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CHANGE MANAGEMENT
MODULE 1
SETTING THE CONTEXT
Module 1Part 1
The Change / Learning Process
How does learning / change begin?
• Disconfirmation – information that things are not working, expectations are not
being met creates…
• Survival anxiety or guilt. The fear, shame or guilt associated with not learning
something new. But the prospect of learning something new creates…
• Learning anxiety. The feelings associated with an inability or unwillingness to
learn something new because (1) it requires unlearning and temporary
incompetence, (2) loss of power or status, (3) loss of group membership, (4) loss
of identity.
• Hence resistance to change.
Basic proposition about learning
• Survival anxiety must be > learning anxiety.
• Learning method 1: Escalate survival anxiety until it is greater than learning anxiety.
• Learning method 2: Reduce learning anxiety until it is less than survival anxiety – create “psychological safety”.
How to reduce learning anxiety and create “psychological safety”
• Involve the “change targets” in all the steps of the learning process.
• Provide a vision of a path.
• Provide a safe environment for learning (practice field).
• Provide the time and resources necessary for learning.
• Provide first steps and a direction.
• Work in groups.
• Provide coaching and help.
• Reward small steps in the right direction.
• Work in a supportive climate (norms that support error embracing).
CHANGE MANAGEMENT INTERVENTIONS AIM TO CREATE PSYCHOLOGICAL SAFETY
What is Change Management?
• Gaining a mutual understanding of what we think
Change Management is…
Discussion of the key concepts
• Conscious / unconscious
• Primary / secondary process
• Strategic Improvisation
• Dialogue
Module 1Part 2
The Change Consultant
What is a change consultant?
• What characteristics underpin the role that we have to
perform?
• What function do we perform in organisations?
• What is our strategic relevance in organisations?
The different helping roles:
1. The Expert (Information Power)
2. The Doctor (Diagnostic Power)
3. The Process Consultant (Process Power)
The strategic goals of process consultation
1. Provide help i.e. create a situation where the client will get
help.
2. Create a situation in which information will surface that will
permit both consultant and client to understand better what
may be going on – “diagnostic intervention.”
3. Create a situation in which the client will at all times feel
ownership of the problem. Client and consultant become an
intervention team.
Ten Principles of Process Consultation
1. Always try to be helpful.
Obviously if I have no intention of being helpful and working at it, it
is unlikely to lead to a helping relationship. In general, I have
found in all human relationships that the intention to be helpful is
the best guarantee of a relationship that is rewarding and leads to
mutual learning.
Ten Principles of Process Consultation
2. Always stay in touch with the current reality.
I cannot be helpful if I cannot decipher what is going on in me, the
situation and in the client.
Ten Principles of Process Consultation
3. Access your ignorance
The only way I can discover my own inner reality is to learn to
distinguish what I know, from what I assume I know, from what I truly
do not know. It is generally most helpful to work on those areas
where I truly do not know. Accessing is the key, and I must make an
effort to locate within myself what I really do not know by scanning
my own inner database and gaining access to empty compartments.
If I truly do not know the answer, I am more likely to sound
congruent and sincere when I talk about it.
Ten Principles of Process Consultation
4. Everything you do is an intervention.
Just as every intervention reveals diagnostic information, so does
every interaction have consequences for both the client and for
me. I therefore have to own everything I do and assess the
consequences to be sure that they fit my goals of creating a
helping relationship.
Ten Principles of Process Consultation
5. The client owns the problem and the solution.
My job is to create a relationship in which the client can get help.
It is not my job to take the client’s problems onto my own
shoulders, nor is it my job to offer advice and solutions in a
situation that I do not live in myself.
Ten Principles of Process Consultation
6. Go with the flow.
In as much as I do not know the client’s reality, I must respect as
much as possible the natural flow in that reality and not impose my
sense of flow on an unknown situation. Once the relationship
reaches a certain level of trust, and once the client and helper
have a shared set of insights into what is going on, flow becomes
itself a shared process.
Ten Principles of Process Consultation
7. Timing is crucial.
Over and over I have learned that the introduction of my
perspective, the asking of a clarifying question, the suggestion of
alternatives, or whatever else I want to introduce from my own
point of view has to be timed to those moments when the client’s
attention is available. The same remark uttered at two different
times can have completely different results.
Ten Principles of Process Consultation
8. Be constructively opportunistic with confrontive
interventions.
When the client signals a moment of openness, a moment when his
or her attention to a new input appears to be available, I find I seize
those moments and try to make the most of them. Those moments
occur when the client has revealed some data signifying readiness
to pay attention to a new point of view.
Ten Principles of Process Consultation
9. Everything is a source of data; errors are inevitable –
learn from them.
No matter how well I observe the above principles, I will say and do
things that produce unexpected and undesirable reactions in the
client. I must learn from them and at all costs avoid defensiveness,
shame or guilt. I can never know enough of the client’s reality to
avoid errors, but each error produces reactions from which I can
learn a great deal about my own and the client’s reality.
Ten Principles of Process Consultation
10. When in doubt, share the problem.
Inevitably there will be times in the relationship when I run out of
steam, don’t know what to do next, feel frustrated, and in other ways
get paralyzed. In situations like this, I find that the most helpful thing
I can do is to share my “problem” with the client. Why should I
assume that I always know what to do next? In as much as it is the
client’s problem and reality we are dealing with, it is entirely
appropriate for me to involve the client in my own efforts to be
helpful.
