Change Management

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Change Management

• Giving Good Ideas a Fair Chance
• Presented by
• Bill Ainsworth

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Overview of the PresentationAdjusting your
expectation

• Condensed from three, five hour sessions
• Focuses only on the basics of change management
• Not enough time to review strategy and tactics
• Intended to provide you with the ability to
  review what you have going on, and consider steps
  that may contribute to your success
• Will definitely use words that will make many of
  you uncomfortable
• What, whadda ya mean wheres the engine? Did you
  really think you could get a new BMW for twelve
  grand?

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The Basics and Nothing but the Basics

• There are two primary components to Change
  Management
• Change and
• Management
• You need to understand the real meaning of both
  components to be able to effectively manage
  change
• You need to understand the real implication of
  change management to you and your job
• You were expecting astrophysics?

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This is How Its Going to Go Down

• Youve figured out a way to do something better.
  This idea will really work and it will make
  everyones life easier.
• You present your idea to the decision makers and
  ITS APPROVED!!! Youre cleared to go!!!
• You develop your presentation, create the
  material to be handed out, arrange the training
  sessions, conduct the training, have people work
  directly with the users after the training,
  solicit feedback and

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This is How Its Going to Go Down(continued)

• Some people recognize the improvement and embrace
  the change (you love them)
• Some people initially reject the improvement
  need to be convinced but eventually accept the
  change (this gives you satisfaction)
• Some go through the motions attend training,
  ask questions but continue to do things the old
  way (frustrating, isnt it?)
• Some actively campaign against the improvement
  most often without taking the time to understand
  the change (why dont they just accept the
  policy?)

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This is How Its Going to Go Down(continued)

• Frustration sets in for everyone
• If Im doing it, why dont they have to do it?
• I though you said this was going to be
  implemented in three months?
• We have other needs for you and your staff
  youll have to put this on hold for right now
• The improvement never gets fully implemented
• The process is more disjointed than ever
• Your creativity and willingness to take a risk
  gets a swift kick in the fanny
• Plot taken from the B movie thriller
  Slaughter in the Records Center

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How Did This Happen?

• The focus was on the process, not the people who
  were going to be impacted
• There was confusion about the differences between
  Training vs. Education and Communications vs.
  Expectations
• There was a reliance on legislation the policy
  says
• There was the mistaken belief everyone involved
  saw the value that you saw
• There was a mistaken belief that you knew what
  was valued
• I dont care how many times you stick your
  finger in the pencil sharpener its still going
  to hurt!

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How Do We Fix It?I told you there would be bad
words

• Remember the two components change and
  management?
• We need to start with an understanding of what
  this means
• Management 1.) The act, manner or practice of
  managing supervision or control
• Manage 1.) To direct or control the use of
  handle 2a.) To exert control over 2b.) To make
  submissive to ones authority, discipline or
  persuasion 4.) To succeed in accomplishing,
  especially with difficulty contrive or arrange
• Change 1a.) To cause to be different 1b.) To
  give a completely different form or appearance
  to transform
• Definitions taken from the American Heritage
  College Dictionary

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How Do We Fix It?If you dont understand it
you cant fix it.

• Beyond the definition of change what is change?
• Evokes emotions
• Typically not viewed as positive
• Associated with words like uncertainty
  discomfort pain displeasure anxiety
  unexpected
• Change is anything outside of an established
  routine
• What hinders change?
• Fear
• Selfishness
• Laziness
• The amount of time a routine has been in
  existence

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How Do We Start?

• Change management is first and foremost the
  purposed and planned redirection of expectations
• Sometimes easy to accomplish
• Usually takes time
• Requires exerting control
• Need to make others submissive to your persuasion
  (not authority)
• Requires planning
• Requires input from all quarters
• Requires play testing before initiated
• When does the change management process begin?

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How Do We Start?

• The change management process begins at the
  moment in time where the articulation of an idea
  and the determination to effect the change
  intersect
• Not after the process is designed
• Not at the point of approval
• Not when a policy is drafted
• Not after the software is purchased
• Not during the conversion planning
• Not at the point where training is offered
• At the point in time where the idea has
  solidified

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What Do We Need to Get Started?

• An understanding of why people change their
  routine
• Typically two reasons The pain of the present is
  too much to bear The possibility of the future
  is too great to ignore (kind of like everyone has
  their price)
• The common denominator is value people have to
  see the eventual value in making the change
• Lets recap what we know
• Change needs to be a controlled effort
• Change management begins with the formulation of
  the idea
• The people who will be impacted need to see the
  eventual value inherent in making the change

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The Basic Steps

• First take your idea directly to the people it
  will impact or effect
• Begin the sales of your idea by asking what they
  think (Would this help? What am I missing? What
  should we change? What would you like?)
• Remember two things about sales First, it isnt
  telling its asking. Second good sales people
  sell themselves first, then the message or
  product
• Develop a propaganda campaign
• Study Madison Avenue ad campaigns
• Understand the basic principles that are used
  this is propaganda in its slickest form
• Yes, I used another bad word.

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The Basic Steps

• Develop a propaganda campaign (continued)
• In its most basic form, propaganda is designed to
  have the target audience share their feelings
  (selling isnt telling its asking) and ideas
• It uses an open or incomplete presentation (I
  dont have all of the answers and I need your
  help) that requires those you talk to, to supply
  the missing pieces. In doing so they supply you
  with their ideas and become part of the design
  process. Coupled with this is their assuming
  ownership of the idea or effort. Rarely do people
  ignore or attack what they own
• The open areas you want help to fill in are
  chosen (controlled) by you. If you want
  everything to be filled in by the audience, you
  are using a design by committee approach

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The Basic Steps

• Develop a propaganda campaign (continued)
• Limit the requested input to only that which will
  enhance your design and get greater buy in
• You are the expert
• You dont have all of the answers (you dont even
  know all of the questions) but you do know what
  needs to be accomplished
• When your core concepts are questioned and they
  will be respond with questions designed to seek
  out the root of the objection. Avoid the
  temptation to try and convince the person why
  youre right.
• You need to know your audience and the concerns
  they have, legitimate or not

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The Basic Steps

• Develop a propaganda campaign (continued)
• The environmental change youre seeking is to
  move from presenting an idea or argument to the
  target audience, to having the idea or argument
  made and presented jointly by you and the target
  audience
• How will I know if my change management effort is
  effective?
• The audience accepts the idea, begins to
  propagate the concept, and assumes ownership
  without necessarily knowing how it came about or
  who, specifically, led the effort
• Accept that this will take time
• Either up front using this approach or after the
  fact

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Recap

• Identify the eventual value the change will bring
• You need to set realistic expectations, dont
  you?
• Initiate the buy in process through sales not
  legislation
• Dont be afraid to take the feedback you receive
  during this effort and change your idea to make
  it more effective and acceptable put your ego
  aside
• Perpetuate the change through well designed and
  purposed propaganda
• Any resemblance to copy writers for the
  newspaper Pravda, living or dead, is purely
  coincidental