Concurrent Sessions 2. MANAGING CHANGE · 2 “Managing Change – The Not-for-Profit focus on what...
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Concurrent Sessions: 2. MANAGING CHANGE: David Rosenbaum – Principal, Optimum NFP
Transcript of Concurrent Sessions 2. MANAGING CHANGE · 2 “Managing Change – The Not-for-Profit focus on what...
Concurrent Sessions:
2. MANAGING CHANGE: David Rosenbaum – Principal, Optimum NFP
Our Community Board Builder Conference
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“Managing Change – The Not-for-Profit focus on what to do to
soften the transition”
Monday 24th March 2014
Today’s Agenda
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Who am I?
Some theoretical aspects of change
Latest Not-for-Profit research on change
Key take-outs from this workshop
Q and A session
Introduction to David Rosenbaum & OPTIMUM NFP
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Finance & Accounting background
35 year senior and executive management career
MBA focusing on Change Management and Action Learning
Part-time PhD research in change management in the hospital not-for-profit sector
Principal of OPTIMUM NFP
Australian coordinator for Action Learning International
Consulting Lecturer for Australian Catholic
University Executive Education programs
Variable dependency of change
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Does not happen by itself Requires an integrated approach Outcomes depend on input Things don’t change – people change and then people make things change
Types of change
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Planned change Unplanned change Incremental change Stepped change Transformational change Continuous change
How do I define change?
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“Destruction as a means of creation”
[Biggart 1977]
Change Manager’s Toolkit
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Action Research / Action Learning
Appreciative Inquiry
Balanced Scorecard
Business Process Re-engineering
Change Readiness Assessments
Enterprise Resource Planning
Force Field Analysis
Organisational Design
Performance Management and Rewards Systems
Pilot Programs
Six Sigma
Stakeholder Analysis
Statistical Process Control
Total Quality Management
Transactional Analysis
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Wide Variety of Change Models
Planned Change Model – Bullock & Batton - 1981
Process Model of Change – Dunphy & Stace - 1988
10 Step Transformational Change Program
– Dunphy, Stace & Benn - 2003
Building Blocks of Change Model
- Kanter - 1983
8 Step Model – Kotter – 1995
5 Stages of Grief – Kubler-Ross – 1969
3 Step Model – Lewin – 1951
Technology Adoption Curve – Roger – 1962
Corporate Transformational Model – Taffinder - 1998
Common Elements for Successful Change
Define the need – why change?
- Communication
- Leadership
Define the desired future state
- Vision
- Resistance
Describe the present state
- Benchmarking
Develop the plan to move from current state to future state
- Project planning
Manage the transition
- infrastructure & support
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Latest NFP Research
PhD research
Single case study
2 year longitudinal qualitative study
56 interviews before-during, and after a major IT change
360 pages of interview transcripts
Wide range of hospital documentation
Non-participant observer at hospital meetings
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NFP Specifics of Change Management
Reflection - Characteristics
o Programmed
o Project management level
o Change recipient level
o Consistent with Mission-based
organisations and its people
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NFP Specifics of Change Management
Trust and Confidence
o What has happened in the past?
o Absorb, reflect and communicate
on the entrails of those experiences
o Walk-the-walk, not just talk
o Impact on change resistance levels
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NFP Specifics of Change Management
Personalised Support
o Singular organisational view
CONSIDER
o Those impacted by change
o Plan for remedial engagement
o Supporting people to
“get-on-the-bus”
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NFP Specifics of Change Management
Planning Placement
o Less focus on check-list approach
o No procedural solution to change
o Boundaries are hazy
o Plan for the following:
o Technical readiness
o Staff support
oPre-emptive actions
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Key Take-Outs
1. Leadership clarity as to outcome
2. Leadership clarity as to current state and challenges
3. Plan for extended delivery time
4. Proven organisation clarity as to outcome and why that outcome
5. Leadership focus on people first, in context of outcome
6. Develop appropriate people supports
7. Accept variability of the ‘How’ and to a lesser extent of the ‘What’
8. Monitor progress not just timeline
9. Engage not just communicate
10. Define success in quality terms not
just quantity terms
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