Transcript Slide 1

Change Management:
From the Inside Out
Dr. Gregory L. Ferris
Ferris Consulting Group
1
Quote
“Now for you and me it may not be
that hard to reach our dreams,
but that magic feeling never seems to last.
And while the future’s there for anyone to
change,
still you know it seems
it would be easier to change the past.”
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Topics Covered
1.
2.
3.
4.
5.
6.
7.
8.
Awareness and understanding of change management,
Awareness of change management models,
How to implement an organizational change model,
Practical application of a selected change model - ADKAR,
Interactive applications of change simulations throughout the
session,
Understanding resistance to change,
Using employee engagement as a tool for change,
Change management case studies of selected State Highway
Departments.
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The Seven Dynamics of Change
1.
2.
3.
4.
5.
6.
7.
People feel awkward, ill at ease and self conscious.
People think about what they have to give up.
People feel alone even if everyone else is going through the
change.
People can handle only so much change.
People are at different levels of readiness.
People will be concerned that they do not have enough
resources. (time, skills, etc.)
If not supported and encouraged to change, people will revert
to old behavior.
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Session Expectation:
What You Must Do!







Be actively engaged in the session.
Ask questions of each other.
Offer wisdom.
Be courteous to each other.
Think about things you don’t think about.
Challenge the presenter – you just might
know more about change than he does.
Have fun.
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What Is Happening Here?
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From the Inside Out
Like a man who has worn eyeglasses so long
that he forgets he has them on, we forget that the
world looks to us the way it does because we have
become use to seeing it that way through a
particular set of lenses.
Kenich Ohmae
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What Is Happening Here?
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A CHALLENGE
Please Write a One Sentence
Definition of
CHANGE
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Understanding Different
Responses To the Change Curve
On a scale of 1-10 (10 being the most) How many changes have
you initiated in the past two years? (e.g. taking a new job, getting
married, learning a new skill, etc.) How many changes have you
had to adapt too in the past two years (e.g. job/role, new boss,
new role and responsibilities, etc.)
Write the number on two Post-It notes and cluster the change
Post-It notes under two groups:
a. Changes that you initiated
b. Changes you had to adapt too
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Defining Change Management

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The concept of change management describes a structured
approach to transitions in individuals, teams, organizations and
societies that moves the target from a current state to a desired
state.
The task of managing change; an area of professional practice;
a body of knowledge; a control mechanism.
Change management is a systematic approach to dealing with
change, both from the perspective of an organization and on
the individual level with at least three different aspects,
including: adapting to change, controlling change, and effecting
change.
Sense of Direction, Sense of Discovery and a Sense of Destiny.
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The 21st Century OperationsOriented State DOT **
WHY
WHAT
VISION
HOW
(Driving Forces)
(Strategies)
(Outcomes)
(Intense applications)
Reality
Causes
Increased
recognition of
relevance of
SO&M
• Delay
• Unreliability
• Safety risk
• Insecurity
• Inconvenience
Customer
Focus
• Delay &
Unreliability
• Safety &
Security
• Lack of
Options
• Little
Information
• Culture
• Understanding
Existing
Tools &
Concepts
• Manage &
Operate
• Provide
Premium
Options
• Disseminate
Information
• Incorporate
Customer
• Feedback
• Formal Program
• Planning
“More”
• Proactive
• Aggressive
• Integrated
• Traffic-responsive
• Cooperative
• Automated
• Communicated
Vision of
Potential
Customer
Service
• Reduce Delay
& Increase
Predictability
• Reduction in
Crashes
• Premium
Options
• Informed Travel
Decisions
• Improved
Accountability
• Organizational Structure
• Coordinate Roles
Evolution
of a Service
Agency Culture
• Relate customer service to
SO&M
• SO&M Leverage
Understood
• Operations as a Core
Program
• Organization with
Accountability
• Planning Restructured
for SO&M
• Sustainable Resource
Support
• Agency Leadership Role
Accepted
• Performance Reporting
Institutionalized
Institutional Framework
** Steve Lockwood, 2005
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Some Current Applications in
State Highway Departments

Florida DOT - Florida’s Turnpike Enterprise – Culture Shift to High
Participation-High Performance - Customer Orientation

Kansas DOT – Cultural Due Diligence, Team-Based, Strategic
Planning, Moving toward Operations Orientation

