Change Management

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Change Management

• LEADING CHANGE FIELD GUIDE
• STEPS TO ACHIEVE LASTING CHANGE

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BUILD THE GUIDING TEAM

• STEP 2

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BUILD THE GUIDING TEAM
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PURPOSE

• To bring about significant change in an
  organization requires a powerful guiding
  coalition
• Effective guiding coalitions develop a
  significant amount of teamwork, even when they
  are not a team in the normal sense of the word,
  even if they dont meet regularly and are not a
  natural group

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PURPOSE Coalitions are necessary because

• a single individual does not have all the
  knowledge required to develop a comprehensive
  vision for the change in todays complex business
  environment.
• A steering committee does not have the
  credibility or time to influence the stakeholders
  and to engage and guide the organization through
  the change.
• Without a strong guiding coalition, change
  initiatives seldom have the support, energy and
  speed needed to succeed.

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OUTCOMES

• A guiding coalition whose members have sufficient
  power and influence, expertise, credibility and
  leadership ability to drive the change.
• A coalition that shares a common understanding
  of the goals of the change initiative, operates
  in a climate of trust and is clear about roles
  and responsibilities in making the change
  succeed.
• A coalition that understands and effectively
  employs mechanisms, tools and techniques that
  will maintain a high performing team.

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MEASURING EFFECTIVENESS

• Adapted from Realizing Change by John P. Kotter,
  CD from The Interactive Managers series. 1996.
• Use this tool to assess the composition and
  effectiveness of the team leading the effort
• If any of the warning signs described below
  appears frequently -gt indication that the team
  does not have the necessary skills and attributes
  to lead the change effort successfully.
• Often, it means that members of the team are not
  senior enough in the organization to successfully
  lead the change.

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Warning signs

• The coalition cannot get resources, information
  and support to progress rapidly.
• The coalition does not motivate and inspire
  others to participate in the change.
• The coalition cannot gain the support and help of
  specific groups in the organization.
• The coalition cannot get on management meetings
  agenda.

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Warning signs

• The coalition cannot get in front of senior
  people regularly.
• The coalition constantly needs to refer to other
  experts to make decisions.
• Important decisions cannot be made without a
  lengthy approval and reviewing process.
• The coalition does not gain confidence from other
  senior people.

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Warning signs

• If a sponsor cannot mobilize a guiding coalition
  with the right mix of credibility, expertise and
  leadership, it is a sign that the organization
  has little appetite for the change proposed.
• For the business to release its best people for a
  change initiative, it has to share the need and
  urgency for the change.
• If the indicators below are not present, the
  coalition is not operating effectively, with
  clear goals and trust between its members.

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Indicators of an effective coalition

• The coalition does not unduly change its approach
  and direction.
• The coalition rarely needs to revisit work done.
• The coalition has open and honest discussions
  about problems, issues and progress.
• The coalition uses conflicts constructively.
• The coalition can make difficult decisions
  rapidly.

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Indicators of an effective coalition

• The coalition members communicate frequently.
• The coalition is effective at resolving issues
  using all members knowledge and input.
• There is a relaxed and enjoyable atmosphere.
• The coalition members function autonomously, they
  are clear about their responsibilities and
  integrate with the others.
• The coalition understands and believes in the
  importance and urgency of the change effort.

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APPROACH

• Creating a leading coalition involves
• 1. Finding the right people.
• 2. Creating clarity of goals and a climate of
  trust in the coalition
• 3. Maintaining a high performance coalition. The
  resources section contains extensive material
  related to coalition building. Please familiarize
  yourself with these resources as you work through
  this part of the module.

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BUILD THE GUIDING TEAM

• 1. FINDING THE RIGHT PEOPLE

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1. FINDING THE RIGHT PEOPLE

• While coalitions created for change initiatives
  can vary in terms of size, composition and
  structure, an effective structure for guiding
  significant organizational transformation will
  include
• one or several sponsors
• a guiding coalition
• and one or several change coalitions.

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Roles The Sponsor

• is the ultimate supporter of the change
  initiative.
• His/her role is to provide the executive level
  support and the resources needed to drive the
  change effort.
• will choose the members of the guiding coalition
  to help drive the effort.
• is typically a senior executive in the
  organization.

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Roles the Guiding Coalition ?

• The role is to develop the vision,
• to engage and guide the organization in the
  change process and to manage the change
  initiative to its successful completion.
• should be comprised of senior people,
  representatives of the constituencies in the
  organization that have a significant stake in the
  change.
• They are members of the organization who have
  sufficient influence in their area
• to be able to assemble the resources and support
  needed to make the change succeed, and with
  sufficient authority to make the necessary
  decisions.

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Roles The Change Coalition

• is responsible for implementing the change
  program developed by the guiding coalition.
• It is primarily composed of managers who can
  ensure that tasks are completed properly and on
  time.

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Guiding coalition vs. Steering Committee

• It is important to differentiate
• The guiding coalition
• not a committee destined to approve
  recommendations and review progress sporadically.
  
