MANAGING CHANGE fileSponsorship Organizational Optimization Change Management Process Organizational...

UNISTAFF - INDONESIA

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MANAGING CHANGEA ConceptualizatioN


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WHAT IS CHANGE???Making different; Different from previous state; Substitution of one another (Russell-Jones, 2005)

making different

time 1 time 1+n

substitution


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QUALITY OF CHANGE?(Fremerey)DEEP OF CHANGE, (Huczynski & Buchanan), LEVEL OF CHANGE AT HOW IT AFFECTS THE ORGANIZATION? (Russell-Jones, 2005)

LITTLE CHANGE BIG CHANGE

LITTLE RESISTANCE & CONFLICT STRONG RESITANCE & CONFLICT

Graze Surface Shallow Shift Penetrating Deep Deepest(Russell-Jones, 2005)

Fremerey First order change Second order change


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CHANGE DRIVERS

FUTUREPAST

There Are Many Drivers, Both External & Internal That Forces The Changes

GrowthNew Management

PRESENT

TechnologyCompetitionPrice ChangesConsumer/Public DemandRegulationEtc.


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WORKING ON THE GAP

FUTUREPRESENTPAST

Rainbow model: The Big Gap, created by ODCI

COMMITMENT

“GAP”RESISTANCE

Any system resists any change that it believes

will be harmful (Wouters & Fremerey)

better

harmfull

The DELTA GAP’s Theory of CHANGEIkaputra et.al, Unistaff summer school 2005?????????

upper

lower


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• EXPLORING– Involving people as many as possible to have:– Sharing vision – Agreed upon SWOT

• SYSTEMIZING the Process: – Keep people connected to the change process– To create a space to express the positive and negative feeling– Communicating strategic planning

• VENTURING– Analyzing the gap– Anticipating resistance & Gaining the commitment– Providing opportunities for innovation and creativity– Pilot and implementation

• INTEGRATING– Evaluate the changing process – Expand successful process– Review the pilot and implementation– Institutionalized the approach

MANAGING CHANGE &TRANSITION(WORKING ON THE GAP)


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Change Management - Definition

When we speak of change, we mean an alteration in organization design, strategy or

processes, or some other attempt to influence an organization’s members to behave

differently

Jay W. Lorsch

What Is Change??


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Change Management Concept Model

People

Business Processes

Business Models/Systems

Organizational Structure

Strategy


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Change Management Success Factors

People

Business Processes



Strategy


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Change Management Risk Alignment

People

Business Processes



Strategy


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Change Management Program Areas

Core Change Issues

KnowledgeTransfer

Risk Assessment

Skills/CompetencyDevelopment

ProjectRisk

Management

Communi-cations

ManagementSponsorship

OrganizationalOptimization

Change Management Process

Organizational Goal Achieved

Organizational Goal Conception


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Blending Organizational and Individual Approach

• At an organizational level– Using a structured change management approach– Engaging sponsors in the change process

• At an individual level – Building change competency of managers and

supervisors– Equipping employees to have the right conversations

about change and how the change impacts them


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Framework for designing change(Jaffe & Scott, 1999)

Wave OneMobilize

Wave TwoDesign

Wave ThreeTransform

Level OneTop Leadership

Align Top Leadership

Make the case for change

Champion New Ways

Sponsor executive team

Level TwoChange team

Convene & Charter Change Team

Design new processes

Cascade Change Leadership

Change LeaderChange Navigator

Level ThreeEmployee involvement

Develop individual Change Capabilities

Employee Involvement Process

Develop New Teams

Team members stakeholders

Level FourOrgan culture & proc.

Asses org Change Capabilities

Align Systems with New Proces.

