Change Management

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Change Management

• Think Piece

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Key Features of Successful Transformational Change
Key Features
Implications

• It is designed around the business drivers
• It wins emotional and intellectual support
• It models and reinforces the new way of working
• It puts significant investment into
  communications
• It creates experiences that shape future
  behaviour
• It aligns all the dimensions of management behind
  the change
• It releases talent, creativity and ingenuity
  often in unexpected ways

• Incorporate the drivers into the project plan
• Develop clear engagement / involvement strategies
• Accomplished before, during and after
  implementation
• Communicate from the very start of the project
• Align and engage all levels of management behind
  the change
• Allow for processing resistance and conflict
  natural during change
• Provide processes that emotionally support people
  through all parts of the change

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Ten Points of Potential Failure

1. A continued discrepancy between top management
   statements of values or styles and their actual
   managerial behaviour Saying one thing and doing
   another
2. A big programme of activities without any clear
   goals for change
3. Confusion between ends and means the question
   of training for what must be answered
4. Short-term perspective. Three to five years is a
   realistic time framework for organisational
   change
5. Lack of coordination between a number of
   different activities aimed at increasing
   organisational effectiveness
6. Overdependence on others either outside
   consultants or inside specialists
7. Large gap between the commitment to change at the
   top of the organisation and the transfer of this
   interest to the middle of the organisation
8. Trying to fit a major organisational change into
   an old organisational structure
9. The constant search for cookbook solutions
10. Applying an intervention or strategy
    inappropriately. The tendency to apply someone
    elses package

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The Need for a Burning Platform
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The Need for a Strong Foundation
Assess the organisations readiness and
capability for change
Create a shared, defined and robust view of the
imperatives for change and performance requirement
Decide on the vehicle for change (e.g. process
redesign, cost reduction, culture change, closer
alignment with customers)
Identify stakeholders
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The Change Equation(Beckhard)


gt
1ST Steps
Costs
Vision
Dissatisfaction
Emotional
Changing individual behaviour requires both new
information and new experiences
(
)


Behaviour
X
Experience
Information
Perception
Information about what is happening to the IFC
and me, and why
Experience of doing my work in new ways which
reinforces the change and engages me potentially
My perceptions of the organisation, its
management and my own capability
A shift in my behaviour and attitudes
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Leadership
Moving one or more people from where they happen
to be to some other place
Clear committed leadership is vital to the
success of any change
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Key Features ofLeading Change
Enrolling

• Making the journey and destination compellingly
  attractive
• Helping people see a future they want to be part
  of
• Helping people find a purpose and meaning for
  themselves
• Requesting commitment

• Helping people see possibilities for their
  contribution
• Challenging self-limiting beliefs
• Setting (together) stretching targets
• Building self-esteem, confidence and trust
• Putting into action

Enabling

• Building and sustaining peoples energy
• Celebrating successes
• Giving recognition
• Expressing optimism

Energising

• Demonstrating the behaviours and values that are
  being required of others

Exemplifying
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Key Features ofLeading Change
Purpose
Picture
Plan
Part

• Explain the basic purpose behind the outcome
• What was the problem?
• Who said so and on what evidence?
• What would have occurred if no one had acted to
  solve it?
• What could have happened to us if that had
  occurred

• Paint the picture of how the outcome will look
  and feel
• What is the outcome going to look, feel and sound
  like?
• How are people going to get their work done and
  interact with each other?
• How will a day be organised?

• Lay out the plan for phasing in the outcome
• Outline steps and schedules in which people will
  receive information, training support they need
  to make the transition
• People oriented to tell employees how and when
  their worlds are going to change
• Start with where people are work forward to
  leave the past behind and emerge with new
  attitudes, behaviours identity

• Establish each persons part in both the plan and
  the outcome
• Show employees the role their relationship to
  others. Until they see it they cant adjust hopes
  fears to the new reality
• Show employees what part they play in the outcome
  the transition process

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Transformation Process
Part
Unfreeze
Mobilise
Realise
Reinforce
Sustain
Phase