Missouri DOT – Performance Management System – Customer
Feedback and Operation’s Focus

Virginia DOT – SOPP – Customer Focus, Governor’s Initiative

Maryland DOT – Change Ready – Focus On Preparation For
Operation Orientation
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The Positive Change Cycle
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The Four Stages of Change
Learning
1. Unconscious - Incompetence
- “we don’t know that we don’t know
2. Conscious - Incompetence
- “we know that we don’t know”
3. Conscious – Competence
- “we work at what we don’t know”
4. Unconscious – Competent
- “we don’t have to think about knowing it”
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Quote
“It is only when people begin to
shake loose from their
preconceptions, from the ideas that
have dominated them, that we begin
to receive a sense of opening, a
sense of vision.”
— Barbara Ward —
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Models of and Approaches To
Organizational Change (1)
Kurt Lewin’s Three-Step Model (1951):
Unfreeze
• Examine status quo
• Increase driving
forces for change
• Decrease resisting
forces against change
Move
• Take action
• Make changes
• Involve people
Refreeze
• Make change permanent
• Establish new way of things
• Reward desired outcomes
1.
2.
3.
4.
Communicating the gap between current state and the end state to key players in the change process
Working to minimize the resisting forces
Working to maximize or make the most of driving forces
Agreeing to a change plan and a timeline for achieving the end state
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Models of and Approaches To
Organizational Change (2)
Bullock and Batten, Planned Change (1985)
 Exploration – verifying the need to change and
seeking expertise
 Planning – key decision makers and SME –
diagnosis completed
 Action – actions are completed according to plan
with feedback mechanisms
 Integration – aligning the change with other areas
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Models of and Approaches To
Organizational Change (3)
Kotter, Eight Step Model (1995):
1. Sense of urgency
People start telling each other, “lets go, we need to change things.”
2. Build the guiding team
A group powerful enough to guide a big change is formed and they
start to work together well.
3. Get the vision right
The guiding team develops the right vision and strategy for the
change effort.
4. Communicate to gain
support and commitment
People begin to buy into the change, and this shows in their behavior.
5. Enabling actions
More people feel able to act, and do act, on the vision.
6. Create short-term wins
Momentum builds as people try to fulfill the vision, while fewer and
fewer resist change.
7. Don’t let up
People make wave after wave of changes until the vision is fulfilled.
8. Make change stick
New and winning behavior continues despite the pull of tradition,
turnover of change leaders, etc.
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Models of and Approaches To
Organizational Change (4)
ADKAR Model (2005):
The ADKAR Model
A
D
K
A
R
Awareness of the need for change
Desire to support and participate in the change
Knowledge of how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
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Types of Change
Developmental
Change
Transitional
Change
Present
State
Transition
State
Success Plateau
Transformation
Change
Growth
Birth
Desired
State
Re-Emergence
Through Visioning
and Learning
Chaos
Death – Mindset
(Forced to Shift)
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Change Management Process
Phase 1 – Preparing for Change
Define your change management strategy
Prepare your change management team
Develop your sponsorship
Phase 2 – Managing Change
Develop change management plans
Take action and implement plans
Phase 3 – Reinforcing Change
Collect and analyze feedback
Diagnose gaps and manage resistance
Implement corrective actions
and celebrate successes
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Quote
“If you must begin, then go all the
way, because if you begin and quit,
the unfinished business you have left
behind will haunt you all the time.”
— Trungpa Rinpoche —
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ADKAR
ADKAR
Change
Knowledge
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Factors Influencing AWARENESS
of the Need for Change
1.
A person’s
view of the
current
state
5.
Contestability
of the reasons
for change
4.
Circulation of
misinformation
or rumors
2.
How a
person
perceives
problems
Awareness
of the need
for change
3.
Credibility
of the
sender
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Factors Influencing AWARENESS
of the Need for Change
1.
A person’s
view of the
current
state
Factor 1: If its not broke, don’t fix it
We have been doing it this way for a long time
What is wrong with the way we are doing it?
I told you that changes were needed a long time ago
It’s about time someone listen to me
Factor 2: A person’s cognitive style and how they internalize
(adaptive – internal threats and innovative – external
threats
5.
Contestability
of the reasons
for change
Factor 3: Level of trust and respect for the sender
2.
How a
person
perceives
problems
Awareness
of the need
for change
Factor 4: The presence or absences of distorted or incorrect
information in background conversations
Factor 5 : Challenging the internal or external pressures
of the planned change
4.
Circulation of
misinformation
or rumors
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3.
Credibility
of the
sender
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Awareness Participant Activity
Briefly describe a change in behavior you would like to facilitate with a
friend, family, work associate or at work that is not working.
Awareness: List the reasons you believe the change is necessary. Review
these reasons and rate the degree to which you think the area above is
aware of the reasons or need to change.
Reasons:
Score: (Circle)
Highest
Lowest
1
2
3
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5
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Factors Influencing DESIRE
for Change
Factor 1: What the change is and how will
impact them (WIIFM)
1.
Nature of the
change
Factor 2: How the organization is
perceived and the surrounding that are
undergoing change
Factor 3: Their work and home
environment.
4.
Circulation of
misinformation
or rumors
Factor 4: What motivates us as people,
including our expectation that we could
be successful
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Desire to
support &
participate
in the
change
2.
Organizational
contest &
history
3.
Intrinsic
motivators
28
Desire Participant Activity
List the factors or consequences (good and bad) for this person/work that
create a desire to change. Consider motivating factors, including the
person’s/work conviction in these factors and the associated
consequences.
Factors:
Score: (Circle)
Lowest
1
2
3
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4
5
Highest
29
Factors Influencing KNOWLEDGE
On How To Change
1
A person’s
current
knowledge
base
Factor 1: What the person knows
or if a gap exist
Factor 2: The capacity to learn
Factor 3: Resources available to
support the need to learn
4.
Access to or
existence of
required
knowledge
Knowledge
of how to
change
2.
Capability
of the person
to learn
Factor 4: Having access to the
information needed to perform
3.
Resources
available to
provide education
& training
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The Change Factor Model
HIGH
The Entrenched
The Learner
Clinging to
Narrow
Learnings
Engaging and
Growing
40-60%
10-15%
The BS’er
The Overwhelmed
LOW
Withdrawing
and
Avoiding
“Makes It Up”
High Drive but
Low Substance
10-15%
10-15%
Comfort with Change
Learning Readiness
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HIGH
31
The Overwhelmed:
Withdrawing and Avoiding



