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LEADING CHANGE TOWARDS
SUSTAINABILITY
Problem Solving Decision MakingThe 5 Step Method
Managing ChangeThe 8 Step Process
1
2
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Programme Outcome and Objectives
Learning Outcome:
Understand the structured approach in solving problem through identification
of the most probable root causes, propose impactful and holistic solutions
and making informed decisions using appropriate tools and methods.
Learning Objectives:
• Describe the steps needed to define clear problem
statement and identify gaps
• Identify various root causes that contribute to the gaps
• Propose solutions to address the root causes
• Construct implementation plan for execution
• Explain method to evaluate implementation effectiveness
and modify any shortcoming
• Describe approaches to manage change
Who Moved
My Cheese?
An Amazing Way to
Deal With Change In
Your Work & In Your
Life
DR SPENCER
JOHNSON
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WHAT DO YOU KNOW ABOUT PROBLEM SOLVING
PROCESS?
WHAT IS THE DIFFERENCE
BETWEEN CHANGE
MANAGEMENT AND PROBLEM
SOLVING?
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What is the difference between Problem
Solving/Change Process and Change Management
F
Problem Solving
5Step Method
Change Management
8 Step
+
The 5 Step Method - Big Picture
Organisational
Aspiration and
Performance
Analysis
Identify the
Root Cause(s)
Propose
Solutions
Implement
Solution
Evaluate and
Modify
1 2 3 4 5
Change Management
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Understand the Situation
Organisational
Aspiration and
Performance
Analysis
Identify the
Root Cause(s)
Propose
Solutions
Implement
Solution
Evaluate and
Modify
1 2 3 4 5
Organisational Aspiration and Performance Analysis
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Understand the Situation Using Performance Analysis
Wh
at
are
th
e
ga
ps
?
Desired – Current = Gaps
Desired State
Current State
The comparison must be “apple to
apple”. It must be fact based.
Where you want to
be? What do you
want to achieve?
Where are you now?
What is your current
state?
Performance Analysis
Wh
at
are
th
e
ga
ps
?
Desired – Current = Gaps
My daughter achieved
5 As in her first term
Exam
Desired State
Current State
My daughter achieved
5 Cs in her first term
Exam
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In doing Performance Analysis, we need to conduct
analysis from real data, reports, etc.
Only as examples:
What is the difference between gaps and root causes?
Why are we always fire fighting?
Why is the proposed solution not
sustainable?
Did we really find the Root of the Cause?
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Identify and Prioritize Gaps (which gaps when addressed will give the biggest impact?)
Gap 1
Gap 2
Gap 3
Gap 4
Gap 5
Convert Gap to a Problem Statement
Example :
1. The past 2 months (when) the
quality reports contain more than
2 errors on average (current),
greater than the 0 errors expected
(desired).
2. In Jan 2013 (when), my daughter
achieved 5Cs in her first term
Exam (current), less than the
expected achievement of 5As
(desired).
The issue
(current)The desired
When
Note to remember:
• Focus on one problem or gap
• One or two sentences
• Does not suggest a solution
Problem
Statement
+
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Let’s Try: Develop a Problem Statement
The issue
(current)The desired
When
Problem
Statement
+
Identify the Root Cause(s)
Organisational
Aspiration and
Performance
Analysis
Identify the
Root Cause(s)
Propose
Solutions
Implement
Solution
Evaluate and
Modify
1 2 3 4 5
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The symptom
The root cause
If we continue to only
address the
symptoms, the same
problem will keep
occurring again and
again.
We need to solve the
root cause!
Are you solving the root causes or just the symptoms?
J
Identify the Root Cause(s)
The real Root Cause is
hereAsk Why at least 5x
The past 2 months (when) the
quality reports contain more
than 2 errors on average
(current), greater than the 0
errors expected (desired).
