10803 laying the groundwork

7/27/2019 10803 Laying the Groundwork

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AUMA - Municipal Sustainability Planning Workshop

Laying The Groundwork For SuccessfulChange, One Person At A Time

Presented By: Greg WeissCORVUS Business Advisors

April 20th, 2007


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Workshop Objectives

Understand the value and necessity of proactive changemanagement processes

Understand the key elements of the change management plan

Understand what change issues other municipalities anticipateas it relates to development and implementation of municipalsustainability plans


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Agenda1. Opening Remarks, Objectives, & Agenda

2. Introduction

What Is Change Management

Municipal Sustainability Change Management Dimensions

3. The Origins Of Organization Readiness

The Track Record of Large Scale Business Transformations

Organization Readiness A Changing Perspective

4. Organization Readiness Fundamentals

What Is The Impact Of Municipal Sustainability Changes Without Organizational & Community Readiness?

The Magical Thing Called Internalization

5. Organization Readiness Planning

Change Management Focus Areas Or Levers

Applying Doppelts Seven Blunders and Solutions

Elements of Successful Change

Methodology

Compliance-base Change versus Value-based Change

Fostering Organization Readiness Champions

Your Role As Readiness Ambassador

6. Summary - Dos and Donts

7. Readiness Assessment Articles And Tools

8. Q&A


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What Is Change Management?

Change Management is NOT:

Training (although good training is certainly one element of organizationreadiness)

Spinning a good story to convince employees and avoid resistance, or

The process used to manage scope (i.e., the change control process)

The art of managing change is all about proactively positioning anorganization to be ready, willing, able to successfully adopt thebusiness change being implemented. Its acknowledging that

resistance to change is natural, and proactively identifying andmitigating the causes of resistance.

To avoid confusion, the term Organization Readiness is of ten used interchangeablywith Change Management

To avoid confusion, the term Organization Readiness is often used interchangeablywith Change Management


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Municipal Sustainability Change Management

Dimensions

From the perspective of municipal sustainability planning, we willthink about change management along 2 key dimensions:

1. Municipal organization readiness - proactively positioning the municipalemployees to be ready, willing, able to successfully adopt the changesbeing implemented as a result of the municipal sustainability plan.

2. Community readiness - proactively positioning citizens to be ready,willing, able to successfully adopt the changes being implemented as aresult of the municipal sustainability plan.

For our purposes here today, the term Organization & Community Readiness will beused interchangeably with Change Management

For our purposes here today, the term Organization & Community Readiness will beused interchangeably with Change Management


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Change ManagementA Vital Component Of The

Municipal Sustainability Plan

Some business transformations seek to implement new businessprocesses or new technology

However, municipal sustainability plans also seek to change the withindividuals think about long held mental models (e.g., environmentalsustainability).

Transforming an organization and community with deeply ingrainedbeliefs, values, and behavioural patterns is daunting!

To be successful change management/organization readiness must be anintegral component of each municipal sustainability plan.

To be successful change management/organization readiness must be anintegral component of each municipal sustainability plan.


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The Origins Of Organization Readiness

I

II

IV

III

Organization ReadinessIneffective Effective

SolutionIm

plementation

Effective

Ineffective

Desired

Business

Objective

I Failure

II Failure

III Failure

IV Success

Unfortunately, The Track Record Of Large-scale Transformations Is Poor:

A Gartner Group survey (1999) reported that 9 of 10 ERP initiative were deemed to be failures.

A Cameron Group survey (1997) reported that 75% of TQM initiatives achieved no success what so ever.

An Economist survey (1994) reported that 85% of re-engineering initiatives achieved little or no results. Many actually experience negativeresults!

Why? Because these initiatives failed to change the underlying thought patterns, outlooks, and behaviours of employees. Failure tomodify thinking and perspectives (i.e., culture) permits old decision-making and activity patterns to remain intact

Unfortunately, The Track Record Of Large-scale Transformations Is Poor:

A Gartner Group survey (1999) reported that 9 of 10 ERP initiative were deemed to be failures.

