a working change management framework

CHANGE GONE RIGHT.

DONE

MANAGED?

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Can change be managed? …. Or is it more like guiding people through the waves of….. OK, that’s a different story…

One s uc c e s s s t o ry o f

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A working framework

Regardless of the topic or area of the

change, this framework works!

It was created during an ICT

implementation but has since been proven

in action in process development as well.

A comprehensive framework /

tool / checklist

for managing people through

change

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Change is driven by STRATEGY and BUSINESS

ARCHITECTURE

TIMING and

INTEGRATION

of phases is

driven by the

ORGANIZA-

TIONAL

READINESS

FOR CHANGE

CHANGE

MANAGEMENT

COMMUNI-

CATION

HUMAN

RESOURCES

PROJECT MANAGEMENT

The framework


The framework

The framework combines elements from

and binds them together with organizational

readiness for change

My claim is that, all of these elements together ensure

the success of any change program.

Strategy and Business

architecture

Change management

Communication

HR

Project management

The main objective is to take people into consideration in all actions.

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The role of strategy and business architecture

Every change program must be supported by the

business strategy and have validation from the top

management ~self evident

Every change program must be validated and

checked against the business architecture

a change program, which doesn’t fit the company’s culture,

information architecture, technology or system architecture

shouldn’t exist…unless those issues are dealt with first.

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Strategy Readiness Change management Communication HR Project management Loading change…

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The role of strategy and business architecture

Compliance with the strategy and business

architecture ensures that the project gets the resources

and respect it deserves.

Given resources ensure that change management,

communication, HR and project management can be

executed with the quality the organization deserves.

Strategy and business architecture are the starting point

and fuel for a successful change program.

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The role of organizational readiness for change

Yeah, sounds

simple, but how

do I know?

Here’s the tricky part ~ managing any change

program is impossible, if the people are not willing to

play along.

Any change program must be timed, so that the

people have adequate time to adjust and learn the

new skills they must possess in order to act according

to the changed ways.

TEST & MEASURE!

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Testing organizational readiness for change

Assuming things is rarely the same as knowing.

First of all,

people may act

completely differently

during a change situation

than they do in the daily

grind. It would be ”not so

smart” to assume that

laid back people remain

that way when facing a

change situation.

Creating a test for

organizational

readiness for change

and repeating it

throughout the

program gives a

clear view of the

progress.

Examples of tests can be found

in Change Management books

e.g. B. Senior; Organizational

Change

With this gained

knowledge, timing

the phases of the

program and

applying corrective

measures becomes

easy! These tests

should be a part of

each Change and/or

Project Manager’s

tool box.

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Role of change management

Change management theories and practices give

crucial knowledge and tools into the ways people can

be lead through change ~However it’s not the same,

which theory should be used in which situation

The direction, speed and organizational readiness for

change give advise on, which theory to choose:

Organization is learning and

adaptive by culture ~try

theories for transition, which

emphasize people involvement. e.g. R. Lücke; Managing Change and Transition

The change comes suddenly and

is induced by outside forces

~try theories, which emphasize a

quick ”unfreeze” beginning. e.g. J. Kotter; 8-steps / K. Levin; Change

Management Model


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Role of change management

The role of the chosen change management theory is

to guide the manager through the most probable

sequence of events

It helps to gain commitment, engage people and mobilize

their energy ~prepare to become adaptive

It helps in celebrating success ~big or small ~at the right

time

It helps in monitoring and adjusting the speed and direction

of the change program


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Role of communication

It’s common knowledge, that a message

should be formulated based on the

target audience and based on the

wanted reaction. ~right?

So, why do we keep sending the same

messages in a mass e-mail?

Are on-line collaborative tools, where

everyone can see the same message at

the same time, only confusing us?

When you don’t / can’t get your message across, is it because

a) your audience doesn’t

understand

b) your message isn’t clear

enough?

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COMMUNI-

CATION

HUMAN

RESOURCES

~No, collaborative tools are not confusing, if everyone knows

their position and role in the change.

~If they don’t, any form of communication will be confusing!

Start with getting the right resources.

It’s a joint effort with your HR

department.

Role of communication Strategy Readiness Change management Communication HR Project management Loading change…

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To formulate a message, so that it

provokes the required action:

Use RACI (PMBok) to identify the target.

Use the CSmatrix (van Leeuwen, Winkel, Dijkstra; Mission,

Vision, Strategy) to figure out what to say.

Use change readiness measurements to

plan, how much time the target needs to

understand the message.

Getting complicated? It’s not! Just try!

OK, now I have my resources. What’s next? How do I get my message across?

a) formulate your message, so that you get

the response you need

b) do it at the correct moment

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1. RACI divides people into target

audiences ~if you need to inform, keep

the message simple for the receiver.

2. Your staff is ready for the change

~they are in transformation so a days

notice is enough.

3. The CSmatrix instructs to engage

people by showing appreciation and

relating to them ~would work for you,

right?

Character Purpose Expression

Engage Appreciate Relate

Merge Unify Realise

Embed Materialise Produce

RACI

Responsible people to Consult

Accountable people to Inform

Here’s a quick example of using the 3 dimensions:



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Role of HR

The role of HR and talent management comes in form

of

Picking the correct team to run the program

Ensuring that all people have the qualities needed and that

their talent is noticed

Managing everyone’s expectations

Minimizing all other HR related issues e.g. reduction or other

stress increasing actions ~especially in bigger changes

Maintaining sufficient recovery times for everyone

For example, tracking and reporting about increase in sick leaves


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Any good development team consists of

people with different backgrounds ~self-

evident

Any good development team consists of active

and contributing people with enough

confidence to stand their ground ~unless you

want design by committee..

Hence, any good development team consists of

people with different ego states. (E. Berne)

So, how do I or anyone know,

who are the correct people?

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Role of HR Strategy Readiness Change management Communication HR Project management Loading change…


Nurturing Parent who

sooths out any disputes with

his/her sympathetic nature; is

helpful and kind towards

everyone.

Controlling Parent who keeps the group active;

is bossy, demanding and

sometimes rigid.

Adapted Child whose defensiveness and

arrogance is often labeled as

resistance to change. This one

is the most defensive.

Free Child who throws the wildest ideas,

makes the jokes, keeps the

energy levels high and is the

artist of the group.

Adult The organizer,

facilitator and realist.

Role of HR Strategy Readiness Change management Communication HR Project management Loading change…

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Role of project management

Even the project management method has to fit the

organizations strategy and culture; we cannot force

an agile company to handle a project run with a

waterfall method. There will be despair, which will be

labeled as resistance to change but is merely

boredom.

The test & measure –rule goes for this as well. The

pace and schedule of the project should be set by the

organizational readiness to adapt.


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Role of project management

When securing resources for the project team, hire

enough people to handle the change management

and communication issues ~especially, if you’re

responsible of an ICT project.

Developing a software and taking care of peoples’

happiness and possibility to adapt, can rarely be

handled at the same time by the same person.


T h i s p r e s e n t a t i o n w a s w r i t t e n a n d c r e a t e d b y

E r j a K l e m o l a , w o r k i n g a s a n I C T A d v i s o r f o r S o f i g a t e O y

Conclusions and last words

Running a change program is not easy and straightforward. It requires plenty of testing, following-up and careful people selecting. Sometimes picking and choosing is not even possible. Sometimes time will the main constraint and taking all this into consideration will be impossible. But even then, make sure you don’t label normal behavior as resistance to change ~maybe the people are simply reacting to your actions.

So the next time, you’re facing a difficult project, go back to slide 4 and use it as a checklist. Did you really do it all?