Becoming a Respected and Trusted Change Agent
John M. Thompson, Ph.D., FAAMA, CIRS‐A
Learning Objectives
• Describe approaches to mitigate stakeholder pushback
• Explain strategies for implementing successful change efforts
• Discuss the role of leadership, management, and employees in implementing change
• Describe how to gain stakeholders’ buy in
• Identify the type(s) of management styles that are ideal for implementing change
• Explain the factors that lead to unsuccessful change projects
• Apply a change management model to your work life
• Describe how to sustain change
Warm‐Up ExerciseWhat are your personal thoughts and feelings when you hear the following words?
Organizational change
Right sizing the organization
Systems change
Leadership change
Change
To transform the form, nature, content, or future direction of something.
Example: new manager, organizational name change, and new standard operating procedures
Inevitable
Change (cont.)
Change often involves a loss. For example, we will begin using a new system, which means learning a new process and doing away with the old. So, we must assist people with navigating the “loss curve.”
Uncomfortable
Psychological, social, and financial impacts
Why Change?
There are a plethora of reasons why change occurs in an organization.
Some change efforts are bigger than other ones, but regardless, it can impact staffs differently.
Examples of Organizational Change
Leadership comes up with grandiose ideas that could improve the strategic positioning of the organization, resulting in change.
New managers have a desire to prove themselves so they implement change.
New technology
Response to a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis or job task analysis/job reengineering project
Poorly performing organization
Business development driven change
Why This Course?
Accountability lies on your shoulders to produce the desired results for the organization.
Successfully carry out organizational change initiatives
Maintain favorable employee, organizational, and financial outcomes
Common Responses to Change
Why do we have to change?
If it isn’t broke, don’t fix it.
Who does he think he is?
I’m putting my foot down!
How will this impact me?
She’s trying to make a name for herself.
On the Brighter Side of Change (Common Responses)
I’ve been waiting for this opportunity!
Why didn’t we do this a long time ago?
About time!
Perceptions to Change
Resistance to change is one’s reaction when he/she perceives that a change poses a threat to him/her.A change has to be substantial enough to pose a threat to someone.As leaders and managers, we must be mindful that one’s perception is his/her reality. Thus, don’t minimize their perceptions or feelings.
Warm‐Up Exercise
Discuss the following two questions with yourgroup members.
Are you a change agent?
What constitutes an effective change agent?
Change
"It’s not so much that we are afraid of change, orso much in love with the old ways, but it’s the place in between we fear... it’s like being in between trapezes... there’s nothing to hold onto."
‐Marilyn Ferguson
Point of Reflection: Coping with The Unknown
When change was imposed upon you, how did you react?
As leaders and managers, how do you assist your staffs with adjusting to organizational change?
Change Management Roles and Responsibilities
Leaders and managers must be champions of all change initiatives.
Consider the following prior to embarking upon organizational change.
People are diverse and they behave differently when faced with change. Some people thrive off of change as a change agent while others fear it.
Change Management Roles and Responsibilities (cont.)
Meet everyone’s basic needs. Keep them in the loop! Involve them in the decision making process.
Realistically manage people’s expectations.
Employees’ Responsibility in Change Management
No responsibility to manage change.
Employees should only be expected to do their jobs according to their job descriptions.
Leaders/managers should craft the “Other Duties As Assigned” for employees who will be involved in organizational change.
Kurt Lewin’sThree Stages of Change *
Unfreeze
Transition
Refreeze
* To guarantee success, leaders and managers must follow each step sequentially.
Stage 1: Unfreeze
People are comfortable with their surroundings
Feel a sense of control
Feel a sense of complacency
People are unfrozen to take the next step in the change process
Stage 1: Action Steps
Each step below must be successfully completed prior to advancing to the next step.
“Test the water” / Justification for change / Increase urgency
Get your “If it isn’t broke, don’t fix it” colleagues on board.Face the realities of their emotions.
Stage 1: Action Steps (cont.)
“Test the water” / Justification for change / Increase urgency Open and honest communicationInclude staffs in all phases of the change effort – get them to shape how the change will look within the organization; empower them!Get your informal leaders on boardRealistic expectations
Stage 1: Action Steps (cont.)
“Test the water” / Justification for change / Increase urgency
Consequences of changing and consequences of not changingProvide sufficient time for colleagues to express their perspectives about the changeDetermine the reasons for staffs’ perspectives and address them
Some perspectives may be irrational and invalid, but their perceptions are truly their reality.The failure to address their concerns can be like cancer spreading through the organization.If concerns are valid, address and incorporate solutions.