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
Avoids confronting the real issues.
Retreats into old patterns that are perceived
as safe.
Waits for things to return to normal.
Engages in passive-aggressive behavior.
Avoids thinking about or planning for the
future.
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The Entrenched: Clinging
To Narrow Learnings
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

Blames and complains.
Acknowledges the need for change but
resists changing.
Works harder than ever at previously
successful behaviors.
Tries to ride it out until things return to
normal.
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The BS’er: “Makes It Up”
High Drive but Low Substance




Jockeys for positions of influence.
Presses for quick solutions and decisive
action.
May initially come across as a beacon in the
darkness; but ultimately becomes
transparent.
Often fools supervisors but eventually
identified.
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The Learner:
Engaging and Growing
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

Finds silver linings behind the dark clouds.
Finds humor in difficult situations and uses
as a tool.
Are very aware of strengths and weaknesses
Expands the boundaries of their personal
comfort zone.
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Knowledge Participant Activity
List the skills and knowledge needed to support the change, including if the
person/work has a clear picture of what the change looks like.
Skills & Knowledge:
Rate this person’s knowledge or level of training in these areas.
Score: (Circle)
Lowest
1
2
3
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4
5
Highest
36
Factors Influencing ABILITY To
Implement New Skills & Behavior





Factor 1: Blocks caused by mental
nervousness or incapable to
perform
Factor 2: Psycho-motor skill
dysfunctions, etc.
Factor 3: High level problem solving
and analysis and business
case development
Factor 4: Financial, tools and
materials, personal coaching, and
mentors/SME
Factor 5: The access to, or
existence of, the required
knowledge
1.
Psychological
blocks
5.
Availability of
resources to
support skill
development
4.
Time available
to develop
needed skills
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Physical
abilities.
Ability to
implement new
skills and
behavior
3.
Intellectual
capability
37
Ability Participant Activity
Considering the skills and knowledge needed to change, evaluate the
person/work ability to perform these skills or act on this knowledge. Are
there any barriers preventing this person/work from acting? List below.
Rate this person’s/work ability to implement new skills, knowledge and
behaviors to support the change.
Score: (Circle)
Lowest
1
2
3
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4
5
Highest
38
Factors Influencing REINFORCEMENT
To Sustain the Change




