Becoming a Respected and Trusted Change Agent - Management Presentation...Becoming a Respected and Trusted Change Agent. ... impacted by the change (Theory X/authoritative leaders) ... Develop your approach for rolling out the change

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  • BecomingaRespectedandTrustedChangeAgent

    JohnM.Thompson,Ph.D.,FAAMA,CIRSA

  • LearningObjectives

    Describeapproachestomitigatestakeholderpushback

    Explainstrategiesforimplementingsuccessfulchangeefforts

    Discusstheroleofleadership,management,andemployeesinimplementingchange

    Describehowtogainstakeholdersbuyin

    Identifythetype(s)ofmanagementstylesthatareidealforimplementingchange

    Explainthefactorsthatleadtounsuccessfulchangeprojects

    Applyachangemanagementmodeltoyourworklife

    Describehowtosustainchange

  • WarmUpExerciseWhatareyourpersonalthoughtsandfeelingswhenyouhearthefollowingwords?

    Organizationalchange

    Rightsizingtheorganization

    Systemschange

    Leadershipchange

  • Change

    Totransformtheform,nature,content,orfuturedirectionofsomething.

    Example:newmanager,organizationalnamechange,andnewstandardoperatingprocedures

    Inevitable

  • Change(cont.)

    Changeofteninvolvesaloss.Forexample,wewillbeginusinganewsystem,whichmeanslearninganewprocessanddoingawaywiththeold.So,wemustassistpeoplewithnavigatingthelosscurve.

    Uncomfortable

    Psychological,social,andfinancialimpacts

  • WhyChange?

    Thereareaplethoraofreasonswhychangeoccursinanorganization.

    Somechangeeffortsarebiggerthanotherones,butregardless,itcanimpactstaffsdifferently.

  • ExamplesofOrganizationalChange

    Leadershipcomesupwithgrandioseideasthatcouldimprovethestrategicpositioningoftheorganization,resultinginchange.

    Newmanagershaveadesiretoprovethemselvessotheyimplementchange.

    Newtechnology

    ResponsetoaStrengths,Weaknesses,Opportunities,andThreats(SWOT)analysisorjobtaskanalysis/jobreengineeringproject

    Poorlyperformingorganization

    Businessdevelopmentdrivenchange

  • WhyThisCourse?

    Accountabilityliesonyourshoulderstoproducethedesiredresultsfortheorganization.

    Successfullycarryoutorganizationalchangeinitiatives

    Maintainfavorableemployee,organizational,andfinancialoutcomes

  • CommonResponsestoChange

    Whydowehavetochange?

    Ifitisntbroke,dontfixit.

    Whodoeshethinkheis?

    Imputtingmyfootdown!

    Howwillthisimpactme?

    Shestryingtomakeanameforherself.

  • OntheBrighterSideofChange(CommonResponses)

    Ivebeenwaitingforthisopportunity!

    Whydidntwedothisalongtimeago?

    Abouttime!

  • PerceptionstoChange

    Resistancetochangeisonesreactionwhenhe/sheperceivesthatachangeposesathreattohim/her.Achangehastobesubstantialenoughtoposeathreattosomeone.Asleadersandmanagers,wemustbemindfulthatonesperceptionishis/herreality.Thus,dontminimizetheirperceptionsorfeelings.

  • WarmUpExercise

    Discussthefollowingtwoquestionswithyourgroupmembers.

    Areyouachangeagent?

    Whatconstitutesaneffectivechangeagent?

  • Change

    "Itsnotsomuchthatweareafraidofchange,orsomuchinlovewiththeoldways,butitstheplaceinbetweenwefear...itslikebeinginbetweentrapezes...theresnothingtoholdonto."

    MarilynFerguson

  • PointofReflection:CopingwithTheUnknown

    Whenchangewasimposeduponyou,howdidyoureact?

    Asleadersandmanagers,howdoyouassistyourstaffswithadjustingtoorganizationalchange?

  • ChangeManagementRolesandResponsibilities

    Leadersandmanagersmustbechampionsofallchangeinitiatives.

    Considerthefollowingpriortoembarkinguponorganizationalchange.

    Peoplearediverseandtheybehavedifferentlywhenfacedwithchange.Somepeoplethriveoffofchangeasachangeagentwhileothersfearit.

  • ChangeManagementRolesandResponsibilities(cont.)

    Meeteveryonesbasicneeds.Keepthemintheloop!Involvetheminthedecisionmakingprocess.

    Realisticallymanagepeoplesexpectations.

  • EmployeesResponsibilityinChangeManagement

    Noresponsibilitytomanagechange.

    Employeesshouldonlybeexpectedtodotheirjobsaccordingtotheirjobdescriptions.

    Leaders/managersshouldcrafttheOtherDutiesAsAssignedforemployeeswhowillbeinvolvedinorganizationalchange.

  • KurtLewinsThreeStagesofChange*

    Unfreeze

    Transition

    Refreeze

    *Toguaranteesuccess,leadersandmanagersmustfolloweachstepsequentially.

  • Stage1:Unfreeze

    Peoplearecomfortablewiththeirsurroundings

    Feelasenseofcontrol

    Feelasenseofcomplacency

    Peopleareunfrozentotakethenextstepinthechangeprocess

  • Stage1:ActionSteps

    Eachstepbelowmustbesuccessfullycompletedpriortoadvancingtothenextstep.

    Testthewater/Justificationforchange/Increaseurgency

    GetyourIfitisntbroke,dontfixitcolleaguesonboard.Facetherealitiesoftheiremotions.

  • Stage1:ActionSteps(cont.)

    Testthewater/Justificationforchange/IncreaseurgencyOpenandhonestcommunicationIncludestaffsinallphasesofthechangeeffort getthemtoshapehowthechangewilllookwithintheorganization;empowerthem!GetyourinformalleadersonboardRealisticexpectations

  • Stage1:ActionSteps(cont.)