• It is a team of leaders actively involved in
  developing and implementing the change strategies
• much more active and involved role than that of a
  steering committee

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Guiding coalition vs. Steering Committee

• They are responsible for example,
• for setting the strategy
• providing the necessary resources
• removing roadblocks and obstacles
• clarifying priorities for the change coalitions
• communicating to stakeholders
• building support and resolving conflicts.
• In addition, there are generally multiple guiding
  coalitions in large change efforts.

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Guiding coalition

• Although executive sponsorship and the
  development of an effective change coalition are
  important pieces of any transformation,
• it is the creation of a guiding coalition,
  comprised of strong leaders that will ensure the
  success of the change.
• For this reason, the guiding coalition is the
  focus of this section.

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Skills and Attributes of a Strong Guiding
Coalition

• For the guiding coalition to succeed, it must be
  comprised of people who have the necessary skills
  and attributes to tackle the challenge.
• It must also include individuals who represent
  the stakeholder groups most affected by the
  change.
• These stakeholders bring the knowledge and
  perspective of their divisions that are necessary
  to successfully implement change.

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Skills and Attributes of a Strong Guiding
Coalition

• To lead the change effectively, members of an
  effective guiding coalition should have the
  following skills and attributes

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Skills and Attributes of a Strong Guiding
Coalition
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Leadership Assessment Tools

• Leadership assessments
• survey tools that allow leaders to assess how
  effective their leadership strategies are in
  defining and implementing changes.
• Its most common use, in the context of a
  transformation, is to identify the strengths and
  development areas of the leaders involved in the
  change as regards to their ability to lead and
  guide other through the change

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Management Vs Leadership
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Management Vs Leadership

• Good managers are those who keep a complex system
  of people, procedures and technology running
  smoothly.
• gtlt Good leadership defines what the future should
  look like, aligns people with that vision and
  inspires them to make it happen.
• While good management skills are important, it is
  the presence of leadership skills that is
  critical to the guiding coalition.

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What size should the coalition be?

• A balance must be struck between
• the need for gathering organizational influence
• and the need to remain an effective small
  coalition.
• For the guiding coalition to have influence it
  must comprise enough members from the stakeholder
  groups affected by the change to gain the support
  of these areas.
• However, a large coalition may become unable to
  make decisions in a timely and effective manner.

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Change Resisters or Change Supporters?

• To support the change it is critical that leaders
  of the change share the same values and
  motivation.
• However, including individuals who are strong
  resisters to the change in the guiding coalition
• can provide an opportunity to understand where
  the resistance stems from
• and to help gain their support for the change.

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Changing the Composition of the Guiding Coalition

• The composition of the guiding coalition may grow
  or change during the course the change process.
• You may have to replace exhausted leaders, add
  members that have expertise required at a
  specific time or have more influence in
  particular areas of the business.
• However, it is important than some members
  remain until the end to ensure continuity.

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Changing the Composition of the Guiding Coalition

• A common mistake is to replace senior members by
  more junior resources as soon as the vision is
  created.
• Although the leaders involvement may evolve, for
  the change to succeed, it needs sustained
  leadership and executive commitment throughout
  all steps of the change process.
• In addition, as the change effort grows and
  takes root additional guiding coalitions will be
  formed in order to nurture the change and insure
  that it becomes part of the organizations
  operating fabric..

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BUILD THE GUIDING TEAM

• 2. CREATING CLARITY OF GOALS AND A CLIMATE OF
  TRUST

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2. CREATING CLARITY OF GOALS AND A CLIMATE OF
TRUST

• Without a common understanding of goals to guide
  their decisions
• and without trust to ensure open and honest
  discussion,
• -gt the guiding coalition may waste substantial
  time, mired in debate and conflict.

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An effective coalition has five basic elements

• Goals
• Roles
• Processes
• Relationships
• Interfaces

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An effective coalition has five basic elements

• Goals
• are essentially a by-product of a shared sense of
  purpose among coalition members.
• must be aligned with the organizations
  direction to be efficient
• and all objectives should be clearly stated and
  shared by all.

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An effective coalition has five basic elements

• Roles
• The term role refers to the contribution of
  coalition members towards the achievement of
  goals.
• Effective roles are mutually understood and
  accepted within coalitions and among other
  coalitions.
• They recognize individual strengths and clarify
  expected contribution.

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An effective coalition has five basic elements

• Team processes
• describe how we will work together to achieve
  goals.
• Effective processes are responsive to change and
  innovation.
• There is a host of different processes that one
  team must monitor in order to be effective team
  meetings, planning process, problem solving,
  decision making, conflict resolution, and process
  improvement cycle.
• These in turn lead into the need to establish
  strong relationships within coalitions or across
  functions (interfaces).

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An effective coalition has five basic elements

• Relationships
• are associated with the links that bind
  individual members in a coalition.
• It deals with individual values of each and how
  they are practiced (communications, trust and
  openness, participation, etc.)
• The building of relationships within a coalition
  and how conflicts are resolved are major
  components.