Factor 1: They are meaningful
to the person recognized
Factor 2: There is an absence
of negative consequences for
desired behavior
Factor 3: Accountability
mechanism are in place
Factor 4: There is an absence
of negative consequences for
desired behavior
1.
Association of
reinforcement with
accomplishment
4.
Degree to which
reinforcement
is meaningful
2
Absence of
negative
consequence
Reinforcement
to sustain
the change
3.
Accountability
systems to \
reinforce
the change
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Reinforcement Participant
Activity
List the reinforcements that will help to retain change. Are incentives in
place to reinforce the change and make it stick?
Rate how well the reinforcements help support the change.
Score: (Circle)
Lowest
1
2
3
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4
5
Highest
40
ADKAR Profile
5
4
3
Barrier
point
Barrier
point
2
1
A
D
K
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A
R
41
ADKAR Profile
5
4
3
2
1
A
D
K
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A
R
42
Change Management Scaling
Change
Resistant
Organization
Medium-High
Risk
Low Risk –
Change-Able
Organization
Less Change
Management
Small,
Incremental
Change
High Risk –
More Change
Management
Medium-Low
Risk
Large,
Disruptive
Change
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Aligning Change Management
To Business Results
Change Management
Strategy Development
Change Management
Activities
Change Management
Elements - ADKAR
Business Results
Assess the
change
Communications
Awareness
On time
Access the
organization
Sponsorship
Desire
On budget
Assess the
sponsorship
Training
Knowledge
Achieve
business objectives
Assess risks
and challenges
Coaching
Ability
Design special
tactics
Resistance
management
Reinforcement
- Lower costs
- Increased revenue
Form team and
sponsor model
- Improved quality
Assess team
readiness
- Return on
investment (ROI)
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Resistance: The Constant
Companion To Change
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Resistance: The Constant
Companion To Change
I Don’t Get It!
I Don’t Like It!
I Don’t Like You!
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The 10 Challenges of Change
Taken from In The Dance of Change-The Challenges of Sustaining Change in Learning Organizations.
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Grouped in Three Categories



Challenges of Initiating Change
Challenges of Sustaining the Change
Challenges of System-Wide Redesign and
Rethinking
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Challenges of Initiating Change
1. “We don’t have time to do this stuff!”
People who are involved in a team to initiate a change effort
need enough control over their schedules to give their work
the time that it needs.
2. “We have no help!”
Members of the team need enough support, coaching, and
resources to be able to learn and to do their work effectively.
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Challenges of Initiating Change
3. “This stuff isn’t relevant!”
There need to be people who can make the case for change who can connect the development of new skills to the real
work of business.
4. “They’re not walking the talk!”
A critical test for any change effort - the correlation between
espoused values and the actual behavior.
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Challenges of Sustaining
Momentum
5. “This stuff is…!”
Personal fear and anxiety - concerns about vulnerability and
inadequacy - lead members to question a change.
6. “This stuff isn’t working!”
Change efforts run into measurement problems - early results
don’t meet expectations, or traditional metrics don’t calibrate to
the team’s effort.
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Challenges of Sustaining
Momentum
7. “They’re acting like a cult !”
The team falls prey to arrogance, dividing the company into
“believers” and “nonbelievers.”
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Challenges of System-wide
Redesign and Rethinking
8. “They…never let us do this stuff!”
The team wants more autonomy, “the powers that be” don’t
want to lose control.
9. “We keep reinventing the wheel!”
Instead of building on previous successes, each team finds that
it has to start from scratch.
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Challenges of System-wide
Redesign and Rethinking
10. “Where are we going?”
The larger strategy and purpose of a change effort may be
obscured by day-to-day activities. Big question – can the
organization achieve a new definition of success?
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Resistance: The Constant
Companion To Change
Individual
Resistance:
Habit
Economic
Factors
Individual
Resistance
Fear of
Unknown
Selective
Information
Processing
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The Top 5 Reasons Employees
Resist Change *




Not aware of the underlying business need
for change
Layoffs we announced or feared as part of
the change
Perceived the need for new skills currently
lacked
Wanting to maintain personal rewards, sense
of accomplishment and fulfillment in the
current state
* Proci’s 2005 Change Management Report
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The 5 Top Reasons Managers
Resist Change *





