff will have an opportunity to influence and shape how local care services will be provided in future.
d. Encouragement and support will be given to care centre staff to be
creative and make temporary short‐term changes.
e. Modernization of HACSCO's structure, processes and systems is vital to
secure HACSCO's future.
10. Which 2 actions are aligned with Bridges’ three phases that have to be completed
for personal transition to be successful?
a. Make it clear that the transition is a delicate time and it is not the time to
try new things without exhaustive analysis.
b. Place the highest priority on minimizing any disruption to everyday
HACSCO operations and services while the changes are taking place.
c. Explain to staff that the reason Head Office is being relocated is driven by the need to modernize.
d. Ask each of the four key projects to work with their teams to find
opportunities for early wins and publish the success stories.
e. Explain that many of the problems and bad practices were caused by the
previous CEO.
Answer the following question about why people embrace or resist change.
11. Column 1 is a list of actions taken by the HACSCO Directors Committee. Column 2
is a list of Maslow’s ‘hierarchy’ of ‘basic needs’. For each action in Column 1,
select from Column 2 the needs of individual staff that will be MOST strongly
impacted by the management action. Each selection from Column 2 can be used
once, more than once or not at all.
# Column 1 Column 2
1. The Directors Committee has
approved the request from
Physiological or Safety
needs
40
change managers for a social
event to be held.
2. The care assistant who was
responsible for implementing a
significant change at a care
home has been publicly
commended.
Love needs
3. A manager with a strong talent
and passion for relationship
management has been given the
job of ‘Family Liaison Manager’
for the whole of HACSCO.
Esteem needs
4. The new CEO has announced
that a number of ‘back office’
functions will be reduced and
there will be redundancies.
The need for self‐
actualisation
5. The Change Manager has
decided to introduce an
‘employee of the month’ award,
the recipient to be chosen by
colleagues.
6. An interim finding made during
the Property and Office Review
is that more care centres than
expected will be merged instead
of closed.
12. Representatives from care centres have been invited to a training workshop to learn how to work together more effectively. When planning the training workshop, the HACSCO Training Manager consulted with the Change Manager on the best approach to adopt, especially as it was recognized that the participants were likely to have different learning styles and preferences. Answer the following question about how the Training Manager could use Honey and Mumford’s ideas about the learning process and learning styles (which build on Kolb’s ‘learning cycle’) to structure the training workshop. Lines 1 to 4 in the table below consist of an assertion statement and a reason
41
statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.
Option
Assertion
Reason
A True True AND the reason explains the assertion
B True True BUT the reason does not explain the assertion
C True False
D False True
E False False
# Assertion Reason
1. Staff with a preference for
‘concrete experience’
should benefit from a care
centre role play exercise to
try out what they have
been taught.
BECAUSE Activists enjoy
attending training
events and
conferences where
they can learn about
the new business
model to be applied.
2. Pragmatists would NOT
benefit from having access
to an experienced care
professional during the
workshop.
BECAUSE A period of study and
careful evaluation of
options is particularly
helpful for someone
with a preference for
‘practical
experimentation’.
3. Commissioning a short film
to demonstrate how to
assess a resident’s specific
needs should help
‘reflectors’ in the group
learn
BECAUSE Seeing how other
people deal with a
situation allows a
‘reflector’ to learn
from what happened
and form their own
views.
42
4. All participants, whatever
their learning preference,
will enjoy attending a lively
creative session, to explore
new ideas about caring for
residents.
BECAUSE Learners with a strong
preference for trying
out new possibilities
and innovative
approaches enjoy
active working with
others.
Additional Information
Extracts from a briefing note from the HACSCO CEO to the Board of Trustees on
progress with the change programme:
Progress Report Items
1. The Property and Office Review is progressing well:
∙ A new Head Office building has been acquired
∙ The Directors Committee has reached agreement on the layout of the management
floor
∙ This includes the space to be allocated for Directors and senior managers’ offices
and meeting rooms, as well as meeting the standards for office furniture and fittings
∙ The accommodation standards for other Head Office staff will follow.
2. To promote cultural change, the Directors Committee has asked HR to write a new
section of the HACSCO Staff Handbook, setting out the expected behaviours and
attitudes of customer‐facing staff when dealing with aged residents and their
families.
3. An external consultant has been commissioned to conduct an in‐depth ‘cultural
review’ to define the required new behaviours and attitudes for HACSCO staff. The
consultant has extensive experience of other organizations and will report, with
recommendations, within six weeks.
4. To promote cultural change, the Directors Committee has agreed that functional
managers in Head Office functions and care centre managers will be briefed to hold
informal staff meetings away from the normal working environment to encourage
people to develop closer relationships and share experiences.
43
Answer the following questions about the strategic context for change and
implementing strategy and change through portfolios, programmes and projects.