Develop New Teams


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Wave 1Wave 1 Task 1: Align top leadership

Key activities:• Initiate change• Charter Leaders and Navigators• Set Strategic Direction for Change


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Task Two: Convene & Charter The Change Team

Key activities:• Recruit and Charter Change Team• Team Designs How they Will Work

Together


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Task 3: Develop Individual Change Capability

Key Activity:• Develop Change Capability Workshop(s)


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Task 4: Asess Org Change Capability

Key activities:• Convene and Charter Assessment Team• Design and Set up Assessment Process• Data Collection• Feedback and Action Steps


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Wave 2 Wave 2 Task 1: Make the Case for Change

Key activities:• Communicate the Need to Change• Leverage Commitment from the Top• Ensure Middle Management Support for

the Change• Oversee the Change Designs


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Task 2: Design New Work Process & Culture

Key activities:• Translate Vision into the Structure• Set up Design Teams• Integrate Designs into Overall Plan


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Task 3: Employee Involvement Process

Key activities:• Identify Stakeholder Groups• Develop Employee Involvement Process


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Task 4: Align Systems with New Process

Key activities:• Create workforce Transition Strategy• Define New Work Contract• Support Employee Growth & Development• Define Human Resources System

Implications for Change


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Levels of Involvement

AWARE UNDERSTAND FAVORABLE COMMITTED

NewsletterWorking papers

Hot lines

Memo

email

PresentationsQ & A Sessions

Solicit inputOngoing contact

Team BriefingsWorkshops

Task Forces


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Wave 3 Task 1: Champion New Ways

Key Activities:• Recharter Change Implementation Team• Support Change Through Leader Actions• Support Renewal During Implementation• Align Activities of All Integration Processes• Hold Reviews of the Change

Implementation


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Task 2: Cascade Change Leadership

Key activities:• Provide New Skills for Managers to Lead

Change: Leading Change Workshop• Coach and Support Managers to Take Up

New Rules


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Task 3: Develop New Teams

Key activities:• Redesign teams• Develop New Team Charters• Develop Team Learning Process


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Task 4: Anchor Organizational Learning

Key activities:• Convene a Learning Council• Define Strategies to Support Learning

Throughout the Organization• Teach Skills of Learning How to Learn


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Project Implementation / Change Management Alignment

IdentifyingChange

BusinessBlueprint

Gap Analysis

Determine BusinessRequirements &Process

MonitoringChange

Go Live /Support

Status

Support/AuditFollow-up Training

InitiateChange

FinalPreparation

Execution

Training

Realization

PreparingFor Change

Action Plans

ConfigurationDevelopment Business Process

Areas of Change Management

Business Process Change Roles & Responsibilities Competency SkillsComputerization/Automation Changes

ChangeTasks

ChangeModel

ImplementationPhases

ImplementationTasks


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Change Management Process Model

Develop Vision

Select Change Champions

IIdentifying need for

change

Stakeholder Analysis

Create Awareness

Build Support

Develop Change Plan

IIPreparing for

Change

Communicate Changes

Implement Change

Help People Adjust

IIIInitiating Change

Communications, Consistency

Continuous Improvement Plan

IVMaintaining Change


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Change Management Phases


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Change Management Maturity Model (Prosci)

Highest rate of project failure, turnover and

productivity loss

Highest probability of

success

People-dependent without any formal practices or plans

Little or no change management appliedAdhoc orabsentLevel 1

Many different tactics used

inconsistently

Some elements of change management are being applied in isolated projects

IsolatedprojectsLevel 2

Examples of best practices evident

Comprehensive approach for managing change is being applied in multiple projects

MultipleprojectsLevel 3

Selection of common approach

Organization-wide standards and methods are broadly deployed for managing and

leading change

OrganizationalstandardsLevel 4

Continuous process

improvement in place

Change management competency is evident in all levels of the organization and is part of

the organization’s culture and intellectual property.

Organizational competencyLevel 5

Highest rate of project failure, turnover and

productivity loss

Highest probability of

success

People-dependent without any formal practices or plans

Little or no change management appliedAdhoc orabsentLevel 1

Many different tactics used

inconsistently

Some elements of change management are being applied in isolated projects

IsolatedprojectsLevel 2

Examples of best practices evident

Comprehensive approach for managing change is being applied in multiple projects

MultipleprojectsLevel 3

Selection of common approach

Organization-wide standards and methods are broadly deployed for managing and

leading change

OrganizationalstandardsLevel 4

Continuous process

improvement in place

Change management competency is evident in all levels of the organization and is part of

the organization’s culture and intellectual property.

Organizational competencyLevel 5

MANAGING CHANGE fileSponsorship Organizational Optimization Change Management Process Organizational...

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