adkins -artofmanagingchange projectmanagementbestpractices2011
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Welcomesyouto
TheArtofManagingChangeTheArtofManagingChangeEmpowerActionsandCreateShortTermWins
ProjectManagementforE&CProjects 2011
with
Dr.DaveAdkins,P.M.P.,P.E.SeniorPartner/Ownerand
DirectorofTechnology&Quality
The World ofThe World ofBusiness Management ConsultantsBusiness Management Consultants
Vancouver
Brussels
Singapore
Chicago
Phoenix
Tokyo
Istanbul
r s o
WashingtonDC
HoustonHouston
Frankfurt
HongKong
Toronto Beijing
Milan
Riyadh
Islamabad
TaipeiShanghai
Bangalore
KualaLumpur
Seoul
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WorldHeadquartersWorldHeadquarters
DivisionCenters
Operations
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BMCMC PartnersPartners
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ProjectManagementforE&CProjects 2011
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$1.5Trillion:newdebt,2011
$5.3Trillion:newin2010
$1.8Trillion:newforMedicare
62 Trillion = 534K debt er household
ProjectManagementforE&CProjects 2011
Butpensions/health
benefits
are
$700K
for
every
retiredcivilservant
$62,000,000,000,000$62,000,000,000,000
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What changes are you planning orWhat changes are you planning orgoinggoing throughthrough??
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Peopledon'tresistchange.
Theyresist
being
changed!
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PeterSenge
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WorkshopWorkshop
TheArtofManagingChange
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ChAnGEHowdoyoufeelwhenyoudo
somethingnotyourroutine?
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Tomanagechange,manageemotions
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Because...Because...
ThisThispresentationpresentation isabouthowtomanageisabouthowtomanage
change.change. But
first
we
need
to
understand
But
first
we
need
to
understand
howpeoplereacttochange.howpeoplereacttochange.
performance
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time
Our response to any change is naturalOur response to any change is natural
Deception/Anger
From
To
Integration
Refusal
Anger/sabotage
Bargaining(withoneself)
Acceptance
Adaptation
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Thestepsarepredictable,somelongerthanothers,
withsomehesitations
Depression
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What the Experts Say aboutWhat the Experts Say about ChangeChange
ChangeManagementBenchmarkReport JohnJones,Booz,Allen,Hamilton JohnKotter,LeadingChange KurtLewins ChangeModel Sumantra Ghoshal:TheSmellofthePlace Greene&Elffers:48RulesofPower
ProjectManagementforE&CProjects 2011
Key findingsKey findings in Changein Change
The#1contributortoprojectsuccessis active,strongandvisible
sponsorship throughouttheproject.
Thetopobstaclestosuccessfulchange areemployeeresistanceatall
levels: frontline,middlemanagers,andsenior managersandinadequate
senior managementsponsorship.
Employeeswanttohearmessages aboutchangefromtwopeople:the
CEOand
their
immediate
supervisor
the
message
they
want
to
hear
from
eachindividualisverydifferent.
Whenaskedwhattheywoulddo differentlynexttime,mostteamswould
dedicateresourcestochange management.
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Thetopreasonforemployee resistanceisalackof awarenessabout the
change.
Resultof411companiessurveyChangeManagementBenchmarkReport
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10 Principles of Change10 Principles of Change
ManagementManagement1. Addressthehumansidesystematically(Changecreatespeopleissues)
2. Startatthetop(Leadersmustembracechangefirst onevoice)
3. Involve ever la er Push res onsibilit down so it cascades
4. Maketheformalcase(Awrittenvisioncreatesalignmentroadmap)
5. Createownership(Needacriticalmassintheworkforceinfavor)
6. Communicatethemessage(overandover,multiplechannels)
7. Assesstheculturallandscape(findtheorganizationalreadiness)
8. Addresscultureexplicitly(findbehaviorsthatsupportchangeand
rewardthem)
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9. Preparefor
the
unexpected
(managing
change
requires
continuous
reassessmentandwillingnesstoadopttransformation)
10. Speaktotheindividual(howwilltheworkchange,andwhatarethe
measurementsofsuccess&failure).