Module 1Part 3
The Facilitator
The Facilitator Functions
• Preparing
• Determining the group’s focus
• Fostering trust
• Assessing group process & providing feedback
• Keeping communication channels open & exposing
tension
• Managing conflict
• Concluding
The Metaskills of the Facilitator
• Compassion
• Mindfulness
• Neutrality / Following the Process
• Detachment / Dual Awareness
• Playfulness
• Beginners Mind / Humility
• Patience
Facilitation techniques
• Using the flipchart effectively
• Sorting the field
• Noticing silent participants
• Climate report
• Checking in
• Reflective listening
Module 1Part 4
The Solution Finder
Problem Solving - Edward de Bono’s Six Thinking Hats
White HatFacts, Information
Data
Red HatFeelings, Hunches
Intuition
Black HatCautions, Problems
Difficulties
Yellow HatBenefits, Values
Positives
Green HatIdeas, Alternatives
Possibilities
Blue HatProcess Control
Thinking about Thinking
Problem Solving - Levels of Thinking
7 Creative Wisdom
6 Joy / Passion
5 Perspective
4 OK with negative stress
3 Negativity / Unhappiness
2 Paralyses
1 Tormented Thinker Extremely negative, Very critical, Disbelief, Anxious, Neurotic, Life is unbearable, Aggressive, Withdrawn, No way out, Warped idea of reality
Lethargic, Mind does not get body going, Do things slowly, Can’t cope with situation/life, Leaves things to other people, Puts life on hold, Lazy, Procrastinates, Moves into tormented state
Unhappy, Habit forming, Finds fault, Critical, Negative conversation, Complaining, Revue minor perspective,Not action orientated, Problem centered, Lacks trying, Does not smile, Stereotypes
Stand back, Contemplates, Sees bigger picture
Enjoys life, Enjoys environment, Enjoys people interaction, Seeks enjoyment, Avoids passion killers
Knowledge, Experience, Know - how, Ultimate Perspective, Open - minded, Awakens joy in others, Understand levels of thinking
Rationalises, Blames others, situation, Happens to all of us, We all go of the rails at times, We are all alike
The concept of Mental Models
“Mental models are deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting.
Very often we are not aware of our mental models or the effects they have on our behaviour.” (Peter Senge)
The concept of Systems Thinking
Systems thinking is a discipline for seeing problems holistically and for understanding how systems create patters and events we see around us.
The Advocacy / Inquiry Matrix
Advocacy
InquiryLow High
High
Explaining
Imposing
Mutual Learning
Over Engaging
Observing
Withdrawing
Interviewing
Interrogating
Types of Active / Inquiry Questions
Pure Exploratory InquiryPrompt the story and listen carefully and neutrally.
• Use silence and encouraging body language
• Tell me what is going on.
• What is happening?
• Describe the situation.
• Tell me more.
• Go on.
• Can you give me some examples of that?
• Can you give me some of the details of what went on?
• When did this last happen?
Types of Active / Inquiry Questions
Exploratory Diagnostic InquiryStart to identify the issues i.e. diagnosing.
Exploring emotional responses: • How did you feel about that?
• What was your reaction?
• How did others feel and react?
Exploring reasons for actions and events:
• Why do you think you did that?
• Why do you think that happened?
• Why do you think the other person did that?
Exploring actions, past, present and future:
• What did you (others) do about that?
• What are you going to do?
Types of Active / Inquiry Questions
Confrontive InquiryShare own ideas and “force” the client to think about the
situation from a new perspective.
• Did you confront him / her about that?
• Could you have done the following…?
• Have you thought about doing…?
• Did it occur to you that he / she did that because they were anxious?
• Have you considered these other options?
• Have you considered the possibility that you overreacted?
• Did that not make you feel angry / anxious / elated etc?
Module 1Part 5
Organisational and Business Context of Change
Deciphering the organisational and business contexts of change
• World-wide demographics
• Workforce demographics
• Technological advances
• Social trends
• Changes in ownership
• Natural shocks
• Political ramifications
• Competition
• Internal changes
Discussion regarding organisational and business contexts of change
• What have been some major change initiatives that
you have seen implemented in organisations?
• How successful would you gauge them to have been?
• Have you ever been a change consultant / on an
organisational change team?
• What were the changes you were implementing and
how successful were you?
MODULE 2
GENERIC
CHANGE TOOLS & TACTICS
Module 2Part 1
Change Management Methodology
In business improvement projects …In business improvement projects …
Change Change ManagementManagementis about ……is about ……
Change Management Methodology Model
RESULTS
Improved State
Transition State
Current State
Leading Change
Changing Systems and Structures
Creating a Shared Need
Mobilising Commitment
Making Change Last
Monitoring Progress
Shaping a Vision
Module 2Part 2
Generic
Change Tools & Tactics
Change Management Methodology Model
RESULTS
Improved State
Transition State
Current State
Leading Change
Changing Systems and Structures
Creating a Shared Need
Mobilising Commitment
Making Change Last
Monitoring Progress
Shaping a Vision
Leading Change
Why bother?
• Strong committed leadership is critical to accelerating change
• Leadership impacts all other change processes
• Leaders must play varied roles
Overview
Leading Change
Tools and tactics include :
• Sponsorship strategy
Tools and Tactics
Leading Change
Sponsorship strategy :
• What is a sponsor?
– A person with the influence or responsibility to ensure that the change outcomes are delivered.
– A sponsor has responsibility for initiating and sustaining change.
• The purpose of a sponsorship strategy is to:
– Identify the sponsors
– Establish sponsor responsibilities
– Build commitment of sponsors regarding the change process.
– Highlight barriers to successful sponsorship.
Tools and Tactics
Leading Change
Sponsorship strategy :
• Sponsor responsibilities might include the following:
– DEMONSTRATE SUPPORT FOR THE CHANGE through words, actions and decisions.
– SET A CHALLENGING PACE for the change program.
– BE RESPONSIVE – to employees, customers and peers.
