Management and Change Management: An Uneasy Partnership · Undaunted Coaching and Consulting© The two faces of change management Engineer Psychologist Focus Processes, systems, structure

Undaunted Coaching and Consulting©

Project Management and Change Management:An Uneasy Partnership

Undaunted Coaching and ConsultingMichael L. Gordon, President

November, 2015

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Undaunted Coaching and Consulting© 2


Balancing the Triangle

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The two faces of change management

Engineer Psychologist

Focus Processes, systems, structure People

Business practices BPR, TQM, ISO 9000, Quality Human resources, OD

Starting point Business issues or opportunities

Personal change, employee resistance (or potential for resistance)

Measure of success Business performance, financial and statistical metrics

Job satisfaction, turnover, productivity loss

Perspective on change “Shoot the stragglers, carry the wounded.”

“Help individuals make sense of what the change means to them.”

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http://www.change‐management.com/tutorial‐definition‐history.htm


Change Mastery Begins at Home: What do you know about yourself?

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Known to Self Unknown to Self

Known to Others

Unknown to Others

OPEN BLIND

HIDDEN UNCONSCIOUS


Who is Michael?

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The Continuum of Change

CHANGE MASTERY CHANGE MANAGEMENTDialogue‐based Analysis‐based

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Prism of Personal Experience

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Formation of Beliefs, Values, Biases

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Planning for D‐Day, 1944: An Example of Change Mastery

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The Challenger Disaster: A Change Management Void

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Change may be messy, but it’s our mess!

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Formula for Change

Q A E

Effectiveness of a change is a function of the interaction between the Quality of the technical solution and

Adoption of that solution

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A recent change – Chevron Learning Management System

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Change roadmap: Putting the puzzle together

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The Continuum of Change ‐ revisited

CHANGE MASTERY CHANGE MANAGEMENTDialogue‐based Tool‐based

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The lay of the land prior to D‐Day

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A recent change – Cisco Systems

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Change Masters are…

Present Humble Respectful Transparent Curious

Collaboration

Learning

Enlightened Self‐Interest

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Avoid assumptions based on faulty data…

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ObserveInterpret

Respond

Notice some things, ignore

others

Derive meaning based on past experience

React instinctively

From certainty to curiosity


Communicating more effectively

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Pendulum has swung toward presenting and arguing for one’s point‐of viewShift toward exploring each other’s stories ‐ learning

Advocacy Inquiry“Here’s what I think and how I got here”

“I came to this conclusion because…”

“Here’s an example of what I mean…”

“When you say XYZ, I worry that…”

“What do you think about what I’ve said?”

“Tell me about your perspective on this”

“Why is that important to you?”

“Tell me more…”


Improvisation techniques for change mastery

Yes, and…

Have an objective

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References for Growth as a Change Jedi

Johari Window‐ http://kevan.org/johari

Transition ‐ http://www.wmbridges.com/

Change Models / Tools‐ http://www.change‐management‐coach.com/change‐management‐

models.html Advocacy / Inquiry, Ladder of Inference

‐ https://www.solonline.org/?page=Tool_InquiryAdvocacy‐ https://www.solonline.org/?tool_ladder_of_infer

Improvisational Theatre Techniques for Org Change and Just Plain Pleasure‐ http://www.appliedimprov.com/‐ http://www.suburbanthunderimprov.com/

Undaunted Coaching and Consulting – Michael L. Gordon, President‐ https://www.linkedin.com/in/michaelgordon2

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Thank you!

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Teams – Calming the storm before it hits

GRPI model created by Richard Beckhard, 1972


From Status Quo to Future State

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Documents

Management and Change Management: An Uneasy Partnership · Undaunted Coaching and Consulting© The two faces of change management Engineer Psychologist Focus Processes, systems, structure