Managing the Whitewater of Change

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Managing the Whitewater of Change

• June 24 26, 2008
• National Conference
• Presenter Vonda Melton

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Purpose Why are we here?

• To learn what you can do to lead others
• through the change process.

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Whats driving change?

• Technology
• 20 years ago 50,000 computers in the world.
  Today 50,000 computers installed daily.
• 80 of the worlds technological advances have
  occurred since 1900.

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Whats driving change?

• Information
• In 1995 300 million emails/daily and in
  2005 35 billion emails/daily.
• The amount of information available in the world
  is doubling every five years.
• There are 17 new pages on the web every 3
  seconds.

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Whats driving change?

• People
• There are more computer-literate first graders
  than there are computer-literate CEOs.
• The worlds population in May 2008 was estimated
  at 6.6 billion, with the UN predicting close to
  10 billion by the year 2050.

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BBBS History of Changes

• In 1904, Big Brothers was founded with 39
  volunteers.
• In 1912, the New York Times reports Big Brothers
  are active in 26 cities.
• In 2004, BBBS celebrates 100 years of serving
  Americas youth.
• In 2007, BBBSA had close to 400 agencies in all
  50 states, serving 255,000 children.

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Changes within BBBS Strategic Direction by 2010

• Program Impact More children in longer and
  stronger relationships
• Resource Acquisition Increased capacity for
  sustainable, quality growth
• People and Talent The right people, with the
  right talent in the right positions both at the
  staff and Board level

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Payoff Whats in it for me?

• WIIFM?
• Opportunities exist for those CEOs/EDs/Staff who
  can quickly align themselves with a rapidly
  changing marketplace.

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What will we learn?

• The three guarantees of change.
• The most effective tool for dealing with change
  both personally and professionally.
• Why people resist change.
• Best Practices in change management.

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The Whitewater of Change
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Three guarantees of change

1. First Guarantee Change wont go away, it
   will only go faster.

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Three guarantees of change

1. First Guarantee Change wont go away, it
   will only go faster.
2. Second Guarantee No matter how well
   planned, change wont be
   trouble- free.

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• No Matter How Exciting the Change is..Expect a
  Sense of Loss.
• No Matter How Competent People Are..Expect a
  Sense of Confusion.

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Three guarantees of change

1. First Guarantee Change wont go away, it
   will only go faster.
2. Second Guarantee No matter how well
   planned, change wont be
   trouble-free.
3. Third Guarantee Each of us is accountable
   for making change successful.

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Change is a process
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The Current State

• The current state is where we have been
  successful.
• The current state is comfortable.
• The current state is predictable.

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The Future State

• The future state is not fully defined.
• The future state is worrisome.
• The future state may not match personal and
  professional goals.

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The Transition State

• Messy
• Disorganized
• Less Productive
• Emotionally charged

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Transition dynamics
Quantity?
Quality?
Energy Required?
Noise?
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The ADKAR Model
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The five building blocks for successful change

• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement

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The ADKAR model

• ADKAR was developed by Prosci Research after
  studying
• the change patterns of more than 700 companies.
• ADKAR represents the five goals of change that
  must be
• achieved for the change to be a success.
• ADKAR is the most effective tool for managing
  change at
• an individual level and guides activities at an
• organizational level.

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The ADKAR model

• Awareness of the need for change.
• Whats the nature of the change?
• Why is the change needed?
• What is the risk of not changing?

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The ADKAR model

• Desire to support the change.
• Personal choice to support the change.
• A decision to engage and participate.
• Whats in it for me (WIIFM)?

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The ADKAR model

• Knowledge on how to change.
• Understanding of how to change.
• Training and education of new skills.
• Learning new processes and tools.

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The ADKAR model

• Ability to implement new skills.
• Demonstrated capability to implement the change
  in the new environment.
• Achievement of the change in performance or
  behavior.

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The ADKAR model

• Reinforcement to sustain the change.
• Any action or event that strengthens the change
  or increases the likelihood that the change will
  be sustained.
• Recognition and rewards that sustain the change.

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Individual exercise

• Complete the ADKAR Personal Worksheet.
• Discuss the different barrier points to change.

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Research finding 1 Best Practices 2007
The number one obstacle to success for major
change projects is employee resistance and the
ineffective management of the people side of
change.
Data from 327 companies undergoing major change
projects.
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Resistance

• The top obstacle to change is employee
  resistance.
• Resistance is a natural reaction to change.

Do not underestimate the power of comfort with
how things are today.
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Why staff members resist change?Prosci Research
(2007 Study)

• Lack of awareness.
• Fear of the unknown.
• Lack of job security.
• Lack of sponsorship.

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Why CEOs/EDs resist change?Prosci Research
(2007 Study)

• Fear of losing control and authority.
• Lack of time.
• Comfort with the status quo.
• No answer to Whats in it for me?
• No involvement in solution design.

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What are the most effective activities a CEO/ED
can do when faced with a change within the
agency? Best Practices 2007

• Engage actively in the project.
• Have face-to-face communications
• with employees.
• 3. Involve employees in the overall process.

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Most effective ways to reinforce change Best
Practices 2007

• At the group level
• Celebrations of project successes
• Formal recognition of group contributions
• Performance measurement
• Frequent communication
• Feedback opportunities

• At the individual level
• Recognition of efforts
• Telling someone enthusiastically that they did a
  good job goes a long way.
• One-on-one discussions
• Rewards
• Performance measurement system
• Feedback opportunities

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Question and Answer?