Change Management

1
Change Management

• Why it is Tough to Do

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Change Curve
Completion (Satisfaction)
Uninformed Optimism (Certainty)
Informed Optimism (Confidence)
Informed Pessimism (Doubt)
Hopeful Realism (Hope)
Hopeful Realism (Hope)
3
The Change Process
Build a Sense Of Urgency
Reinforce the New Behavior
Create a Clear Tomorrow
Develop a Migration Plan
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Support for Change

• Leadership plus Facilitation
• Get the Right Team Involved
• Team Building
• Secure Resources

5
Sources of Resistance to Change

• Loss of Face
• Loss of Control
• Excess Uncertainty (fear)
• Surprise
• The Difference effect (fear)
• Ripple Effect (interruptions)
• More Work (fatigue)
• Past Resentments (memories)
• Real Threats (winner vs loser)
• Competing Commitments (prioritization)

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Overcoming Resistance to Change

• Listening to what people say
• Communicating so that people feel knowledgeable
  and are involved in the change
• Addressing the concerns so that the real issues
  of resistance are surfaced and managed
• Applying the 80/20 rule that requires putting the
  effort into preparing for the change rather than
  the change itself

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Why Improvements Fail

• Perception
• Technology (High)
• Infrastructure (Medium)
• Management of Change (Low)
• Reality
• Technology (Low)
• Infrastructure (Medium)
• Management of Change (Very High)

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Elements of Change
Backers Supporters
Symbols, Signals, and Rewards
Shared Vision
Change
Guidance, Structure, and Process
Standards, Measures, and Feedback
Local Participation, And Innovations
Communication, Education, and Training
Policy, Systems, and Review
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Mistakes in Managing Change

• Assuming that people know what behavior is
  expected and the skills and support needed to
  succeed (expectations/skills)
• Change takes time, managers need to be persistent
  (reinforcement)
• Focusing on what is going to be achieved rather
  than the process to achieve it (looking ahead)
• Not scheduling enough time for those effected to
  perform their other tasks (overload)
• Triggering a stronger emotional response through
  trying to minimize that response (secrecy)
• Coercive versus inclusive management as deadlines
  approach (Just Do It!)
• Benefits based in shareholder value not
  including benefit to the employee included in the
  vision (Wholelistic)