Managing Change April 13, 2000 Peter Levin, MBA, Ph.D. RHR International Company 949-364-8909 CSULA.

Managing Change

April 13, 2000

Peter Levin, MBA, Ph.D.RHR International Company

949-364-8909

CSULA

“It’s not so much that we’re afraid of change,

or so in love with the old ways, but it’s the

place in between that we fear… it’s like being

between trapezes. It’s Linus when his blanket

is in the dryer. There’s nothing to hold on to.”

- M. Ferguson

Class agenda

Part I: Organizational Issues and change

Part II: The nature of change.

Part III: Leading others through change.

Characteristics of The Adaptive Organization

The Prerequisites for Change

Characteristics of Effective Change Sponsors

What Effective Change Leaders Need to Do

The Internal Players in the Change Process and their Roles

The Role of Outside Consultants

Part I: Organizational IssuesPart I: Organizational Issues

The Adaptive Organization

Willingness to make change

Identifies problems quickly Internal and external looking

Implements solutions rapidly

Focus on innovation Upward communication

Trust

Risk taking is rewarded

Candidness Open to feedback

Enthusiasm

Long-term focus

Skill Development

Learning Organization

Prerequisites for Change

Vision: Develop, articulate and communicate a shared vision of the desired change

Need: A compelling need has been developed and is shared

Means: The practical means to achieve vision: planned, developed and implemented

Rewards: Aligned to encourage appropriate behavior compatible with vision and change

Feedback: Given Frequently

An Effective Change Sponsor Must Have

Power: to legitimize change

Pain: Personal Stake

Vision: Total in-depth view

Public/Private Role: Commitment and ability to support change publicly/ meet privately with agents

Performance Management: Ability to reward/confront

Sacrifice: Pursue change despite personal price

What Effective Change Leaders Do

Embrace change when it’s needed

Develop a vision for change

Communicate effectively

Shake things up by challenging status quo and encouraging others to do the same

Stay Actively Involved by walking the walk and being visible about it.

Direct, Review Implementation of change - continued participation - never done attitude. Be in position to notice and coach.

Roles: The Change Players

Sponsors: Senior management leaders - the driving force of change - must walk the walk.

Advocates: Allies of leaders, deploy the vision - communicate - involve - sell - MOTIVATE

Agents: Influence sponsors’ commitment, target resistance, measure readiness, assess existing people/structures

Targets: Everyone in organization - develop, train, reinforce, support

Role of Consultants

Assessment of: management, key players, barriers, opportunities

Coach/Develop/Train: help people adopt new behavior

Plan: Assist in process/knowledge

Values / Vision: Facilitate their development

Redesign Organizational Factors: Rewards, Reports, Re-engineer

Communications: Facilitate the process

Project Management Assistance

Introduction

Change in business is not new — it’s just accelerating due to…

New technology.

Global competition.

Growth & increased complexity.

The result: Change or die

Part II: The Nature of ChangePart II: The Nature of Change

What to expect from change Sense of loss, confusion.

Mistrust and a “me” focus.

Fear of letting go of that which led to success in the past.

People hold onto & value the past.

High uncertainty, low stability, high emotional stress

Perceived high levels of inconsistency.

High energy — often undirected.

Control becomes a major issue.

Conflict increases — especially between groups.

Individual prerequisites for change to occur

Thinking & understanding

Emotional/ Motivational

Behavioral

Head Heart

Hands

Why should I change?Why should I change?What’s in it for me?What’s in it for me?

What do I do differently?What do I do differently?

Change management

Effective Change

Equals

AlteringMind-set

HarnessingMotivation

ShapingBehavior

The Effective Management of Change Involves AnIntegrated Approach In Each Of These Three Arenas

Stages of change management

“Coming to Grips with the Problem”“Coming to Grips with the Problem”

“Working through the Change”“Working through the Change”

“Attaining and Sustaining Improvement”“Attaining and Sustaining Improvement”

Strategy/change implementation

“Coming to Grips with the Problem”

1.