13. Which is the BEST reason why a programme approach should be adopted to
manage multiple projects included in a change?
a. When the timescales for the changes are NOT defined and will be
implemented according to corporate priorities.
b. Where the focus for the changes is on delivery of multiple specified end‐
products within a short timescale.
c. When changes are interrelated and focus is on achievement of a desired
‘future state’.
d. Where the primary focus for each individual project is on achievement
of timely delivery.
14. Which statement describes a ‘portfolio’ approach to managing change in an
organisation?
a. Time‐limited and focused on delivery of outputs that match a given
specification.
b. Open‐ended, with a focus on delivery of business strategy through the ongoing management of new and existing change initiatives.
c. Vision‐led, where the focus is on co‐ordinating interrelated projects that deliver business change and benefits.
d. Development of a defined requirement that is separate from normal
‘day‐to‐day’ tasks.
Answer the following question about the images/metaphors that affect how we
think about organisations.
15. Column 1 lists statements about the approach to be adopted by HACSCO for the
projects in the change programme. For each statement in Column 1, select from
Column 2 the relevant organisational metaphor.
44
Each selection from Column 2 can be used once, more than once or not at all.
# Column 1 Column 2
1. The Process and Systems Review
intends to use a planned
approach, with staff taught the
new procedures.
A. None of the
metaphors applies
2. The Cultural Change Project has
experimented with several small
initiatives, aiming to encourage
behaviour change.
B. Machine
3. The Change Manager has
decided that all projects will
adopt formal project
management methods to plan
and control the changes.
C. Political Systems
4.
The Operations Director has
formed a group of influential
managers and decision‐makers
to drive the projects forward.
D. Brains
5. The CEO meets regularly with the
Board of Trustees to report on
progress with the change
projects.
E. Flux and
Transformation
6. The Management Structure
Review will use HACSCO's
accumulated learning to develop
operational improvements.
To ensure that the HACSCO change programme is successful, the CEO knows that it is
essential to understand the key change roles.
Answer the following questions about the key change roles found in the lifecycle of
a successful change
45
Remember to select 2 answers to each question.
16. Which 2 actions should be undertaken by the member of the Directors
Committee who is appointed to the key change role of Sponsor?
a. Help local care centre managers involved in making the changes to
collaborate with colleagues experiencing similar challenges.
b. Meet regularly with care centre managers and staff to promote the
change and keep people focused.
c. Take an active part by personally leading and managing local
implementation of the changes.
d. Ignore people who object to the change, especially if they are interfering with the change process.
e. Ensure that those involved in managing the changes have access to the
support and learning resources they need.
17. Which 2 statements describe the functions of the key change role of Change
Agent when working with managers and staff in each of the care centres?
a. Facilitate strong working relationships at all levels within the care centres and with the corporate HACSCO departments.
b. Ensure that any new ideas that emerge from front‐line care services do
NOT distract the change effort.
c. Aligning HACSCO’s performance management processes with the new
structures and practices to be adopted.
d. Exercise authority at the local level to make the necessary changes and
ensure results are achieved.
e. Notify senior managers and others when a potential new idea emerges
that will improve the changes.
18. When considering what makes a good Sponsor, which 2 activities will
help to make the member of the Directors Committee appointed as change
Sponsor effective?
46
a. Helping local care centre managers to get in contact with each
other to share common interests and concerns.
b. Providing assistance to other change roles in the care centres, to
enable them to be effective and prevent overlaps between roles.
c. Ensuring that managers and staff who are part of the Director’s
own business units adopt the required new behaviours.
d. Spending time with senior colleagues on the Directors
Committee to get their endorsement and become advocates of
the change.
e. Taking a direct involvement in leading the implementation of
changes made in each Head Office business area.
19. Which 2 statements describe the functions of a good Change Agent
working with managers and staff in HACSCO’s Head Office functions?
a. Using authority in each Head Office function to implement
change and ensure achievement of benefits.
b. Putting in place and managing effective working links and
communications across the Head Office business functions.
c. Meeting regularly with functional area managers and staff to
promote the change and maintain momentum.
d. Making changes to HACSCO's performance appraisal system so
that people who make change work are rewarded.
e. Working with different groups involved in change, providing
assistance with accessing resources and support.
The CEO has asked the Directors Committee to conduct a ‘vision workshop’
to capture the views of key stakeholders about the change programme and
to create a vision for the change.
Answer the following questions about viewpoints and perspectives of
change and developing a vision for change.
20. Which is an element that should be included in a vision for HACSCO’s
change programme?
47
a. A detailed list of the projects and activities that will be
undertaken during the change process.
b. An explanation to care centre managers and staff of the
problems that HACSCO is experiencing in its current operations.
c. An inspirational view of the ‘route‐map’ that HACSCO will follow
to reach its desired future state.
d. A description of the desired future state and what HACSCO’s
care services will look and feel like after the changes.