A Cameron Group survey (1997) reported that 75% of TQM initiatives achieved no success what so ever.

An Economist survey (1994) reported that 85% of re-engineering initiatives achieved little or no results. Many actually experience negativeresults!

Why? Because these initiatives failed to change the underlying thought patterns, outlooks, and behaviours o f employees. Failure to

modify thinking and perspectives (i.e., culture) permits old decision-making and activity patterns to remain intact


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A Changing Perspective

Implementing A

ChangeModified / New

Processes /

Practices

Modified / New

Policies

Modif ied / New

Organizations,

People, Roles

= =Significant

CHANGE!!

Therefore, proactive

organization readiness

Significant

CHANGE !!

Therefore, proactive

organization readiness

2000+ View:Modif ied / New

Technology

The definition of insanity is.doing things the same way, and expecting a different result .

Implementing A

Change

1990s View:

A sprinkling of

communications and a dab

of training

A sprinkling of

communications and a dab

of training=

New Toolset To

Support Day-To-

Day Operations=


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What Is The Impact Of Municipal Sustainability Changes

Without Organization & Community Readiness?

Uptake is weak / slow and organization and/or community do notimplement the municipal sustainability strategies as intended

Continue to do things the way weve always done it

As a result:

Continue to operate (and pay for) old practices, processes, technologiesetc.

Resource utilization is no more efficient than before, in fact they cansometimes it is less efficient (e.g., entering data into both new systems

and shadow systems)

Morale suffers and often the organization and community losesconfidence in leadership

Total cost of doing business actually increases


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This Magical Thing Called Internalization

I. Cont act

II. Awareness of Change

III. Understand the Change

IV. Pos itive Perc ept ion

V. Installation

VI. Adoption

VII. Institutionalization

VIII. Int ernalization

PreparationPhase

AcceptancePhase

CommitmentPhase

Unawareness ConfusionNegative

Perception

Decision not toAt tempt/Sup por t

Installation

Change AbortedAf ter In iti al

Utilization

Change AbortedAf ter Extensiv e

Utilization

Commitment

Threshold

Disposition

Threshold

DegreeofSupportfo

rtheChang

e

TIME


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Organization Readiness Focus Areas Or Levers

ChangeReadiness /

Aligned Culture

Pay &

Performance

Al ignment

Change

Leadership &

Accountability

Change

Specific

Communications

Education &

Staff

Development

Organization

Structure

Al ignment

Staffing &Deployment

Vis ion Clari ty

Powerful

Business

Case


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Applying Doppelts Seven Blunders and Solutions:

Powerful Business Case

ChangeReadiness /

Aligned Culture

Pay &Performance

Al ignment

Change

Leadership &

Accountabil ity

Change

Specific

Communications

Education &

Staff

Development

Organization

Structure

Al ignment

Staffing &

Deployment

Vision Clarity

Powerful

Business

Case

Sustainability Blunder: Patriarchal thinking that leadsto a false sense of security

Organizations are addicted to the directives of

higher authorities and no one meaningfully

challenges the linear economic paradigmSustainability Solution: Change the dominant

mindset through the imperative of achieving

sustainability.

Disrupting an organization's mental model is thefirst step toward the development of new ways of

operating.


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Applying Doppelts Seven Blunders and Solutions:Organization Structure Alignment

ChangeReadiness /

Aligned Culture

Pay &Performance

Al ignment

Change

Leadership &

Accountabil ity

Change

Specific

Communications

Education &

Staff

Development

Organization

Structure

Al ignment

Staffing &

Deployment

Vision Clarity

Powerful

Business

Case

Sustainability Mistake: A silo approach toenvironmental and socio-economic issues

Because no single unit can identify all of the ways

in which municipal services, policies, and

processes affect the environment or socialwelfare, the status quo is perpetuated

Sustainability Solution: Rearrange the parts by

organizing sustainability transition teams

This shake-up is important because plannersand decision makers often surround themselves

with like-minded people, do not trust the unknown,

or may feel threatened by change.


