Who Killed Change

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    NotesfromtheBook:

    WhokilledChange?

    Solvingthemysteryofleadingpeoplethroughchange

    ByKenBlanchard,withJohnBrittandothers, www.kenblanchard.com

    Preface:Thirteen functionsarejointly important for successof changeeffortand theyaremain

    reasonforthefailureofchangeefforts/projectundertakenbytheorganization.Inthebookthere

    arefifteenactorsdrama,inwhichinvestigationisbeingcarriedoutbyanexpert/investigator/agent

    whokilled Changeinthecompany?InthedramaChangeisassumedasapersonandSuspicionis

    onthirteenfunctionalincharge,whoarejointlyorseverallyresponsibleforhismurder

    Everydayorganizationsaroundtheworldlaunchchangeinitiativesoftenbig,expensiveones

    designedtoimprovethestatusquo.Yet60to70%ofthesechangeeffortsfail.Afewperish

    suddenly, butmany die painful, protracted death , that drain the organizations resources,

    energyandmorale.Sowhoorwhat iskillingchange?The listofthecausesofdeathmaybe

    following

    1. Culturedefinesthepredominantattitudes,beliefsandbehaviorpatternsthatcharacterizethe

    organization

    2.

    Commitment:builds

    apersons

    motivation

    and

    confidence

    to

    engage

    in

    new

    behaviours

    requiredbychange.

    3. Sponsorship: a senior leaderwho has the formal authority to deploy resources (e.g. time,

    money and people) toward the initiation, implementation and sustainability of change;

    ultimatelyresponsibleforthesuccessofthechange

    4. ChangeleadershipTeam:actively leadsthechange intotheorganizationbyspeakingwithone

    voiceandresolvingconcernsofthosebeingaskedtochange

    5. Communication:createsopportunitiesfordialoguewithchange leadersandthosebeingasked

    tochange

    6. Urgency:explainswhythechangeisneededandhowquicklypeoplemustchangethewaythey

    work

    7. Vision: paints a clear and compelling picture of future after change has been integrated

    successfully

    8. Plan:Clarifiesthepriorityofchangerelativetootherinitiativesandresponsibilities;workswith

    loosethosebeingaskedtochangetodevelopadetailedandrealisticimplementationplan,then

    todefineandbuildtheinfrastructureneededtosupportthechange

    9. Budget: analyze proposed changes from a financial perspective to determine how best to

    allocatelimitedresourcesandensurehealthyreturnoninvestment

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    10.Trainer:provides learningexperiences toensure thosebeing asked to changehave the skills

    neededtofollowthroughwiththechangeandsucceedinfutureorganization

    11. Incentive:recognizeand/rewardpeopletoreinforcedesiredbehaviorsandresultsthatenable

    change

    12.Performance management: set goals and expectations regarding behaviors and results that

    enable change , tracks progress towards the goals and expectations, provides feedback and

    trainingandformallydocumentsactualresultsversusdesiredresults

    13.Accountability: follows throughwithpeople toensure theirbehavior sand resultsare in line

    withagreedupongoalsandexpectationsand that leadersarewalking the talk,and institutes

    consequenceswhenbehaviorsorresultsareinconsistentwiththosethatenablechange

    Suspect#1:

    Culture

    QuestionofinvestigatorandanswerbyCulture

    QWherewereyouyesterday?A Iwashere.Iamheremostallthetimes.

    QDidyouvisitanydepartments?A Imakemyrounds.Iamineverydepartmentmosteveryday.

    QHowwouldyoudescribeyourrelationshipwithChange?A Discreet,Changesroleisdesignedto

    behighprofile.Culturesrolehasalwaysbeentodefinethebeliefsthatguidehowweoperate in

    organization,likeacompassthatpointsinadirection.Changewantstouseorganizationalvaluesto

    leverage

    to

    accomplish

    desired

    result.

    Acronym

    VALUE

    stands

    for:

    V is for very efficient. To reachourbusiness goals ,wemustoperate in amanner that is very

    efficient.Wehavetoallocateresourcesandcontrolourcosts

    A is for customer focus.Wehavemany customers andwehave toprovide eachof themwith

    highestlevelofservice

    LisforlotsofTeamwork.Wecanachievemorebyworkingasateam,whichbelievesnooneofus

    isassmartasallofus

    Uisforunderstanding.Atthecoreofunderstandingislistening.Eachindividualwillbringapointof

    viewto

    asituation

    or

    opportunity.

    By

    listening

    and

    understanding

    all

    points

    of

    view

    ,we

    will

    make

    betterdecision

    E is for excellence. The productsis stakeholders livelihood. Anything less than excellent is

    unacceptable

    Q Values you speak is loud and clearbut there isdisconnectbetween thosevaluesandwhat is

    actuallygoingon?A Myjobistolaygroundworkandpointtoadirection.Idonotcontrolwhether

    individualsorteamslivebyourvalues

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    Suspect#2:Commitment

    QuestionofinvestigatorandanswerbyCulture

    Q Tellmealittleaboutyourself?