Loss of power, responsibility or resources
Overburdened with current responsibilities
and workload
Lacked awareness of the need for change
Lacked the skills needed to manage the
change
Felt fearful or uncertain about the changes
being made
* Proci’s 2005 Change Management Report
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Resistance: The Constant
Companion To Change
Organizational Resistance:
Threat to
Established Power
Relationship
Threat to
Resource
Allocation
Limited Focus
of Change
Structured
Inertia
Group
Inertia
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Resistance: The Constant
Companion To Change
Overcoming Resistance:
Education &
Communication
Negotiation
Employee
Engagement
Manipulation
Facilitate
and Support
Coercion
Overcoming
Resistance
to Change
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Flow Check Process
Thinking
It
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Through
60
1. Has the change been defined?
No
Thoroughly define change.
Yes
2. Will change disrupt the organization
No
Project represents a minor change:
Proceed with implementation planning, although using a
methodology may not be essential to this project.
Yes
Yes
3. Is there a history of implementation problems?
No
Even though there is no history of implementation problems, change may be disruptive to the organization.
Go to 4.
Yes
4. Are the sponsors sufficiently committed to the change?
No
Educate or replace the sponsors of prepare to fail in
achieving stated objectives.
Yes
5. Do sponsors, change agents and targets work together?
No
Develop synergy or prepare for less-than-fully-successful
implementation
Yes
6. Is target resistance low?.
No
Are sponsors willing and able to pay the price to prevent
resistance?
No
Are sponsors willing and able to pay healing costs?
No
Educate or replace sponsors or repare to fail
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Yes
7. Is the change inconsistent with the existing culture?
No
Go to 10.
No
Will sponsors alter the culture?
Yes
8. Will the sponsors scale back the change?
No
Yes
Odds of failure high;
continue diagnosis
Continue
diagnosis
9. Return to Step 1.
10. Are the change agents sufficiently skilled?
No
Train the change agents or prepare for failure
Yes
11. Was the level of stress that existed
before the change low?
Yes
12. Does the particular configuration of people
involved with the change indicate a high degree
of opportunity for successful implementation?
No
Proceed with implementation but be cautious since
targets may be highly stressed.
No
Alter the group membership, abandon project, or
prepare to invest a great deal of time and other
resources in the planning and execution of implementation
Yes
13. Complete preliminary implementation plan
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Change Leadership
“Leadership is about “being.” It is
about being a compelling presence;
a presence so compelling that others
are willing to leave what “is” to
become - or create - what your
presence argues “can be.”
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Who Is Leading the Change?
Executives are no longer exclusively responsible for
leading change.
For a change effort to succeed, it must be championed by
lots of people at many levels of an organization.
One cannot rely on formal position or authority alone to
implement change.
The ability to lead change can be developed over time by
learning and practicing a group of key behaviors.
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Involving Others in the Change







Employ problem-finding
Fully consider others’ ideas
Let others know what happened to their ideas
Practice empathetic and non-defensive listening
Ask effective questions
Utilize technology to bridge physical distance
Organize a large group meeting
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Quote
“To be on this journey one must have an
attitude toward loss and being
lost…Loss, every loss one’s mind can
conceive of, creates a vacuum into
which will come (if allowed) something
new and fresh and beautiful, something
unforeseen...”
— Robert K. Greenleaf —
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Engaging Employees
A Workplace Where Employees Know More,
Do More,
and Contribute More
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Employee Engagement: Findings

“Organizations today cannot survive if involvement is limited to
a few.” Bergmann,et al., 1999.

“People define involvement by what they do - or don’t do - in
“small” moments.” McLagan, 1995.

“The instant that people experience you as involved, they start
keeping score.” Katzenbach, 2000.

“For people to see you involved and participating, you need to
be fully engaged in work efforts.” Bergmann, et al.,1999.
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What Creates Employee
Engagement Opportunities?






Increased competition and more demanding
customers.
A loosening-up of the formal organization.
Fewer and busier managers.
The predominance of a more knowledgeable
workforce.
A growing focus on projects and teams.
Post-heroic leadership perceptions held by many.
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The Need To Balance
Organizational
Performance Requirements





Vision, Mission, Goals & Objectives
Special work projects
Customer satisfaction
Work output and improvement
Core business capability
development
Individual Fulfillment Needs





Source of livelihood
Direction, structure and control
Identity, purpose, and self –worth
Belonging and social interaction
Ownership and opportunity(s)
Disciplined
Behaviors
Disciplined
Behaviors
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Engaged Employees...





