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CHANGE MANAGEMENT



MODULE 1

SETTING THE CONTEXT



Module 1

Part 1

The Change / Learning Process

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How does learning / change begin?

• Disconfirmation – information that things are not working,

expectations are not being met creates…

• Survival anxiety or guilt. The fear, shame or guilt associatedwith not learning something new. But the prospect of learning

something new creates…

• Learning anxiety. The feelings associated with an inability or

unwillingness to learn something new because (1) it requires

unlearning and temporary incompetence, (2) loss of power or

status, (3) loss of group membership, (4) loss of identity.

• Hence resistance to change.



Basic proposition about learning

• Survival anxiety must be > learning anxiety.

• Learning method 1: Escalate survival anxiety until itis greater than learning anxiety.

• Learning method 2: Reduce learning anxiety until it

is less than survival anxiety – create “psychologicalsafety”.



How to reduce learning anxiety and

create “psychological safety”

• Involve the “change targets” in all the steps of the learning process.

• Provide a vision of a path.

• Provide a safe environment for learning (practice field).• Provide the time and resources necessary for learning.

• Provide first steps and a direction.

• Work in groups.

• Provide coaching and help.

• Reward small steps in the right direction.

• Work in a supportive climate (norms that support error embracing).

CHANGE MANAGEMENT INTERVENTIONS AIM TO

CREATE PSYCHOLOGICAL SAFETY



What is Change Management?

• Gaining a mutual understanding of what we think

Change Management is…



Discussion of the key concepts

• Conscious / unconscious

• Primary / secondary process

• Strategic Improvisation

• Dialogue



Module 1

Part 2

The Change Consultant



What is a change consultant?

• What characteristics underpin the role that we have to

perform?

• What function do we perform in organisations?• What is our strategic relevance in organisations?



The different helping roles:

1. The Expert (Information Power)

2. The Doctor (Diagnostic Power)

3. The Process Consultant (Process Power)



The strategic goals of process consultation

1. Provide help i.e. create a situation where the client will get

help.

2. Create a situation in which information will surface that will

permit both consultant and client to understand better what

may be going on – “diagnostic intervention.”

3. Create a situation in which the client will at all times feel

ownership of the problem. Client and consultant become an

intervention team.



Ten Principles of Process Consultation

1. Always try to be helpful.

Obviously if I have no intention of being helpful and working at it, it

is unlikely to lead to a helping relationship. In general, I have

found in all human relationships that the intention to be helpful is

the best guarantee of a relationship that is rewarding and leads to

mutual learning.




2. Always stay in touch with the current reality.

I cannot be helpful if I cannot decipher what is going on in me, the

situation and in the client.




3. Access your ignorance

The only way I can discover my own inner reality is to learn to

distinguish what I know, from what I assume I know, from what I

truly do not know. It is generally most helpful to work on those

areas where I truly do not know. Accessing is the key, and I must

make an effort to locate within myself what I really do not know by

scanning my own inner database and gaining access to empty

compartments. If I truly do not know the answer, I am more likely

to sound congruent and sincere when I talk about it.




4. Everything you do is an intervention.

Just as every intervention reveals diagnostic information, so does

every interaction have consequences for both the client and for

me. I therefore have to own everything I do and assess the

consequences to be sure that they fit my goals of creating a

helping relationship.




5. The client owns the problem and the solution.

My job is to create a relationship in which the client can get help.

It is not my job to take the client’s problems onto my own

shoulders, nor is it my job to offer advice and solutions in a

situation that I do not live in myself.




6. Go with the flow.

In as much as I do not know the client’s reality, I must respect as

much as possible the natural flow in that reality and not impose my

sense of flow on an unknown situation. Once the relationship

reaches a certain level of trust, and once the client and helper

have a shared set of insights into what is going on, flow becomes

itself a shared process.




7. Timing is crucial.

Over and over I have learned that the introduction of my

perspective, the asking of a clarifying question, the suggestion of

alternatives, or whatever else I want to introduce from my own

point of view has to be timed to those moments when the client’s

attention is available. The same remark uttered at two different

times can have completely different results.




8. Be constructively opportunistic with confrontive

interventions.

When the client signals a moment of openness, a moment when his

or her attention to a new input appears to be available, I find I seize

those moments and try to make the most of them. Those moments

occur when the client has revealed some data signifying readiness

to pay attention to a new point of view.




9. Everything is a source of data; errors are inevitable –

learn from them.

No matter how well I observe the above principles, I will say and do

things that produce unexpected and undesirable reactions in the

client. I must learn from them and at all costs avoid defensiveness,

shame or guilt. I can never know enough of the client’s reality to

avoid errors, but each error produces reactions from which I can

learn a great deal about my own and the client’s reality.




10. When in doubt, share the problem.

Inevitably there will be times in the relationship when I run out of

steam, don’t know what to do next, feel frustrated, and in other

ways get paralyzed. In situations like this, I find that the most

helpful thing I can do is to share my “problem” with the client. Why

should I assume that I always know what to do next? In as much

as it is the client’s problem and reality we are dealing with, it is

entirely appropriate for me to involve the client in my own efforts to

be helpful.



