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GAPSS GAPSS andand
ChangeChange
Using A Lean Approach to Managing Change
AgendaAgenda
• Introduction to Change Management
• GAPSS process
• GAPSS individual change assessment
What is Change Management?What is Change Management?
People side of change
Change management Change management is:is:
The process, tools and techniques to manage the people-side of change to achieve the required business
outcome.
Change management Change management definitiondefinition
• The goal of change management is to help the individuals impacted by business and technical changes in their company to adapt and be successful
Current state Transition Target state
Require a Project Management approach to change the organization structure, job roles, processes and systems
Require a Change Management approach to help individuals impacted by the business and technical
changes in their company to adapt and be successful
Business & Technical Change
People change
Primary reasons for change Primary reasons for change ManagementManagement
•Manage resistance to change
•Increase probability of success
•Reduce transition time
Organizational change can be Organizational change can be represented as three states of represented as three states of
changechange
Currentstate
Transitionstate
Futurestate
How things are done today?
How to move from current to future?
How things will be done tomorrow?
The organization’s future state The organization’s future state is actually the collection of is actually the collection of
many individual future statesmany individual future states
Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Organization
Consequences of not managing the Consequences of not managing the people side of changepeople side of change
• Lower productivity• Passive resistance• Active resistance• Turnover of valued employees
Consequences of not managing the Consequences of not managing the people side of changepeople side of change
•Disinterest in the current or future state•Arguing about the need for change•More sick days•Change not fully implemented
Consequences of not managing the Consequences of not managing the people side of changepeople side of change
• People finding work arounds• People revert to the old way of doing things• The change being totally scrapped• Divides are created between ‘us’ and ‘them’
ChangeChange“Organizations don’t change - people within
organizations change.”
Any business change requires individuals to do their jobs differently to be successful
Change is not always easy! Change is not always easy!
The GAPSS ModelThe GAPSS Model
GAPSS describes the required phases that an individual will go through when faced
with change.
Our Change Management Our Change Management ModelModel
• Our process approach outlines the specific actions that a change management resource or team would take for a particular project or initiative to help individuals build Grasp, Aspire, Proficiency, Skill and Supply reinforcement
Grasp the situation
Aspire to transform
Proficiencylearned
Supply reinforcement
Skill applied
Change with Engagement
GAPSS model
The GAPSS ModelThe GAPSS Model
GAPSS is a foundational tool for understanding “how, why and when” to use different change management tools.
The five building blocks of The five building blocks of successful changesuccessful change
Grasp the situation
Aspire to transform with change
Proficiency learned
Skills applied with desired behaviors
Supply reinforcement to sustain the change
The The GAPSSGAPSS Model ModelGrasp the situation
of the need for change.• What is the nature of the
change?• Why is the change
happening?• What is the risk of not
changing?
The The GAPSSGAPSS Model ModelAspire to
transform with change
Think about the change your team is working on currently .
Write a number 1 – 5 on the Post-It note to indicate your Awareness of this change.
The GAPSS ModelThe GAPSS ModelProficiency
learnedto support the change.
• Personal motivation to support the change
• Organizational drivers to support change
The GAPSS ModelThe GAPSS ModelSkill applied with desired
behavior
Think about the change your team is working on currently .
Write a number 1 – 5 on the Post-It note to indicate your Desire for this change.
The GAPSS ModelThe GAPSS ModelGrasp the situation
on how to change.• Knowledge, skills and
behaviors required during and after the change
• Understanding how to change
The GAPSS ModelThe GAPSS ModelGrasp the situation
Think about the change your team is working on currently .
Write a number 1 – 5 on the Post-It note to indicate your Knowledge needed to implement this change.
The GAPSS ModelThe GAPSS Modelto implement new skills.
• Demonstrated ability to implement the change
• Barriers that may inhibit implementing the change
Aspire to transform with change
The GAPSS ModelThe GAPSS Model
Think about the change your team is working on currently .
Write a number 1 – 5 on the Post-It note to indicate your Ability to implement this change.
Aspire to transform with change
The GAPSS ModelThe GAPSS Modelto sustain the change.
• Mechanisms to keep the change in place
• Recognition, rewards, incentives, successes
• Leaders to model the desired behaviors
Supply reinforcement
The GAPSS ModelThe GAPSS Model
Think about the change your team is working on currently .
Write a number 1 – 5 on the Post-It note to indicate your feeling of Reinforcement for this change.
Supplyreinforcement
Connecting GAPSS and the current, Connecting GAPSS and the current, transition and future states.transition and future states.
Current Transition Future
G A P S S
GAPSS Gap Model
Change
Confusion
Resistance
Fear/Anxiety
Frustration
Backsliding
Grasp
Grasp
Grasp
Grasp
Grasp
Aspire
Aspire
Aspire
Aspire
Aspire
Proficiency
Proficiency
Proficiency
Proficiency
Proficiency
Skills
Skills
Skills
Skills
Skills
Supply
Supply
Supply
Supply
Supply
Developing corrective actions Developing corrective actions with GAPSSwith GAPSS
If the gap is: Corrective actions:
Grasp the situation Management communicates about the business reasons for change (why, risk of not changing, drivers of change); Face-to-face communications with immediate supervisors about how the change impacts you directly is what should occur
Aspire to transform the to the desired change
Look for pockets of resistance and identify the root cause; discuss your desire for resisting the change
Developing corrective actions Developing corrective actions with GAPSSwith GAPSS
If the gap is: Corrective actions:
Proficiency learned
Training on how to change and the skills needed after the change
Skills applied On-the-job training and job aides to support the new behaviors; Coaching by supervisors; Troubleshooting
Supply reinforcement
Messages by senior leaders and supervisors that the change is here to stay; Individual coaching sessions to identity gaps
Applying GAPSS:Applying GAPSS:Not everyone moves through change Not everyone moves through change
at the same paceat the same paceChange with one
person… Or five people… Or twenty people…
Or 1000 people…
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Group Activity