Embed Size (px)
Citation preview
LET’S TALK ABOUT CHANGE
IIBA Meeting, September 21, 2016
Kay Fudala
Change Consultant & Coach, Impact Makers
A BA'S GUIDE TO ORGANIZATIONAL
CHANGE MANAGEMENT
Change is central to the human experience
The world hates change, yet it is the only thing that has brought progress. ~ Charles Kettering
To improve is to change; to be perfect is to change often. ~Winston Churchill
Change means new experiences which makes people nervous and scared. ~ My 6 year old daughter
Change before you have to. ~Jack Welch
2
Let’s talk about change
• Nature of change
• How individuals and organizations experience change
• How business analysts can lead change
3
Does this sound familiar?
• Scenario 1 –You have deployed an technological enhancement to a user group. The vision for this change was built over 2 years, you engaged influential leaders in the process, but 6 months after implementation your adoption rates are still low.
• Scenario 2 –You have worked with the business to reengineer processes to realize operational efficiencies. But your business leaders are confused about the new procedures and still resort to outdated processes to get the work done. Metrics and morale have taken a nose dive.
• How many of you have worked on projects that• Changed systems/tools, work processes, organizational structure?
• Fundamentally altered the way work was done?
4
Nature of change
• Change can be treated as moving from state A to state B but it is so much more than that
• Change may be planned or unplanned
• Change results from internal and external factors
• Change takes place at varying rates
• Change can be radical (first order) or incremental (second order)
• Change is an ongoing activity, it is constant, it is inevitable
People don't resist change. They resist being changed. ~ Peter Senge
5
How people respond to change
6
How to help people adjust to change
Inform
Motivate
Train
Perform
Reinforce
7
Resistance – Why it matters
Level 1
“I don’t get it”
Lack of exposure to critical information
Disagreement with data
Confusion over what it means
Level 2
“I don’t like it”
Emotional reaction to change
Flight-Freeze-Fight mode
Level 3
“I don’t like you”
Lack of trust, confidence
Skepticism
8
Resistance – What to do about it
Level 1
“I don’t get it”
Make your case
Explain why the change is needed
Use preferred communication channels
Level 2
“I don’t like it”
Remove fear
Increase the excitement about what’s positive about the change
Level 3
“I don’t like you”
Rebuild damaged relationships
Tend to neglected relationships
9
How organizations change – Lewin’s Theory
Stage Description
Unfreeze • Break down status quo to build up a new way of operating• Develop compelling messages for why existing way of doing things cannot continue• Challenge organizational beliefs, values, attitudes, and behaviors• Expect uncertainty
Change • People begin to resolve their uncertainty and look for new ways to do things• People start to believe and act in ways that support the new direction• People need to understand the benefits of the change• Not everyone will fall in line just to support the change and its benefit
Refreeze • Changes take shape and people embrace new ways of working• Outward signs of stable organization chart, consistent job descriptions• Acknowledgement of people’s efforts reinforces belief in future changes• Celebration of successes helps people find closure
UNFREEZE
Create the right
environment
CHANGE
Support the
desired state
REFREEZE
Reinforce the
change
10
Types of Organizational Change
• Transactional Change
• Transitional Change
• Transformational Change
11
Transactional Change
• Simple, predictable outcomes
• Low level of investment needed by the leadership and organizations
• Minor alterations to organizational structure, policies and procedures
• Minimal change to individual skills and abilities needed to implement the change
12
Transitional Change
• Simple yet unpredictable or complex yet predictable outcomes
• Level of leadership and organizational investment needed is higher
• Some modifications needed to organizational structure, policies and procedures,
• Some change to individual skills and abilities needed to implement the change
• This type of change can lead to an refinement of mission, strategy, and organizational culture
13
Transformational Change
• Complex and unpredictableoutcomes
• Highest level of leadership and organizational investment needed
• Radical modifications needed to organizational structure, policies and procedures.
• New skill, abilities, and ways of thinking are required to implement the change
• This type of change requires a fundamental revision of one or more of mission, strategy, and organizational culture
14
How organizational culture enables change
Source: Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Kim Cameron & Robert Quinn 15
The characteristics of your organizational culture will determine the value drivers, the leadership styles that enable change.
CLAN
COLLABORATE
LONG-TERM
CHANGE
ADHOCRACY
CREATE
NEW
CHANGE
HIERARCHY
CONTROL
INCREMENTAL
CHANGE
MARKET
COMPETE
FAST
CHANGE
STABILITY/CONTROL
EXTERNAL POSITIONING
INDIVIDUALITY/FLEXIBILITY
INTERNAL MAINTENANCE
Leader Type:Facilitator
MentorTeambuilder
Value Drivers:Commitment
CommunicationDevelopment
Theory of Effectiveness:Human development and
high commitment produce effectiveness
Leader Type:Innovator
EnterpreneurVisionary
Value Drivers:Innovative outputs
TransformationAgility
Theory of Effectiveness:Innovativeness, vision and constant change produce
effectiveness
Leader Type:Coordinator
MonitorOrganizer
Value Drivers:EfficiencyTimeliness
Consistency and Uniformity
Theory of Effectiveness:Control and efficiency with capable processes produce
effectiveness
Leader Type:Hard-driverCompetitor
Producer
Value Drivers:Market share
Goal achievementProfitability
Theory of Effectiveness:Aggressive competition
and customer focus produce effectiveness
Roles in organizational change
• Individuals or groups with authority to determine that change will occur
Change Sponsor
• Responsible for implementing a well defined change successfully
Change Agent
• Individuals who change knowledge, skills, and behavior as a result of the change
Change Target
16
Why Business Analysts?
• Business Analysts
• Identify and articulate the need for change in organizations
• Work across all levels of an organization
• Act as a guide, leading the business through unmapped territory, to the desired destination
• Facilitate dialogue, face resistance and understand its impact
• Help business realize benefits of change
17
• Business Analysts Help Businesses Do Business Better
• As Change Agents you need to understand the people side of change and how to leverage organizational change management best practices
Change Agent
Role of the Business Analyst
Mediator
Advocate
Messenger
Investigator
Coach
18
Change Agent
BA skills to lead organizational change
What is the change? Characterize the change – size,scope and type
Build Change Definition/Vision
Why is thishappening?
Clearly articulate benefits and consequences of the change not happening
Who is impacted? Assess impacted stakeholders
How will they respond?
Assess resistance and evaluate changeability
Create Resistance strategies
When and where isthe change happening?
Create targeted communications,training and leadership action plan
Integrate with project management
19
Creative Thinking Exercise
Use the De Bono Six hats exercise to brainstorm solutions for organizational challenges.
20Source: De Bono Group, Six Thinking Hats
• Leverage organizational change management best practices
• Understand resistance and take steps to mitigate it
• Seek support from management
• Embrace the future and don't get stuck in the past.
• Be patient with the rate of acceptance; some take longer to see the light
• Put things in perspective. Practice good stress management.
• Recognize and reward the accomplishments of those who were instrumental in enabling the change
• Be you. Be the mediator, the coach, the advocate and the awesome change agent that you already are.
Conclusion
21
Be the change that you wish to see in the world. ~ Mahatma Gandhi
