Strategy for ChangePresented to Engineering Analysis Team

By Jeff Girard5/17/2002

ChangeIntroductionAnalysts make recommendations to

the design community.Rational approach not always

successful.Desire for information

on change strategy.

ChangeSummary

Reasons for change.Context of change in design process.Reactions to change.Process to implement change.

ChangeIdentify ScopeLocalize – stress, noise, vibration – where? Identify and rank dominant physical factors

Sources Paths Aggravating or amplifying factors

Identify mitigation Location Method

Evaluate mitigationRecommend and predict production outcome

ChangeRational ApproachEngineers make decisions based on factsPresent data – Recommend solutionMost common and best if effectiveOther factors complicate

issues

ChangeChange Model

Widely accepted model by Kurt Lewin (1950’s) Unfreeze Move Refreeze

ChangeUnfreezeWhy change neededScope of changeCommunicate

Provide vision Deal with feelings – reduce defensiveness, blame

Encourage discussionBe non-threatening & non-confrontationalFace criticismDiscuss resistance openly

ChangeMoveCommunicate

Reasons Benefits Understand and use freezing forces

Encourage discussionsListen and act on feedbackFocus

Individuals’ roles Next steps to move forward

Support forward movement

ChangeRefreeze

Measure performance earlyBuild confidenceBalance loss with gainCommunicate successEncourage forward movementCelebrateReinforce

ChangeFreezing ForcesFeaturesCostSchedulePerformanceAestheticsRegulationEfficiency

SafetyDurabilityErgonomicsVisibilityOperator EnvironmentSizeWeight

ChangeFreezing Forces - Commitments

MarketingProduct leadersDesign teamsEffortPersonal worthExpertise

ChangeStage of the designAdvanced Engineering

ConceptsPre-Production

Components, durability, pilotProduction

Scramble prior to, during, and just after productionPost Production

Continuous improvement, field service

ChangeSources of Change Need

Request for approach on design drivers Cost reduction Market needs New load requirements New regulations Customer satisfaction improvements Competition

ChangeSources of Change Need (cont.)Request for evaluation

Acceptance criterion failed No failure, but greater need recognized

Field Service concern Warrantee Complaints

Unsolicited evaluation Experience suggests need

ChangeSpectrum of Acceptance

Acceptance criteria Regulatory specification Standard compliance

Unrefined criteriaCompromise criteriaDesired outcome

ChangeResult vs. Response

Possible evaluation outcomes Desired Likely Unlikely

Available resources Each result: response of design

ChangeReactionResistance is positive force

Promotes stability Prevents indiscriminate response Notes deficiency in change plan Encourages optimal solution Adds energy to change process Prevents blind acceptance

• Due to status, position, or freezing forces

ChangeResistance Increases

Previous commitment impactChange severity or extentChange schedule shortnessStated blameLack of knowledge/understandingDiffering visions (analyst vs. designer)

ChangeResistance Decreases

Leadership buy-inLeadership periodic involvementDesigner involvement in change processPersonal readinessLarger consensus of involved personsCommunication of needs and vision of outcomeSeverity of needLarger number of steps

ChangeResistance BehaviorChanging subjectBeing defensiveCrowding issue with details/questionsUnceasing call for more data/analysisControlling access to leadershipPress for solution regardless of feasibilityMinimal responsivenessWithdrawal – being too compliant, confused,

avoiding responsibility

ChangeChange As Loss

Change may be perceived as loss Varies for individuals Varies with severity May or may not require coping strategy

Planning, communication helpUnderstanding loss important

ChangeDealing With LossProcess described by Kubler-Ross

Denial Anger Bargaining Depression Acceptance

Communication, positive attitude crucial to help individuals cope

ChangeUnfreezing – Define Scope

Localize the problemCharacterize & rank dominant sourcesNote subsystems in source-path-locationIdentify mitigationRecommend solution options

ChangeUnfreezing – Mitigation Plan

Draft to focus effortsLay out modifications in small stepsRiskCost/Benefits – Context of Freezing ForcesBusiness Case (if necessary)

ChangeUnfreezing – Implementation Plan

Draft to focus effortsFreezing forcesContext of changeDefine acceptanceLikely results of mitigationResources needed for mitigation

Freezing forces

ChangeUnfreezing – Consensus TeamUse scope to define teamPrimary members early for ownershipDefine roles of membersPlan for reaction and resistanceCommunicate and evolve the need and plans

Scope Draft Mitigation Plan Draft Implementation Plan

Vision Current state State to be achieved

ChangeUnfreezing – Implementation Schedule

Scope definitionConsensus over plansLeadership buy-inProcure parts and equipment for validationValidate the changeDesign change

ChangeMoving – Leadership Buy-InPresent case

Scope Mitigation plan Implementation plan Schedule

Obtain commitment Acceptance Mitigation resources

Document recommendationsProceed as recommended

ChangeMoving – Communication PlanWeekly meetings

Primary members Resources when needed

Take notes State action items and assign Write and mail minutes (include action items)

Review Previous meeting minutes Progress of action items

Focus, Keep Moving Forward On Topic

ChangeMoving – Communication Plan

Encourage ideas, even counter proposalsOver communication betterRepetitionTimelyInform leadership

Positive progress Individuals involved

ChangeMoving – Maintain Buy-In

Communicate with design leadershipDo not allow filtering of messageKeep sense of urgency

ChangeRefreezingTest change earlyCommunicate results to individuals and leadership

Re: Freezing forcesReward

E-mail to team leaders of individuals Recognition program Outside celebration

Replicate results Discuss how other areas could benefit Communicate benefits to others