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CHANGE MANAGEMENT: ITS RELEVANCE TO OCCUPATIONAL SOCIAL WORK IN BRINGING
ABOUT A TRANSFORMED ORGANISATION
Kristo Skosana & Gladys Makondo
13 March 2013
ProgrammePart 1• Organisational Change Management Context• Change Management Role• Preparing for Change• Role Players in Project Success• Sponsor Role• Change Champions Network• Resistance Management• Emotional Cycle of Change Exercise
Part 2• Background and Context• SITA Vision and Mission• SITA Change Management Vision• SITA Change Management Model• SITA Turnaround Change Management Interventions
OCM Context
3
1. Increase Sense Of Urgency
CHANGE
Initiate Change S
ust
ain
Ch
ang
e
Enable Change
3. Get The Right Vision
7. Don’t Let Up
8. Make It Stick
4. Communicate Buy-In
6. Create Short-Term Wins
2. Build A Guiding Team
5. Empower
Action
Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press
OCM Phases
4
Environment: Phase 1 - Initiate
External Drivers(e.g. legislation,
technology..)
Internal (Vision, Mission)
Organisation: Phase 2 - Enable
Strategy
Structure
Policies
Systems
Procedures
Processes
Individual: Phase 3 - Sustain
Cognitive Behaviour Performance Output
Phase1: Initiate Change
Environment
– This phase focuses on leadership interventions pertaining to external drivers for change and the impact on the internal vision and mission of the organisation.
5
External Drivers(e.g. legislation,
technology..)
Internal (Vision, Mission)
Phase 2: Enable Change
Organisation
– This phase focuses on the impact of change on strategy, systems, policy, processes and procedures. To enable change to take place, an organisation needs to align and transition from the current state to the future state.
6
Strategy
Structure
Policies
Systems
Procedures
Processes
7
Change at Organisational LevelImplementing change management activities that affect broad groups of
employees. This process is shown below:
Organizational change management process
Phase 1 – Preparing for Change
Define Your CM Strategy
Phase 2 – Managing Change
Develop and Implement CM Plans
Phase 3 – Reinforcing Change
Collect and analyse feedbackDiagnose Gaps and Manage Resistance
Phase 3: Sustain Change
Individual
– The final phase addresses the impact of change on employees to adopt changes through changing behaviour and attitudes.
8
Cognitive
Behaviour
Performance
Output
Change at Individual Level
Individual change management is a process for managing change at an
individual level with each employee as shown below:
The ADKAR Model
Managers that have direct employees are responsible for facilitating
individual change management. The process for managing change on an
individual level has five elements that serve as the sequential building blocks
of success. This change model is referred to as ADKAR®.
9
Awareness Desire Knowledge Ability Reinforcement
Change Management Role
What Why How
Organisational capability
Employ mechanisms to support changes and building competence across the organisation.
Building competenceBuilding capability
Managerial capability
Ability of managers to transition their staff through the change process;Manager capability is a key differentiator in accounting for the differences between success and failure in the different change histories of organisations.
Minimize productivity lossManage customer impact and employee turnoverMaximize the speed of adoption and utilisation
Manage resistance
Individual capability
Ability of individuals to manage personal transition. Organisational changes can evoke different emotional reactions
Transition from current to future state
Focus for Change Management
Adoption of System
Proficiency in using the
system
Utilisation of System
Prosci 2007
Meet Project objectives
Ensure return on investment (ROI)
Organisational Level
Individual Level
Managerial Level
Build Capability
Develop Competence
Coaching Change Network
Time (periods)
0
+
- Exceptionally managed change cash flowPoorly managed change cash flowExpected cash flow
Net cash flow of project period
Comparing Change Management and ROI
Preparing for Change
Understanding changesunderway and your role
Adapting to change that is happening to you
Developing competencies for managing change
Identify the changes impacting your group
Understand why these changes are being made
Identify how the changes will impact your team
Understand your role
Identify your own areas of resistance
Discuss your objections or concerns
Make a personal choice to support and participate in the change
Understand the concepts of change management
Learn how to use the tools for managing change
Develop action plans for working with employees
Connecting the ‘people side’ back to project and organizational success
Project Name
If people don’t change how they do their job, then it doesn’t matter what specific changes are implemented
If people don’t change how they do their job, then we ultimately won’t achieve what we set out to from the beginning
Purpose Particulars People
Role Players in Project Success
Three key role players in the success of projects
Primary Sponsor
Political Sponsor