JohnJones,Booz,Allen,Hamilton
8 Stages of a Change8 Stages of a Change
Establishingasenseofurgency
Creatingtheguidingcoalition
Developingavisionandstrategy
Communicatingthechangevision
Empoweringbroad
based
actions
Generatingshorttermwins
Consolidatinggainsandproducingmorechange
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Anc or ngnewapproac es nt ecu ture
JohnKotter LeadingChange
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SFC...
SeeChange
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Feel
John Kotter
KurtLewins Model Kotters 8Steps
Unfreezing EstablishUrgency
Leading ChangeLeading Change
Createpowerfulguidingcoalition
Strongvisionforchange
Communicatevision
Changing Removebarrierstosuccess
Createshorttermwins
Planforthelongterm dontdeclarevictory
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toosoon
Refreeze AnchorthechangestotheCorporateCulture
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ComplacencyComplacency
Nomajorcrisis
Toomanyresourcesavailable
Happytalkfromtopmanagement
Denial humannature,understress
Lowconfrontationculture
Lackofsufficientinformation
Wrongperformanceindexes
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ruc ure
a
ocuses
unc ona
narrow
arge s
SumantraSumantra GhoshalGhoshal
Video:TheSmellofthePlace
Ph.D.MITSloanSchoolofManagement,
D.B.A.degreefromHarvardBusinessSchool
LondonBusinessSchool
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How to create the smellHow to create the smell
of changeof change
Stretch
Discipline
TrustSupport
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Stretch:
Everyperson
do
more,
not
less
SelfDiscipline: Collectivelyagree,commit
Support: Notcontrol,helpmewin
Trust: Notcontract
BBusiness is Aboutusiness is About CChangehange
Fiverequiredbuildingblocksforchangetoberealized
ADKARModelinclude:
Awareness ofwhythechangeisneeded
Desire to
support
and
participate
in
the
change
Knowledge ofhowtochange
Ability toimplementnewskillsandbehaviours
Reinforcement tosustainthechan e
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Basedonasurveyof1000organizations(ADKARmodel)
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SSome Facts onome Facts on CConvincingonvincing
WhenAskingforHelp,AppealtoPeoplesSelfInterest,
NevertotheirMercyorGratitude
Ifyouneedtoturntoanallyforhelp,donotbothertoremindhimofyourpastassistanceandgooddeeds. Hewillfindawaytoignoreyou. Instead,uncoversomethinginyourrequest,
orinyouralliancewithhim,thatwillbenefithim.
WinthroughyourActions,NeverthroughArgument
AnymomentarytriumphyouthinkgainedthroughargumentisreallyaPyrrhicvictory:. Itis
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,word.
Demonstrate,
do
not
explicate.
48RulesofPowerbyRobertGreeneandJoostElffers
HOW DO YOU HANDLE CHANGE?HOW DO YOU HANDLE CHANGE?