Start with a problem
statement
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Ask “Why?” until you get to the root cause of the problem
A crucial step in ensuring we are solving the problem correctly is
to understand why the problem occurred at the first place
By repeatedly asking the question ‘Why’ (five is a good rule of thumb), you can
peel away the layers of symptoms which can lead to the root cause of a problem
To get to the root of a problem/gap, just ask “Why” Five
Times
Keep asking why until you reach the root cause, drive towards the
action(s) that solve the problem and not just treat the symptoms
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Constructing Root Cause Problem Solving Tree (RCPS)
by asking ‘Whys’
Find balance for sustainable solution (Corrective +
Preventive)
Development
not linked to
other
processes
Not
networking
with other
leaders
No skills
Not having the
growth mind-
set
No development
framework
No
governance
Problem
statement/
Gap
Corrective Preventive
Why #1 Why #2 Why # 3 Why #4 Why # 5
A partial example
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The root cause will always be either Leadership,
Mindset or Competency
Development
not linked to
other
processes
Not
networking
with other
leaders
No skills
Not having the
growth mind-
set
No development
framework
No
governance
Problem
statement/
Gap
Corrective Preventive
Why #1 Why #2 Why # 3 Why #4 Why # 5
Triple Plus:
Leadership
Mindset
Competency
5 Why
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A good RCA has the following elements:
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Done in a group with the right people (those
responsible, experts, accountable, consulted to,
and informed)
Facilitated by RCA process expert (not the
subject matter expert)
Follow steps in the tool prescribed i.e. 5 whys,
Kepner Tregoe, Ishikawa fish bone etc
Achieve mutually exclusivity and collectively
exhaustive (MECE) in each why’s
Data validated and verified by Subject Matter
Experts
Identify the root causes using the 5 Whys
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Propose Solutions
Organisational
Aspiration and
Performance
Analysis
Identify the
Root Cause(s)
Propose
Solutions
Implement
Solution
Evaluate and
Modify
1 2 3 4 5
Propose impactful and sustainable solutions
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Source: OPI Central Team
Propose solutions and map against the Influence
Model
Role-Modeling Fostering
understanding and
conviction
Developing talent
and skills
Reinforcing with formal
mechanisms
All 4 quadrants
must be covered to
make change happen• “I see superiors, peers,
and subordinates
behaving in a new way”
• “I know what is expected
of me – I agree with it,
and it is meaningful”
• “I have the skills and
competencies to
behave in a new way”
• “The structures,
processes, and
systems reinforce the
change in behavior I
am being asked to
make”
Desired State
Helpful Kid
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Brainstorm solutions based on the Influence Model
* the opposite
Map all the proposed interventions into the Influence
Model and ensure that all quadrants are covered to
make change happen and sustained
If It’s an operational issue, one Influence model for all
track is sufficient
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Propose solutions and map against the Influence
Model
Role-Modeling Fostering understanding and
conviction
Developing talent and skills Reinforcing with formal mechanisms
All 4 quadrants
must be covered to
make change happen
Desired State
The influence model is a set of initiatives required to
make change happen
Desired State
Role-Modeling Fostering
understanding and
conviction
Developing talent
and skills”Reinforcing with
formal mechanisms
All 4 quadrants
must be covered to
make change happen
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Propose solutions and map against the Influence
Model
Role-Modeling Fostering understanding and
conviction
Developing talent and skills Reinforcing with formal mechanisms
All 4 quadrants
must be covered to
make change happen
Desired State
Prioritize and select solution from each quadrant from
the influence model
Prioritization Matrix
Hard EasyEase of Implementation
Hig
hL
ow
Imp
act
to B
us
iness
3
5
9
1st Quadrant
• These are identified as Quick Wins
or ‘low hanging fruits’
• Easy to implement and generates
the highest value to the business
2nd Quadrant
• Difficult to implement but
generates highest value to the
business
3rd Quadrant
• Easy to implement but generates
lower value to the business
4th Quadrant
• Difficult to implement and
generates lower value to the
business
• Usually considered as ‘Scrap
interventions’
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Prioritization Matrix Interventions - Quick Wins
1
2
3
4
5
1 2 3 4 5
Hard EasyEase of Implementation
Hig
hL
ow
Imp
act
to B
us
iness
3
5
8
9
Quick Wins
1st Quadrant2nd Quadrant
3rd Quadrant4th Quadrant
Quick Wins as shown in the 1st Quadrant
No
.Quick Wins
Prioritization Matrix
Hard EasyEase of Implementation
Hig
hL
ow
Imp
act
to B
us
iness
5
8
9
Change Projects
1st Quadrant2nd Quadrant
3rd Quadrant4th Quadrant
The 2nd quadrant depicts solutions with the highest impact
but may take longer time and more effort
No Project
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Prioritization Matrix
Hard EasyEase of Implementation
Hig
hL
ow
Imp
act
to B
us
iness
The 3rd quadrant depicts interventions which are easy to
implement but generates the lowest impact to business.
To do or not to do?
What is the cost?