– MEET REGULARLY WITH YOUR PEOPLE in order to show support, gain understanding and listen.
– RAISE CONCERNS AND ASK QUESTIONS early in the transition process.
– COMMUNICATE UPDATES on a regular basis.
– IDENTIFY AND RESOLVE POTENTIAL “HOT SPOTS”.
Tools and Tactics
Leading Change
Sponsorship strategy :
• Sponsor action plan might include the following:
Tools and Tactics
Sponsor Event DurationDeveloped
ByDelivered
ByTiming Message
Primary Objectives
Dept Head
Etc…
Sponsor Session
1 hour Change Consultant
Dept Head, Change Consultant
To co-incide with beginning of new project phase
• Project changes
• Identify hot spots
• Obtain commitment
Leading Change
To what extent do our change leaders :• Create a personal role for themselves in leading the change
process?
• Identify the key priorities and a critical path for the change?
• Create a clear picture of “where we want to get to”.
• Create a culture that will promote the desired behaviours?
• Refine rewards, measures and feedback systems to reinforce behaviours?
• Mobilise a network of committed change sponsors and agents?
• Coach and counsel key stakeholders throughout the change process?
• Identify and remove barriers that impede the change process?
Assessment
Leading Change
Change efforts can potentially derail when :
• They fail to establish and clarify the key change roles of Sponsor.
• Leaders fail to engage in behaviours necessary for change.
• They lack quantifiable measures for establishing Sponsor accountability.
• There are competing demands for sponsor time and resources.
• Short term issues take priority over long term focus of “big picture” goals.
• Sponsors object to change initiatives, Not all sponsor will 100% support the change process.
Pitfalls
Change Management Methodology Model
RESULTS
Improved State
Transition State
Current State
Leading Change
Changing Systems and Structures
Creating a Shared Need
Mobilising Commitment
Making Change Last
Monitoring Progress
Shaping a Vision
Creating a Shared Need
Why bother?
• Forces any resistance or apathy to be addressed head-on.
• Validates why the project is important and critical to do.
• Builds momentum needed to get the change initiative launched.
Overview
Creating a Shared Need
Tools and tactics include :
• The Change implementation process and the change blueprint
Tools and Tactics
The Process of Change Implementation
Information Gathering
Information Assessment
Information Dissemination
Information Monitoring, Stabilisation and Feedback
CHANGE OBJECTIVES
CHANGE OVERVIEW
CHANGE BLUEPRINT = IMPLEMENTATION PLAN
CHANGE IMPLEMENTATION
Change Objectives
• Requires considerable evaluation of the organisation's
current position.
• What you are hoping to achieve by the change
process: a clear understanding of the change
objectives
• Are the changes compatible with the organisation’s
current systems and processes?
CHANGE OBJECTIVES
CHANGE OVERVIEW
CHANGE BLUEPRINT = IMPLEMENTATION PLAN
CHANGE IMPLEMENTATION
Information gathering
Industry Benchmarking
Information Sources
Market Knowledge
Internal information gathering
Media
Personal Experience
Previous change
attempts
Info teams
Key Areas:
Cultural fit
Strategic fit
Synergy Potential
Management fit and style
Corporate demographics
Structural fit
YCHANGE OBJECTIVES
CHANGE OVERVIEW
CHANGE BLUEPRINT = IMPLEMENTATION PLAN
CHANGE IMPLEMENTATION
GATHER
ASSESS
TELL
Change Overview
• Takes generic change objectives and applies them to
the situation
• Clarifies how the change objectives are going to be
met
• Serves as a practical reminder of what the
organisation is attempting to achieve
• Acts as a bridge between the objectives and the
operational blueprint.
CHANGE OBJECTIVES
CHANGE OVERVIEW
CHANGE BLUEPRINT = IMPLEMENTATION PLAN
CHANGE IMPLEMENTATION
Employee Input Affected employees know more about their company/function Opportunity to motivate Most successful if well done Employees must live with decisions
Prolongs uncertainty Longer and slower process Affected parties may not trust the change agent Carnage if done poorly
Immediate Approach Less uncertainty Quicker process Greater clarity and certainty of
action
May make wrong decisions No affected employee
participation Requires detailed, thorough
planning
Delayed Approach Greater knowledge of the changes
necessary Opportunity to motivate and involve
affected employees
Prolongs uncertainty Longer and slower process Longer for results to show
Key Operational Decisions
Addressing cultural issues
Assessing the change
situation
Resource Decisions
Employee participation
Speed of imple-mentation
YCHANGE OBJECTIVES
CHANGE OVERVIEW
CHANGE BLUEPRINT = IMPLEMENTATION PLAN
CHANGE IMPLEMENTATION
GATHER
ASSESS
TELL
“One off” financial costs e.g. Implementation costs Redundancy expenses System harmonisation Capital expenditure
Continual financial costs
Human resources costs
Manifest in differences in: Work legislation Attitudes/ behaviours Working practices Management style Company procedures
Imposed decisions Less uncertainty Decision makers are a known quantity No arguments or politics
May make wrong decisions Can seriously demotivate Requires detailed, thorough planning
Change Blue Print
• Reduces overview into task specific actions
• Serves as the basis for the post-change
implementation plan by determining:
– What – action to be taken
– When – the timescale for change
– Who – is to be affected and who is to be responsible for
leading the changes
– How – the actual blueprint
– Why – the logic behind the actions taken
CHANGE OBJECTIVES
CHANGE OVERVIEW
CHANGE BLUEPRINT = IMPLEMENTATION PLAN
CHANGE IMPLEMENTATION
Communications Strategy
YCHANGE OBJECTIVES
CHANGE OVERVIEW
CHANGE BLUEPRINT = IMPLEMENTATION PLAN
CHANGE IMPLEMENTATION
GATHER
ASSESS
TELL
StrategyChann
el Timing
Content
(style, coverage, source)
