John Besaw, Ph.D. 1 Organizational Change: Facilitating a Process Facilitated by: John Besaw, Ph.D.

John Besaw, Ph.D. www.johnbesaw.com 1

Organizational Change:Facilitating a Process

Facilitated by:John Besaw, Ph.D.

John Besaw, Ph.D. www.johnbesaw.com2

Same Direction

Clarity Consistency Commitment

Clarity Consistency Commitment


Lea

der

ship

Man

agemen

t

Leadership Drives Change


There really is no “one answer.” Each of us must find our own way. Need active, executive-level sponsorship. Need highly visible (transparent) process. People need to be “released.” Planning 10%, Execution 90%. Need for executive coaching. “No plan survives the first battle.”

“Big Picture”


Keys to Implementation

1. Tie to Business Strategy and Priorities2. Tie to Business Critical Success Factors3. Keep Top Leaders Involved4. Position as Improved Competitiveness and World Class5. Keep Message Simple and Clear6. Focus on Short-Term Results7. Focus on Long-Term Growth and Development8. Make e-Learning an Ongoing Activity


Action

Commitment

Understanding

Information

Steps to Action


Plan the

Route

Lead the

Way

Analyze

The GapPresent

(As Is)

Future

(To Be)

The Gap

(between where you are and where you want to be)

From Where You Are, to Where You Want To Go

(From Here, to There)


Vision of Future

(To Be)

Current State

(As Is)

Gap Analysis

Action PlanImplementaion

Continuous Improvement


Stay away from ineffective and “backward focused” questions.

Use “effective questions” that are “forward focused.”


Adjust as Plan Evolves

No plan survives

contact with the enemy.


Where we are today? How are we going to get there?

AS IS

TO BE

Vision

Step 1 Analyze the Gap: Review the differences between where you are and where you intend to be.

Step 2 Plan the Route: Decide actions to progress from present state to future state.

Step 3 Lead the Journey: Provide resources, support, train, and model the way.

Model – “The Journey”


Organizations are “communities” of people AND an array of organizational structures and processes. Structures and processes must be top-notch, but they aren’t necessarily the drivers of change. People are.

People Drive Change


Build Behavior First

People believe in a new direction because they are actually seeing behavior, action, and results that lead them to conclude that the program works.

Use action to gain understanding and commitment.


For Discussion

“Changing technology was the easy part of becoming an e-Business; convincing people to change the way they worked was the hard part.”

Larry Ellison, Chairman and CEO, Oracle

“The crucial component in adapting to technological change was the human factor.”

Richard Dutton, Citicorp

Improved performance from technology investments are highly dependent on how people buy into and utilize their new “tools” on the job.

Harvard Business Review


As Is

Getting there:

Analyze the Gap

State Tasks

Prioritize Tasks

Lead the Journey Shared Vision

Fear

Denial

Acceptance

Growth

Awareness

To Be

“Emotional Rollercoaster”

Phase 1 Phase 2 Phase 3


Compliance CommitmentTraining LearningShort Term Long TermExternal InternalSafety Risk-takingPredictability AmbiguityControl Order

For Discussion


Module _An Integrated Approach


PeopleBehavior Changes

TechnicalChanges

Business Process Changes

OrganizationStructuralChanges

A Model of Change Management“An Integrated Approach”

BusinessStrategy

Change

Culture


People

Strategy

Technical

Strategy

Transformation

Organizational

Strategy

Guiding Coalition

New Organization Structures and Business Processes New TechnologyNew Behaviors

Integrated Approach to Transformation


20% of people in the organization will be “change friendly”

60% will sit on the fence

20% will resist

People20-60-20


Module _Sustained Change


Change Sustained

Change

•Customs and Norms

•Rules and Policies

•Management Behavior

•Training

•Communication Networks

•Rewards and Recognition

•Organizational Structures

(formal and informal)

Implement and Sustain Change

Cultural Screen


Apparent

Roles

Systems

Less Apparent

Motivation and Commitment

Informal CommunicationBeliefs

AttitudeStructure

Attitude


Why Change is ResistedFear – humans fear unknownSelf-interest – Change may be good for

others or even for the system as a whole, but unless it is specifically good for us, we resist it

Inertia – When a large body is in motion, it takes considerable force to alter its course


Emotional concerns are much more energized than the technical ones … people tend to see themselves as victimised by events beyond their control.


