Transcript ORGANIZATION MANAGEMENT

ORGANIZATION
MANAGEMENT
Change Management
By; Engr, Attaullah Shah
BSc Engg ( Gold Medlaist), MSc Engg ( Strs), MBA, MA ( Eco)
MSc Envir Design, PGD Computer Sc, PhD Scholar UET Taxila
Engr. Attaullah Shah, Project Director AIOU-Islamabad.
What is Change?
Change is the process of moving from one
state (current state) to another (future state)
Current State
Future State
Transition
Changing Workplace
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Globalization: Borderless world
Technology: Catalyst to change.
Merger & Acquisition: Increase market share & profits
Workplace diversity: Virtual organizations
Organizational Structure: Focused on value addition.
Work-life balance: More priority of personal life.
High rate of Change: Cannot be ignored.
Increased competition: Never Ending
Increased Ethical and Social responsibility:
Change – Facts & Dynamics
Dynamics of Change
Facts about Change
People ...
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Change is inevitable
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Change is uncomfortable
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Change is disruptive
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The complexity of
change has increased
feel awkward, self-conscious
think first about what they have
to give up
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feel alone
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can only handle so much
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are at different levels of
readiness
revert to the old as soon as the
pressure is off
How Does Change Take Place?
External Forces
Internal Transition
Economic
 Social
 Organizational
 Environmental
 Legal
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Current State
Psychological process
to shift behavior
 Let go of the old and
embrace the new
 Occurs at your own pace
 Internal transitions must
occur before change is
fully realized
Future State
Transition
The Cycle of Transition
Denial
Inform,
Communicate
and Motivate
Commitment
teamwork
satisfaction
clear focus and plan
cooperation
balance
clear vision of the future
it will be over soon
this won’t happen
apathy
numbness
minimize the change
ignore
Resistance
Listen,
Share
and Understand
Reward and
Motivate
Exploration
sense of loss of control
concerned with competency
future contribution unclear
lack of focus or direction
can’t sleep at night
anger/fights
withdrawal from the team
blaming
ZIGZAG
seeing possibilities
exploring alternatives
feeling “ I can make it”
high creativity and energy
too many new ideas
lack of focus
indecisiveness
have too much to do
start “being” in the future
Facilitate,
Problem Solve
and Motivate
Adapted from Managing Change at Work by Cynthia Scott and Dennis Jaffe
Strategies for Managing Reactions to Change
Denial: Gain Power Through Information
Commitment: Keep the Momentum
• Gather information from reliable sources.
• Avoid getting caught up in rumors and
speculation. Discuss rumors openly with your
manager and verify facts.
• Allow yourself time to internalize and reflect on
how you feel about the change. Don’t be swept
away by other’s emotion.
• Avoid staying stuck in this stage. It can be
draining and defeating.
• Continue to find new solutions to the new situation.
Resistance: Stop Spinning Your Wheels
Exploration: Venture into Uncharted Territory
• Revisit and refine your goals.
• Continue to rally people around the change.
• Avoid complacency by assuming a new status quo.
• Continue to expand your skills and knowledge.
• Break out of your comfort zone by taking on new
assignments and challenges.
• Accept that this is a period of emotional turmoil and
that you may experience feelings of anger, hurt,
disappointment, depression, betrayal and loss.
• Continue to suggest ideas and think
unconventionally.
• Seek emotional support from trusted friends, family,
peers and managers.
• Focus on changes that can be made to work rather
than listing all the things that can go wrong.
• Avoid self-defeating behavior such as acting like a
victim, developing a bad attitude, and rallying others
to fight the change.
• Focus on priorities and set short term goals for
yourself.
• Avoid staying stuck in this stage: A prolonged
negative attitude can earn you a poor reputation and
undo a lot of your good work.
• Acquire new skills and knowledge.
Shifting Behaviors…
To have people consistently behave in a
new way, three conditions must be met
the person must
• be aware of what the new desired behavior is;
• have the skills to perform the desired behavior
successfully
• be motivated to change his/her old behavior
Managing Organizational Change
a disciplined approach to help organizations
manage transition
Guiding Principles of MOC
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People are our only sustainable competitive
advantage - they are the intellectual capital
of the organization.
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Those who are closest to the work
have the best information about what
is needed to do it most effectively.