Implementation plan and techniques
• Implementation is reliant on:– Prior employee knowledge of change
– Employees being comfortable with their role in the change via communication
– The enactment of the change process
– The alignment in systems and processes of the ultimate changes
• Techniques include:– Change co-ordinator or manager
– Change team
– Steering committee
– Information gathering teams
– Working committees
– External specialists / facilitators
CHANGE OBJECTIVES
CHANGE OVERVIEW
CHANGE BLUEPRINT = IMPLEMENTATION PLAN
CHANGE IMPLEMENTATION
Creating a Shared Need
1. Are all members of the project team aligned in terms of the need to change?
2. Have we framed the need for change in such a way to reflect the concerns of customers and key suppliers?
3. Would each team member deliver essentially the same “message” regarding the need for change if asked by someone outside of the team?
4. Who are the key constituencies affected by this initiative, and how much importance does each give to the initiative?
5. How can we help others increase their sense of the need for change?
Assessment
Creating a Shared Need
Change efforts can potentially derail when they :
• Fail to check for alignment and build true consensus.
• Assume the need for change in obvious.
• Fail to frame the need for change in a meaningful way
• Assume that when others fail to appreciate the need for change, its “their” problem.
• Fail to search beneath the surface for root causes.
• Underestimate the resistance to change.
Pitfalls
Change Management Methodology Model
RESULTS
Improved State
Transition State
Current State
Leading Change
Changing Systems and Structures
Creating a Shared Need
Mobilising Commitment
Making Change Last
Monitoring Progress
Shaping a Vision
Shaping a Vision
Why bother?
• Visions paint a picture that appeals to both the “head” and the “heart” and answer the question “Why change?”
• Visions help create shared meaning and thereby help gain genuine commitment from all.
Overview
Shaping a Vision
Tools and tactics include :
• Facilitating a visioning session
Tools and Tactics
Shaping a Vision
Facilitating a visioning session :
• Prior to session – interview key stakeholders.
– What is working?
– What is not working?
– Look at what our competitors are doing and ask ourselves, “What can be learned from this?”
Tools and Tactics
Shaping a Vision
Facilitating a visioning session :
• Facilitating the session (2 days).
– Start with the end – brainstorm loosely what the future state looks like in as much detail as possible – blue sky thinking.
– Use visualisation techniques to envision daily life scenarios once change is achieved.
– Design a dream using the language of:
o What we do
o What we sell
o Who we are
– Discuss feedback from key stakeholder interviews.
Tools and Tactics
Shaping a Vision
Facilitating a visioning session :
• Facilitating the session (2 days).
– Engage in rigorous self examination. Look at the relevance / effectiveness / efficiency of:
o Our purpose
o Our people
o Our processes
– Develop a mission i.e. saying in a given time frame, what do we want to be?
– Identify and explore values and philosophies which will change the way people think and feel and which will guide our interactions through the change process.
– Identify first steps – processes, forums etc. to instigate the change process.
Tools and Tactics
Shaping a Vision
To what extent :
• has a vision be clearly articulated for the project?
• is the vision simple and straightforward?
• is the vision motivating and energising?
• is the vision shared and understood across the business?
• is the vision actionable?
and finally,
• How aligned is the team around the vision?
Assessment
Shaping a Vision
Change efforts can potentially derail when :
• Everyone has their own vision, and no effort is made to gain alignment.
• Vision statements remain at such a “lofty” level that one one pushes back.
• The vision changes too often, or conversely, is so rigid that others feel excluded.
• The vision fails to reflect the interests and needs of customers &/suppliers.
• The vision is too complex to be easily understood or translated into day-to-day behaviours.
Pitfalls
Change Management Methodology Model
RESULTS
Improved State
Transition State
Current State
Leading Change
Changing Systems and Structures
Creating a Shared Need
Mobilising Commitment
Making Change Last
Monitoring Progress
Shaping a Vision
Mobilising Commitment
Why bother?
• Helps deliver a culture of individual accountability and daily problem solving.
• Helps create an organisation that is fundamentally more flexible and able to implement change programs quickly and efficiently.
• Helps speed up the pace of change and ensures that performance is maximised during the transition state.
Overview
Mobilising Commitment
Tools and tactics include :
• Stakeholder analysis
• Change readiness
• Communication strategy
Tools and Tactics
Mobilising Commitment
Stakeholder analysis :
• A stakeholder is anyone who is impacted by or who impacts the change.
• Can be an individual or a group of individuals with similar stakes in the change.
Tools and Tactics
Mobilising Commitment
Stakeholder analysis :
• Stakeholder analysis is a starting point for understanding the change readiness of key stakeholder groups.
• By understanding the requirements, and readiness gaps of key stakeholder groups, we are better equipped to plan and implement appropriate change interventions.
Tools and Tactics
Mobilising Commitment
Stakeholder analysis :
• Stakeholder analyses are best conducted by way of a 2 hour brainstorming session.
• Steps to be followed include:
– Explain your role.
– Explain the purpose of the session.
– Explain outcomes i.e. next steps for assessing appropriate change interventions.
– Ask: What is the end-to-end nature of the change? This helps to identify who is impacted by it.
– Complete stakeholder analysis tool. Draw the table on a whiteboard. Work your way across the table as directed.
Tools and Tactics
Mobilising Commitment
Stakeholder analysis :
• Stakeholder analysis template
Tools and Tactics
Stakeholder Group Nature of Stakeholding Rate Rank
Stakeholder Group 1• What is the complete list of
stakeholders that impact or are impacted by the change?