Module 1

Part 3

The Facilitator



The Facilitator Functions

• Preparing

• Determining the group’s focus

• Fostering trust• Assessing group process & providing feedback

• Keeping communication channels open & exposing

tension• Managing conflict

• Concluding



The Metaskills of the Facilitator

• Compassion

• Mindfulness

• Neutrality / Following the Process• Detachment / Dual Awareness

• Playfulness

• Beginners Mind / Humility• Patience



Facilitation techniques

• Using the flipchart effectively

• Sorting the field

• Noticing silent participants

• Climate report

• Checking in

• Reflective listening



Module 1

Part 4

The Solution Finder



Problem Solving - Edward de Bono’s SixThinking Hats

White Hat

Facts, Information

Data

Red Hat

Feelings, Hunches

Intuition

Black Hat

Cautions, Problems

Difficulties

Yellow Hat

Benefits, Values

Positives

Green Hat

Ideas, Alternatives

Possibilities

Blue Hat

Process Control

Thinking about Thinking



Problem Solving - Levels of Thinking

7 Creative Wisdom

6 Joy / Passion

5 Perspective

4 OK with negative stress

3 Negativity / Unhappiness

2 Paralyses

1 Tormented Thinker Extremely negative, Very critical, Disbelief, Anxious,

Neurotic, Life is unbearable, Aggressive, Withdrawn, Noway out, Warped idea of reality

Lethargic, Mind does not get body going, Do thingsslowly, Can’t cope with situation/life, Leaves things toother people, Puts life on hold, Lazy, Procrastinates,Moves into tormented state

Unhappy, Habit forming, Finds fault, Critical, Negativeconversation, Complaining, Revue minor perspective,Not action orientated, Problem centered,Lacks trying, Does not smile, Stereotypes

Stand back, Contemplates, Sees bigger picture

Enjoys life, Enjoys environment, Enjoys people

interaction, Seeks enjoyment, Avoids passion killers

Knowledge, Experience, Know - how, Ultimate

Perspective, Open - minded, Awakens joy in others,

Understand levels of thinking

Rationalises, Blames others, situation, Happens to all of

us, We all go of the rails at times, We are all alike



The concept of Mental Models

“Mental models are deeply held internal images of how

the world works, images that limit us to familiar ways of

thinking and acting.

Very often we are not aware of our mental models or the

effects they have on our behaviour.” (Peter Senge)



The concept of Systems Thinking

Systems thinking is a discipline for seeing problems

holistically and for understanding how systems create

patters and events we see around us.



The Advocacy / Inquiry Matrix

Advocacy

InquiryLow High

High

Explaining

Imposing

Mutual Learning

Over Engaging

Observing

Withdrawing

Interviewing

Interrogating



Types of Active / Inquiry Questions

Pure Exploratory Inquiry

Prompt the story and listen carefully and neutrally.

• Use silence and encouraging body language

• Tell me what is going on.

• What is happening?

• Describe the situation.

• Tell me more.

• Go on.

• Can you give me some examples of that?

• Can you give me some of the details of what went on?

• When did this last happen?




Exploratory Diagnostic Inquiry

Start to identify the issues i.e. diagnosing.

Exploring emotional responses:

• How did you feel about that?• What was your reaction?

• How did others feel and react?

Exploring reasons for actions and events:

• Why do you think you did that?

• Why do you think that happened?

• Why do you think the other person did that?

Exploring actions, past, present and future:

• What did you (others) do about that?

• What are you going to do?




Confrontive Inquiry

Share own ideas and “force” the client to think about the

situation from a new perspective.

• Did you confront him / her about that?• Could you have done the following…?

• Have you thought about doing…?

• Did it occur to you that he / she did that because they were

anxious?

• Have you considered these other options?

• Have you considered the possibility that you overreacted?

• Did that not make you feel angry / anxious / elated etc?



Module 1

Part 5

Organisational and Business Context

of Change



Deciphering the organisational and

business contexts of change

• World-wide demographics

• Workforce demographics

• Technological advances• Social trends

• Changes in ownership

• Natural shocks• Political ramifications

• Competition

• Internal changes



Discussion regarding organisational

and business contexts of change

• What have been some major change initiatives that

you have seen implemented in organisations?

• How successful would you gauge them to have been?• Have you ever been a change consultant / on an

organisational change team?

• What were the changes you were implementing and

how successful were you?



MODULE 2

GENERIC

CHANGE TOOLS & TACTICS



Module 2

Part 1

Change Management Methodology





Change Management Methodology Model

R

E

S

U

L

T

S

Improved

State

Transition

State

Current

State

Leading Change

Changing Systems and Structures

Creating a Shared Need

Mobilising Commitment

Making Change Last

Monitoring Progress

Shaping a Vision



Module 2

Part 2

Generic

Change Tools & Tactics




R

E

S

U

L

T

S

Improved

State

Transition

State

Current

State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision



Leading Change

Why bother?

• Strong committed leadership is critical to accelerating change

• Leadership impacts all other change processes

• Leaders must play varied roles

Overview



Leading Change

Tools and tactics include :

• Sponsorship strategy

Tools and Tactics



Leading Change

Sponsorship strategy :

• What is a sponsor?

– A person with the influence or responsibility to ensure that

the change outcomes are delivered.

– A sponsor has responsibility for initiating and sustaining

change.

• The purpose of a sponsorship strategy is to:

– Identify the sponsors – Establish sponsor responsibilities

– Build commitment of sponsors regarding the change

process.

– Highlight barriers to successful sponsorship.

Tools and Tactics



Leading Change


• Sponsor responsibilities might include the following:

– DEMONSTRATE SUPPORT FOR THE CHANGE through

words, actions and decisions.

– SET A CHALLENGING PACE for the change program.