    A I wear severalhats,tocratebuyinforchangesweemploy.

    Q HowyouworkwithleadershipinregardtoChange?

    A Theemployeeshavefairlypredictableconcernswhenweintroduceanewchange.Ifwedonot

    address to those concerns, the success of change drops dramatically.When change is first

    introduced, everybody seems to needmore information. Theywant to hearwhy they need

    change.I workwithearnesturgencyonthat.Theyalsohavepersonalconcernswhowouldnot

    wonderiftheywillwinorloosewhensomeoneannouncesachange?Whetherleadershiplikes

    itornot ,employeesdonotbuy intoachangeuntiltheyunderstandhow itmayaffectthem.

    Wemustbeabletocreateapictureofchangeandhelppeopleseewhatitwilllooklike.After

    changehasbeen thereawhile, theemployeeswonderwhetherornotChange can reallybe

    integrated.Eventually,employeeshaveconcernsaboutwhethereveryonewillbeabletotruly

    worktogether.

    Q Despiteallyourpassion,Icouldnothelpthinkingthatyourcolleguesmightnotbetotallyon

    boardwiththelessonsyouhavelearned?

    Ans Weareabitdysfunctionalhere.Academically,theyunderstandthatpeoplearemuchmore

    likelytobuyintoaChangewhentheyareinvolvedintheplanningandhaveanopportunityto

    influencedecisions.The leadersandmanagersarejustnotcommittedtoconsistentlyapplying

    theknowledge.Andtheyfoolthemselvesintothinkingouremployeesdonotseewhatisgoing

    on.

    ReflectionsonCultureandCommitment: InvestigatorthoughtWhenthereisdisconnectbetween

    stated values and theway an organization actually operates, the values posted on thewall are

    disregarded.Employeesbecomeskeptical(a person inclined to question or doubt accepted opinions),

    evencynical(concerned only with ones own interests and disregarding accepted standards to achieve

    them),about leaderswhosayonethinganddoanother.Therealcultureandvaluesalwaysspeak

    louderthanthestatedones.Changeleaderswouldhavebeenbetteroffspendinghistimetryingto

    understand and align himselfwith the real culture and values of the organization than seeking

    advicefrom

    organization

    culture

    unit.

    Despite

    his

    passion,

    commitment

    was

    not

    able

    to

    convince

    the leaders of the organization to act on his knowledge. As a result, the people left out of

    influencingChange remindedtheleadersthattheycouldderailorkillhim.

    Investigatorhadquestioninhismind

    DidChangeunderstandCulturewellenoughtoalignwithherortrytochangeher?

    Did the senior leadersunderstand thatwhile it is true thatdecisions canbemade faster

    whenfewerpeopleareinvolved,suchdecisionsdonotusuallytranslateintofaster,better

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    or more sustainable integration of Change because there is no commitment without

    involvement?

    DidthoseleaderswhoknowalotaboutCultureandCommitmentdoeverythingtheycould

    dotohelpChangebecomerealpartoftheorganization?

    Suspect#3:Sponsorship:

    Investigatorquestiontosponsorshipandreplies:

    QWhat do you do here in the organization?A Oneof themainjobs I have is to be executive

    sponsorofChangesmajorefforthereandensurewehaveaChangeLeadershipTeamthatworks

    well together.What Imean is that forChange tohaveamajor successatmyorganization, there

    mustbe

    one

    person

    someone

    in

    an

    influential

    position

    who

    takes

    what

    Icall

    ownership

    of

    Change.

    To that end , our organization is structured so that I am the one towhommost departments

    eventually report. Granted, I have directors and managers who take care of the day to day

    operations.IfIendorse,shallwesay,aproject,staffmembers,knowthatitisgoingtohappenone

    wayoranother.

    Investigatornotedsponsorshipsdiscourse,heusedIsixtimesinsixsentences

    Q whataboutyourprofessionalrelationshipwithChange?A Certainlyatthesemeetings Iwould

    putChangefrontandcenter.IwouldleavenodoubtinanyonesmindthatIwasbehindChangeone

    hundred

    percent

    Q Thenyouwould letyourdirectorsandmanagerstake itfromthere?A well,Yeah.Todealwith

    ChangeisoneofthethingsIpaythemfor

    Investigatorsaid LookyoucannotexpectChangetobesuccessfulbasedonputtinghimfrontand

    centerinfewmeetings!Youareoverestimatingthepowerofyourwords.Assponsorship,youmust

    domorethan introduceChange.Youmustbevisibleandsupportivewaybeyondthe introductory

    meetings.Youractionsaremuchmorepowerfulthanyourwords.Youmustremainconnected to

    Changethroughoutthechangeprocess

    Sponsorship

    said:

    I

    never

    thought

    that

    much

    about

    what

    I

    had

    to

    do

    to

    help

    Change

    succeed,

    I

    thoughtthatbecauseofmyposition intheorganization,Icouldgetpeopletobuy intoChangeby