• Does the stakeholder group need to be broken down into subgroups at this point?
- Do they have different stakes in the change?
- Is there a likelihood that they will be at varying degrees of readiness?
• What is their relationship to the change?
- Are they a customer / supplier?- Are they a part of the process?- Are they affected by the
outcomes only?- What would be their concerns
and what would the impact of their concerns have on others?
- What type of involvement would they require?
Wins
Losses
Neutral
How important is the stakeholder group to the delivery of the change?
• Critical• Important• Marginal
How would you prioritise stakeholder groups relative to one another?1 = most critical
Mobilising Commitment
Change readiness :
• Change readiness is the capacity of key stakeholders to support change in a manner that ensures that change is sustainable.
• Sustainability is achieved by facilitating the uptake along three key dimensions:
– Stages of concern, based on their degree of understanding of the change.
– Preparedness to support i.e. willingness to change.
– Ability to support, based on the development of the skills and knowledge required.
Tools and Tactics
Mobilising Commitment
Change readiness :
• The change readiness tool examines change readiness for key stakeholder groups and…
• Identifies what change interventions will be necessary to successfully guide the change.
Tools and Tactics
Mobilising Commitment
Change readiness – stages of concern :
Tools and Tactics
Stages of Concern Focus of Concern Expression of Concern
Awareness Stage (0)
Information Stage (1)
Personal Stage (2)
Management Stage (3)
Impact / Consequence Stage (4)
Collaboration Stage (5)
Refocusing Stage (6)
Little concern or involvement.
General awareness & an interest in learning more about it.
Uncertainty about demands of change.Uncertainty about decision making, potential conflicts.
Issues relating to efficiency, organisation, scheduling, time etc.
Focus is on impact of change for individuals in immediate sphere of contact.
Focus is on coordination and cooperation with others.
Focus is one of exploration of more universal benefits.
“I’m not concerned about it.”
“I would like to know more about it.”
“How will using it affect me?
“I seem to be spending all my time in paperwork.”
“How is it affecting my team?”
“I am concerned about relating what I am doing with others.”
“I have some ideas about something that will work even better.”
Mobilising Commitment
Change readiness – stages of concern :• Awareness Stage. Tactics are mainly around…
– Informing.
• Information Stage. Tactics are mainly around…– Further information and motivating.
• Personal Stage. Tactics are mainly around…– Allaying personal concerns and providing a level of support.
• Management Stage. Tactics are mainly around…– Coaching, training and development.
• Impact / Consequence Stage. Tactics are mainly around…– Involving people in shaping the change.
• Collaboration Stage. Tactics are mainly around…– Creating opportunities to use them to influence others.
• Refocusing Stage. Tactics are mainly around…– Creating opportunities for them to innovate.
Tools and Tactics
Mobilising Commitment
Change readiness – stages of concern :• Determining stage of concern is best conducted by way of a
2 hour small group session.• Steps to follow include:
– Familiarise yourself with the Stages of Concern.
– Spend time in open discussion about what their concerns are.
– Sythesise concerns on a flipchart, looking for themes.
– Refer to Stages of Concern and, together with participants, plot their stage of concern.
– Jointly discuss tactics to help overcome their concerns, using the interventions previously discussed as guidelines for suggestions.
Tools and Tactics
Mobilising Commitment
Change readiness – preparedness to support :• Gauging support is best conducted by way of a half day facilitated
small group session.
• Steps to follow include:– Explain the purpose of the session.– Get people to talk about the current change. Facilitate discussion
on:o What are the critical / core changes?
o What do you feel you are losing in the process?
o How do you feel about it?
– Facilitate discussion about object vs state loss – What can you control?
– Facilitate discussion on, “What do you need?”:o All boils down to support – “Where can you get support from?”
o List of actions / commitments.
– Put all unresolved issues into further process.
Tools and Tactics
Mobilising Commitment
Change readiness – ability to support :• Refer to elements of a training & support strategy in section
on IT Change.
Tools and Tactics
Mobilising Commitment
Change readiness :
• Change readiness plan template
Tools and Tactics
StakeholderGroup
AbilityTracking
Outcomes
As detailed in Stakeholder Analysis
• Identify the appropriate individuals to the tactic.
• Individuals can be selected because of functional expertise, organisational influence, relationship to stakeholder etc.
Stage of Concern
Preparedness to Support
Change Tactic Resp
• Not initiated• Initiated and
working• Initiated and not
working
Mobilising Commitment
Communication :• The purpose of a communication strategy is to:
– Define the objectives of the communication effort.
– Develop guiding principles for communication.
– Provide a framework for developing and implementing the communications.
– Troubleshoot possible barriers to communication and determine the appropriate solutions.
Tools and Tactics
Mobilising Commitment
Communication :Elements of a communication strategy could include:
Communication objectives• e.g. Enroll people in the change through involvement at all levels in
the organisation.
Critical success factors• e.g. Availability of resources to produce communications materials.
• e.g. Maximising the use of respected and influential people to deliver messages.
• e.g. Maximising the use of face-to-face communication.
Tools and Tactics
Mobilising Commitment
Communication :Elements of a communication strategy (cont.):
Guiding principles for effective communication• e.g. Employees should hear information from the appropriate
source.
• e.g. Communication should be two-way and face-to-face to the extent possible.
Key messages• Key messages are the themes that will underpin all communication.
Tools and Tactics
Mobilising Commitment
Change readiness :
Elements of a communications strategy (cont.):
Communications plan
Tools and Tactics
Target Audience Sender
Name of stakeholder group.