– BE RESPONSIVE – to employees, customers and peers.

– MEET REGULARLY WITH YOUR PEOPLE in order to show

support, gain understanding and listen.

– RAISE CONCERNS AND ASK QUESTIONS early in the

transition process.

– COMMUNICATE UPDATES on a regular basis.

– IDENTIFY AND RESOLVE POTENTIAL “HOT SPOTS”.

Tools and Tactics



Leading Change


• Sponsor action plan might include the following:

Tools and Tactics

Sponsor Event DurationDeveloped

By

Delivered

ByTiming Message

Primary

Objectives

Dept Head

Etc…

Sponsor

Session

1 hour Change

Consultant

Dept Head,

Change

Consultant

To co-incide

with

beginning of

new project

phase

• Project

changes

• Identify hot

spots• Obtain

commitment



Leading Change

To what extent do our change leaders :

• Create a personal role for themselves in leading the change

process?

• Identify the key priorities and a critical path for the change?

• Create a clear picture of “where we want to get to”.

• Create a culture that will promote the desired behaviours?

• Refine rewards, measures and feedback systems to reinforce

behaviours?• Mobilise a network of committed change sponsors and agents?

• Coach and counsel key stakeholders throughout the change

process?

• Identify and remove barriers that impede the change process?

Assessment



Leading Change

Change efforts can potentially derail when :

• They fail to establish and clarify the key change roles of

Sponsor.

• Leaders fail to engage in behaviours necessary for change.

• They lack quantifiable measures for establishing Sponsor

accountability.

• There are competing demands for sponsor time and

resources.• Short term issues take priority over long term focus of “big

picture” goals.

• Sponsors object to change initiatives, Not all sponsor will

100% support the change process.

Pitfalls




R

E

S

U

L

T

S

Improved

State

Transition

State

Current

State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision




Why bother?

• Forces any resistance or apathy to be addressed head-on.

• Validates why the project is important and critical to do.

• Builds momentum needed to get the change initiative launched.

Overview





• The Change implementation process and the change

blueprint

Tools and Tactics



The Process of Change Implementation

Information Gathering

Information Assessment

Information Dissemination

Information Monitoring, Stabilisation and Feedback

CHANGE OBJECTIVES

CHANGE OVERVIEW

CHANGE BLUEPRINT = IMPLEMENTATION PLAN

CHANGE IMPLEMENTATION



Change Objectives

• Requires considerable evaluation of the organisation's

current position.

• What you are hoping to achieve by the change

process: a clear understanding of the change

objectives

• Are the changes compatible with the organisation’s

current systems and processes?

CHANGE OBJECTIVES

CHANGE OVERVIEW





Information gathering

Industry

Benchmarkin

g

Information

Sources

Market

Knowledge

Internal

information

gathering

Media

Personal

Experience

Previous

change

attempts

Info teams

Key Areas:

Cultural fit

Strategic fit

Synergy Potential

Management fit and

style

Corporatedemographics

Structural fit

YCHANGE OBJECTIVES

CHANGE OVERVIEW



GATHER

ASSESS

TELL



Change Overview

• Takes generic change objectives and applies them to

the situation

• Clarifies how the change objectives are going to be

met

• Serves as a practical reminder of what the

organisation is attempting to achieve

• Acts as a bridge between the objectives and the

operational blueprint.

CHANGE OBJECTIVES

CHANGE OVERVIEW





Employee Input

Affected employees know more about their company/function

Opportunity to motivate

Most successful if well done

Employees must live with decisions

Prolongs uncertainty

Longer and slower process

Affected parties may not trust the change agent

Carnage if done poorly

Immediate Approach

Less uncertainty

Quicker process

Greater clarity and certainty of action

May make wrong decisions

No affected employee

participation Requires detailed, thorough

planning

Delayed Approach

Greater knowledge of the changenecessary

Opportunity to motivate and involvaffected employees

Prolongs uncertainty

Longer and slower process

Longer for results to show

Key Operational Decisions

Addressing

cultural

issues

Assessing

the change

situation

Resource

Decisions

Employee

participation

Speed of

imple-

mentation

YCHANGE OBJECTIVES

CHANGE OVERVIEW



GATHER

ASSESS

TELL

“One off” financial costs e.g.

Implementation costs

Redundancy expenses

System harmonisation Capital expenditure

Continual financial costs

Human resources costs

Manifest in differences in:

Work legislation

Attitudes/ behaviours

Working practices

Management style

Company procedures

Imposed decisions

Less uncertainty

Decision makers are a known quantity

No arguments or politics

May make wrong decisions

Can seriously demotivate

Requires detailed, thorough planning



Change Blue Print

• Reduces overview into task specific actions

• Serves as the basis for the post-change

implementation plan by determining:

– What – action to be taken

– When – the timescale for change

– Who – is to be affected and who is to be responsible for leading the changes

– How – the actual blueprint

– Why – the logic behind the actions taken

CHANGE OBJECTIVES

CHANGE OVERVIEW





Communications Strategy

YCHANGE OBJECTIVES

CHANGE OVERVIEW



GATHER

ASSESS

TELL

Strategy C h a

n n e l

T i m i n g

Content

(style, coverage, source)



Implementation plan and

techniques

• Implementation is reliant on:

– Prior employee knowledge of change

– Employees being comfortable with their role in the change via

communication

– The enactment of the change process

– The alignment in systems and processes of the ultimate changes

• Techniques include:

– Change co-ordinator or manager

– Change team

– Steering committee

– Information gathering teams

– Working committees

– External specialists / facilitators

CHANGE OBJECTIVES

CHANGE OVERVIEW






1. Are all members of the project team aligned in terms of the

need to change?

