Transcript Slide 1

Change Management
AASCF Membership Meeting
April 30, 2010
Children and Youth Services
Paige McKenzie, Manager
Innovation and Improvement
What is Change?
Change is the process of moving from one
state (current state) to another (future state)
Current State
Future State
Transition
What it can FEEL like. . .
Today
The
New
World
The Heart of Change. . .
The central issue to creating change is never
just strategy, structure, culture, or systems.
The core of the matter is always about
changing behavior of people…how they see
and think about what is new or proposed...
John Kotter
The Heart of Change
What is Change Management?
• © Prosci 2009. All rights reserved.
Defining Change Management and
Project Management
Tasks vs. People
© Prosci 2009. All rights reserved.
How Does Change Take Place?
External Forces
• Economic
• Social
• Organizational
• Environmental
• Legal
Internal Transition
• 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
Goal of Change
• Ultimately, the goal of change is to improve the
organization by altering how work is done.
• When a change to the operation of the organization is
introduced, one or more of the following four parts
will be impacted:
–
–
–
–
Processes
Systems
Organizational structure
Job Roles
• What are the specific impacts on these parts?
Forms of Change
•
•
Incremental Change
– Continual improvement that takes place within
already accepted frameworks, value systems, or
organizational structure that is necessary for
survival and success.
Radical Change
– Rapid change in strategy, structure, technology, or
people.
– Radical change alters accepted frameworks, value
systems, or organizational structure.
“He that will not apply new remedies, must expect new
evils, for time is the greatest innovator.”
Frances Bacon
“Change is inevitable – except from a vending
machine.”
Robert C Gallagher
“It is not necessary to change.
Survival is not mandatory.”
W. Edwards Deming
Change:
Facts & Dynamics
Dynamics of Change
Facts about Change
People ...

Change is inevitable


Change is uncomfortable


Change is disruptive

The complexity of
change has increased
feel awkward, self-conscious
think first about what they have
to give up