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Applying Doppelts Seven Blunders and Solutions:Vision Clarity

ChangeReadiness /

Aligned Culture

Pay &Performance

Al ignment

Change

Leadership &

Accountabil ity

Change

Specific

Communications

Education &

Staff

Development

Organization

Structure

Al ignment

Staffing &

Deployment

Vision Clarity

Powerful

Business

Case

Sustainability Blunder: No clear vision ofsustainability

Without a clear vision, organizations (and the

individuals that make up the organizational

system), often assume that being in compliancewith the law is the sole purpose of their policies

Sustainability Solution: Change the goals by crafting

an ideal vision and guiding sustainability principles

Change the goals and different kinds fo ofdecisions and outcomes will follow; this requires a

clear depiction of the new ends the organization

seeks to achieve and guidelines for how decisions

should be made to achieve them.


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Applying Doppelts Seven Blunders and Solutions:Education

ChangeReadiness /

Aligned Culture

Pay &Performance

Al ignment

Change

Leadership &

Accountabil ity

Change

Specific

Communications

Education &

Staff

Development

Organization

Structure

Al ignment

Staffing &

Deployment

Vision Clarity

Powerful

Business

Case

Sustainability Mistake: Confusion over cause andeffect

Focus on symptoms (e.g., emissions and

discharges) not the true sources of sustainability

challengesSustainability Solution: Restructure the rules of

engagement by adopting new strategies

How sustainable are we now? How sustainable

do we want to be in the future? How do we getthere? How do we measure progress?


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Applying Doppelts Seven Blunders and Solutions:Communications

ChangeReadiness /

Aligned Culture

Pay &Performance

Al ignment

Change

Leadership &

Accountabil ity

Change

Specific

Communications

Education &

Staff

Development

Organization

Structure

Al ignment


Vision Clarity

Powerful

Business

Case

Sustainability Mistake: Lack of information Most organizations fail to communicate effectively

about the need for and the purpose, strategies,

and expected outcomes of their sustainability

efforts.Sustainability Solution: Shift information flows by

tirelessly communicating the need, vision, and

strategies for achieving sustainability.

How sustainable are we now? How sustainabledo we want to be in the future? How do we get

there? How do we measure progress?


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Pay & Performance Alignment

ChangeReadiness /

Aligned Culture

Pay &Performance

Al ignment

Change

Leadership &

Accountabil ity

Change

Specific

Communications

Education &

Staff

Development

Organization

Structure

Al ignment


Vision Clarity

Powerful

Business

Case

Sustainability Mistake: Insufficient mechanisms forlearning

When employees are given limited opportunities

to test new ideas, and when they receive few

rewards for doing so, not much learning occurs.Sustainability Solution: Correct feedback loops by

encouraging and rewarding learning and

innovation.

The adoption of new learning mechanisms leadsto wholesale changes of traditional feedback

systems that are oriented toward maintaining the

status quo.


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Pay & Performance Alignment

ChangeReadiness /

Aligned Culture

Pay &Performance

Al ignment

Change

Leadership &

Accountabil ity

Change

Specific

Communications

Education &

Staff

Development

Organization

Structure

Al ignment


Vision Clarity

Powerful

Business

Case

Sustainability Mistake: Failure to institutionalizesustainability

Few organizations have incorporated

sustainability in their core policies and

procedures.Sustainability Solution: Adjust the parameters by

aligning systems and structures with

sustainability.


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Elements of Successful Change

Vision

People: Skills

Org Alignment

Incentives: Business Case

Leadership

Accountabil it y

Pay Alignment

Resources Action PlanSuccessful

Change

Confusion

Anxiety

Gradual

Change

Frustration

False Starts

PeopleIncentives Resources Action Plan

Vision People Resources Action Plan

Vision Incentives Resources Action Plan

Vision PeopleIncentives Action Plan

Vision PeopleIncentives Resources


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Purpose Of The Organization Readiness Plan

Prepare your organization for what is necessary to successfully implement asuccessful Municipal Sustainability Plan.