Secondary Sponsor
Secondary Sponsor
Secondary Sponsor
Secondary Sponsor
Secondary Sponsor
Champion Champion
Secondary Sponsor
Secondary Sponsor
Secondary Sponsor
Secondary Sponsor
Secondary Sponsor
Champions Champions Champions Champions
Champions Champions
Sponsor Diagram
Sponsor Role
The Sponsor s’ role has multiple thrusts– Political (Contextual)– Strategic side (Leadership)
• Vision• Strategy
– Project side (Decision making)• Resources• Scope• Timelines
– People side (Action)• Communications• Coalition building• Visible participation
Levels of Sponsorship
Level of Sponsorship Role Relationship owner
Political Sponsorship Create a sense of urgency
Build coalition with stakeholders
DPSANational TreasurySITA Executives
Primary Sponsorship Create the Vision
Build a guiding team
Alignment Change initiative to business
imperatives
Provide strategic direction
Manage the scope, timelines and resources
SITA Implementation DPSANT
Secondary Sponsorship Communicate Vision
Build coalition with peers
Change Champions
Ensure Alignment with strategy
Provide resources
Active Participation
SITA ImplementationDPSA
Level of Sponsorship Role Relationship owner
Political Sponsorship Create a sense of urgency
Build coalition with stakeholders
Primary Sponsorship Create the Vision
Build a guiding team
Alignment Change initiative to business
imperatives
Provide strategic direction
Manage the scope, timelines and resources
Secondary Sponsorship Communicate Vision
Build coalition with peers
Change Champions
Ensure Alignment with strategy
Provide resources
Active Participation
Primary Sponsor Role
• Chairs the Change management meetings.• Advice and gain commitment from the other members.• Represent business.• Build relationship between employees and project.• Coach employees through change and provide management vision and
direction.• Reviews the Change management scope and the overall impact to the
affected stakeholders including users.• Facilitate the implementation of the change in their business.• Provide guidance and feedback to Change management team on the
implementation of the change initiatives.• Identifies risks and issues and own the action plan to manage the risks
engaging with key stakeholders.
What is a Change Network (CN)?
• A group of people that assists with the implementation and assist to integrate the project with the business to strengthen ownership.
• The Change Network comprises of Change Champions and Change Agents.
• It is both a formal and informal network to leverage communication channels and roll out of change management interventions.
The Role of the Change Champions
• Plan and implement SMART(Specific, Measurable, Achievable, Reliable and Time Bounded) change initiatives in their own areas
• Provide a symbolic leadership: Facilitate internal communication presentation
• Lead change impact briefing sessions in their areas
The Role of the Change Champion
The effective Change Network will influence upwards, downwards and sideways
The Change Network plays a very important role in the Change Management process
Simply put, the Change Network does three things
1. They MOBILISE a significant number of people within the organisation focused on understanding and supporting implementation
2. They act as a CONDUIT to convey the feelings and issues of the organisation to the leadership and formal change structure, before these become business challenges
3. They help RESOLVE day to day practical concerns and uncertainties as they arise, forming a peer to peer support network focused both on cognitive and behavioral issues associated with the implementation
In other words….
Change Network Team Structure
Project Change Management Team
Change Agents
Change Champions
End Users
Progress Updates
Feedback to/from Change Champions
Change Network Structure
Resistance Management
25
• Change Resistance is the equivalent of an individual or team’s rejection of an organisational change activity that reduces the effectiveness of the change process. It may build up gradually over time, initially having no significant effect on the performance of a process, or appear suddenly at a very high level.
• All change can generate scepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements.
.
“The only person who likes change is a wet baby.” R. Blitzer
Generic Pillars of Resistance
PoliticalIs there a risk
for my position?
What will my power
be tomorrow?
EmotionalAm I going to be
successful?
How will I look in
the future
Rational
Why should
I change?
Is the new system
really better?
26
• Resistance to change can be rational, emotional and/or political.
• The rational aspects of change are easy to identify and work through. Individuals are able to state their support or objections to the event.
• Often the emotional and political aspects of change are hidden beneath the surface. The political landscape of the organization has to be understood and then identification of the possible forms or resistance. Awareness of the individual emotional responses which can be deeply held by the individual and not often shared need to be observed and unravelled.