2. Have we framed the need for change in such a way to

reflect the concerns of customers and key suppliers?3. Would each team member deliver essentially the same

“message” regarding the need for change if asked by

someone outside of the team?

4. Who are the key constituencies affected by this initiative,

and how much importance does each give to the initiative?

5. How can we help others increase their sense of the need

for change?

Assessment




Change efforts can potentially derail when they :

• Fail to check for alignment and build true consensus.

• Assume the need for change in obvious.

• Fail to frame the need for change in a meaningful way

• Assume that when others fail to appreciate the need for

change, its “their” problem.

• Fail to search beneath the surface for root causes.

• Underestimate the resistance to change.

Pitfalls




R

E

S

U

L

T

S

Improved

State

Transition

State

Current

State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision



Shaping a Vision

Why bother?

• Visions paint a picture that appeals to both the “head” and

the “heart” and answer the question “Why change?”

• Visions help create shared meaning and thereby help gaingenuine commitment from all.

Overview



Shaping a Vision


• Facilitating a visioning session

Tools and Tactics



Shaping a Vision

Facilitating a visioning session :

• Prior to session – interview key stakeholders.

– What is working?

– What is not working?

– Look at what our competitors are doing and ask ourselves,

“What can be learned from this?”

Tools and Tactics



Shaping a Vision


• Facilitating the session (2 days).

– Start with the end – brainstorm loosely what the future state

looks like in as much detail as possible – blue sky thinking. – Use visualisation techniques to envision daily life scenarios

once change is achieved.

– Design a dream using the language of:

o What we do

o What we sell

o Who we are

– Discuss feedback from key stakeholder interviews.

Tools and Tactics



Shaping a Vision


• Facilitating the session (2 days).

– Engage in rigorous self examination. Look at the relevance /

effectiveness / efficiency of:o Our purpose

o Our people

o Our processes

– Develop a mission i.e. saying in a given time frame, what do

we want to be?

– Identify and explore values and philosophies which will

change the way people think and feel and which will guide

our interactions through the change process.

– Identify first steps – processes, forums etc. to instigate the

change process.

Tools and Tactics



Shaping a Vision

To what extent :

• has a vision be clearly articulated for the project?

• is the vision simple and straightforward?

• is the vision motivating and energising?

• is the vision shared and understood across the business?

• is the vision actionable?

and finally,

• How aligned is the team around the vision?

Assessment



Shaping a Vision

Change efforts can potentially derail when :

• Everyone has their own vision, and no effort is made to gain

alignment.

• Vision statements remain at such a “lofty” level that one one pushesback.

• The vision changes too often, or conversely, is so rigid that others

feel excluded.

• The vision fails to reflect the interests and needs of customers&/suppliers.

• The vision is too complex to be easily understood or translated into

day-to-day behaviours.

Pitfalls




R

E

S

U

L

T

S

Improved

State

Transition

State

Current

State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision




Why bother?

• Helps deliver a culture of individual accountability and daily

problem solving.

• Helps create an organisation that is fundamentally moreflexible and able to implement change programs quickly and

efficiently.

• Helps speed up the pace of change and ensures that

performance is maximised during the transition state.

Overview





• Stakeholder analysis

• Change readiness

• Communication strategy

Tools and Tactics




Stakeholder analysis :

• A stakeholder is anyone who is impacted by or who impacts

the change.

• Can be an individual or a group of individuals with similar stakes in the change.

Tools and Tactics





• Stakeholder analysis is a starting point for understanding the

change readiness of key stakeholder groups.

• By understanding the requirements, and readiness gaps of key stakeholder groups, we are better equipped to plan and

implement appropriate change interventions.

Tools and Tactics





• Stakeholder analyses are best conducted by way of a 2 hour

brainstorming session.

• Steps to be followed include:

– Explain your role.

– Explain the purpose of the session.

– Explain outcomes i.e. next steps for assessing appropriate

change interventions.

– Ask: What is the end-to-end nature of the change? This

helps to identify who is impacted by it.

– Complete stakeholder analysis tool. Draw the table on a

whiteboard. Work your way across the table as directed.

Tools and Tactics





• Stakeholder analysis template

Tools and Tactics

Stakeholder Group Nature of Stakeholding Rate Rank

Stakeholder Group 1• What is the complete list of

stakeholders that impact or are

impacted by the change?• Does the stakeholder group

need to be broken down into

subgroups at this point?- Do they have different

stakes in the change?

- Is there a likelihood thatthey will be at varying

degrees of readiness?

• What is their relationship to the

change?- Are they a customer / supplier?- Are they a part of the process?- Are they affected by the

outcomes only?- What would be their concerns

and what would the impact of

their concerns have on others?

- What type of involvement wouldthey require?

Wins

Losses

Neutral

How important is

the stakeholder

group to the

delivery of the

change?• Critical• Important• Marginal

How would you

prioritise

stakeholder

groups relative

to one another?

1 = most critical




Change readiness :

• Change readiness is the capacity of key stakeholders to

support change in a manner that ensures that change is

sustainable.• Sustainability is achieved by facilitating the uptake along

three key dimensions:

– Stages of concern, based on their degree of understanding

of the change.

– Preparedness to support i.e. willingness to change.