Prioritization Matrix
Hard EasyEase of Implementation
Hig
hL
ow
Imp
act
to B
us
iness
Recommended
to be scrapped
The 4th quadrant solutions which are hard to implement and
generates the lowest impact to the business
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Propose solutions and map against the Influence Model
Implement Solution
Organisational
Aspiration and
Performance
Analysis
Identify the
Root Cause(s)
Propose
Solutions
Implement
Solution
Evaluate and
Modify
1 2 3 4 5
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Implement Solution: Manage Change
Action Items Who Mac April May June July
R A C I 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
R: Responsible
A: Accountable
C: Consulted
I: Inform
Competency
Availability
Implement solution by identifying action items and By
whom (responsible) and by when (deadlines)
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Evaluate and Modify
Organisational
Aspiration and
Performance
Analysis
Identify the
Root Cause(s)
Propose
Solutions
Implement
Solution
Evaluate and
Modify
1 2 3 4 5
Evaluate and Modify: Measure Change
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Solution
Solution
Solution
Solution
Performance
Measurements
KPI
KPI
KPI
KPI
Identify the Key Performance Indicator (KPI) for
each Prioritized Solution
Alert modeOn track Off track
With the work planned, track and monitor progress by using a
good visual management to communicate to team effectively
Monitor, Evaluate and Modify
Project: Deadline Justification Status
Title
Project modification:
Name of project: Modification
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The 5 Step
Change
Process
Integrated OPI
Framework
CHANGE Model
by Elaine Biech
Lewin’s
Model
Kotter’s Eight
Step Model
David Ulrich’s
Seven Step
Model
ACT Jack Evan and
Chuck Schaefer’s
10 tasks
Define the
situation
Quick Fix –
Temporary
measure to
control
situation
Conditioning
Define the
situation
• Challenge the
current state
• Harmonize
and align
leadership
Unfreezing, • Establish a
sense of
urgency
• Create the
guiding
coalition
• Develop a
vision and
strategy
• Lead
Change
• Create a
shared need
• Shape a
vision
• Mobilise
commitment
• Leading Change
• Creating a Shared
Need
• Developing the
"To-Be" (Vision)
• Appreciate the
situation
• Develop strategic
alignment
• Evoke change
leadership
Identify
Root Cause
Identify Root
Cause
• Expand
understanding
and commitment
• Analyze
processes
Take
Corrective
Action
Take Corrective
Action
• Activate
commitment
• Nurture and
formalize a
design
• Guide
Implementatio
n
Changing • Communicate
the change
vision
• Empower
broad based
action
• Generate
Short Term
wins
• Change
system and
structures
• Mobilizing
Commitment
• Planning and
Executing Change
• Communicating
Change
• Aligning the
Infrastructure
• Design process,
work and
boundaries
• Plan
implementation
• Establish Merits
Evaluate
and Follow
up
Evaluate and
Follow-up
Evaluate and
Institutionalize
Change
Refreezing • Consolidate
gains and
produce more
change
• Anchor new
approaches in
the culture
• Monitor
progress
• Make
change last
• Sustaining
Momentum
• Manage
Transitions
• Continuous
Learning and
Improvement
Change Process over the years advocate similar steps
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Managing ChangeThe 8 Step Process
2
Kotter's 8-Step Change Management Model
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Change
Management
70 per cent of all change initiatives fail
Only 20% respondents to a survey on change initiatives
indicated that their initiatives met or exceeded
expectations.
Majority of quality initiatives failed to achieve
significant improvement.
50 to 70% of the organizations that undertake a
reengineering effort do not achieve the dramatic results
they intended.
More than 60% rated their employees’ reactions to
organizational change as neutral, sceptical, or actively
resistant.
The Dismal Fate of Most Change Efforts
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61
Do people RESIST change?
People don’t resist change, they resist BEING changed!
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People Actually CRAVE Change!
• Change is an extraordinarily natural and normal practice
that people routinely embrace . . . on their own terms!
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So . . . If people don’t resist change,
why do we see so much resistance?
It’s not change that people resist, but how organizations
manage it!
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The reasons why most change efforts fail and
what you can do to improve your success!
Eight Steps in Change Management
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#1 - A Lack of a Urgency
Most companies ignore this step — indeed close to 50% of the
companies that fail to make needed change, make their mistakes
at the very beginning.
Tactics that can make this happen include:
• Bringing the Outside In
• Behaving with Urgency Every Day
• Finding Opportunity in Crisis
• Dealing with NoNos
#2 - Not Creating the Right Composition of a Guiding
Coalition
That coalition must have the right composition, a significant level of
trust, and a shared objective.
The Four Qualities of an Effective Guiding Coalition
• Position Power: Enough key players
• Expertise: All relevant points of view
• Credibility: Respected by those in the firm
• Leadership: Enough proven leaders to drive the change
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#3 - A Lack of a Change Vision
A good change vision can demand sacrifices in order to create a better
future for all of the company’s stakeholders.
Effective change visions have six key characteristics:
• Imaginable: They convey a clear picture of what the future will look
like.