Manifestations of Resistance
• Avoidance of responsibility • I’m not surprised • Silence • Nit-picking • Pressing for solutions • Changing the subject • Flooding with detail • One-word answers • Impracticality • Attacking • Compliance • Confusion
27
How to Manage Resistance• The systemic intervention creates the structure and establishes the overall
temperament for engaging resistance. However, resistance cannot be managed as a group event. Change, after all, is experienced individually. Thus the systemic approach must be accompanied by the one-on-one encounters or small group meetings. It is in these more intimate settings that individual frames of reference can be understood and validated. Here, resistors obtain the self-awareness that leads to owning one’s own resistance.
• Surface it … ask for it • Listen … acknowledge it • Pin point the source– what is it? • “Name that Resistance” … put it in words using neutral language• Call for action -- help them take responsibility for the part they control. • These conversations revolve around understanding the resistor’s frame of
reference from three key perspectives: (1) the disruption caused by the change; (2) their motivation to change; and (3) the source of any resistance.
28
PROSCI Change Management Maturity Model™
Highest rate of project failure, turnover and
productivity loss
Highest profitability and responsiveness
People-dependent without any formal practices or plans
Little or no change management appliedAdhoc or
absentLevel 1
Many different tactics used
inconsistently
Some elements of change management are being applied in isolated projects
Isolated
projectsLevel 2
Examples of best practices evident
Comprehensive approach for managing change is being applied in multiple projects
Multiple
projectsLevel 3
Selection of common approach
Organization-wide standards and methods are broadly deployed for managing and
leading change
Organizational
standardsLevel 4
Continuous process
improvement in place
Change management competency is evident in all levels of the organization and is part of the organization’s culture
and intellectual property.
Organizational competencyLevel 5
Highest rate of project failure, turnover and
productivity loss
Highest profitability and responsiveness
People- dependent without any formal practices or plans
Little or no change management appliedAdhoc or
absentLevel 1
Many different tactics used
inconsistently
Some elements of change management are being applied in isolated projects
Isolated
projectsLevel 2
Examples of best practices evident
Comprehensive approach for managing change is being applied in multiple projects
Multiple
projectsLevel 3
Selection of common approach
Organization-wide standards and methods are broadly deployed for managing and
leading change
Organizational
standardsLevel 4
Continuous process
improvement in place
Change management competency is evident in all levels of the organization and is part of the organization’s culture
and intellectual property
Organizational competencyLevel 5
Part 2
SITA Change Management and Turnaround Process
Background and Context The turnaround strategy is a platform on which the requirements for a successful Prime Systems
Integrator must be realised,
To align to the above mandate, the turnaround recommended an organisational overhaul to rolled out through multiple projects that will focus on different aspects of the business. These include:– Business Model Definition;– Organisational Capability Definition ; and – Organisation Architecture Implementation.
The change management agenda for the turnaround is required to meet the change management needs of all programmes under the turnaround implementation.
Moreover, it will drive change interventions that will curtail anxiety and stress during the transformation process. The goal is to deliver seamless change management efforts (continuous engagement) that will sustain employees through this period of transformation, whilst building foundations for crafting the new SITA culture.
The change management for the turnaround is broadly informed by SITA ‘s approved integrated change management strategy.
Background & Context
SITA Vision & Mission: Turnaround Change Management key drivers
STRATEGY
STRUCTURE
EMPLOYEES
POLICIES/PROCEDURES/PROCESS
SYSTEM
VISION
“Be the lead ICT agency to enable public sector service delivery.”
MISSION
“To render an efficient and value added ICT service to the public sector in a secure, cost-effective and integrated manner, contributing to service delivery and citizenconvenience."
Change Management vision for the Turnaround and key principals for
successful change
To ensure that the business
principles and behavioural
requirements for the turnaround
are merged together at all levels to
advance effective transition of
employees and transformation of
SITA
Turnaround Change Management Vision
Key Guiding Principles
• Leadership sponsorship
• Careful planning
• Measurement
• Engagement
• Support Structures
• Communication
• Team building
Rolling out the Turnaround Strategy
34
Phase 1: Organisational
Review
Entails the review of the organizational strategic intent, the review of the SITA capabilities, to understand where the organisation is going to determine the platform on which the new org structure has to be developed
Phase 2: Organisation Design
Involves the actual design of the Org Structure, the design principles, the updating of the capabilities, as well as the design of competencies and the job profiles
Focuses on implementing the new Org structure, including training and Migration
Change Management
Phase 3: Implement
ation
Communication
The Change Management Interventions initiatives as per the project implementation phases
Implementation Phase – Change Management Plan
Phase 1:
Organisational Review
Facilitate interactive engagements based on the Turnaround,
Create awareness of SITA new visions, Rational for the turnaround, Generate buy-in from employees to support to change; Assess employee level of readiness towards the pending
change, Create excitement towards the pending change.