– Ability to support, based on the development of the skills and

knowledge required.

Tools and Tactics




Change readiness :

• The change readiness tool examines change readiness for

key stakeholder groups and…

• Identifies what change interventions will be necessary tosuccessfully guide the change.

Tools and Tactics




Change readiness – stages of concern :

Tools and Tactics

Stages of Concern Focus of Concern Expression of Concern

Awareness Stage (0)

Information Stage (1)

Personal Stage (2)

Management Stage (3)

Impact / Consequence Stage (4)

Collaboration Stage (5)

Refocusing Stage (6)

Little concern or involvement.

General awareness & an interest in learning more aboutit.

Uncertainty about demands of change.

Uncertainty about decision making, potential conflicts.

Issues relating to efficiency, organisation, scheduling,

time etc.

Focus is on impact of change for individuals in

immediate sphere of contact.

Focus is on coordination and cooperation with others.

Focus is one of exploration of more universal benefits.

“I’m not concerned about it.”

“I would like to know more aboutit.”

“How will using it affect me?

“I seem to be spending all my

time in paperwork.”

“How is it affecting my team?”

“I am concerned about relating

what I am doing with others.”

“I have some ideas about

something that will work even

better.”





• Awareness Stage. Tactics are mainly around…

– Informing.

• Information Stage. Tactics are mainly around…

– Further information and motivating.• Personal Stage. Tactics are mainly around…

– Allaying personal concerns and providing a level of support.

• Management Stage. Tactics are mainly around…

– Coaching, training and development.

• Impact / Consequence Stage. Tactics are mainly around… – Involving people in shaping the change.

• Collaboration Stage. Tactics are mainly around…

– Creating opportunities to use them to influence others.

• Refocusing Stage. Tactics are mainly around…

– Creating opportunities for them to innovate.

Tools and Tactics





• Determining stage of concern is best conducted by way of a

2 hour small group session.

• Steps to follow include: – Familiarise yourself with the Stages of Concern.

– Spend time in open discussion about what their concerns

are.

– Sythesise concerns on a flipchart, looking for themes.

– Refer to Stages of Concern and, together with participants,plot their stage of concern.

– Jointly discuss tactics to help overcome their concerns, using

the interventions previously discussed as guidelines for

suggestions.

Tools and Tactics




Change readiness – preparedness to support :• Gauging support is best conducted by way of a half day facilitated

small group session.

• Steps to follow include:

– Explain the purpose of the session.

– Get people to talk about the current change. Facilitate discussion

on:

o What are the critical / core changes?

o What do you feel you are losing in the process?

o How do you feel about it?

– Facilitate discussion about object vs state loss – What can you

control?

– Facilitate discussion on, “What do you need?”:

o All boils down to support – “Where can you get support from?”

o List of actions / commitments.

– Put all unresolved issues into further process.

Tools and Tactics




Change readiness – ability to support :

• Refer to elements of a training & support strategy in section

on IT Change.

Tools and Tactics




Change readiness :

• Change readiness plan template

Tools and Tactics

Stakeholder

GroupAbility

Tracking

Outcomes

As detailed in

Stakeholder

Analysis

• Identify the

appropriate

individuals to the

tactic.• Individuals can be

selected because of

functional expertise,

organisational

influence, relationship

to stakeholder etc.

Stage of

Concern

Preparedness

to SupportChange Tactic Resp

• Not initiated• Initiated and

working• Initiated and not

working




Communication :

• The purpose of a communication strategy is to:

– Define the objectives of the communication effort.

–Develop guiding principles for communication. – Provide a framework for developing and implementing the

communications.

– Troubleshoot possible barriers to communication and

determine the appropriate solutions.

Tools and Tactics




Communication :

Elements of a communication strategy could include:

Communication objectives

• e.g. Enroll people in the change through involvement at all levels inthe organisation.

Critical success factors

• e.g. Availability of resources to produce communications materials.

• e.g. Maximising the use of respected and influential people to deliver messages.

• e.g. Maximising the use of face-to-face communication.

Tools and Tactics




Communication :

Elements of a communication strategy (cont.):

Guiding principles for effective communication

• e.g. Employees should hear information from the appropriatesource.

• e.g. Communication should be two-way and face-to-face to the

extent possible.

Key messages

• Key messages are the themes that will underpin all communication.

Tools and Tactics




Change readiness :

Elements of a communications strategy (cont.):

Communications plan

Tools and Tactics

Target Audience Sender

Name of

stakeholder group.

Communication Activity Message Timing

Description of:• Meeting• Presentation• Roadshow• Workshop• Teleconference• Briefing

• Demo

Description of: key

points to be

highlighted:• Issues & concerns• Project timeframes• Vision & direction• Feedback

• Q & A• Project status• Job changes• Etc.

Specific person / role

required to deliver the

message.

Date for

communication

activity to

commence.




Communication :Elements of a communication strategy (cont.):

Feedback mechanisms

• Feedback mechanisms are important for ensuring that

communication objectives are being met and messages are

conveyed in the most effective way possible.

• They provide a facility for target audience groups to communicate

their concerns, thereby ensuring a two-way communication.

• Examples include:

– Departmental representative – Open dialogue forums

– Survey / questionnaire

– Communications log (This would be a mechanism to track any

communications issues that are being identified.)

Tools and Tactics




Communication :

Elements of a communication strategy (cont.):

Barriers to effective communication

• Examples include: – Desire to keep information secret.