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People tend to support more readily
what they help to create.
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People need to understand the context
of the change. Understanding is found
through dialogue.
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To build a sustainable change, people must
experience some personal results.
MOC Areas of Focus
Knowledge Transfer
Communication
Knowledge capture and transfer to
benefit project and others
Minimizing thrash to the
organization
Sponsorship Alignment
Stakeholder Analysis
Maintain Sponsor Alignment and
Commitment
Identifying those impacted or
influenced by the project
Team
Effectiveness
Change Impact &
Organizational Readiness
Assessment
Identifying impacts of the change and
monitoring organizational readiness
Assessing team dynamics
and assisting the project
manager
Training
Training strategy
& delivery
Creating Your Business Case
The purpose of a business case for change:
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Communication
Minimizing thrash to the
organization
To influence alignment around project objectives,
deliverables, and metrics
Business case should articulate:
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The objectives of the project
The intended outcomes and benefits
Specific deliverables (including specific results)
The driving forces
The costs (fixed, short term, long term) and ROI
The timeline and expected delivery date
The constraints, risks, and challenges
The proposed project structure – who is leading, who is participating
Creating Your Business Case
Communication
Minimizing thrash to the
organization
Critical Success Factors:
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Gain alignment and agreement between sponsors and key
stakeholders.
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Created to be used in future communications to end users
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Consider this a decision checkpoint: should we proceed with this
investment or not?
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Lack of alignment indicates the need for continued refinement of
the business case or a halt to the project.
Stakeholder Analysis
Stakeholder Analysis
The purpose of the stakeholder analysis:
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Identifying those impacted or
influenced by the project
To specifically identify all members of the community
that will be directly or indirectly impacted by the project
To assess the ‘reach’ or magnitude of the project
Creating a stakeholder analysis:
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List all groups and individuals you expect to be impacted
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Useful to include the following attributes initially:
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Group name / individual name
Manager name
Classification (sponsor, focus/target, change agent)
Directly or indirectly impacted
Impact Assessment (high, medium, low)
Key interests or expectations
Stakeholder Analysis – 2
Stakeholder Analysis
Identifying those impacted or
influenced by the project
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Do early and update often.
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Utilize this information throughout the project –
communication planning, focus groups, training assessments,
and identification of risk areas
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Avoid the temptation to create multiple lists. Make use of this
as the master list and design to future intentions.
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Use for assessments of needs, expectations, and success
factors for key stakeholders by conducting interview sessions.
Communication
Communication
Minimizing thrash to the
organization
The purpose of communication planning:
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To identify objectives and messages for key communications
‘moments’ within a project
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To provide discipline around reviewing your communication
strategy
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To provide a process to follow for creating messages.
It can take 7-11 times for us to hear a message before we internalize…
Communication – 2
Communication
The communication planning process:
Minimizing thrash to the
organization
START
Determine key
messages and
communication
objectives
From
stakeholder
analysis
Get feedback
and analyze
effectiveness
Determine
audience
Communication Process
Determine our
desired
outcomes
Deliver the
communication
Determine
communication vehicles,
owners, and timing
What would be
observable?
Sponsorship Alignment
Sponsorship Alignment
Maintain Sponsor Alignment and
Commitment
The purpose of sponsorship alignment:
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To help build the partnership between the project and the sponsors
To set expectations about what the sponsors will be asked to do
to support the MOC activities of the project.
Sponsorship alignment includes:
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Specify sponsor roles and expectations
Validate adequate sponsor representation
Determine engagement model (expectations for future meetings
and checkpoints)
Periodic sponsorship assessments
Determining escalation model
Clearly stating accountability
Establishing effective relationships with sponsors – keeping in touch
Sponsorship Alignment - 2
Sponsorship Alignment
Maintain Sponsor Alignment and
Commitment
Sponsor Roles & Responsibilities:
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Maintaining program priority
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Championing the program through personal actions and
EXECUTIVE SPONSORS
conversations to peers and own organization
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Resolves conflicts over policies or objectives
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Providing political influence at high levels
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Acts as an escalation board for unresolved issues or
cross-functional decisions
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Approving scope changes to site project plans
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Removing roadblocks and supporting key project decisions
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Creating the cultural shifts necessary to realize the business
results and benefits.
