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FACILITATING CHANGE
SHRM ATLANTA WEBINAR
STUART SMITH, SPHR, CMF
“The trouble with the future is that it usually arrives before we are ready for it”
Arnold H. Glaslow
FACILITATING CHANGE – OVERVIEW
Getting Started
“Change Happens” – the certainty of uncertainty
Facilitation – “to make easy” Why “facilitation?”
The roles of a change management facilitator
Change management work to be facilitated
Closing Questions
Resources and next steps
GETTING STARTED
“It must be remembered that there is nothing more difficult to plan, more uncertain of success, nor more dangerous to manage than the creation of a new order of things. For the initiator has the enmity of all who would profit by the preservation of the old institutions, and merely lukewarm defenders in those who would gain by the new ones.” -- Machiavelli, The Prince, 1513
GETTING STARTED
Dialing into radio station – WIIFM
What is your “change challenge” that is most difficult to address?
Type into dialog box on the Dashboard and I will try to address in presentation
At anytime –
Feel free to type in a question
A little about me . . .
THE COST AND TOLL
Change Management – the Challenge(s)
It is estimated that $___ will be spent on change efforts each year
Change failure rates range from ___% to ___%
Of the change projects that are completed ___% of the
“functionality” is cancelled, unused or underused
___% of change projects that are terminated early, installed and then
abandoned, installed simultaneously with another change causing
confusion
CHANGE HAS CHANGED THE CERTAINTY OF UNCERTAINTY
B C
A
Adapted from ODR, Inc. Copyright 1995
CHANGE HAS CHANGED THE CERTAINTY OF UNCERTAINTY
Adapted from ODR, Inc. Copyright 1995
Ra
te o
f A
ccele
rati
on
90s 2010
The Combined Effect Produces
A Highly Turbulent Work
Environment.
CHANGE IS PERSONAL
Adapted from William Bridges, © 1990
Denial Commitment
Resistance Exploration
External / Environment
Internal / Self
CURRENT FUTURE
“A TALE OF TWO CITIES”
Installation Goals
Activities
Schedules
Easy to measure
Only the impetus for
change
Realization Goals
Desired results – why the
change was needed
Takes more time than
expected
Unmeasured and un-
measurable – unknown
and unknowable
The real change to include
the increased ability to
change
“WHAT’S TAKING SO LONG”?
Adapted from ODR, Inc. Copyright 1995
Executive Senior Managers Front Line Front Line
Team Managers Supervisor
Commitment
Exploration
Resistance
Denial
Awareness
Current Date?
KOTTER – EIGHT REQUIREMENTS FOR
SUCCESSFUL CHANGE
Establish a Sense of Urgency
Create the Guiding Coalition
Develop a Vision and Strategy
Communicate the Change Vision
Empower Employees for Broad-based Action
Generate Short-term Wins
Consolidate Gains and Produce More Change
Anchor New Approaches in the Culture
Adapted from John Kotter, HBS © 1996
ROLES IN A CHANGE PROCESS
Adapted from ODR, Inc. Copyright 1995
Sponsor - Individual/group who legitimizes the change
Change Agent (FACILITATOR) - Individual/group responsible for implementing the change
Advocate - Individual/group who wants to achieve a change but does not possess legitimization power
Targets - Individual or group who must actually change
“TO MAKE EASY”
FACILITATION
THE EFFECTIVE FACILITATOR
What is a facilitated session?
A facilitated session is a highly structured meeting in which the facilitator guides the participants though a series of pre-defined steps to arrive at a result that is created, understood and accepted by all participants
The Effective Facilitator
15
The Effective Facilitation Methodology
THE EFFECTIVE CHANGE MANAGEMENT
FACILITATOR
Roles, Qualities and Skills
Knowledgeable Facilitator – knows facilitation tools, processes and techniques AND change management, organizational development, quality, leadership, the organization, culture . . .
Persistent – “last one to quit”, gives the energy that is needed by the group
Paternal – understands group dynamics, shows empathy, objective, fair and firm, praises
Intuitive – can see, sense and feel what is not observable
Present – focused and in the moment
Referee– manages dysfunction
Task Master – absolute focus on objectives, time, task standard
Active listener – able to understand the words and the meaning
THE SPONSOR INTERVIEW
“HIGHLY STRUCTURED MEETINGS”
CHANGE MANAGEMENT
The Sponsor Interview Vision
Realization vs. Installation
Barriers and success factors
Skills required Asking great questions
Consultative Selling
Products Change Charter
THE EFFECTIVE CHANGE FACILITATOR
SPONSOR INTERVIEW
The 5 P’s:
PURPOSE – Why are we having this session?
PRODUCT – What do we need to have when we are done?
PARTICIPANTS – Who will be attending? What are their attitudes?
PROBABLE ISSUES – What issues will be addressed?
PROCESS – What steps will get us there?
LET’S WORK IN TEAMS!
20
“HIGHLY STRUCTURED MEETINGS”
CHANGE MANAGEMENT
The Team Launch Create, understand and accept both the change and the
need to work effectively together
Skills required Effective Facilitation
Understanding of team development and dynamics
Products Team Charter
Project Plan
Communication Plan
CHANGE MANAGEMENT
RESPONSIBILITIES AND TASKS
Role Assessment – Meetings, observations, written assessments Sponsor
Change agents
Advocates
Targets
Risk Assessments – Meeting, observations, written assessment Installation goals
Realization goals
Financial risks
Talent risks
Unintended consequence assessment
CLOSING – QUESTIONS?
RESOURCES
SHRM Atlanta and National website
Books, e-Books Leading Change – Kotter
Our Iceberg is Melting – Kotter
Managing Transitions – Bridges
Managing at the Speed of Change – Conner
Good to Great – Collins
YouTube P3 Professionals Change Drivers Bronze Age Orientation Day – Monty Python
Giraffe Kubler Ross Stages of Grief – Adult Swim
TED “How do ants know what to do?”
Email me and I’ll send you more
FACILITATING CHANGE
NEXT STEPS
The Effective Facilitator
4 Days Customized to Your Project
20% Discount for SHRM Participants = $1595
Change Management Consulting = 20% discount
30m free
8 sessions on December 20th, 2011
8 sessions on January 12th, 2012
Stuart Smith, Certified Master Facilitator
1sjsmith@bellsouth.net
770-855-4197
http://www.linkedin.com/pub/stuart-smith/0/a06/634
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