– Diversity of different audiences requiring different types of

information.

– Lack of clear and consistent information due to the perception of the

“evolving” nature of the project.

– Conflicting information from different sources.

Tools and Tactics




How well have you :

• Understood the needs and concerns of the people impacting

or impacted by the change?

• Analysed sources of resistance?• Developed problem solving process to resolve resistance?

• Developed tactics to help prepare the stakeholders for and

support them through the change?

Assessment




Change efforts can derail when :

• Too little information is shared with key stakeholders.

• Too much information is shared with key stakeholders.

• They assume technical solution is sufficient.

• They don’t involve others due to time constraints.

• They underestimate human resistance to change.

Pitfalls




RE

S

U

L

T

S

Improved

State

Transition

State

Current

State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision



Making Change Last

Why bother?

• Experience shows that successful, sustained change is difficult to

achieve without attention from the entire team

• Every change initiative will compete for time, resources andattention.

• We often spend most available time on the launch of an initiative

rather than its institutionalisation.

Overview



Making Change Last


• Forcefield analysis

• Systems and Structures worksheet

Tools and Tactics



Making Change Last

Forcefield analysis :

Tools and Tactics

ENABLERS RESTRAINERS



Making Change Last

Systems and Structures worksheet :

Tools and Tactics

Measurement

Reward

Staffing

Development

OrganisationalDesign

Identify specific opportunities to use or modify various systems and

structures to make change last



Making Change Last

To what extent have we accurately estimated :

• The magnitude of the total change effort?

• The level of resistance this initiative will face?

• The amount of time required to implement the change?• The level of clarity and alignment regarding the kind of

implementation process required?

And also…

• How has the change effort been integrated into other businessinitiatives?

• To what extent are needed resources made available?

• To what extent have we altered (or used) existing systems and

structures as “levers for change”?

Assessment



Making Change Last

Change efforts can potentially derail because of ten classic implementation pitfalls :

• Underestimating the time.

• Unexpected problems.

• Poorly co-ordinated activities.

• Competing distractions.

• Inadequate capabilities / skills of employees.

• Lack of support for the initiative.

• Unclear goals and objectives.

• Lack of involvement of Change Targets.

• Dismissing complaints outright.

• Uncontrollable externalities (life happens).

Pitfalls




RE

S

U

L

T

S

Improved

State

Transition

State

Current

State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision



Monitoring Progress

Why bother?

• An accurate measure of the project provides focus, direction and

momentum

• Corrective action can only occur if you know you are off track

• Monitoring Progress enhances you ability to reward key events and

milestones, building momentum and commitment.

Overview



Monitoring Progress


• Characteristics of a good measurement system

• Robot system

• Status report

Tools and Tactics



Monitoring Progress

Characteristics of a good measurement system:

1. Completeness: The extent to which a measure adequately measures the

phenomenon rather than only some aspect of the phenomenon.

2. Timeliness: The extent to which a measurement can be taken soon after the need to

measure, rather than being held to an arbitrary date.3. Visibility: The extent to which a measure can be openly tracked by those being

measured.

4. Controllability: The extent to which a measure can be directly influenced by those

being measured.

5. Cost: Whether the measure is inexpensive, making use of the data easily obtained or

already being collected for some other purposes.

6. Interpretability:The degree to which a measure is easy to understand and produces

data that is readily comparable to other organisations and/or time periods.

7. Importance: Whether the measure is connected to important business objectives

rather than being measured because it is easy to measure.

Tools and Tactics



Monitoring Progress

Using the ROBOT system to measure:

Tools and Tactics

The robot system is a good, colourful, eye-catching technique that makes you focus on your problem areas and decide on where you have encountered

implementation pitfalls and instigate corrective strategies.

The robot system is a good, colourful, eye-catching technique that makes you focus on your problem areas and decide on where you have encountered

implementation pitfalls and instigate corrective strategies.

RED – Change not implemented at all / little progress on

this objective.

YELLOW – Change has been partially implemented / some

resistance occurring / installation not complete or signed

off.

GREEN – Sound progress has been made on change objectiveand / or has been signed off as complete.

One of the easy techniques to use for the tracking of change progress is to use

the robot system – or even the colours of the robot.



Monitoring Progress

Status report :

• Status reports track progress in:

– Completing deliverables

– Achieving specifications – functional, technical, operational

Tools and Tactics



Monitoring Progress

Status report – effort and time:• The GANNT chart is a well-known Project Management tool for monitoring progress

against objectives. If used to its fullest potential, is regularly updated and visibly

displayed, it can show true progress against implementation objectives.

Tools and Tactics

ID Task Name Duration

1 Formalise Project Charter/ Pres. GB day1

1 Team Review ? days1

1 Formalise Proposal LetterGB day1

1 Review proposal w ith JG / CC day1

1 Presentation to GB days1

1 Define Financial model requ'mts day1

1 Design and Configure Fin. Model days1

1 Formalise BSC Plan GB day1

1 Develop BSC Proposal f or JM day1

Mark

/1111

Harry,Steve

Mark

/0 0 0 0

Harry

Harry

Steve

Michael

T F S S M T W T F S S M T W T F S' Sep11 11

' Sep11 11



Monitoring Progress

Status report - risk:

Tools and Tactics

Category Area of ImpactDescription of Risk Level of ImpactAlternative

Responses

0 = negligible

impact

5 = very high

impact

Who does it

impact?