Are subject matter experts in their work
Work effectively within defined boundaries of
authority
Make contributions to the team effort
Find needed information
Provide ideas that solve problems
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What Engaged Employees
Do With Others


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

Help others personalize a future for themselves.
Navigate through emotional ups and downs.
Aren’t afraid of midcourse adjustments or change.
They find a way to maintain a sense of optimism.
Have meaningful influence in their team and the
organization.
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Engaged Employees Practice
the 7C’s







Clarity - they focus on where they are going and aligned.
Capability - they contribute to the team effort.
Collaboration - they dialogue and interact with others.
Commitment - they motivate, inspire and trust others.
Communication - they use all forms of communication.
Continuous Improvement - they seek to improve processes.
Creativity - thinking big and develop breakthrough ideas.
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How Engaged Employees Build
Credibility and Trust in the
Workplace





They make credible presentations.
They do the right thing.
They take on tough challenges.
They leverage strong emotions.
They believe in themselves.
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Employee Engagement Cycle
Starting
Point
1.
New Work
Experiences
&
Challenges
7.
Increasing
Self-Esteem
& Confidence
2.
Defining
New Roles
6.
Skill
Development
& Growth
3.
New
Workplace
Actions
5.
Positive
Reinforcement
4.
Creative
Applications
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Critical
Point
75
Engagement Developmental
Model
Align Efforts
With Strategy
A clear understanding of what
is expected; timely information
about changes that affect work.
Focused
Work
Teamwork
Enabling
Appropriate authority to
make decisions and manage
their own work.
A high degree of cooperation within
a workgroup and an environment of
trusting and trustworthy actions that
foster rapid and satisfying resolution
of conflicts.
Development Plans
Opportunity and support
to develop on the job.
Collaboration
A high degree of cooperation
between teams that
fosters common goals,
rapid conflict resolution, and
increased trust.
Support and Recognition
Interpersonal
Individual
Support
Value
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Ongoing feedback on performance
and acceptance of individual
differences of approach, ideas, and opinion.
76
Engaged Employees:
Approaches and Methods







Alignment to organizational goals and performance
expectations
Completion of project assignments and
responsibilities
Understanding and meeting performance
expectations
Giving feedback and self assessment
Utilizes problem solving and impact plans
Team building and business meetings
Managing self
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Engagement Thinking



Engagement cannot be an initiative. Employee engagement
happens only when you remove barriers to work, and those
barriers are unique to every work group.
We often think that super important initiatives will transform our
organizations into places where everyone will come to work and
want to be engaged. Initiatives can’t make the magic.
Many business fads did not work in the past. That’s why
employees wait for the latest fad to be over. Initiatives live out
their lives and then go away. People who deliver initiatives
have to make engagement happen, and those people must be
your Leaders.
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Attributes of Employee
Engagement
Training, development
& career
Level of Importance
Immediate management
Performance & appraisal
Communication
Feeling Valued
and
Involved
Equal opportunities
& fair treatment
Employee
Engagement
Pay & benefits
Health & safety
Co-operation
Highly engaged
Work expectations
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Helping Others Break from
the Past





Play the devil’s advocate
Support innovation
Sponsor wild ideas
Demand continuous improvement
Stage a symbolic break with the past
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Creating a Supportive
Learning Environment