Communication Activity Message Timing
Description of:• Meeting• Presentation• Roadshow• Workshop• Teleconference• Briefing• Demo
Description of: key points to be highlighted:
• Issues & concerns• Project timeframes• Vision & direction• Feedback• Q & A• Project status• Job changes• Etc.
Specific person / role required to deliver the message.
Date for communication activity to commence.
Mobilising Commitment
Communication :Elements of a communication strategy (cont.):
Feedback mechanisms
• Feedback mechanisms are important for ensuring that communication objectives are being met and messages are conveyed in the most effective way possible.
• They provide a facility for target audience groups to communicate their concerns, thereby ensuring a two-way communication.
• Examples include:– Departmental representative– Open dialogue forums– Survey / questionnaire– Communications log (This would be a mechanism to track any
communications issues that are being identified.)
Tools and Tactics
Mobilising Commitment
Communication :Elements of a communication strategy (cont.):
Barriers to effective communication• Examples include:
– Desire to keep information secret.– Diversity of different audiences requiring different types of
information.– Lack of clear and consistent information due to the perception of the
“evolving” nature of the project.– Conflicting information from different sources.
Tools and Tactics
Mobilising Commitment
How well have you :
• Understood the needs and concerns of the people impacting or impacted by the change?
• Analysed sources of resistance?
• Developed problem solving process to resolve resistance?
• Developed tactics to help prepare the stakeholders for and support them through the change?
Assessment
Mobilising Commitment
Change efforts can derail when :
• Too little information is shared with key stakeholders.
• Too much information is shared with key stakeholders.
• They assume technical solution is sufficient.
• They don’t involve others due to time constraints.
• They underestimate human resistance to change.
Pitfalls
Change Management Methodology Model
RESULTS
Improved State
Transition State
Current State
Leading Change
Changing Systems and Structures
Creating a Shared Need
Mobilising Commitment
Making Change Last
Monitoring Progress
Shaping a Vision
Making Change Last
Why bother?• Experience shows that successful, sustained change is difficult to
achieve without attention from the entire team
• Every change initiative will compete for time, resources and attention.
• We often spend most available time on the launch of an initiative rather than its institutionalisation.
Overview
Making Change Last
Tools and tactics include :
• Forcefield analysis
• Systems and Structures worksheet
Tools and Tactics
Making Change Last
Forcefield analysis :
Tools and Tactics
ENABLERS RESTRAINERS
Making Change Last
Systems and Structures worksheet :
Tools and Tactics
Measurement
Reward
Staffing
Development
Organisational Design
Identify specific opportunities to use or modify various systems and structures to make change last
Making Change Last
To what extent have we accurately estimated :• The magnitude of the total change effort?
• The level of resistance this initiative will face?
• The amount of time required to implement the change?
• The level of clarity and alignment regarding the kind of implementation process required?
And also…• How has the change effort been integrated into other business
initiatives?
• To what extent are needed resources made available?
• To what extent have we altered (or used) existing systems and structures as “levers for change”?
Assessment
Making Change Last
Change efforts can potentially derail because of ten classic implementation pitfalls :
• Underestimating the time.
• Unexpected problems.
• Poorly co-ordinated activities.
• Competing distractions.
• Inadequate capabilities / skills of employees.
• Lack of support for the initiative.
• Unclear goals and objectives.
• Lack of involvement of Change Targets.
• Dismissing complaints outright.
• Uncontrollable externalities (life happens).
Pitfalls
Change Management Methodology Model
RESULTS
Improved State
Transition State
Current State
Leading Change
Changing Systems and Structures
Creating a Shared Need
Mobilising Commitment
Making Change Last
Monitoring Progress
Shaping a Vision
Monitoring Progress
Why bother?
• An accurate measure of the project provides focus, direction and momentum
• Corrective action can only occur if you know you are off track
• Monitoring Progress enhances you ability to reward key events and milestones, building momentum and commitment.
Overview
Monitoring Progress
Tools and tactics include :
• Characteristics of a good measurement system
• Robot system
• Status report
Tools and Tactics
Monitoring Progress
Characteristics of a good measurement system:1. Completeness: The extent to which a measure adequately measures the
phenomenon rather than only some aspect of the phenomenon.
2. Timeliness: The extent to which a measurement can be taken soon after the need to measure, rather than being held to an arbitrary date.
3. Visibility: The extent to which a measure can be openly tracked by those being measured.
4. Controllability: The extent to which a measure can be directly influenced by those being measured.
5. Cost: Whether the measure is inexpensive, making use of the data easily obtained or already being collected for some other purposes.
6. Interpretability:The degree to which a measure is easy to understand and produces data that is readily comparable to other organisations and/or time periods.
7. Importance: Whether the measure is connected to important business objectives rather than being measured because it is easy to measure.
Tools and Tactics
Monitoring Progress
Using the ROBOT system to measure:
Tools and Tactics
The robot system is a good, colourful, eye-catching technique that makes you focus on your problem areas and decide on where you have encountered
implementation pitfalls and instigate corrective strategies.
The robot system is a good, colourful, eye-catching technique that makes you focus on your problem areas and decide on where you have encountered
implementation pitfalls and instigate corrective strategies.
RED – Change not implemented at all / little progress on this objective.
YELLOW – Change has been partially implemented / some resistance occurring / installation not complete or signed off.
GREEN – Sound progress has been made on change objective and / or has been signed off as complete.
One of the easy techniques to use for the tracking of change progress is to use the robot system – or even the colours of the robot.
Monitoring Progress
Status report :
• Status reports track progress in:– Completing deliverables
– Achieving specifications – functional, technical, operational
Tools and Tactics
Monitoring Progress
Status report – effort and time:• The GANNT chart is a well-known Project Management tool for monitoring progress
against objectives. If used to its fullest potential, is regularly updated and visibly displayed, it can show true progress against implementation objectives.
