Session4 Implementing Change2

7/29/2019 Session4 Implementing Change2

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Session4: implementing change

Change Management

9/23/2013abdurahman abdulahi1


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Content


Roles of change agents

Communicating change


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Reflection on change agents


Who are change agents?

From your experience in your current or previous

organization- who is/are change agents? Are they

internal or external? What do they do?


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Change Agent

4

People who act as a catalysts and assume theresponsibility for managing the change process

Change agents have critical role during diagnosis,

planning and implementation of change programs.

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Change Change agent a person skilled in the theory and

implementation of planned change, synonymous with thephrase change facilitator, usually an outsider (because

theyre not biased and the organization wont have as

much resentment for the outsider)

Champion to support, coordinate, and market the changeat all levels of the organization. May or may not be

outsiders, taken aside and taught all the stuff about the

change in advance, and sent back out to us to explain it

and gather support. Like cheerleaders



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Can you imagine the role of change agent in relation

to these reaction of people?


APATHY

The world is always

changing

AWARENESSThe NHSmust change

AVOIDANCEThey must change

RESISTANCEWe must change

ACCEPTANCEI must change

INVOLVEMENT

DEGREE

OF

CHANG

E

Reactions to Change


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Lewins Model and change agents

roles

Unfreezing Occurs when the change agent convinces

members of the group to change or when guilt, anxiety, or

concern can be elicited.

Movement the change agent identifies, plans, andimplements appropriate strategies, ensuring that driving

forces exceed restraining forces. Sets goals, target dates

to implement the change. Whenever possible we are going

to try to implement change gradually!



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Lewins Model and change agents

roles

Refreezing the change agent assists in stabilizing

the system change so that it becomes integrated into

the status quo. Change agent is out there being

supportive, helping people adapt, making sure youhave the tools you need to sustain the change,

making sure you have the reasons and that you

know why, making sure everything is stable. Usually

takes about 3 6 months. We should never attempt

a change unless that change agent can stay there

the entire time.



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John Kotter on Leadership & Management



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10 Commandments for Implementing

Change Todd Jick

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1. Analyze the organization and its need forchange

2. Create a shared vision and commondirection

3. Separate from the past4. Create a sense of urgency5. Support a strong leaders role6. Line up political sponsorship

7. Craft an implementation plan8. Develop enabling structures9. Communicate, involve people and be honest10. Reinforce and institutionalize the change



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Change communications

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communication content

Role of communications during change Audience segmentation

Which channels to use

The role of the leader

Communication needs during change

Tips for successful change

Potential pitfalls

Group discussion



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Communication when Leading People

through Change

Communicate clearlyusing the right message andmedium

Communicate earlyas soon as the change is known

Communicate oftenin small chunks Communicate honestlykeep people informed


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Role of communications Explain why change is happening:

Ensure people understand the rationale for change Talk about the benefits / consequences

Emphasise whats not changing

Show people where they are going: Map out the process of change

Identify and recognise key milestones; celebrate success

Show people how they will get there: Break it down into clear, simple steps

Give practical examples

Be directional



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Planning your communication

Establish a clear vision and objectives

Divide the project into phases

Confirm key milestones for each phase

Identify your target audiences

Select your channels

Select your spokesperson/people

Determine resources and timetable

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AUDIENCES

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Audience segmentation

Directly affected Stakeholders

Wider community



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Directly affected Close interest Wider community

Why is this happening?

Will anything really

change?

When will it happen?

What does it mean forme?

Is my job secure?

Where can I find out

more?

Why is this happening?

What impact will it have

on my work?

How will I benefit?

Where can I find outmore?

Why is this

happening?

Will it affect my

work?

Will anything reallychange?

How much will it

cost the University?

Vision

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How will it be different?

How will my role differ?

Will my team change?

Will my manager

change?

Will my work location

change?

Is my job secure?

How can I raise issues /

concerns?

How can I get involved?

What changes will

happen?

When will they happen?

How can I contribute

ideas?

How can I raise issues?

What is changing

and why?

What are the

benefits?

How much is this

costing the

University?

Planning

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What will happen overthe next few months?

How will we know if were

on the right track?

When will the changes

affecting me take place?

How can I raise

concerns?

What changes arehappening and when?

How will they affect me?

Will the service I use be

disrupted?

How can I issues?

What is changing &why?

What are the

benefits?

Will it affect my

work?

How much is this

costing the

University?