Building the case for change for the turnaround strategy
Rational Impact Drivers Implementation
Employees awareness sessions Change readiness assessments Engagement sessions
Project Phase Context/Objective Desired Outcomes
Phase 2:
Organisation Design
Ensure employees are aligned to key project activities, Employees are knowledgeable about the OA-project
activities Impact assessment Provide varied tools of employees engagement
Facilitate the various engagement forums,
Support projects engagement, information sessions and communication requirements of the organisation architecture phase of the project.
Job fairs,
The Change Management Interventions initiatives as per the project implementation phase 3
Implementation Phase – Change Management Plan
Phase 3: Implementation
Ensure employees are knowledgeable of how the new SITA has been translated into the various policies, strategies and frameworks.
Buy-in Break despondence of employees Improve morale Ensure an engaged workforce
Policy implementation roadshows Continues engagement sessions in the
various forums Policy implementation Information dissemination Impact assessment Job fairs Induction and onboarding
Project Phase Context/Objective Desired Outcomes
Employee Wellness Programs• Financial Counselling• Career Counselling
Informed staff and positive staff - whatever the outcome of the placement process.
The impact of the Migration and Placement on staff is not only emotional but financial as well. It is possible that not all staff are quipped to make the decisions regarding the financial implications of the options/outcomes of the Migration and placement process.
SITA Change Management ModelSITA Change Management Methodology
Requirements
Purpose of the Change Management Strategy
ChangeEmbedding
Lessons Learned Framework
Resistance Management Plan
Change Champion Network
Risk Mitigation Plan
Training Plan
Evaluation & Continuous Reinforcement
Change Management Vision
Team Structure
SponsorshipRoadmap
Objectives of the Change Management Strategy
Situational Analysis
Critical Success Factors for the change
SITA
OCM
STRATEGY
Organizational Readiness
Stakeholder management Plan
Communication Plan
Impact Evaluation
OCM Approach
Consequential Management
Workstream CharterObjectives Key Activities Deliverables
Promote the benefits and objectives of the Turnaround within the organisation for employees;
Prepare impacted stakeholders and business impact for the implementation;
Ensuring that the expectations are managed during implementation;
Support the leadership to ensure visible sponsorship of the change, through communication and involvement;
Ensure that there is frequent communication regarding the project status and policies;
Promote enthusiasm and excitement for turnaround implementation outcomes.
To ensure Situational awareness Organisational Awareness sessions
conducted to ensure all employees understand the Turnaround Strategy and the Impact on employee work experience going-forward in the new SITA.
Awareness through presentations and booklets
To build Supporting structures That will reach out to employees
e.g MCF/CCF; Change Champions; CEO engagement sessions; Leadership alignment sessions;
To ensure continuous communication: OA-enquiries email Corporate communiqué; CEO bulletin Change Champion network Change management website Job fairs kiosks Focus groups sessions
To work closely with leadership so as to provide guidance on the required communication and engagement with SITAzens
Rebuild and revitalise a new organisational culture
Employee wellbeing and wellness interventions.
Change management strategy and plan Stakeholder management strategy and plan Communication plan Business Enablement Tools- New Role/Job Training - Presentations on new policies and frameworks- Revised/New Process Training
Change management evaluation tools Rebuild a progressive organizational culture.
Interdependencies Critical Success Factors
Internal Communication team Marketing Team Exco’s Involvement
Executive availability for involvement in change intervention
Alignment across all project teams of the Turnaround Programme
Sponsor & Champion Additional Resource Requirements
Sponsor : Diamond Mushwana Change Team Gladys Makondo
Gladys Boakye
Morongwa Mpete
Project Manager: Tshidi Gumbi
IFMS Change Management Team
Various tools are used in order to deliver on change management objectives
Communication Strategy Stakeholder Engagement Strategy Communication Plan Stakeholder Engagement Plan (Inclusive of Leadership Plan) Leadership Assessment Alignment Tools Employee Engagement Assessment Tools Assessment (readiness, impact) tools Change Impact Tool (Monitoring and Evaluation Tool)
SITA Change Management Methodology
…all of these tools will be used throughout the project.