Note: There may
be different levels of
sponsorship needed
throughout the life
of the project
Training
The purpose of training strategy/planning:
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To identify the educational needs required to update or
alter the skills needed by the directly impacted audience
To effectively deliver the training required
Training strategy/plan should articulate:
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A holistic picture of the education required to shift to future state
Training goals and objectives
Audience analysis
Training needs analysis
Delivery approach
Cost proposals
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Use the stakeholder analysis for needs assessment
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Training
Training strategy
& delivery
Training Strategy/Plan
Training
Training strategy
& delivery
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Audience analysis is key to training success
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Critical to understand what is the same and what is different to
create that bridge between the familiar and the unknown
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Critical to accommodate multiple learning styles in training design
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Ensure your business community reviews and sponsors your
strategy and delivery plan
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Hardest work is in the logistics
Change Impact and
Organizational Readiness
Change Impact &
Organizational Readiness
Assessment
Identifying impacts of the change and
monitoring organizational readiness
The purpose of these activities:
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To assess the magnitude of the change to the organization
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To assess or assist on assessing organizational readiness for
go/no go decision checkpoints
Change impact should articulate:
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What will stay the same
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What will be different
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What community is impacted how
Change Impact and
Organizational Readiness
Change Impact &
Organizational Readiness
Assessment
Identifying impacts of the change and
monitoring organizational readiness
Sample Change Impact:
Current State
Process Step
Future State
Process Step
Who does this
today?
What systems are
used?
Engineer
Designer RA400
Who will do this?
What systems will
be used?
Procurement
New System
Other processes
impacted?
Supplier
Notification
Are there
differences?
Yes or No
Yes
What are the key
differences?
What is the impact
of this change?
Transitioning to
Procurement
Need training for
procurement - need to
assess readiness to
transition
Knowledge Transfer
Knowledge Transfer
The purpose of knowledge transfer:
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Knowledge capture and transfer to
benefit project and others
To identify your strategy for leveraging team knowledge
To articulate tactical steps in knowledge capture, sharing, and transfer
To identify trends in learning within the organization
Knowledge Transfer strategy should articulate:
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Recommendations for sharing key learnings from past projects
Recommendations for conducting retrospectives at end of each project
phase
Process for communicating and sharing key learnings
Project’s strategy for sharing knowledge and assessing learning skills
Process for analyzing trends
Process for storing and retrieving key learnings
Knowledge Transfer – 2
Knowledge Transfer
Knowledge capture and transfer to
benefit project and others
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Ensure knowledge transfer activities are captured as part of the
project schedule
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Understand your intent for capturing knowledge – how will it be used
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Identify ‘in the moment’ opportunities to ask “are we getting the
results we want and if not, what do we want to do about that?”
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Developing a psychologically safe environment where learnings are
valued
Team Effectiveness
The purpose of team effectiveness:
Team
Effectiveness
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To purposefully attend to team effectiveness on
behalf of relationships and quality of deliverables
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To assess team processes in decision making, problem solving,
and communication
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To partner with project manager and team members
Assessing team dynamics
and effectiveness
Team Effectiveness – 2
Teams are most effective when:
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Commitment to a common purpose
Clearly articulated goals
Roles are understood and aligned
Processes for decision making are clear
Team is able to self-learn about their own effectiveness
Mutual accountability for success
Ability to share leadership
Ability to collaborate
Team is able to observe and respond to group norms
Team
Effectiveness
Assessing team dynamics
and effectiveness
QUESTION: ARE WE GETTING THE RESULTS WE WANT? IF NOT, WHAT DO WE DO ABOUT IT?
Why is it important to focus on
Organizational Change?
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Today is a world of complex and frequent
change
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Cultural and behavioral factors are the
essence of organizational change
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Supports consistent leadership and
communication practices
Barriers to Success for Organizational Change
Deloitte & Touche Survey of CIO's regarding Business Transformation: Top 10 Barriers to Success
Resistance To Change
82%
Inadequate Sponsorship
72%
Unrealistic Expectations
65%
Poor Project Management
Case For Change Not Compelling
46%
Scope Expansion / Uncertainty
Directly Relates to
Managing
Organizational
Change
Project Team Lacked Skills
No Change Management Program
Not Horizontal Process View
IT Perspective Not Integrated
0%
10%
20%
30%
40%
50%
% of Firms
60%
70%
80%
90%