Lessen Resistance

The uncertainty and fear of the unknown associated with change can be minimized by an effective communication program.

Information concerning the what and why involved in transformation should be provided to all organization members.


•Changing depends on wanting to change.

•Everyone changes in their own way.

•Changing is largely an emotional process.

•Change is inherent to learning.

Thoughts for Discussion


AngerBlameAnxietyDepressionIsolationFear

Resistance looks like …


Resistance comes with the territory . . .when managed creatively, resistance encourages constructive candor, stimulates creative problem solving, and increases innovation . . .to the untrained, however, the destructive consequences of resistance are tension, factionalization and decreased productivity.


From ToStrong leaders Dispersed leadership

I am powerless to change The choices I make the big systems that everyday significantlyaffect my life. affect my life.

We all need to take care We are all connectedof ourselves. We must take care of

both ourselves and each other.

Assumptions


Both

Task•Setting goals•Knowing expectations•Setting schedules•Working

People• Empathy and

understanding• Friendly and

approachable• Participative

Goals AND Relationships


Why Change Efforts Fail

1. Lack of a Sense of Urgency2. No Guiding Coalition3. Lack of a Vision and Strategy4. Failure to communicate the Change Vision5. Failure to Empower Broad-Based Action6. Failure to Anchor New Approaches to Cultural Values 7. Resistance Underestimated.8. Underestimate communication required.9. Miscalculate the time element.

10. Not walking the talk.


Sunrise or Sunset?


Burning Platform

A High Degree of Energy for Change


Transformation Facilitator/Guide

Repository of information and experience Catalyst Process helper Resource linker Helps reduce resistance/win support Links job specifics with change Harmonize with different initiatives Help with the necessary skill development Fact finder Not decision maker


No sacred cows. When in doubt – get it out…for discussion. Call a snake – a snake. Don’t get defensive. Beware behind-the-scenes efforts to sabotage. Consider the multiplier effect… everyone involved. Avoid shaken-baby syndrome. Think of How we can do it, NOT Why it Can’t be done Maintain a Positive Attitude.

Rules of Engagement


Consensus is: A proposal that is acceptable, although not necessarily liked, by all members. It is a proposal that all members can support.

Consensus is not: A unanimous vote, a majority vote, or something that totally satisfies everyone.

Consensus takes: Time, active and honest participation by all members, skills in listening, conflict resolution, discussion facilitation, and open-minded and creative thinking.

Consensus


•Involve Everyone•Explore Alternatives•Listen to Others•Identify Problems, not Symptoms•Be Careful of Quick Solutions•Encourage Differences•Don’t Compete•Allocate Time Carefully•Strive for Best Decision•Use Data

Guidelines for Reaching Consensus


VOTING•Clear-Cut Results•Widely Accepted•Divisiveness & Conflict•Win/Lose•Efficient

CONSENSUS•Win/Win•Support by All•No Opposition•Time Consuming•Increased Discussion•May Never Reach Decision•Frustrating

Why Most Prefer Voting


CollaborationA process through which parties who see

different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible.

ConsensusA proposal that is acceptable, although not

necessarily liked, by all members. It is a proposal that all members can support.

Both


Breaking Through Barriers to Cooperation

• Don’t React• Don’t Argue• Don’t Reject• Don’t Push• Don’t Escalate


Key Elements

• Goals are understood and committed to• A climate of trust is reached• Open and honest communication • Diversity of opinions and ideas are encouraged• Creativity and risk-taking is encouraged• Individuals are constantly learning and improving • Procedures are developed to diagnose, analyze, and

solve problems• Collaborative leadership is practiced


Why Change Efforts Fail

1. Lack of a Sense of Urgency2. No Guiding Coalition3. Lack of a Vision and Strategy4. Failure to communicate the Change Vision5. Failure to Empower Broad-Based Action6. Failure to Anchor New Approaches to Cultural Values 7. Resistance Underestimated.8. Underestimate communication required.9. Miscalculate the time element.