Create change leaders in your organization and community that are chargedwith the responsibility for managing the transition.

Promote involvement in the change process by working with change leaders

to manage implementation risk. Monitor the effectiveness of the change effort and adjust plans as needed.


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Organization Readiness Phases & Activities

DesignBuild, Test

& DeployAssessment &

Planning

Readiness

PlanningTransitionChange

Framework

IdentifyChangeLeaders

Readiness

Strategies& Approach

ReadinessAnalysis

ChangeManagementInfrastructure

ImplementReadiness Plans

Track Measures& Report Results

AdjustReadiness MasterPlans (if required)

1.4

2.2

3.1

3.5

4.1

4.4

4.3Communications

Analysis

2.3

Evaluation

& Adjustment

TranslateChange

Into Future StateContext

1.1

Build SponsorUnderstanding& Commitment

DevelopChange Management

Processes & Tools

1.3

1.2

StakeholderAnalysis

2.1

ReadinessMeasures

3.4

MonitorChange Management

Risk Factors

4.2

Assess

Human & TechnicalObjectives

OngoingChange Management

Framew ork

5.1

5.4

IdentifyChange Successes

& Failures

5.2

Readiness

Anal ysi s

Master Plan

3.2

CommunicationsPlan

3.3Evaluation

Report

5.3


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Value-Based Commitment

Involve people to design and implement planned changes

that build new, innovative ways of getting results

Compliance-Based Commitment

Phase in incentives and measures, redesign structure and

consequences that align behaviour with the future state

vision


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Your Organization

Fostering Change Leaders

Your Community


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How To Be An Effective Ambassador For

Sustainability-Related Change Obtain and maintain as clear a picture as possible of the Future State. The effective

ambassador will be consistently aware that the organization cannot afford to fail at thechange because the status quo is too costly.

Seek out and understand how the proposed change will affect your area. A change inone area often results in a significant impact on other areas. Effective ambassadorsunderstand the complex web of relationships that make up their organization and understandhow the proposed change will affect these areas.

Assess your areas state of readiness. Effective management of change implementations

are incumbent upon knowing where organizational readiness needs to be improved and how. Seek out and understand the time, money, and people resources necessary for the

implementation of change. And be willing to commit. Effective ambassadors must also bewilling and able to commit their time and energy to organization readiness activities.

Be a public champion . Sponsorship must be cascaded down an organization, but the targetaudience must have a sense that the change has been legitimized at the top. Ambassadorsmust, therefore, manifest their commitment publicly.

Meet with key individuals or groups pr ivately throughout the change process toensure their continued support for the change. Skillful behind the scenes actioncommunicates that the ambassador is not just paying lip service to the change project.

Manage consequences and use thee existing system of rewards to publicly alignbehaviours with the change. In most organizations, that which is measured and rewardedgets accomplished.

Continually monitor organization and community readiness and progress toward thechange objectives. Monitoring help with early identification of any implementation problemsthat may exist, thereby allowing proper action to be taken.


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Dos and Donts

Take a proactive approach to identifying and managing change resistance. Resistancedoesnt go away with time.

Dont confuse change management with selling. ITS NOT! Resistance to change isnatural.

Avoid the technical black hole. The development of a technically sound solution isonly half of what it takes to achieve implementation success. Avoid spending all your

time on technical issues at the expense of developing and implementing a proactiveorganization readiness effort.

Move target audiences up the internalization curve one step at a time. Createawareness FIRST, understanding SECOND, and positive perception LAST. Cannotskip steps.

Most significant initiatives like municipal sustainability represent a fundamental changeto the way your organizations and community live, work, and play. Leaders at all levelsmust be ENGAGED, and must engage others. If theyre not, something is wrong andchange risk goes up dramatically.


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Organization Readiness Articles

And Tools


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Discussion / Q&A


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Thank-You.

Greg Weiss

Partner, CORVUS Business Advisors

(780) 428-4110 (x24)

[email protected]

10803 laying the groundwork

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