Tools and Tactics
ID Task Name Duration
1 Formalise Project Charter/ Pres. GB1 day
2 Team Review? 0 days
3 Formalise Proposal LetterGB 1 day
4 Review proposal with JG / CC 1 day
5 Presentation to GB 0 days
6 Define Financial model requ'mts 1 day
7 Design and Configure Fin. Model 5 days
8 Formalise BSC Plan GB 1 day
9 Develop BSC Proposal for JM 1 day
Mark
09/04
Harry,Steve
Mark
09/13
Harry
Harry
Steve
Michael
T F S S M T W T F S S M T W T F S'01 Sep 03 '01 Sep 10
Monitoring Progress
Status report - risk:
Tools and Tactics
Category Area of ImpactDescription of Risk Level of ImpactAlternative Responses
0 = negligible impact5 = very high impact
Who does it impact?
Description of the different alternatives to be taken to mitigate the risk.
Response Taken
Description of the alternative chosen.
Comments
Monitoring Progress
Status report - issues:
Tools and Tactics
IssueNo.
Resolution
#
Issue DescriptionAction to be
TakenResponsibility
Description of the issue.
Description of identified action to be taken.
Description of when and how issue was finally resolved.
Name of individual responsible for resolution of issue.
Date Resolved
Name of individual responsible for resolution of issue.
Status
In processComplete
Monitoring Progress
1. Have we stated our objectives in concrete terms?
2. Have we translated these objectives to observable behaviours?
3. Have we set milestones that all understand and agree to?
4. Are expected results tied to external and internal goals and have we ensured that outcomes will be evident to stakeholders?
5. Are individuals and teams accountable for results?
6. Do we know which existing data will pick up progress toward our goal?
7. Have we established new ways to gather data?
8. Do we have accurate and timely baseline data to work from?
Assessment
Monitoring Progress
Change efforts can potentially derail when they :
• Want results too soon and fail to look for long-term indicators of progress.
• Assume all stakeholders know how things are going and fail to keep them informed.
• Measure only against internal issues or goals, forgetting that customers are often impacted by the change initiative.
• Don’t see how the change project is connected to other initiatives and fail to measure impact.
• Think some things are too “soft” to measure, only looking at “hard” indicators of progress.
• Simply get too busy to track progress.
Pitfalls
Change Management Methodology Model
RESULTS
Improved State
Transition State
Current State
Leading Change
Changing Systems and Structures
Creating a Shared Need
Mobilising Commitment
Making Change Last
Monitoring Progress
Shaping a Vision
Changing Systems and Structures
Why bother?
• When the way we organise, train, develop, reward, compensate, promote etc is changed, we are likely to see individual behaviour change
• Successful changes usually involve significant re-alignment of “organisational infrastructure”.
• Need to develop the capacity to change, not just the ability to change – “Can we build this change into our ongoing systems?”
Overview
Changing Systems and Structures
Changing Systems & Structures involves modifying:
1. STAFFING
2. DEVELOPMENT
3. MEASURES
4. REWARDS
5. COMMUNICATION
6. DESIGNING
ORGANISATIONS
Six Aspects
(How we acquire / place talent)
(How we build competence / capability)
(How we track performance)
(How we recognise / reward desired behaviour)
(How we use information to build and sustain momentum)
(How we organise to support the change initiative?
EXTRA DATA
Change Implementation Process Model
Twelve “Golden Rules” of implementation
Manage employee and customer expectations
Project manage and measure the process
Be seen to add value
Build on some “quick wins”
Use the line managers
Be realistic about what you can achieve personally and corporately
Manage conflict
Repeat key messages and communicate even when you think you have nothing to say
Expect strange behaviour and be ready for it
Realise everything you say and do will be scrutinised and exaggerated
Remain visible and “out of the bunker”
Keep your eye on the ball and don’t forget about your customers
The impact of change (its called resistance)
UNCERTAINTY
IMMOBILITY TO MEET/TRY OUT CHALLENGES BEYOND PERSONAL
COMFORT ZONES
UPWARD ABDICATION (Wait for direction,
Claim lack of direction)
FEAR FAILURE
FEAR CONSEQUENCES
OF NON-DELIVERY
FRUSTRATION (By seniors)
LACK OF CONFIDENCE
(Portrayed overtly and subtly)
Readiness for change
Readiness = D (Dissatisfaction) x V (Vision) x F (First steps) > R (Resistance)
D
V
F
Is there enough dissatisfaction with the current state? What is the gap between the current reality and the envisioned future?
Is there a sense of compelling vision of a highly desirable future state? To what degree is it shared? To what degree are individuals committed to the vision?
Are the first steps for making the change 'doable'?
The Change Curve
“I’m being told something I don’t like”
AWARENESS
DENIAL
“NO WAY!”
FEAR
“What will happen to me?”