Description of

the different

alternatives to

be taken to

mitigate the

risk.

Response

Taken

Description of

the alternative

chosen.

Comments



Monitoring Progress

Status report - issues:

Tools and Tactics

Issue

No.Resolution

#

Issue DescriptionAction to be

TakenResponsibility

Description of the

issue.

Description of

identified action to be

taken.

Description of

when and how

issue was finally

resolved.

Name of

individual

responsible for

resolution of

issue.

Date

Resolved

Name of

individual

responsible for

resolution of

issue.

Status

In process

Complete



Monitoring Progress

1. Have we stated our objectives in concrete terms?

2. Have we translated these objectives to observable behaviours?

3. Have we set milestones that all understand and agree to?

4. Are expected results tied to external and internal goals andhave we ensured that outcomes will be evident to

stakeholders?

5. Are individuals and teams accountable for results?

6. Do we know which existing data will pick up progress towardour goal?

7. Have we established new ways to gather data?

8. Do we have accurate and timely baseline data to work from?

Assessment



Monitoring Progress

Change efforts can potentially derail when they :

• Want results too soon and fail to look for long-term indicators of

progress.

• Assume all stakeholders know how things are going and fail tokeep them informed.

• Measure only against internal issues or goals, forgetting that

customers are often impacted by the change initiative.

• Don’t see how the change project is connected to other initiatives

and fail to measure impact.

• Think some things are too “soft” to measure, only looking at “hard”

indicators of progress.

• Simply get too busy to track progress.

Pitfalls

C




RE

S

U

L

T

S

Improved

State

Transition

State

Current

State

Leading Change




Making Change Last

Monitoring Progress

Shaping a Vision

Ch i S d SOverview




Why bother?

• When the way we organise, train, develop, reward, compensate,

promote etc is changed, we are likely to see individual behaviour

change

• Successful changes usually involve significant re-alignment of

“organisational infrastructure”.

• Need to develop the capacity to change, not just the ability to

change – “Can we build this change into our ongoing systems?”

Ch i S t d St tSix Aspects




Changing Systems & Structures involves modifying:

1. STAFFING

2. DEVELOPMENT

3. MEASURES

4. REWARDS

5. COMMUNICATION

6. DESIGNING

ORGANISATIONS

(How we acquire / place talent)

(How we build competence / capability)

(How we track performance)

(How we recognise / reward desired behaviour)

(How we use information to build and sustain

momentum)

(How we organise to support the changeinitiative?





EXTRA DATA

Change Implementation Process

Model



Twelve “Golden Rules” of implementation

Manage employee and customer expectations

Project manage and measure the process

Be seen to add value

Build on some “quick wins”

Use the line managers

Be realistic about what you can achieve personally and corporately

Manage conflict

Repeat key messages and communicate even when you think you have

nothing to say Expect strange behaviour and be ready for it

Realise everything you say and do will be scrutinised and exaggerated

Remain visible and “out of the bunker”

Keep your eye on the ball and don’t forget about your customers



The impact of change (its called resistance)

UNCERTAINTY

IMMOBILITY TO MEET/TRY OUT

CHALLENGES BEYOND PERSONAL

COMFORT ZONES

UPWARD

ABDICATION

(Wait for direction,

Claim lack of

direction)

FEAR FAILURE

FEAR

CONSEQUENCES

OF NON-

DELIVERY

FRUSTRATION

(By seniors)

LACK OF

CONFIDENCE

(Portrayed overtly

and subtly)

R di f h



Readiness for change

Readiness = D (Dissatisfaction) x V (Vision) x F (First steps) > R (Resistance)

D

V

F

Is there enough dissatisfaction with the current state?What is the gap between the current reality and the envisioned future?

Is there a sense of compelling vision of a highly desirable future state?To what degree is it shared?

To what degree are individuals committed tothe vision?

Are the first steps for making the change 'doable'?

Th Ch C



The Change Curve

“I’m being told something

I don’t like”

AWARENESS

DENIAL

“NO WAY!”

FEAR

“What will happen

to me?”

EXPLORATION“”Let me take a look

anyway”

UNDERSTANDING

“I can see why they want to

do this”

POSITIVE PERCEPTION

“This is good”

LEARNING

“Let me test it”

ADOPTION

“We have to do it this way”

INTERNALISATION

“This is the way we work here”

Responses



Responses

Awareness Full communication and explanation

Reassurance (where possible)

Denial Full communication and explanation

Understanding of the consequences of

non-conformance

“Word picture” of the process of thechange

Fear Reassurance where possible

Understanding of all possible outcomes

for the individual

Exploration Full training in the new behaviours

and/or systems

Full understanding of the benefits

Understanding Full training in the new behaviour

and/or systems

Full understanding of the benefits

Responses



Responses

Positive Perception Reinforcement of the positive perception

Learning Full training in the new behaviour and/or

systems

Reinforcement of benefits

Adoption Reinforcement of benefits

Recognition of efforts

Use as champion to those further down

the change curve

Internalisation Recognition of efforts

Awareness of the change process the

individual has gone through

Eff t f h



Effects of change

In most organisations, it requires a change in management

perspective and skill base as well as a new alignment of

systems and processes

If handled well, change can increase organisationalflexibility and responsiveness

If handled poorly, the organisation can experience:

– Lower management credibility

– Higher employee turnover

– Lower employee productivity

– Lower employee satisfaction and trust

MOST CHANGE PROGRAMMES FAIL

A di t H d C



According to Hammer and Co:

Only 20-30% of all reengineering projects succeed

Only 23% of all mergers and acquisitions make back their costs

Just 43% of quality-improvement efforts make satisfactory progress

Only 9% of all major software development applications in largeorganisations are worth the cost

31% of software implementation projects get cancelled beforecompletion

Irrespective of success or failure, 53% of software implementationswill result in cost overruns by up to 189%!