10. Not walking the talk.


TaskSetting goalsSetting schedules

People Empathy and

understanding Friendly and

approachable Participative

Ma n

a gem

e nt

Lead

ership


Imagin - eering

Ability to Visualize – Courage to Commit


Comprehensive change strategy: integrating people, organization structures and technology.

People: includes the network of social relationships and behavioral patterns of members, such as norms, roles and communications.

Organization Structures: includes the formal design, policies, procedures, etc., and is set forth by the organization chart – including division of work and patterns of authority.

Technical: includes the primary functions, activities, and operations including the techniques, equipment, etc., used to produce the output of the system.


Strategies

Vision sets the direction; teams navigate the way. Teams stimulate, coordinate and facilitate the

change process. Teams maintain collaborative relationships. Teams create a climate of change. Teams are led by in-the-trenches activists.


Opportunity Thinker


Life CycleCHANGEStart Business Out of Business

Growth Decline


Parking Lot(see notes)

Curve


How 1.How 2.How 3.How 4.How 5.

How

How

How

HowH

ow

5 How’s


Cascading


Describe

Diag

no

se

Prescribe

Act


E + R = O & L

Events

Response

Outcome

Lear

ning


Vision of Future

(To Be)

Current State

(As Is)

Gap Analysis

Action PlanImplementaion

Continuous Improvement


TTTT


The Change Process

Awareness of Need for Change

Shaping a Vision

MobilizingCommitment

Making ThingsHappen

Monitoring Progress

Nature of Change


Parking Lot(see notes)

roles of different team members


Socio-Technical considers:• Changing human behavior (psycho-social)• Changing organizational processes (technical

and organization structures) Action Research involves collecting information

about the organization, feeding this information back, and developing and implement action programs to improve system performance.

BOTH Technical and Social


20% 60% 20%

Early Adopters CynicsWait-and-See

Figure__: Rule of 20-60-20

Resistance


Trigger Change

People

ProcessTechnology

Outcome

Business

Strategy

Organizational Change

Figure __: Organizational Change

John Besaw, Ph.D. www.johnbesaw.com

As Is

Fear Denial

Acceptance

GrowthTriggerEvent

To Be



Figure__: Emotional Rollercoaster

Learning

Break Through

Performance

Anger


Where we are today.

Where we want to be.

Figure __: Forces of Organizational Change

Driving Force

s

Driving Force

s

Restra

ining

Force

s

Restra

ining

Force

s


Organizational Change Team

“Roa

dm

ap”

Impl

emen

tat i

on P

l ann

i ng

Content Process People

Leading Organizational Change

Figure__: Leading Organizational Change


Events

Response

Outcome

Lea

rnin

g

Freedom to Choose

Freedom to Choose

Percep

tion of

What H

appens

Figure__: Events + Response = Outcome and Learning


Where we are today

(As Is)

How are we going to get there?

Analyze the GapPlan Actions to Close GapExecute Actions

Where we want to be

(To Be)

Figure __: Visual of the Organizational Change Process


Where we are today

(As Is)



Where we want to be

(To Be)

Conceptual Model for the Process of Organizational Change

Figure __: Conceptual Model for the Process of Organizational Change


Where we are today

(As Is)



Where we want to be

(To Be)

Conceptual Model for the Process of Organizational Change

Figure __: Framework for the Process of Organizational Change


Trigger Change

People

ProcessContent

Learning

Business

Strategy

A Process of Change

Figure __: Elements of a Process of Change


Where we want

“To Be”

Continue to Improve

Where we

are today

(“As Is”)

Do a

Gap

Analysis

Prepare

Action

Plan

Lead

The

Way

Closed-Loop System

Figure__: Closed-Loop System


Where we want

“To Be”

Continue to Improve

Where we

are today

(“As Is”)

Do a

Gap

Analysis

Prepare

Action

Plan

Lead

The

Way


Where we want

“To Be”

Continue to Improve

Where we

are today.