Focus attention away from blame and
toward problem solution
Admit what you don’t know
Declare a practice zone
Support time for training
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Change Communication Planning
Influencers
Industry Leaders
Employee Engagement
Communication Strategy
Employees
Internet
Meetings
• Support Change Effort
• Fully Engaged in the Workplace
• Ownership of Problems & Solutions
• Improved Productivity
• Stronger Commitment to Mission
• Customer Satisfaction
Behaviors
KEY Stakeholders
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Change Communication
Model
Identify:
Desired
Outcomes
Issue:
The topics to be
communicated
Gap
Analysis
Does a
communication
plan
exist that will
support the change
process?
Audience:
To whom
directed
No
Create
“To Be”
Communication
Plan
Review
“As Is”
Communication
Plan
Message:
What needs to
be known
Feedback,
Reflection
&
Adjustments
Messenger:
Validate
Who delivers
the message
Media / Materials:
Yes
Vehicles to be
used
No
Change
Time / Frequency:
When and how
often
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Communication Action Plan
Requested by:____________________
1. Issue:
Who is Responsible:_________________
Notes
The topic(s) to be
communicated
2. Audience:
Notes
To whom
directed
Notes
3. Message:
What needs to
be known
Notes
4. Messenger:
Who delivers the
message
5. Media /
Materials:
Notes
Vehicles to be
used
6.Time /
Frequency:
Notes
When and how
often
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Change Management Communication Workshops
Creating Change
Months 5-8
(Phase II)
Building Synergy
Months 1-4
(Phase 1)
Best Practices
Communicating
Change.
• Best Practices
• The Market Driven
Organization
Organizational
Reorganization
Clarity
Leveraging Change
Months 9-12
(Phase III)
Work Program
Education
Work Program
Education
• The SBU in Practice
Culture Integration
• Learning about performance
metrics
Employee
Engagement
Principles
Guiding Coalition
Development
• Creating Project
Team Charters
Sustaining Culture
• Embracing a formal
communication plan
Organizing Work
• Introducing employee
engagement culture
Guiding Coalition
Development
• Managerial- Leadership
practices for employee
engagement
Accountability Structure
Guiding Coalition
• How to conduct business
workouts
Change Management
• Understanding change
Culture Driving
Encouraging
Structuresthe Heart
• Organization celebrations
Project Teams
Executives,
Management
& Employees
Encouraging the Heart
• Creating cross
function project teams
Executives,
Management
& Employees
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Executives,
Management
& employees
85
Communication Plan
Phase II - Implementation
Communication-Mobilization-Involvement-Performance
Taken from Kerr-McGee Corporation Oil Division Transformation
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A Snapshot of the Plan
9.
8.
Having
Dialogue
7.
Checking
Ourselves
Out
1.
Theme
2.
Engaging
One
Another
The Journey To
“Top Quartile”
6.
How We
Begin To Talk
5.
How We Talk
With One
Another
Making It Happen
And What We
Are Reaching For
3.
Further
Engagement
&
Staying
Engaged
4.
Informative
&
Motivating
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Theme:
The Journey to “Top Quartile”






Getting us ready for tomorrow
Using best practices in the industry
Building on our strengths, seeking
business opportunities and cashing in
Recognizing it’s a moving bar
Getting some wins along the way
Earning those “bragging rights”
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Engaging One Another
Action Statement
“Keeping one another informed through
an ongoing communication process
that has meaning for all of us”
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Further Engagement




Objectives
Seeing the vision in a practical way that I
understand
Crossing the “lines” to talk about change
Securing ownership through engagement
and collaboration
Gaining support and commitment
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Staying Engaged





Putting Life Into the Objectives
What we have accomplished
Breaking it down - goals, objectives and what
we can deliver
Getting understanding and buy-in by
covering all the bases
Going after the new playing field (stretching)
Making change a partner
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Informative & Motivating





Placing the business case up-front
“Walking the talk”
Open, honest with two-way feedback
Communicating in different ways
Timely information that keeps people in
the loop
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How We Talk with One
Another






Within O&G
Across Kerr McGee
Leveraging knowledge and creative
strengths
Identifying champions
In small and large groups
Networking fully
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How We Begin To Talk








Newsletters/Articles
Chat Boards
“Kick Off” E-mail
Open House
Operations Center
Weekly E-mail
Q&A Bulletins
Glossary of Terms








Town Meetings
Training Sessions
Conference Calls
Videos
“To Be” Fairs
A Day with a Team
Celebration Events
Success Stories
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Still Talking…




“Kick Off” E-Mail - Transformation
Statement
Open House - Operations & Team
Rooms
Weekly Updates E- Mail
Town Meetings - Journey To “Top
Quartile”
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Checklist for Success






Serious tone
Be realistic
Not overly optimistic,
nor overly pessimistic
Predict probability of
success
Not a “pep rally” or “sales
pitch”
Avoid being
argumentative




Acknowledge
uncertainties where
they exist
Explain how new
business processes will
be used
Emphasize that “we are
all in this together”
Use workplace words
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Having Dialogue:
How We Can Make It Easier