The Reason: According to Fortune 500 executives resistance/peoplenot accepting changes was the primary reason changes failed

Source: Maurer and Co.

A model for organisational change(K L i )



(Kurt Lewin)

Unfreezing

Change & movement

Re-freezing

UNFREEZING



Creating motivation and readiness to change

Techniques to reinforce unfreezing . . .

• Acknowledge feelings and empathise

• Give people as much information about the change as

possible

• Say what will not change

• Treat the past with respect

• Help others to see the gap

CHANGE & MOVEMENTG idi th h th t iti



Guiding through the transition

Techniques to reinforce movement . . .

• Provide focus and direction

• Strengthen peoples' connections to one another

• Open up two way communications

• Provide the individual with a specific role in the

change process

• Provide leadership and tenacity

RE-FREEZINGI t ti th i t f i



Integrating the new point of view

Techniques to reinforce re-freezing :

• (before reverting to the old point of view)

• Ensure that individuals and leaders are

reinforced for new behaviour

• Implement quick results and highlight successes

• Build feedback mechanisms

• Celebrate!

Wh D P l R i t Ch ?



Why Do People Resist Change?

• The phrase, “overcoming resistance,” indicates an adversarialrelationship … since resistance is an emotional process, the key isunderstanding it:

– People resist change because the change is:

• Perceived by them to be negative, and

• They do not want to deal with the reasons for it

– Resistance is a way of expressing feelings of concern about making a change

– These concerns tend to be:

• Concerns over loss of control

• Concerns over vulnerability

– Your task is to help the person who is resisting change to express these concerns directly

Resistance is nature’s way of telling you something important is going on and that you are on target

Resistance is nature’s way of telling you something important is going on and that you are on target

Why Resistance Occurs



Why Resistance Occurs . . .

• Resistance can occur becausepeople fear:

– Loss of credibility or reputation

– Lack of career or financial advancement

– Possible damage to relationships with boss

– Loss of employment

– Interpersonal rejection

– Change in job role

– Embarrassment/loss of self-esteem

– Job transfer or demotion

Real/

UnderlyingConcerns

Indirect Expressionsof Concerns/

Visible Resistance

Your task is to encourage the full expression of the real/underlying concerns.Your task is to encourage the full expression of the real/underlying concerns.

Three Steps to Dealing with Resistance



Three Steps to Dealing with Resistance

• Step 1: Identify the form the resistance is taking: – Trust what you see more than what you hear

– Pick up cues

– Listen to yourself — use your own feelings as a barometer

• Uneasy, bored, irritated

– Listen for repetition/telltale phrases

– Make two good-faith responses

• Step 2: Acknowledge, name the resistance: – Tell person your perception of the resistance

– Do it in a “win/win” manner; neutral, non-aggressive - “What I think I hear you sayingis . . .”

– Tell the person how the resistance is making you feel

– Be specific, clear, authentic

• Step 3: Be quiet, listen, let the person respond: – Get him/her talking

– Encourage full expression of the concerns

– Gradually uncover underlying resistance/issue - be aware of other forms of resistancesurfacing

Dealing With Resistance: What Not To Do



• Fight the resistance

• Go into more data collection

• Reengineer in the attempt to

get a better intervention

• Avoid the individual

• Work more with your “allies”

• Give lots of reasons

• Get hooked into the details

Dealing With Resistance: What Not To Do

• Expect approval, encouragement,

support and/or affection

• Lose your confidence

• Expect to have all the answers

• Collude with the individual

• Avoid giving “bad news”

• Use aggressive language

– “You Dummy” Rule

• Delay/wait one more day

Tactics to Minimise Resistance



• Provide appropriate training in new skillsand coaching in new values andbehaviors

• Encourage self-management

• Give more feedback than usual to ensurepeople always know where they stand

• Allow for resistance. Help people let goof the “old”

• Measure results, step back and take alook at what is going on. Keep asking “Isthe change working the way we want itto?”

• Encourage people to think and act

creatively

• Look for any “opportunity” created by thechange

• Allow for withdrawal and return of peoplewho are temporarily resistant

Tactics to Minimise Resistance

• Explain why

• Identify the benefits

• Invite and answer questions

• Solicit participation, and, if possible,early involvement

• (“first-draft/strawmodel” reviews,membership inplanning/implementation teams,etc.)

• Avoid surprises

• Set standards and clear targets

• Inform/involve informal leaders

• Recognize and reward efforts

• Over communicate

Summary: Dealing With Resistance



Summary: Dealing With Resistance

• Resistance is inherent to change

• To deal with resistance, you should be able to:

– Identify when resistance is taking place

– View resistance as a natural process and a sign that you are on target

– Support the client in expressing the resistance directly

– Not take the expression of the resistance personally or as an attack on you or your competence

• Some common forms of resistance are:

– Attack – Moralizing

– “Give me more detail” – Avoiding responsibility

– They flood you with detail – Compliance

– No time – Pressing for solutions

– It’s impractical – “We’re unique”

– “I’m not surprised” – Methodology

– Confusion – Nit-picking

Documents

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