• Desirable: They appeal to the long-term interest
• Feasible: They contain realistic and attainable goals
• Focused: They are clear enough to provide guidance
• Flexible: They allow alternative responses
• Communicable: They are easy to communicate
#4 - Under communicating a Vision
To be effective, the change vision must be communicated frequently.
In communicating the vision it should be:
• Simple: No jargon.
• Vivid: A verbal picture is worth a thousand words
• Repeatable: Able to be spread by anyone to anyone.
• Invitational: Two-way communication
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#5 - Not removing the obstacles
Remove obstacles to change, change systems or structures that
seriously undermine the vision and innovation
Empower employees to remove major obstacles (structures, skills,
systems, and people issue.)
#6 - Not systematically planning for or creating short
term wins
Companies that experience significant short-term wins by 14 and 26
months after the change initiative begins are much more likely to
complete the transformation.
Short term wins must:
• Build momentum that turns neutral people into supporters, and
reluctant supporters into active helpers.
• Serve to reward the change agents.
• Be both visible and clear-cut.
• Be related to the change effort.
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#7 - Letting up too soon
Whenever you let up before the job is done, critical momentum can
be lost and regression may soon follow.
You need to:
• Add more projects
• Add people to help with the changes
• Ensure that senior leadership focused on giving clarity
• Empower employees at all levels to lead projects
• Constantly keep urgency high
• Consistently show of proof that the new way is working
#8 - Not anchoring changes into the corporate
culture
New practices must grow deep roots in order to remain firmly planted
in the culture.
Some general rules about cultural change include:
• Cultural change comes last, not first
• Prove that the new way is superior to the old
• Success must be visible and well communicated
• Reinforce new norms and values with incentives
• Reinforce the culture with every new employee
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Pre-requisite for successful change
Pressure for
Change
A Clear
Shared Vision
Capacity
for change
Actionable
first steps+ + + =
If any of the four pre-requisites are missing, problems arise:
?A Clear
Shared Vision
Capacity
for change
Actionable
first steps+ + + =
Pressure for
Change?
Capacity
for change
Actionable
first steps+ + + =
Pressure for
Change
A Clear
Shared Vision?
Actionable
first steps+ + + =
CHANGE
LOW PRIORITY
LITTLE ACTION
ANXIETY
FRUSTRATION
FAST START
FIZZLES OUT
Pressure for
Change
A Clear
Shared Vision
Capacity
for change?+ + + =
JUST A DREAM
Assessing The Climate
Adopted from Strategy to Results Through People
© 1999 AchieveGlobal
Clear,
compelling case
for change
Demonstrated
leadership
commitment
Clear WIIFM/T
for all
Concrete
implementation
plan
Time, Resource with Skills,
knowledge & tools in place
Reinforcement
“See It” “Own It” “Do It”
?Demonstrated
leadership
commitment
Clear WIIFM /T
for all
Concrete
implementation
plan
Time, Resource with Skills,
knowledge & tools in place
Reinforcement“It’s not
urgent.”
Clear WIIFM/T
for all?Clear,
compelling case
for change
Concrete
implementation
plan
Time, Resource with Skills,
knowledge & tools in place
Reinforcement“It’s not
real.”
?Clear,
compelling case
for change
Demonstrated
leadership
commitment
Concrete
implementation
plan
Time, Resource with Skills,
knowledge & tools in place
Reinforcement“It’s not
worth it.”
?Clear,
compelling case
for change
Demonstrated
leadership
commitment
Clear WIIFM /T
for all
Time, Resource with Skills,
knowledge & tools in place
Reinforcement“It’s not going
anywhere.”
?Clear,
compelling case
for change
Demonstrated
leadership
commitment
Clear WIIFM /T
for all
Concrete
implementation
plan
Reinforcement“It’s not
possible.”
“It’s working!”
Demonstrated
leadership
commitment
Clear,
compelling case
for change
Clear WIIFM/T
for all
Concrete
implementation
plan
“It’s not
for long.”?Time, Resource
with Skills, knowledge & tools in place
Feedbacks
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CHANGE
When I was young and free and my imagination had
no limits, I dreamed of changing the world;
As I grew older and wiser I realised the world would
not change and decided to shorten my sights
somewhat and change only my country. But it too
seemed immovable.
As I entered my twilight years, in one last desperate
attempt, I sought to change only my family, those
closest to me, but alas they would have none of it.
And now here I lie on my death bed and realise
(perhaps for the first time) that if only I'd changed
myself first, then by example I may have influenced
my family and with their encouragement and
support I may have bettered my country, and who
knows I may have changed the world.
CHANGE BEGINS
WITH OURSELVES
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THANK YOU
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