EXPLORATION“”Let me take a look anyway”
UNDERSTANDING
“I can see why they want to do this”
POSITIVE PERCEPTION
“This is good”
LEARNING“Let me test it”
ADOPTION
“We have to do it this way”
INTERNALISATION
“This is the way we work here”
Responses
Awareness Full communication and explanationReassurance (where possible)
Denial Full communication and explanation Understanding of the consequences of non-conformance“Word picture” of the process of the change
Fear Reassurance where possibleUnderstanding of all possible outcomes for the individual
Exploration Full training in the new behaviours and/or systems
Full understanding of the benefits
Understanding Full training in the new behaviour and/or systems
Full understanding of the benefits
Responses
Positive Perception Reinforcement of the positive perception
Learning Full training in the new behaviour and/or systems Reinforcement of benefits
Adoption Reinforcement of benefitsRecognition of effortsUse as champion to those further down the change curve
Internalisation Recognition of effortsAwareness of the change process the individual has gone through
Effects of change
In most organisations, it requires a change in management
perspective and skill base as well as a new alignment of
systems and processes
If handled well, change can increase organisational flexibility
and responsiveness
If handled poorly, the organisation can experience:– Lower management credibility
– Higher employee turnover
– Lower employee productivity
– Lower employee satisfaction and trust
MOST CHANGE PROGRAMMES FAIL
According to Hammer and Co:
Only 20-30% of all reengineering projects succeed Only 23% of all mergers and acquisitions make back their costs Just 43% of quality-improvement efforts make satisfactory progress Only 9% of all major software development applications in large
organisations are worth the cost 31% of software implementation projects get cancelled before
completion Irrespective of success or failure, 53% of software implementations
will result in cost overruns by up to 189%!
The Reason: According to Fortune 500 executives resistance/people not accepting changes was the primary reason changes failed
Source: Maurer and Co.
A model for organisational change (Kurt Lewin)
Unfreezing
Change & movement
Re-freezing
UNFREEZINGCreating motivation and readiness to change
Techniques to reinforce unfreezing . . .
• Acknowledge feelings and empathise
• Give people as much information about the change as
possible
• Say what will not change
• Treat the past with respect
• Help others to see the gap
CHANGE & MOVEMENTGuiding through the transition
Techniques to reinforce movement . . .
• Provide focus and direction
• Strengthen peoples' connections to one another
• Open up two way communications
• Provide the individual with a specific role in the
change process
• Provide leadership and tenacity
RE-FREEZINGIntegrating the new point of view
Techniques to reinforce re-freezing:
• (before reverting to the old point of view)
• Ensure that individuals and leaders are
reinforced for new behaviour
• Implement quick results and highlight successes
• Build feedback mechanisms
• Celebrate!
Why Do People Resist Change?
• The phrase, “overcoming resistance,” indicates an adversarial relationship … since resistance is an emotional process, the key is understanding it:
– People resist change because the change is:
• Perceived by them to be negative, and
• They do not want to deal with the reasons for it
– Resistance is a way of expressing feelings of concern about making a change
– These concerns tend to be:
• Concerns over loss of control
• Concerns over vulnerability
– Your task is to help the person who is resisting change to express these concerns directly
Resistance is nature’s way of telling you something important is going on and that you are on target
Resistance is nature’s way of telling you something important is going on and that you are on target
Why Resistance Occurs . . .
• Resistance can occur because people fear:
– Loss of credibility or reputation
– Lack of career or financial advancement
– Possible damage to relationships with boss
– Loss of employment
– Interpersonal rejection
– Change in job role
– Embarrassment/loss of self-esteem
– Job transfer or demotion
Real/Underlying Concerns
Indirect Expressions of Concerns/
Visible Resistance
Your task is to encourage the full expression of the real/underlying concerns.Your task is to encourage the full expression of the real/underlying concerns.
Three Steps to Dealing with Resistance
• Step 1: Identify the form the resistance is taking:– Trust what you see more than what you hear
– Pick up cues
– Listen to yourself — use your own feelings as a barometer
• Uneasy, bored, irritated
– Listen for repetition/telltale phrases
– Make two good-faith responses
• Step 2: Acknowledge, name the resistance:– Tell person your perception of the resistance
– Do it in a “win/win” manner; neutral, non-aggressive - “What I think I hear you saying is . . .”
– Tell the person how the resistance is making you feel
– Be specific, clear, authentic
• Step 3: Be quiet, listen, let the person respond:– Get him/her talking
– Encourage full expression of the concerns
– Gradually uncover underlying resistance/issue - be aware of other forms of resistance surfacing
• Fight the resistance
• Go into more data collection
• Reengineer in the attempt to get a better intervention
• Avoid the individual
• Work more with your “allies”
• Give lots of reasons
• Get hooked into the details
Dealing With Resistance: What Not To Do
• Expect approval, encouragement, support and/or affection
• Lose your confidence
• Expect to have all the answers
• Collude with the individual
• Avoid giving “bad news”
• Use aggressive language
– “You Dummy” Rule
• Delay/wait one more day
• Provide appropriate training in new skills and coaching in new values and behaviors
• Encourage self-management
• Give more feedback than usual to ensure people always know where they stand
• Allow for resistance. Help people let go of the “old”
• Measure results, step back and take a look at what is going on. Keep asking “Is the change working the way we want it to?”
• Encourage people to think and act creatively
• Look for any “opportunity” created by the change
• Allow for withdrawal and return of people who are temporarily resistant
Tactics to Minimise Resistance
• Explain why
• Identify the benefits
• Invite and answer questions
• Solicit participation, and, if possible, early involvement
• (“first-draft/strawmodel” reviews, membership in planning/implementation teams, etc.)
• Avoid surprises
• Set standards and clear targets
• Inform/involve informal leaders
• Recognize and reward efforts
• Over communicate
Summary: Dealing With Resistance
• Resistance is inherent to change
• To deal with resistance, you should be able to:– Identify when resistance is taking place
– View resistance as a natural process and a sign that you are on target
– Support the client in expressing the resistance directly
– Not take the expression of the resistance personally or as an attack on you or your competence
• Some common forms of resistance are:– Attack – Moralizing
– “Give me more detail” – Avoiding responsibility
– They flood you with detail – Compliance
– No time – Pressing for solutions
– It’s impractical – “We’re unique”
– “I’m not surprised” – Methodology
– Confusion – Nit-picking
– Silence – Flight into health
– Intellectualizing – Changing the subject
– One word answers – Low energy, inattention