Change management session 2v2 2013

www.mba-consulting.co.uk

Management

Planning for Change

Planning the Change Process

Assessing people’s readiness for change and the likely rate of change

Creating a plan

Creating the Vision

The Diffusion of Innovations

Innovators Those who will leap with enthusiasm at your proposals. They will strongly support it and will expect others to be active in pursuing them.

Early Adopters

These are people who will be rapidly persuaded, especially by early success. They are likely to want to adapt your proposals to their own circumstances.

Early Majority These are those who will want to see tangible outcomes to your proposals – they will not be convinced merely by the idea or principle.

Late Majority Those who will follow the lead of a powerful person if they show signs of agreement and support for your ideas. The commitment is centred on political calculation.

Resistors (Laggards)

These people will need considerable evidence – the more vivid and directly observable the better – before they can be mobilised away from present methods and preferences. As a group, this category may be relatively risk adverse.

The pattern observed in 3,500 successful innovations

How to influence each group?

5 Change the rules!

4 Prove it

3 Show them a working example

2 Talk about it

1 No need

Time

Upt

ake

of n

ew id

ea

Everett Rogers 1983

1. Innovators

2. Early adopters

3. Early majority

4. Late majority

5. ’Laggards’

Securing Individual & Group Level ChangeSecuring Individual & Group Level Change

25% usually ensure adoption of an innovation!

Key questions …

• Who do you have in each group?

• What’s your strategy for each?

• What support will they need?

• How will this be delivered?

• Who needs to be consulted first?

John Kotter’s 8 Phases of Change

Kotter’s 8 Steps to Successful Change

Create Urgency

Build a Coalition

Create a Vision

Communicate It

Empower Others

Evidence (Quick Wins)

Persevere

Reinforce

Complacency

Not enough support

Unclear vision

Failure to communicate the vision

Blocks to change

Disillusionment

Assumption of victory

Transient change

8 key problems …and 8 phased solutions

Establish urgency

Build a coalition

Create the vision

Talk, talk, talk!

Empower others

Get quick wins

Keep going

Reinforce

Establish urgency

Establish Urgency

• Identify potential threats, and develop scenarios showing what could happen in the future.

• Examine opportunities that could be, exploited.

• Start honest discussions, and give convincing reasons to get people talking and thinking.

• Request support from stakeholders to strengthen your argument.

75%

Build a coalition

Build a coalition

• Identify the true leaders in your organisation.

• Ask for an emotional commitment from these key people.

• Work on team building within your change coalition.

Create the Vision

Create the Vision

• Determine the values that are central to the change.

• Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.

• Create a strategy to execute that vision.

• Ensure that your change coalition can describe the vision in five minutes or less.

• Practice your "vision speech" often.

Communicate the Vision

Communicate the Vision

• Talk often about your change vision.

• Openly and honestly address people's concerns and anxieties.

• Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision.

Remove Obstacles

Remove obstacles

• Identify, or hire, change leaders whose main roles are to deliver the change.

• Look at your organizational structure, job descriptions, and performance and compensation systems to ensure that they're in line with your vision.

• Recognize and reward people for making change happen.

• Identify people who are resisting the change, and help them see what's needed.

• Take action to quickly remove barriers (human or otherwise).

Create quick wins

Create quick wins

• Look for sure-fire projects that you can implement without help from any strong critics of the change.

• Don't choose early targets that are expensive. You want to be able to justify the investment in each project.

• Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.

• Reward the people who help you meet the targets.

and elevate humanity’s

level of awareness through ‘sensual meditation’;

A robust programme?

Objects of the British Raelian Movement

Activities

Holding public lectures, exhibitions, slide shows and meetings.

To reduce war, suffering and hunger through demilitarisation; to encourage

the development of a world language, a world currency and a world

government. To reduce violence and frustration

to spiritualise science and

demystify religion;

To build an embassy to the extra terrestrials who scientifically created humanity.

Build on the change

Build on the Change

• After every win, analyze what went right and what still needs improving.

• Set goals to continue building on the momentum you've achieved.

• Use Kaizen

Anchor and reinforce the changes

Anchor and reinforce the changes

• Talk about progress at every chance that you get. Tell success stories about the change process.

• Include the change ideals and values when hiring and training new staff.

• Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions.

Empowerment

Coalition

Communication

Evidence

Complacency

Not enough support

Unclear vision

Failure to communicate the vision

Blocks to change

Disillusionment

Assumption of victory

Transient change

8 key problems …and 8 phased solutions

Establish urgency

Build a coalition

Create the vision

Talk, talk, talk!

Empower others

Get quick wins

Keep going

Reinforce

Unfreezing Phase

Re-freezing Phase

Fluid Phase

How are you doing …?

Benchmark your process against Kotter

Consider the case study …

What would Kotter have done?

ADKAR

• Awareness of the need for change

• Desire to make it happen

• Knowledge of ‘how’

• Ability to implement new behaviours

• Reinforcement to make change stick

Create a vision and communicate it

Creating an inspiring vision

It is 5 years time …

• What will the team/department/organisation look like?

• What opportunities will it have embraced?

• What challenges overcome?

• How will client’s be better served?

• How will staff be better off?

Who’s Vision is this?

Robert Maxwell

“We aim, by excellence of management and pre-eminence in technology, to grasp the great

opportunities presented by the ever increasing worldwide demand for information, prosperity and

peace”

I think he meant to say…

Robert Maxwell

“We aim, through the consistent and creative application of double dealing, bullying, contempt, lying, subterfuge, connivance, theft and fraud, to

cheat our employees, our pensioners, our suppliers and our business partners and the

regulatory bodies of the countries in which we operate, or die in the attempt”

What kind of business?

“We will provide a safe and healthy work environment; create an environment that supports individual development through

education, training and participatory decision-making; create a respectable image by observing the laws and maintaining positive

relations with government and local authorities; supply quality products at minimum cost; establish a healthy relationship with our

suppliers ensuring quality at competitive prices; encourage community welfare activities, continuously strive for productivity

improvement in all areas of the operation of …

Philip Morris

Philip Morris

What Business Are You In?:

Are cancer research charities in the ‘cancer research’ business or the ‘stopping people dying from cancer’ business?

Are homelessness charities in the ‘hostels and shelters’ business or the ‘empowering people to take hold of their own lives’ business?

Are animal welfare charities in the ‘helping sick and abused animals’ business or in the‘keeping animals healthy and loved’ business?

Is the RNLI in the ‘running a lifeboat service’ business or the ‘making the seas safer’ business?

A Vision Should:

• Be simple

• Be concise

• Set limits

• Allow flexibility

• Be distinctive

Which works best…?

“To become the acknowledged global leader in

the express delivery of documents and packages.”

DHL Worldwide

OR

“Absolutely, positively, on time. Every time.”

Fed Ex

“Moving people vertically & horizontally over

relatively short distances”

Otis Elevator Company, Chicago

20 20 Vision?

“We will make a difference. Our

products, services & insights will help

people shape the way business is done in

the 21st Century.

Apple

Honda’s vission is to strive for synergy

between technology, systems and human

resources, to produce products and

services that meet the quality, performance

and price aspirations of its customers. At

the same time maintain the highest

standards of ethics and social

responsibilities.

"Yamaha wo tsubusu!”

"We will crush,

squash, and slaughter

Yamaha"