(As Is)

Do a

Gap

Analysis

Prepare

Action

Plan

Lead

The

Way

Chunks

Figure__: Chunks


Where we want

“To Be”

Continue to Improve

Where we

are today.

(As Is)

Do a

Gap

Analysis

Prepare

Action

Plan

Lead

The

Way


Where we want

“To Be”

Continue to Improve

Do a

Gap

Analysis

Prepare

Action

Plan

Lead

The

Way

Chunks

Where we are today

“As Is”


Where we want

“To Be”

Continue to Improve

Do a

Gap

Analysis

Prepare

Action

Plan

Lead

The

Way

Where we are today

“As Is”


Where we want

“To Be”

Continue to Improve

Prepare

Action

Plan

Lead

The

Way

Chunks

Where we are today

“As Is”

Do a Gap Analysis


Where we want

“To Be”

Continue to Improve

Prepare

Action

Plan

Lead

The

Way

Where we are today

“As Is”

Do a Gap Analysis


Where we want

“To Be”

Continue to Improve

Lead

The

Way

Chunks

Where we are today

“As Is”

Do a Gap Analysis

Prepare Action Plan


Where we want

“To Be”

Continue to Improve

Lead

The

Way

Where we are today

“As Is”

Do a Gap Analysis

Prepare Action Plan


Where we want

“To Be”

Continue to Improve

Chunks

Where we are today

“As Is”

Do a Gap Analysis

Prepare Action Plan

Lead the Way


Where we want

“To Be”

Continue to Improve

Where we are today

“As Is”

Do a Gap Analysis

Prepare Action Plan

Lead the Way


Where we are today.

Where we want to be.

Forces of Organizational Change

Driving Force

s

Driving Force

s

Restra

ining

Force

s

Restra

ining

Force

s

John Besaw, Ph.D. www.johnbesaw.com

As Is

Fear Denial

Acceptance

GrowthTriggerEvent

To Be



Learning

Break Through

Performance

Anger


20% 60% 20%

Early Adopters CynicsWait-and-See

Resistance


People Content

To Be

Processes

Current Reality

New Processes New TechnologyNew Behaviors


Communication strategies are more effective when they are active rather than a passive process.

Two-way communication produces better results than one-way communication.

Participants gain more when they share responsibility for communication.

Communication: Key Elements

Shared Responsibility

Act

ive

Two-w

ay


General Detailed Specific

Business Teams

Technical Support

EAME

Short Term

Near Term

Long Term

Wh

o:

Sta

ke H

old

er

Gro

up

s

*Communication Matrix from “5 Frogs On A Log” by M. Feldman & M.F. Spratt: 1999

Communication


Yes

No

Send Printpub

Continue weboffering

Wish toReceive in

print

Surveycustomers

Segmenting the Communication Campaign

Information when and where he/she wants it.

CustomerPreference

E-BusinessCommunication Intranet

OfferingsEmails

Technology driven“Web site always open for business.”


Key Deliverables

Higher Levels of

Performance

Increased Efficiency

Example: Deliverables

Lean Supply C

hain

Per

form

ance

Cou

nts


Clarity … Consistency … Commitment

Lean and Simple


Events

Response

Outcome

Lear

ning

Freedom to Choose

Freedom to Choose

Perception of

What H

appens

Events + Response = Outcome and Learning


Action Steps

What?

When?

Who?


Overview

Change Models Develop strategies for “Change Leadership”. Create a framework for Change Management. Help leadership and workers become more resilient

and responsive to change. Discuss an integrated approach to change

management. Discuss need for responsibility/broad-based

ownership. Discuss success factors

John Besaw, Ph.D. 1 Organizational Change: Facilitating a Process Facilitated by: John Besaw, Ph.D.

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Transcript of John Besaw, Ph.D. 1 Organizational Change: Facilitating a Process Facilitated by: John Besaw, Ph.D.