Arenas of Change

Stages of Change Management

2. “Working through the Change”

3. “Attaining and Sustaining Improvement”

Changing Behavior and Developing Competency

and Capability

Behavior(Capability)

Mind-set(Thinking/Understanding)

Breaking the Conventional Mind-set and Generating a Picture of the

Future

Dealing with Reactions to

Loss and Creating the

Will to Succeed

Motivation(Emotional/Intuitive Dynamics)

1. Identify (roughly) the stage person/group is in.

2. Determine obstacles/arenas:

a. Head

b. Heart

c. Hands

d. All of the above

3. Use tools to move through obstacles. May need several simultaneously.

4. Recognize and acknowledge steps forward.

5. Cycle back to Step 1.

Part III: Leading Othersthrough Change

Part III: Leading Othersthrough Change

Understanding what stage of change they’re in

Questions Stage

Do they see a need for change?

How uncomfortable are they with the status quo?

Do they have any sense of urgency about changing?

Are they struggling with making the change work?

Are they looking for ways to make it work?

Are they communicating with others involved in the change, to get salutations to problems, share Best Practices, etc.

Are they looking for ways to leverage the change? To enhance it?

One:Coming to grips with the problem.

Two: Working through the change.

Three: Attaining & sustaining improvement.

One:Coming to grips with the problem.

Two: Working through the change.

Three: Attaining & sustaining improvement.

The technology of leading sustainable change


Stage One:

Arenas of Change




Gather data to convince you/others that old way no longer works.

Confront myths, assumptions, & beliefs that prevent seeing problem & changing.

Increase dissatisfaction with old ways.

Increase confidence that change is achievable.

Outline costs of old way & benefits of new way.

Form team to gather data.

Have management talk about data & need for change.

Assess individual readiness to change.

Identify specific behaviors to change.

“Coming to Grips with the Problem”



Stage Two:

Arenas of Change




“Workingthrough theChange”

Create a vision of the future & articulate the new mind-set.

Help people understand both the big picture & the details.

Communicate the purpose & benefits broadly.

Help people make the link between solving today’s issues & the new plan.

Hold “reality check” meetings to work through the threats, losses, and resistance.

Work through the leaders’ emotion/resistance first.

Use individual gain/loss analysis as as tool.

Discuss how to manage stress. Be supportive of one another.

Develop a new profile of leadership success.

Evaluate the top levels of management in stores.

Involve employees in building change plans.

Reward successes; expect & learn from mistakes.

Drive individual behavior change.



Arenas of Change




“Attaining & Sustaining Improvement”

Continually update vision of desired future & teamwork.

Create forum for feedback & continuous learning.

Continue to articulate why’s & benefits.

Celebrate & reward successes.

Deal with people who will not change.

Establish two-way communication.

Involve people for buy-in.

Continue to support each other in managing stress & change.

Make sure systems & rewards reinforce desired behaviors.

Train incoming people in the new behaviors.

Coach, give feedback, & reinforce new behavior.

Deal with people who cannot change.

Stage Three:

Addressing mind-set

Learn it thoroughly yourself.

Build relationships.

Explain the purpose of change. Help them understand & teach concept.

Articulate the benefits.

Link daily activities to their higher purpose & benefits.

Repetition: Provide frequent & consistent communication about change & what’s needed.

Paint a picture of the successful future using best practices.

Working with Mind-SetWorking with Mind-Set

Addressing behaviors

Model desired behaviors & attitudes.

Clearly define desired behaviors & behaviors that need to change.

Give feedback frequently to reinforce changed behavior & correct wrong behavior.

Coach & teach desired behavior.

Working with BehaviorsWorking with Behaviors

Addressing behaviors

Identify training needs & communicate upwards.

Create goals to work toward: a vision of success.

Help people create specific, concrete behavior-change plans as needed.

Communicate in multiple forms.

Working with BehaviorsWorking with Behaviors

Summary You have to be comfortable with the change before you can get others to

change.

People can’t (or don’t want to) change when they don’t understand. What, why, how, WIIFM.

You can’t intervene until you understand the situation.

Resistance is part of the change process. Work with it.

Address change at all three levels to be successful.

Sustainable change occurs in steps. Define your priorities. Don’t take on too much at once.

A stepped approach to change

StartX

A journey of a thousand miles occurs one step at a time.

Success

Managing Change April 13, 2000 Peter Levin, MBA, Ph.D. RHR International Company 949-364-8909 CSULA.

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Transcript of Managing Change April 13, 2000 Peter Levin, MBA, Ph.D. RHR International Company 949-364-8909 CSULA.