• Set the direction
• Create the desire will to change

Content
Make early changes build confidence
Secure widespread shift in behaviour
Underpin with changes in structure people
processes
Strive for continuous performance improvement
Break with the past
Build the energy
Perform-ance lift-off
Embed new culture
Push the limits
Outcomes
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Plan from the Perspectiveof the Recipients of
Change
Part
Unfreeze
Mobilise
Realise
Reinforce
Sustain
Board

• Where do we want them to be?
• What initiatives will help them get there?
• Is the load of change reasonable within
  capabilities?
• What projects do we need to provide the
  initiatives

Senior Mgmt Team
Customer Facing Staff
Front-line Managers
Middle Managers
Support Teams
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Plotting Shifts in Commitment(Example)
Key Players
No Commitment
Let It Happen
Help It Happen
Make It Happen
X
O
Line Managers
X
O
Senior Team
X
O
Board
X
O
HR
X
O
Employees
Project Sponsor
X
O
Key X Present state O Minimum commitment
needed
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Surfacing PotentialBarriers Early On

• Change gets bogged because barriers are not dealt
  with soon enough or openly enough to keep the
  change process moving
• Barriers may exist anywhere and everywhere even
  the difficult-to-see places

• Strategy
• Structure
• Process
• Operating principles
• Culture/behaviour
• Jobs
• People

• Leadership
• Management
• Resources
• Systems
• Rewards
• Values/Beliefs
• Capabilities

Consider How will this change effort affect?
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Identify Strategies for Closing Critical Gaps
Organisational Dimension Gap Strategy
Strategy
Structure
Process
Operating Principles
Culture/Behaviour
People
Leadership
Management
Resources
Systems
Rewards
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Importance of Leadership Communication
Leadership 65
Grapevine ?
Why should I change my behaviour or go the extra
mile?
Systems Processes 25
Media 10

• Actions speak louder than words
• Day-to-day behaviour and signals need to live the
  vision

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The Transition CurveHow Attitudes Feelings
Change
S/he really made the effort to help us implement
this change
This way is more effective
Im not sure I know whats going on
This could be a better way of doing it
Confidence
I can handle this
Actually, things might get better
I feel overwhelmed
We cant do this. It wont work. Were not
allowed
Time
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Link between desired result communication
approach
Ownership/ Engagement
Acceptance/ Alignment
Understanding (and Action)
Level of change
Awareness
Tell
Sell
Consult
Join
Level of involvement
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Choosing the Right Communications Tools
Channels
Ownership/ Engagement
Working sessions, 1-to-1 conversations,
workshops, coaching
Acceptance/ Alignment
Focus groups, working parties, suggestions
schemes, consultative presentations
Understanding (and Action)
Level of change
Booklets, plenary sessions, presentations,
videos, intranets
Awareness
Newsletters, emails, memos, letters, notices
Tell
Sell
Consult
Join
Level of involvement
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Information Involvementto Build Commitment
Change
This is the way we do things here
Stages of Individual Behaviour Change
Internalisation of new behaviour
OK, Im ready to do it the new way
Increasing Commitment
Commitment to personal change
I know how we need to do our jobs differently
Translation to the work setting
Significant involvement needed
I understand where we need to go
Understanding of change direction
Yeah, I saw the memo
Awareness of desired change
Information with some involvement sufficient here
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Ten Strategies for Employee Involvement

1. Meet regularly with employees and openly discuss
   the organisational changes and why they occurred
2. Recognise that employees understand that you may
   not have the answers to everything, but its
   important for them to feel the communications are
   open and honest
3. Constantly communicate clear goals and vision of
   the new situation
4. Encourage people to discuss fears and concerns in
   teams
5. Open suggestion boxes for employees to raise
   questions in anonymity
6. Set up weekly lunches or other informal meetings
   to discuss the progress of the restructuring
   process
7. Whenever possible, assign roles and
   responsibilities in line with peoples interests
8. Develop rituals and marker events that allow
   people to connect
9. Involve employees affected by the changes in
   making decisions about whats best for them
10. Discuss realistic career options with employees
    and ensure training is available for any new
    skills that are needed