National GuardBlack Belt Training

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Module 08

Change Management

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CPI Roadmap – Define

Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.

TOOLS

•Project Charter

•Project Selection Tools

•Value Stream Map

•Various Financial Analysis

•Effective Meeting Skills

•Stakeholder Analysis

•Communication Plan

•SIPOC Map

•High-Level Process Map

•Project Management Tools

•VOC and Kano Analysis

•RACI and Quad Charts

•Strategic Alignment

ACTIVITIES• Identify Problem

• Validate Problem Statement

• Establish Strategic Alignment

• Gather Voice of the Customer & Business

• Create Goal Statement

• Validate Business Case

• Determine Project Scope

• Select and Launch Team

• Develop Project Timeline

• Create Communication Plan

• Prepare High-Level Process Map / SIPOC

• Complete Define Tollgate

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

8-STEP PROCESS

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Learning Objectives

Identify the inherent structures of an organization and describe how they become barriers to improvement

Describe the characteristics and skills of a Change Agent

Change is good, you go first.

- Dilbert

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Inherent Structures: Common Cultural Types

Inherent structures of an organization dramatically affect how easy it is to introduce change

Clan

– Strong allegiances, resistance to outsiders, feudalism

Ad Hocracy

– Everything very dependent on the current situation, chaotic

Hierarchy

– Chain of command, clear authority

Enterprise

– Everyone a venture capitalist

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Culture Change Approach

Culture can affect how it is best to approach the introduction of change– Clan: ensure you’ve got the “parents” bought in

and committed

– Hierarchy: ensure you use the chain of command

– Ad Hoc: ensure you’ve identified the “voices of authority” and have them speaking for you

– Enterprise: ensure you’re strongly tied to business goals

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Change Readiness Formula

Formula: D + V * L > R

D = Dissatisfaction with status quo

V = Vision of the future

L = Leadership

R = Resistance to change

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Exercise: Change Examples

Characteristics of Successful Change

Initiatives

Characteristics of Unsuccessful Change

Initiatives

10 Minutes

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Wrong Thing

Done

Well

Done

Poorly

Stage 1 Stage 2

Stage 4

Stage 3

Stage 4:

Eventually do

the new right

thing well.

Stage 1:

Do the right

thing and do

it well.

Stage 2:

Discover that

the right thing

is now the

wrong thing.

Stage 3:

Do the new right

thing, but do it

poorly first.

Cycle of Change

From Black, J.S., & Gregersen, H.B.

Leading Strategic Change:

Breaking Through the Brain Barrier.

New Jersey: Prentice Hall. 2002.

Right Thing

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Wrong Thing

Done

Well

Done

Poorly

Stage 1 Stage 2

Stage 4

Stage 3

Fail to SEE

Fail to

FINISH

Right Thing

Barriers to Change

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Examples of Barriers

Empire building

Excuses / scapegoats

Change resistance

Lack of openness and dishonesty

Politics and bureaucracy

Authoritarian, autocratic management

Little to no empowerment

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Wrong Thing

Done

Well

Done

Poorly

Stage 1 Stage 2

Stage 4

Stage 3

Fail to See -

Make It

Real!

Fail to

Finish -

Make It

Last!

Right Thing

Counter-Measures for Change

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Elements Of Successful Change

1. Identify the leader for the change.

2. Build a mutual need for the change.

3. Create the vision of how things will look after the change.

4. Mobilize commitment for the change.

5. Align systems and structures to supportthe change.

6. Monitor progress.

7. Sustain the change.Adapted from GE Change Acceleration Process

Fulmer, R.M. & Goldsmith, M. (2001). The Leadership Investment.

New York: American Management Association.

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Principles to Implementing Change

To successfully implement change: The organization’s vision must be compelling enough

to generate the excitement needed to propel people through the chaos of change

Formal structures must support the change

Management behavior must match their words

Employees must understand and really desire to make the change

Recognition must be frequent and supportive

Communication strategies must be developed and implemented in all areas

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Change Agent Characteristics and Skills

Successful Change agents have the following characteristics and skills:

Credibility - with key sponsors and team members

Awareness - of the organization’s culture and the needs of the team

Enthusiasm - for the project and the business overall

Reliability - to do the job they say they will do

Flexibility - to do the job when and where needed

Communication Skills - to use clear language and actively listen to others

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Cycle of Change

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Change Management applies structured approaches to prepare an organization’s people for change.

Change Management Objectives

• Sponsorship:

− Build commitment and support for the

change effort with formal and informal leaders

− Build a Change Network and ensure that

communications are cascaded

• Change Readiness:

− Assess and monitor the workforce’s

readiness for and acceptance of the

change

− Provide stakeholder feedback to

Communications and Sponsorship

(program and decision/site levels) in

order to address CM issues Time

Buy-In

Commitment

Understanding

Awareness

Informing

Generating

Understanding

Inviting Participation

• Communications:

- Provide the right information, to the right people, at the right time, to build awareness,

understanding, buy-in, and commitment

- Primary Audience: Stakeholders impacted (directly and indirectly) by the changes

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Tomorrow

Future policy

Future enterprise

goals

Future operating

models, capacity

and capabilities

Qualitative measures

Quantitative measures

Stakeholder alignment

Yesterday and Today Recent performance

business trends

Existing policy,

operating models,

capacity and

capabilities

Change history

External constraints

Major technology initiative

Merger or acquisition

Enterprise repositioning

Organization Change Strategy Framework

Develop

capability

and capacity

Design

organization

and

governance

Lead,

communicate

and engage

Align

individuals

and teamsManage

performance

Transform

culture Benefits DeliveredCase for Change

Design

and

Implement

Plan, Align

and Mobilize

Enhance and Evolve

Focus on

outcomes

and

benefits

Vision

and

Commit

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Compliance“I have to do it this new way”

Reaction“I will react to this change - if I must”

Testing“I must absorb this change”

Negative perception“I feel threatened by this change”

Commitment“I want to do it this new way”

Action“I will act to achieve this change”

Testing“I will put myself at stake for this change”

Positive perception“I see the opportunity in this change”

Engagement“I see the implications for me/us”

Understanding“I know why and what will change”

Awareness“I am being told about something”

• Each stage requires energy

• At each stage there is a price for

continuing or dropping off

Commitment or Compliance?

While building commitment is usually the goal of the change management

effort, it is expensive. Do not pay for more commitment than you need.

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Understand inherent structures that impede change efforts

Recognize and overcome barriers to improvement

Know the characteristics and skills of a Change Agent

Takeaways

Communicate, Communicate, Communicate!

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What other comments or questions do

you have?