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Understanding Change
• Change requires ‘Unfreezing’ the current, known reality
• ‘Transforming’ to a future Vision not perfectly clear
• ‘Refreezing’ into the future state
© The Delos Partnership 2004
2
Future Vision
Current Crisis
FutureState
‘Change’ starts when...
• people first realise what they thought was going to happen…is no longer going to happen
© The Delos Partnership 2004
4
Green maybe better!
Effective Change Management
• Needs two key elements :• Lever the need to change• Offset the barriers to change
© The Delos Partnership 2004
5
ToolKit
Effective Change management
ToolKit
© The Delos Partnership 2004
• Effective Change Management leverages the drivers and enablers of change
6
Urgency/need
Compelling Vision
Strong Methodology
Communications
Effective Change Management
• Offsetting the equal and opposite forces blocking it
© The Delos Partnership 2004
7
Compelling Vision
Strong Methodology
Lack of Commitment
Conflicting Goals/Values
Mis-understanding
ResistanceUrgency/need
Communications
Integration the right blend!
© The Delos Partnership 2004
8
CULTURE/BEHAVIOUR
TECHNO
LOG
YWAYS O
F
WO
RKING
When to apply Change Management?
The earlier and more consistently
Change Management
is used in the project life-cycle,
the more competitive advantage is yielded
© The Delos Partnership 2004
9
Principles of Change Management
1. Plan2. Assign responsibility3. Ask – don’t tell4. Involve5. Communicate6. Seek Resistance7. Align the culture8. Focus on the imperatives9. Be enthusiastic about the change
© The Delos Partnership 2004
10
Successful change – 8 steps
1. Establish a sense of urgency – the burning platform
2. Create a guiding coalition3. Develop a vision and strategy to get there 4. Communicate the vision 5. Train, Educate & Empower the team 6. Generate short term wins – step by step7. Consolidate the wins and develop more changes8. Anchor the new approach into the culture
© The Delos Partnership 2008 11
Dealing with Resistance to Change
© The Delos Partnership 2004 12
Education + Communication
Where there is a lack of information or inaccurate information and analysis
Once persuaded, people will often help with the implementation of the change
Can be very time-consuming if lots of people are involved
Participation + Involvement
Where the initiators do not have all the information they need to design the change, and where others have considerable power to resist
People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan
Can be very time-consuming if participators design an appropriate change
Facilitation + Support Where people are resisting because of adjustment problems
No other approach works as well with adjustment problems
Can be time-consuming, expensive and still fail
Approach Situations Advantages Drawbacks
See Notes 2.4
Change Management Wheel
© The Delos Partnership 2004 13
1.Urgency
2. Coalition
4. Communication
Programme 5. Empowerment
Action Plans
6. Short
Term Wins
7. Consolidation & More Change
8. Embed newCulture
3. Vision
Productivity Curve – Three Phases of Transition
© The Delos Partnership 2004 15
Present/Endings Transformations Desired New Beginnings
Denial
Anxiety
Shock
Confusion
Resignation
Anger
Creativity
Conflict
High stress
Realization of loss
Acceptance
Hopeful
Relief
Excitement
Trusting
Enthusiasm
Reconcile Recommit
Reorient
Time
-
Pro
du
ctiv
ity
& M
ora
le
+
Delos Change Journey
© The Delos Partnership 2004 16
Mobilise Design Communicate ReviewUnderstand
ASSESS
ASSESS
EDUCATIONSTRATEGY & DESIGN
DEFINE & MEASURE BENEFITS
ORGANISATIONSYSTEMS
Obstacles on the journey
© The Delos Partnership 2004 17
Suddendepthscare
ScopecrisisNo 3
Sponsorswitch
Informedresistance
Realworldshock
Eva-luationavoid-ance
Early resultsdisappointment
Ownershipstruggle
ScopecrisisNo 2
Test ofnerve
Smokeand fire
Wetblankets
ScopecrisisNo 1
Sponsor-ship
fights
Resourcedraining
Sniping &rumours
Newchallenge
panic
Loss
Shockover early
failures
Imple-mentation
crawl
ExecutiveTeam
MiddleManagers
Employees
ProjectTeam
Mobilise Design Communicate ReviewUnderstand
Involvement
• Encourage involvement People validate that which they create
• Encourage participation and feedback• Create synergy and ‘buy in’• Develop common purpose
© The Delos Partnership 2004 18