feel alone

can only handle so much


are at different levels of
readiness
revert to the old as soon as the
pressure is off
Five Barriers to Successful Change
1.
2.
3.
4.
5.
Normal Human resistance
Pressures of day-to-day events
Scarce resources
Inadequate planning processes
Incomplete information and changing circumstances
Identifying change styles:
What do they look like?
Denial
Confusion
• The individual withdraws
from normal conversations
• Needs expectations
frequently explained
• Requires ongoing
information
• Doesn’t see the options
available
• Hurries around in circles
• It appears they’ve quit but
show up to perform tasks
Change Styles. . .
Loss
Anger
• Lacks anchor or identity
• Takes it personally
• Doesn’t feel valued
• Overt-like yelling,
slamming drawers,
stomping off
• Covert sarcasm, back
stabbing, sabotage
The Ol’ Bell Curve: Reactions to Change
The Pressure Cooker. . .
Driving Forces
Change Event
Restraining Forces
Reactions to Change
•
•
•
•
Denial
Resistance
Exploration
Commitment
“People fear the uncertainties of change. The
slightest suggestion that things won’t stay the
same can cause panic…but the real problem isn’t
the change…it’s the person’s reaction to that
change.”
Dr. Alan Zimmerman
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
• 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.
Strategies for Managing Reactions to Change:
• Resistance: Stop Spinning Your Wheels
• Accept that this is a period of emotional turmoil and
that you may experience feelings of anger, hurt,
disappointment, depression, betrayal and loss.
• Seek emotional support from trusted friends, family,
peers and managers.
• Avoid self-defeating behavior such as acting like a
victim, developing a bad attitude, and rallying others
to fight the change.
• Avoid staying stuck in this stage: A prolonged
negative attitude can earn you a poor reputation and
undo a lot of your good work.
Strategies for Managing Reactions to Change:
• Exploration: Venture into Uncharted Territory
• Continue to suggest ideas and think
unconventionally.
• Focus on changes that can be made to work rather
than listing all the things that can go wrong.
• Focus on priorities and set short term goals for
yourself.
• Acquire new skills and knowledge.
Strategies for Managing Reactions to Change:
• Commitment: Keep the Momentum
•
•
•
•
•
•
Continue to find new solutions to the new situation.
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.
“They must often change, who would be constant in
happiness or wisdom”
Confucius
“If you’re in a bad situation, don’t worry it’ll change.
If you’re in a good situation, don’t worry, it’ll change.”
John A Simone, Sr
“If you want to make enemies, try to change
something.”
Woodrow Wilson
Guiding Principles
– People are our only sustainable competitive
advantage - they are the intellectual capital
of the organization.
– Those who are closest to the work
have the best information about what
is needed to do it most effectively.
– People tend to support more readily
what they help to create.
– People need to understand the context
of the change. Understanding is found
through dialogue.
– To build a sustainable change, people must
experience some personal results.
Communicate, Communicate, Communicate!
So, get used to TALKING. . .
It’s important to talk in order to:
- Announce a Change
- Provide New Information and Clarification
- Give people the opportunity for support and a forum to
express their feelings
- Involve employees in the planning and the
implementation of that change
- Provide feedback on how things are going
Shifting Behaviors. . .
Simply put: For people to consistently behave in a
new way, some 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
Shifting Behaviors One Person at a Time:
An Individual Change Model
• Prosci's ADKAR® Model
- “One of the most widely-requested and sought after
models for change management.”
- “Simple but extraordinarily powerful model to help drive
successful change in one’s personal or professional
life.”
The Essence of ADKAR
Awareness
Desire
Knowledge
Ability
Reinforcement
Let’s use the ADKAR Tool. . .
Barrier Point to Change
Simple Sample: “Scott’s Junkyard”
Scott’s ADKAR Profile
Take Action. . .
Managing Organizational Change
a disciplined approach to help organizations
manage transition
Prosci’s Organizational
Change Management Process.
Five Levers of
Organizational Change Management
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•
•
•
•
Communication plan
Sponsorship plan
Coaching plan
Training plan
Resistance management plan
Communication Plan
• Communication is more than just telling someone something.
• Communication is a critical component of implementing change, but it
is not the only requirement for successful change.
• Effective communication is targeted for each of the different
audiences impacted by the change.
• A structured communication plan, based on best practices research,
presents the right messages, at the right time, in the right format or
channel and comes from the right sender.
• ADKAR Connection: Awareness, Desire
Sponsorship Plan
• Number one contributor to project success (Prosci’s benchmarking
studies)
• Three high-level roles of the sponsor: to participate actively, to build
a coalition, to communicate directly.
• ADKAR connection: Awareness for the need for change; Desire to
participate; Reinforcement
Coaching Plan
• Coaching takes place between an employee and their direct
supervisor.
• Managers and Supervisors play a critical role in successful change:
– They communicate messages,
– their attitudes toward the change filter directly and immediately to how
their employees react to change
– They identify and manage resistance, provide recognition and
reinforcement during implementation
– (research shows this key group is often overlooked, not properly trained
and/or engaged)
• Cannot use a “proxy” for coaching activities: not members of the
project team or external consultants or HR. Coaching is build upon
the relationship that an employee has with the person they report to.
• ADKAR Connection: All elements.
Training Plan
• An intervention to build skills and capabilities
• Need to identify the skills and capabilities that are needed, and gaps
that exist and the training requirements.
• Training in Change Management is needed!
• ADKAR Connection: Knowledge – must come AFTER building
Awareness and Desire.
Resistance Management Plan
• Resistance to change is a Natural Reaction.
• Proactive Resistance Management:
– Identifying what resistance might look like and come from,
– Develop a set of steps to answer these objections before they manifest
– Decide who will be involved in managing resistance and prepare them to
intervene
• Reactive Resistance Management:
– How will you monitor acceptance and resistance
– How will you respond?
– Use ADKAR to determine causes and work in those areas
• ADKAR Connection: Any missing element can result in resistance to
a change. The important point to remember about resistance is that
you need to identify and address the root cause of the resistance,
and not just the symptom. ADKAR, then, can be used in both
proactive and reactive approaches as a guide for effectively engaging
and overcoming resistance to change.
“The only man I know who behaves sensibly is my
tailor; he takes my measurements anew each time he
sees me. The rest go on with their old measurements
and expect me to fit them.”
George Bernard Shaw
How would you apply this quote to your work as a
leader in an organization that is undergoing change?
Simply put. . .
Simply put. . .
People Will Choose to Care When:
They understand the business reality and why it needs to change
They can find hope in a compelling vision for the future
They feel they are treated fairly
They are seen as people first and employees second
They are given the gift of doing something about the
organization’s future, as well as their own (advancement and
growth)