Focus Groups
E-mail “Hot Line” (Open door policy)
One-on-One
Voice Mail
Surveys
“To Be” Fairs
Town Meetings
Open House
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Making it Happen:
Building on Ideas
Action Plan
What





When
“Kick-Off E-Mail
Open House
E-Mail Follow-Up
Start E-Mail Update
Town Meetings
Who
Wk. 1
Wk. 2
Wk. 3
Wk. 4
Monthly
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What We Are Reaching for




Milestones
Creating an awareness and understanding of
how we plan to move into the “Top Quartile”
Keeping people involved
Creating a communication plan that will
continue to be a useful tool
Learning how to anticipate and manage the
hazards and potholes during the journey
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Quote
“What we call the beginning is often the
end.
And to make your end is to make a
beginning.
The end is where we start from.”
— T.S. Eliot —
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Staying Afloat
Moving Forward:
Moving On
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Be Change Ready
Letting Go
Breakthrough
Breakwith
Your Paradigm
Holding On
Books Utilized















Change Management Masterclass: A Step by Step Guide to Successful Change Management. Mike
Green, 2007.
Deep Change: Discovering the Leader Within. Robert E Quinn. 1996.
ADKAR: A Model for Change in Business, Government and Our Community. Jefferey M. Hiatt, 2006.
The Heart of Change, John P Kotter and Dan S. Cohen. 2002.
Our Iceberg Is Melting, John Kotter and Holger Rathgeber, 2005.
The Heart of Change Field Guide, John Kotter and Dan S. Cohen, 2005.
The Change Leader’s Roadmap: How To Navigate Your Organization’s Transformation, Linda Ackerman
Anderson and Dean Anderson, 2001.
Transforming the Way We Work: The Power Of The Collaborative Workplace. Edward M. Marshall, 1995.
Communicating Change: Winning Employee Support For New Business Goals. T J Larkin and Sansar
Larkin, 1994.
Change Management, The People side of Change. Jeffrey Hiatt and Timothy J. Creasey, 2003.
Making Sense of change Management: A complete Guide to the Models, Tools and Techniques of
Organizational Change. Esther Cameron & Mike Green, 2004.
Making Change Happen: On time, On Target , On Budget. Ken Matejka and Al Murphy, 2005.
Building the Bridge As You Walk On It: A Guide for Leading Change. Robert E. Quinn, 2004.
Transition: The Personal Path through Change. William Bridges, 2000.
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Research Identified
















Bennett, H. (2000). The effects of organizational change on employee psychological attachment. Journal of Managerial
Psychology, 15,
Burnes, B. (2004). Kurt Lewin and the planned approach to change: a re-appraisal. Journal of Management Studies, 41
Caldwell, R. (2003). Models of change agency: a fourfold classification. British Journal of Management, 14,
Damodaran, L. and Olphert, W. (2000). Barriers and facilitators to the use of knowledge management systems. Behavior &
Information Technology, 19,
Doyle, M., Claydon, T., and Buchanan, D. (2000). Mixed results, lousy process: the management experience of organizational
change. British Journal of Management, 11,
Gill, R. (2003). Change management –or change leadership?. Journal of Change Management, 3,
Hailey, V. H. (2001). Breaking the mould? Innovation as a strategy for corporate renewal. Human Resource Management, 12,.
Lawson, E. and Price, C. (2003). The psychology of change management. McKinsey Quarterly, 2,
Levasseur, R. (2001). People skills: change management tools – Lewin’s change model. Interfaces, 31,.
Newman, K. L. (2000). Organizational transformation during institutional upheaval. . Academy of Management Journal, 25,
Quy Nguyen, H. (2001). Time, temporal capability, and planned change. Academy of Management Review, 26,
D.M. and Tijoriwala, S. A. (1999). What’s a good reason to change? Motivated reasoning and social accounts in promoting
organizational change. Journal of Applied Psychology, 84,.
Skinner, D. (2004). Evaluation and change management: rhetoric and reality. Human Resource Management Journal, 14,
Strebel, P. (1996). Why do employees resist change? Harvard Business Review, 74,
Sugarman, B. (2001). A learning-based approach to organizational change: Some results and guidelines. Organizational
Dynamics, 30,
Zell, D. (2001). Overcoming barriers to work innovations: lessons learned at Hewlett-Packard. Organizational Dynamics, 30,
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