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An effective coalition has five basic elements

• Interfaces
• The effectiveness of a team is strongly enhanced
  or hindered by how well it manages interfaces
  with other teams.
• It deals with relationships of whole teams with
  one or more other teams.

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ELEMENTS OF AN EFFECTIVE TEAM GOALS
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ELEMENTS OF AN EFFECTIVE TEAM Roles and
Responsibilities
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ELEMENTS OF AN EFFECTIVE TEAM Processes
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ELEMENTS OF AN EFFECTIVE TEAM Relationships
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ELEMENTS OF AN EFFECTIVE TEAM Interfaces
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BUILDING THE GUIDING TEAM

• 3. DEVELOPING AND MAINTAINING A HIGH PERFORMANCE
  COALITION

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3. DEVELOPING AND MAINTAINING A HIGH PERFORMANCE
COALITION

• A coalition will go through various stages of
  development from its formation to its stage of
  high performance.
• The coalition will face different challenges as
  it moves through the stages

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Characteristics of the team formation stages
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KEY CHALLENGES

• Each stage of development of the coalition
  represents new challenges for its members
• Managing conflicts.
• Conflict often arises within coalitions in their
  day to day activities.
• An established process for dealing with conflict
  can help prevent conflicts from hindering
  coalition performance.

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KEY CHALLENGES

• Transitioning people in and out of the coalition.
  
• Over the course of a project, membership in the
  guiding coalition may change.
• Having a mechanism to introduce new members to
  the coalition that reinforces the teams mission,
  objectives, roles and responsibilities will help
  ensure that the coalition does not lose its focus
  as its membership changes,
• and that decisions are not re-challenged.

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KEY CHALLENGES

• Battling complacency
• Coalitions frequently become complacent over the
  course of a change effort, may occur after the
  initial energy and excitement about the change
  wanes.
• Often a coalition renewal workshop can be
  valuable in breathing new life into a complacent
  coalition.

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KEY CHALLENGES

• Battling complacency
• Topics discussed at such workshops may include
• a review of project objectives and goals and how
  the coalition has progressed toward their
  achievements
• a review of key risks areas and successes
  factors and what strategies need to be put in
  place
• a discussion of successes and lessons learnt,
  with an action plan to revise practices and work
  processes of the coalition to leverage the
  lessons learnt.
• a review of startling statistics, dramatic
  situations, and eye-catching scenarios of why the
  change is important to spark emotions and renew
  the sense of urgency.

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KEY CHALLENGES

• Getting the needed people on board.
• Needed resources may not want or be able to join
  the guiding coalition. Consider other
  alternatives
• Are there substitutes that can be involved
  instead? Sometimes a subordinate with strong
  credibility in the organization will be just as
  effective.
• Is the person really needed full-time? Can the
  person be involved on a part-time basis?
• Could the role be filled by an external resource?
  
• Can their current positions be back-filled by
  their subordinates or a temporary replacement?
• Are there aspects of the change initiative that
  will appeal to the people that you wish to
  attract? Highlight the positive aspects of the
  change to attract the needed people.

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KEY CHALLENGES

• Creating trust between coalition members.
• Trust among coalition members allows open and
  honest discussion, free of politics and
  self-interest.
• Coalitions that do not create trust cannot
  function together, and as a result, will produce
  results that are only as good as the best member.

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KEY CHALLENGES

• Maintaining commitment (e.g. time and resources)
  once the coalition has been formed.
• A coalition will quickly lose its energy and
  productivity if members do not maintain their
  initial commitment.
• Coalition renewal workshops can help maintain
  commitment.

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KEY CHALLENGES

• Dealing with coalition members who are defiant.
• Although it may be a good idea to add strong
  resistors to the coalition these people may
  exhaust too much energy from the rest of the team
  in trying to persuade them of the risks of the
  status quo.
• Furthermore, they may become a barrier that the
  rest of the team must overcome before driving
  forward on any action.
• Stubborn resistors who refuse to be swayed can
  greatly hinder a change effort.
• These people should be dealt with carefully to
  avoid resentment but to also avoid a slow-down in
  productivity.

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COMMUNICATING AND GETTING FEEDBACK IN THIS STEP

• Members of the guiding coalition need to take
  responsibility for disseminating the imperative
  for change whenever they have the opportunity.
• Communication needs to occur detailing which
  sponsors are attached to the project and what
  roles they play.

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COMMUNICATING AND GETTING FEEDBACK

• Members of the guiding coalition need to
  understand peoples fears and concerns in order
  to speak to those emotions.
• They need to be able to motivate and energize
  people in the right direction.

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COMMUNICATING AND GETTING FEEDBACK

• Who should announce and present the guiding
  coalition members?
• What are the unique messages coming out of this
  module?
• What communication objectives are sought in this
  module? Awareness? Understanding? Motivation for
  Action? Commitment?
• What critical audiences need to be targeted?

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COMMUNICATING AND GETTING FEEDBACK

• Has two-way communication been used where ever
  possible?
• What feedback is sought and from whom?
• What feedback is being received? What is not?
• How is future communication being altered in lieu
  of the feedback received?

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