    Testthewater/Justificationforchange/Increaseurgency

    ConsequencesofchangingandconsequencesofnotchangingProvidesufficienttimeforcolleaguestoexpresstheirperspectivesaboutthechangeDeterminethereasonsforstaffsperspectivesandaddressthem

    Someperspectivesmaybeirrationalandinvalid,buttheirperceptionsaretrulytheirreality.Thefailuretoaddresstheirconcernscanbelikecancerspreadingthroughtheorganization.Ifconcernsarevalid,addressandincorporatesolutions.

    Communicationstrategy getbuyin

  • Stage2:Transition

    Coaching,mentoring,andtrainingpeoplethroughthechasmofchange

    Acceptingthechange

  • Stage3:Freeze

    Solidifythechangethatjusttookplace

    Incorporatethechangeintothecultureoftheorganization

    Reflectonthechangeprocess

  • Stage3:ActionSteps

    BurningBridges dontprovidethedoubtersanywayback

    Examples:Namechange:removealloldstationeryfromthefile;onlymakenewstationeryavailableforprintDatabasechange:transferalldatatonewsystemanddisallowloginprivilegestoolddatabase

    RewardRealignment establishrewardsystembasedonpersonnelaccomplishmentsrelatedtothechangeEvidenceDisplay showstakeholdersquantitativelyandqualitativelyhowchangeisbeneficialtotheorganization

  • Stage3:ActionSteps(cont.)

    Institutionalization incorporatethechangeintotheformalstructureandcultureoftheorganization

    Holdtheirfeettothefire ensurethatjobdescriptionsaretiedtothechangeandhavestaffssignverifyingthattheyhavebeeninformedofthemodifiedjobdescription

    Reminder continuouslyremindstaffsoftheirnewrole/responsibilityasaresultofthechange

  • ActionItemsfortheEntireChangeProcess

    Throughouttheentireprocess,besurethatyouaddressthefollowing:

    ProvidingeffectiveandroutinecommunicationPersistencespiritCheerleaderCoachTaketimetocelebrateallaccomplishmentsleadingtotheultimategoalConductfrequentclimatechecks

  • TheContinuumofChange

    StabilityNeutralChange

    Whereareyouonthespectrum?Howdoyoureacttochange?

    Ifitisntbroken,dontfixit.

    Okwithsomechange,butdontgooverboard

    Weshouldhavedonethisalongtimeago!

    LevelofComplacency

  • ReactionsTowardChange

    FearAngerJoySadnessTrust/DistrustDisgustSurpriseStress

    InsecurityAnticipationMixedemotionsResistancetochangeLossofrationaljudgmentNegativeattitudestowardsthechangeagent,leadership,andmanagement

  • OnesExperiencewithChange/Loss

    ElisabethKblerRosss1969GriefCyclemodelthatwasfirstpublishedinOnDeath&Dyingcanbeappliedtoorganizationalchange.

  • OnesExperiencewithChange/Loss(cont.)

    Shock initialresponsetothebadnewsDenial attemptingtoavoidtheinevitableAnger outwardexpressionoffrustrationandbitternessRejection refusingtobuyintotheinevitableBargaining seekingforawayoutDepression finalreflectionoftheinevitableTesting determininghowtoadapttothechangeAcceptance/Healing movingforward

  • LossCurve

  • PitfallstoEffectiveOrganizationalChange

    FailuretohaveseniormanagementsponsorshipAssigningtheprojecttomanagerswithverylittleseniorityChangeagentsworkinginsiloMovingtoofastforthestaffFailuretogetfeedbackofthosewhowillbeimpactedbythechange(TheoryX/authoritativeleaders)Movingtooquicklyinimplementingchange

  • PitfallstoEffectiveOrganizationalChange(cont.)

    DisregardingpeoplesemotionsFailuretoadequatelyprepareforchangeLackofacoherentplanChaoticchangeratherthancontrolledchangeLeadersandmanagersattempttoimposechangeonstaffsLackoftraining

  • PointstoConsider

    CHANGEISGOOD!

    YOURAPPROACHTOCHANGECANMAKEYOUORBREAKYOU!

  • ParticipantActivity

    IdentifyonechangeprojectinyourworkareaRationaleforchange(justification)DevelopyourapproachforrollingoutthechangeOtherteamswilldeterminewhethertheproposedchangeplansoundslikeasuccessfulonetorollout.

  • KeyElementstoSuccess

    HostlisteningforumstoinvolveimpactedstaffsinthedecisionmakingprocessEmpowerstaffsAvoidsilosTransparencyAvoidforcingchangeuponpeopleOpencommunicationOpendoorpolicyBuildtrust

  • KeyElementstoSuccess(cont.)

    TaketimetolistenDevelopmeasurableandrealisticgoalsRemove(asfarasispossible)barrierssuchasautocraticmanagementapproachandfolkswithnegativeperspectivesfromthechangeprocess.InvolveyourtrainingdepartmentandexternalconsultantswhocanassistinpreparingstaffsforthechangeEstablishandmaintainanorganizationalculturethatembraceschangeTreatpeoplethewaytheywanttobetreated

  • DevelopYourChangeManagementPlan

    Takeamomenttothinkaboutapotentialchangemanagementactivityinyouroffice.Whatisyouroverallplanforapproachingit?Whatareyoumostconcernedabout?Howwillyougetstaffonboard?Whataresomefactorsthatwillensureyoursuccessonthischangemanagementproject?Whatqualitymeasureswillyouincorporatetoperiodicallyexamineemployeeandorganizationaloutcomes?Howwillyousustaintheplannedchange?

  • TakeHo