Communication strategy – get buy in
Stage 2: Transition
Coaching, mentoring, and training people through the chasm of change
Accepting the change
Stage 3: Freeze
Solidify the change that just took place
Incorporate the change into the culture of the organization
Reflect on the change process
Stage 3: Action Steps
Burning Bridges – don’t provide the doubters any way back
Examples:Name change: remove all old stationery from the file; only make new stationery available for printDatabase change: transfer all data to new system and disallow login privileges to old database
Reward Realignment – establish reward system based on personnel accomplishments related to the changeEvidence Display – show stakeholders quantitatively and qualitatively how change is beneficial to the organization
Stage 3: Action Steps (cont.)
Institutionalization – incorporate the change into the formal structure and culture of the organization
Hold their feet to the fire – ensure that job descriptions are tied to the change and have staffs sign verifying that they have been informed of the modified job description
Reminder – continuously remind staffs of their new role/responsibility as a result of the change
Action Items for the Entire Change Process
Throughout the entire process, be sure that you address the following:
Providing effective and routine communicationPersistence spirit CheerleaderCoachTake time to celebrate all accomplishments leading to the ultimate goalConduct frequent climate checks
The Continuum of Change
Stability Neutral Change
Where are you on the spectrum? How do you react to change?
“If it isn’t broken, don’t fix it.”
“Ok with some change, but don’t go over board”
“We should have done this a long time ago!”
Level of Complacency
Reactions Toward Change
•Fear•Anger•Joy •Sadness•Trust/Distrust •Disgust•Surprise•Stress
•Insecurity•Anticipation•Mixed emotions•Resistance to change•Loss of rational judgment •Negative attitudes towards the change agent, leadership, and management
One’s Experience with Change/Loss
Elisabeth Kübler‐Ross’s 1969 Grief Cycle model that was first published in On Death & Dying can be applied to organizational change.
One’s Experience with Change/Loss (cont.)
Shock – initial response to the “bad news”Denial – attempting to avoid the inevitableAnger – outward expression of frustration and bitternessRejection – refusing to buy into the inevitableBargaining – seeking for a way outDepression – final reflection of the inevitable Testing – determining how to adapt to the changeAcceptance/Healing – moving forward
Loss Curve
Pitfalls to Effective Organizational Change
Failure to have senior management sponsorshipAssigning the project to managers with very little seniority Change agents working in siloMoving too fast for the staffFailure to get feedback of those who will be impacted by the change (Theory X/authoritative leaders)Moving too quickly in implementing change
Pitfalls to Effective Organizational Change (cont.)
Disregarding people’s emotionsFailure to adequately prepare for changeLack of a coherent planChaotic change rather than controlled changeLeaders and managers attempt to impose change on staffsLack of training
Points to Consider
CHANGE IS GOOD!
YOUR APPROACH TO CHANGE CAN MAKE YOU OR BREAK YOU!
Participant Activity
Identify one change project in your work areaRationale for change (justification)Develop your approach for rolling out the changeOther teams will determine whether the proposed change plan sounds like a successful one to roll out.
Key Elements to Success
Host listening forums to involve impacted staffs in the decision making process Empower staffsAvoid silosTransparencyAvoid forcing change upon people Open communicationOpen door policyBuild trust
Key Elements to Success (cont.)
Take time to listenDevelop measurable and realistic goalsRemove (as far as is possible) barriers such as autocratic management approach and folks with negative perspectives from the change process. Involve your training department and external consultants who can assist in preparing staffs for the change Establish and maintain an organizational culture that embraces changeTreat people the way they want to be treated
Develop Your Change Management Plan
Take a moment to think about a potential change management activity in your office. What is your overall plan for approaching it?What are you most concerned about? How will you get staff on board?What are some factors that will ensure your success on this change management project?What quality measures will you incorporate to periodically examine employee and organizational outcomes?How will you sustain the planned change?
Take Home Points
Focus on the Emotions because the failure to do so could lead to negative employee, operational, and financial outcomes for the organization.Justification for change.Apply the functions of management to implementing organizational change.Stay calm.
Resources
Johnson, S. & Blanchard, K. (1998). Who moved my cheese? New York, NY: Penguin Putnam.Kotter, J.P. (1995). Leading change. Boston, MA: Harvard Business School Press.Kotter, J.P. & Cohen, D. (2002). The heart of change. Boston, MA: Harvard Business School Press.Kotter, J.P., Rathgeber, H., Mueller, P., & Johnson, S. (2006). Our iceberg is melting: Changing and succeeding under any conditions.Boston, MA: Harvard Business School Press.www.kotterinternational.com
Q&A
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