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EExpressing oneself to achieve resultxpressing oneself to achieve result
Addressthebeliefsbehindfeelings
Linkcommunicationtoitsobjective
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EExpressing oneselfxpressing oneself ::AAcknowledge Feelingscknowledge Feelings
Allbehaviorisgeneratedthroughfeelings
Peopledistortthelinkbetweentheirfeelingandbehavior
Youneedtoacceptthiswithoutbeingirritated
Youshouldnotaddressbehaviorbutthefeelingbehind
Donot
make
assumptions
and
generalizations
Peoplealwaysbroadcasttheirfeelings
Ifafeeling(howeverdisguised)isnotacknowledgedit creates
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Onlyafteracknowledgementcanyouhavecommunication
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EExpressing oneselfxpressing oneself ::
AdAddress the Beliefsdress the Beliefs
Peoplesworldiscreatedthroughtheirbeliefs
Beliefsarebasedondistortions,deletionsand generalizations
Wealwayscompletethe5%ofreality
Weallseetherealitydifferently(anditisOK)
Wealwaysbroadcastourbeliefs
Weignorethebroadcast
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world
EExpressing oneselfxpressing oneself ::LLink Your Statement to Resultsink Your Statement to Results
Themeaningofcommunicationisthefeedbacknottheintention
Theimpactonyouisnotnecessarilytheintention
Tryuntilyougettherightresultobservingthe feedback
Donot
repeat
unsuccessful
methods
Lookatpastsuccesses
Readtheneeds
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an w c cr c sms
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BehaviorSEEN
TThe Human Iceberghe Human Iceberg
NOTSEEN
Feelings
Beliefs
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Experiences
TThe Effect ofhe Effect of AAmigdalamigdala
primalselfdefencemechanism
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n ngeven s oge erw ou og c
overtakingyourrationalbehavior
emotionallearning,memoriesassociated
withemotionalevents
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EEmotional Intelligencemotional Intelligence
Abilitytoeffectivelyunderstandandinfluencethefeelin sofoneselfandothers.
Abilitytoseetheimpactofyourbehavioronothers
Abilitytocontroloneself
Beingmotivatedtoreachpositiveobjectives
Abilitytoexpressoneselfinordertoachievearesult
ProjectManagementforE&CProjects 2011
CCoaching as Communication Tooloaching as Communication Tool
Businesscoachingisthepracticeofprovidingsupportand
occasional advice to an individual or rou in order to hel them
Notabout
giving
advice
or
instruction
Aboutincreasingawareness
recognizewaysinwhichtheycanimprovetheireffectiveness.
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Managingpriorities
Communicationskills
Teammanagement
Personalawareness
Selfconfidence
Managingemotions
SScope of Coachingcope of Coaching
PersonalPersonalDevelopmentDevelopment
TaskTask
OrientedOriented
PeoplePeople
OrientedOriented
earn ngtas s
Influencingthestrategy
Managingchaos
ot vat on
Understandingothers
Developingothers
ProjectManagementforE&CProjects 2011
OrganizationalOrganizationalDevelopmentDevelopment LeadershipCoaching,GrahamLee.LeadershipCoaching,GrahamLee.
rgan sat ona awareness
Changemanagement
reat ng oya ty
Managingrelations
TrustBenefitfrom
Lo altCultureof
Focus
On
TTeameam
Admitmistakes
Askforhelp
D erences Quest on ngResults
EffectivemeetingsCommongoals
Learn from mistakes
Continuous
im rovementFocusonsuccess
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Givesupport
Appreciate
Saysorry
Workwithteam
Everyonecontributes
Discussrealissues
Rapidsolutions
Useopportunities
Stamina
Protecteachother
Senseofresponsibility
Abilitytochange
Celebratesuccess
Mournlosses
Trackprogress
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pact
High-PerformanceTeam
TheThe TTeameam PPerformanceerformance CCurveurve
PerformanceI
WorkingGroup
PotentialTeam
RealTeam
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Team EffectivenessPseudo-Team
Katzenbach &Smith
Guiding coalitionGuiding coalition
Positionpower
Expertise
Credibility
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Leadership
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The coalition; can it work?The coalition; can it work?
xx
xx
x
x
xLeadership x
x
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Management
Goodteamworkor
Bossisinthetoprightquadrent
The coalition; can it work?The coalition; can it work?
xx
xx
x
x
x
x
Leaders
hip x
x
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Management
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There is a Natural DistributionThere is a Natural Distribution
of Supporters And Opponentsof Supporters And OpponentsFear,
Lossofpower,Lossofstatus,
Chan eUndecided
Stron
10% 10%
80%Newjob,Newlocation
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agents opponents
Donotloosetime/energywithstrongopponents,yougivethewrong
message(youshowtheyaremoreimportantthantheprojectitself!)