ADKAR model towards Employee engagement has been identified as a measurable tool of employee’s commitment and buy-in to the change process
Current and Future
1. AWARENESS
3. KNOWLEDGE
4. ABILITY
• Effective awareness communication designed to lay a strong foundation of familiarity with the change key concepts
• Measurable return on awareness when implementing effective awareness efforts• enforced by leadership availability• change activities to enhance morale
• Enhanced familiarity with key change concepts by providing the necessary training,
• Explicitly define the behaviours to be modelled by leaders
• Diagnose organisational and individual capabilities• Disseminate existing change, project competencies across the
organizations• Build individual skills and self-confidence
• Continues focus group discussions breeds loyalty and responsiveness• Reduced despondence, detachment • maintaining momentums
2. DESIRE
5. REINFORCEMENT
The ADKAR Model as the necessary link to both employee engagement and communications..
Stakeholder Management is a critical success factor: SITAZENS will be engaged by different
groups representatives
Executive Group:
Provincial Heads
Senior and General Managers
Will communicate the new Organisation Structure Will highlight the benefits of the new structure for SITA and our clients
HR Operations
Change Champions
Will ensure effective operationalisation of the new structure and business processes.
They will address any confusion in the provinces so business
Will engage you and ensure understanding of what the organisation expects from each department and SITAzens.
Will have one-on-one discussions with SITAzens on new roles
Will provide support on the project team during the migration and transfer period.
Will be available as an information point for SITAzens.
Will ensure that project information is disseminated in their different environments. Will facilitate sessions to ensure understand and gather concerns and/or input
from SITAzens for escalation to project team.
Internal Mobilisation and Communications is the nerve of any transformation programme
The objectives of Internal Mobilisation and Communications are to:– Provide an effective communication strategy that creates awareness of the Organisation
Architecture project and its roll-out– Ensure SITAzesns understand their respective roles and key activities resulting in the
achievement of the above– Mobilise SITAzens to contribute and buy in to the change– Develop initiatives to manage risks and barriers to the implementation– Provide the opportunity for feedback from SITAzens
Strategy & Approach: Communication & Mobilization
Messages will be developed in line with the project milestones.
JOH-RNS003-20070522-JvW-P1
Communication channels relevant
Communicators
SET
SET
Change team
CEO breakfast
Corporate comms
Channel of communication
• Interactive workshops to align on key message
• Interactive workshop with consultative representatives to ensure alignment
• Informative workshop with Managers and employees
• Involving briefing and interactions with employees and clients
• Updates via news letter• Feedback and comments via the
portal
Audience
• Leadership
• MCF/CCF representatives
• SITAzenry
• SITAzenry
• SITAzenry
The Change Champion Network is an effective tool in driving out the change agenda at a peer-to-peer level
Credibility at all levels of the organisation Ability to give and receive feedback / coaching Good listening / interpersonal communication
skills Demonstrates desired culture values and
behaviours Good follow-up skills
– Ability to influence, push for action Commitment to results Ability to quickly pick up Change Management
skills and tools:– Facilitation and Communication– Root cause analysis problem solving– Feedback and coaching– Recognizing and dealing with resistance
Change Management Tools: Change Agents
Skills and Characteristics of Change Agents Expectations of Change Agents
Communication of the organisation in the Change Management Process:
– Able to conduct/facilitate sessions/workshops– Able to onboard new appointees in the business
(about the overall project)
Issue Resolution:– Assist stakeholders in resolution of issues
related to the project (e.g. ensure each user can access training portal)
Partner with departmental managers to implement the changes:
– Drive the preparation, facilitation and implementation (particularly with role profiling work)
– Co-facilitate meetings initially (e.g. 1-on-1 staff engagement for role profiling)
– Transition to background coach role
The process of conducting assessments/surveys is an ongoing exercise for the change management
team
A Change Readiness Assessment assesses an organization’s ability to change. It takes the pulse of the organization in order to determine to what extent key stakeholders understand, support and will help to
implement the change.
Change Management Tools: Assessments
The change impact assessment examines the degree of change impact on the employees’ wellbeing
Thank You
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