Implementation

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Plan

now,engage

later

Engagenow

Informlater

Informnow

Urgency

Influence

Low

High

High

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CHANNELS

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Communication channels

Behaviour

Workshops

Working groups

Role models

Champions

Instructions

Knowledge Presentations

FAQs

Emails

Websites

Newsletters

Attitude Two-way channels

Presentations

Open forums

Focus groups

Online forum



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Choosing your channelPaper Website Face-to-face

Best for: digesting

complex information

When to use: to

support face-to-facecommunication, esp

when there are

complex messages

Avoid: Relying on

paper as a primarychannel

Best for: retrieving

factual information

When to use: when

people need to findsmall pieces of

information quickly

Avoid: Relying on

the web as a primary

channel; sensitiveinformation;

changing behaviour

Best for: difficult

messages; changing

peoples behaviour or

attitude

When to use: primary

channel for change

communication

Avoid:

communicating verycomplex or detailed

information



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Primary channel

Face-to-face allows you to:Articulate the end vision

Use the appropriate tone

Gauge reactions

Check understanding

Correct misconceptions

Provide reassurance



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Secondary channels Website: quick retrieval of information and check facts

Q&As: tailored information by subject/group

Email: for short broadcast announcements and updates;

not for major announcements about restructuring

E-bulletin: regular updates; reminder of key milestones

Staff newsletter: recognise success; reminder of what has

not changed

Email inbox: allows people to submit questions, concernsand ideas



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LEADERSHIP

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The role of the leader

Provides direction and reassurance throughout theprocess

Articulates the vision and the strategy clearly

Maps out the journey and the milestones along the way

Instils confidence that the process is being managed well Communicates regularly and in a timely way

Is honest; not afraid to say I dont know

Explains why at each stage

Role-models new behaviours

Listens to peoples concerns

Recognises peoples emotional as well as intellectualneeds



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COMMUNICATION NEEDSDURING CHANGE



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Deny Need to talk and be heard

Resist

Need to see the big picture and understand the benefits Need to be involved

Need to feel in control

Accept

Need more detailed information

Need reassurance and affirmation

Explore

Need more active involvement

Need to be able to work with others

Commit Need acknowledgement Need recognition and reward

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Monitoring progress Did the briefings happen, how many people

attended?

What are people saying?

What does the rumour mill say?

Who are people listening to?

Is there a change in behaviour?

Do people need more support?



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communication

Clarify roles and responsibilities in advance, particularly the

decision-making and sign-off process Reduce uncertainty and instil a sense of control

Be consistent maintain tight control over key messages

Separate facts from reassurance

Provide as much information and support as you can throughout thechange process

Ensure the structure, tone and content of communicationsacknowledges peoples emotional and intellectual needs

Listen provide a range of feedback channels

Use FAQs and keep them current

Get people involved make them feel they have a say


P t ti l itf ll


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Potential pitfalls

Relying on written rather than face-to-face communication

Confusing information dissemination with communication Complicating the message

Hiding or massaging the truth

Imposing change rather than involving people

Underestimating peoples reactions to change, or the timeneeded for people to absorb change

Underestimating the coffee and car parking factors

Delaying communication until every detail is confirmed

Communicating to affected audiences at different times

Communicating bad news in different phases

Not having a communications infrastructure in place



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Trust Building Actions

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COMMUNICATION

Solve problems through direct communication. Be explicit. If compromise is

productive, do it in communication, not in your mind alone

Ask non-assumptive questions. Inquiry not advocacy.

Practice deep listening - suspend judgment

Look for the positive - acknowledge the intent first

Validate success or new effort. Share credit generously

RESULTS

When in doubt about taking on a commitment, air your concerns. Only make

promises you can keep.

Schedule regular opportunities for input and feedback

Be timely

Be willing to be wrong

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Communicating with different

audiences [1]

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20 25% Early AdoptersVery interested, willingly join

Communicating the change

20 25% Late Adopters

Interested but ... Wait and see

10 15% ChampionsAnd Pioneers

Lets get started!

1015% Active Resistors Forget it!

2025% SkepticsWait and ... I told you so!

123



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audiences [2]

39

123

1. Inform Information organisation,prioritisation & presentation2. Construct an argument Enlist support of [1] above3. Persuade and motivate Maybe communicate costs of resistance

1. Early Adopters Make/help it happen

2. Late Adopters Help/let it happen3. Skeptics Let it/stop it happening



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audiences [3]

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Make it happen... Commitment will makesystems change to make ithappen

Enrolment will dowhatever can be donewithin existing systems

Help it happen... Collaboration Doeseverything expected and more

Compliance Doeswhats expected and nomore

Let it happen... Benign apathy Is it 5oclock yet?

Grudging complianceSees no benefit, wants nochange. Not on board.

Against it happening... Non-complianceI wont doit and you cant make me!

Sabotage Propaganda,subterfuge or activehostility

LessMore



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audiences [4]

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Influencer Against ithappening

Allow it tohappen

Help ithappen

Make ithappen

1

2

3

4


C f f


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Considerations for successful

change

Session4 Implementing Change2

Documents

Transcript of Session4 Implementing Change2