Convincetheundecidedofitsworth
Onceyouhavereachedthecriticalmasstherestfollows,ordrops
Take action with your StakeholdersTake action with your Stakeholders
Actions to neutralize,ong
ponents
op
it
ppening
ithappen
lp
it
ppen
ng
porters
keholders
Regularprojectteamexercise
CM
Give him a role in theproject , but without risk
RE Involve her
KLInform face to face, butdo not loose too much
Str
op
Sth
Let
Heha
Str
su
Sta
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me
JPHLobbyAsk advice, comment,
Currentpositioning
Targetpositioning
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****AVOIDATWHATEVERCOST****
The coalition; can it work?The coalition; can it work?
Peoplefullofego
Snakesthatkillthetrustamongteammembers
Ifthereisnotrust
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then
thereisnocoalition fullstop
Who makesWho makes changechange??
Manager
or
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Leaders
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Leading and managing are both important functions of an executive. Executive requires bothleadership ability and management ability. But what is difference between the two?
_____ 1. Leadership is anart. Management is ascience.
_____ 2. We leadpeople. We managethings.
Leading vs. ManagingLeading vs. Managing
_____ . ea ers p s organ c. anagement smec an ca .
_____ 4. Leaders deal in thefuture. Managers deal in thepresent.
_____ 5. Leaders are agents ofchange. Managers are promoters ofstability.
_____ 6. Leaders envisionthe what and the why. Managers figure outthe how.
_____ 7. Leadersempower people. Managerscontrol processes.
_____ 8. Leaders seek effectiveness. Managers seek efficiency.
_____ 9. Leaders inspirecooperationandcommitment. Managers ensurecompliance with
ProjectManagementforE&CProjects 2011
directives and regulations._____ 10. Leaders do theright things. Managers do things right.
Most organizations are over managed and under ledMost organizations are over managed and under led..
WarrenBennis &BurtNanusLeaders:Thestrategiesfortakingincharge.
Putting it all togetherPutting it all togetherWorkshopWorkshop
ExampleChangeinitiatives: .
ITfunctionwasdecidedtobeoutsourced
15%ofpayrollcostrequiredtobereduced
Expandthe
business
without
adding
cost
Beingaskedtoimproveefficiencyofthecompany
Yourjobistoputtogetherachangeplan Stakeholders
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Kotters 8Steps
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Coping with ChangeCoping with Change::
IndividualIndividual AcceptingFeelingsasNatural
Permissiontofeelandmourn
Takingtimetoworkthroughfeelings
To erat ngam gu ty
ManagingStress Maintainingphysicalwellbeing
Seekinginformationaboutchange
Limitextraneousstressors
Takingregularbreak
Seekingsupport
ExercisingResponsibility
ProjectManagementforE&CProjects 2011
en y ngop onsan ga ns
Learningfromlosses
Participatinginthechange
Inventoryingstrengths
Learningnewskills
Diversifyingemotionalinvesting
Coping with ChangeCoping with Change::ManagersManagers
Rethinkingresistance Asnaturalasselfprotection
Asapositivesteptowardchange
Asenergytoworkwith
Asotherthanaroadblock
Givingfirstaid Acceptingemotions
Listening Providingsafety
Markingendings
Providingresourcesandsupport
CreatingCapabilityfor Change
ProjectManagementforE&CProjects 2011
Continuingsafetynet
Emphasizingcontinuities,gainsofchange
Helpingemployeeexplorerisks,options
SuspendingJudgment
Involvingpeopleindecisionmaking
Teamwork
Providingopportunitiesforindividualgrowth
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The Art of Managing ChangeThe Art of Managing ChangeEmpowerActionsandCreateShortTermWins
ProjectManagementforE&CProjects 2011