1 ryan lanyon manager, smart commute november 7, 2012 act canada sustainable mobility summit change...

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Ryan LanyonManager, Smart CommuteNovember 7, 2012ACT Canada Sustainable Mobility Summit

Change Agent at WorkApplying Change Leadership and Management Principles to TDM

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Agenda

Assessment Preparation Leading Change: Eight Stages

Urgency Coalition Vision Dialogue Empowerment Piloting Tipping Point Culture

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Assessment: Types of Change

Extent of Change

Realignment Transformation

Speed of Change

Incremental Adaptation Evolution

Big Bang Reconstruction Revolution

Source: Balogun

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Assessment: Culture Web

Source: Balogun

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Assessment and Preparation: Kaleidoscope

Source: Balogun

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Preparation

Change requires: Leadership

• Vision• Strategy

Management• Plans• Budgets

Organizations are made up of individuals

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Preparation: Individuals

Awareness, trial, usage Consumer Behaviour Model

• Identification of a need• Information search• Evaluation of alternatives• Purchase decision• Post-purchase behaviour

Community-based social marketing

• Identify barriers and benefits• Use tools to address these

Transtheoretical Model (TTM) / Stages of Change Theory

• Pre-contemplation• Contemplation• Preparation• Action• Maintenance• Relapse

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Preparation: Individuals

Source: Balogun

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Assessment: The Change Formula

Is it worth moving forward? Dissatisfaction x Vision x First Actions > Resistance D x V x F > R D/10 x V/10 x F/10 > R/1000 D, V, F = / = 0

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Leading Change: Eight Stages

Adapted from Leading Change by John P. Kotter Urgency Coalition Vision Dialogue Empowerment Piloting Tipping Point Culture

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Step 1: Urgency

Fight complacency! Incent action Gain cooperation around an initiative Raise priority Get buy-in

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Raising Urgency

Crisis Move, parking supply

Examples of excess Frivolous mileage

Targets Environmental, transport

Accountability Data

Did you know…?

Talking Consultants

Spending too much External demands

Municipal requirements Stop “happy talk”

I’m going to quit for parking Bombard people

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Step 2: Coalition

Importance of Coalitions Need a balance of power, resources and influence

• Green teams?

Change must be guided by stakeholders affected by it• All business units or operating divisions

Cross-section of the department or company to ensure change is managed and led from various viewpoints

• CEO’s Office, HR, Real Estate, Health & Safety, Sustainability

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Building the Coalition

Existing or new? Find the right people

Power position Expertise Credibility Leadership

Create trust Develop a common goal

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Step 3: Vision

Purpose of a Vision Forced planning Agreement Clarity Efficiency Inspiration

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Creating the Vision

Steps Draft Develop Engage Revise

Considerations Teamwork Investment Emotion Indirect path

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Effective Visions

Imaginable Desirable Feasible Focused Flexible

Communicable Tear down comfort zones Appeal to customers,

employees, stakeholders Take advantage of

opportunities Exploit no one

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Testing Your Vision

If the vision is made real, how will it affect employees? Will they be more satisfied?

In a few years, will we be doing a better job? How will the vision affect stockholders or stakeholders?

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Vision Statement Examples

We are going to sell healthier food to our customers. We are going to reduce red tape and make our customers

happier. We are going to move our office to be closer to our

employees. Metrolinx: Working together to transform the way the region

moves.

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Step 4: Dialogue

Why is it important to engage in dialogue about change? Change makes people uncomfortable Everyone needs to be part of the change The change is not simple; questions arise Everyone needs to know, feel included

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Effective Communication

Simple Through metaphor,

analogy or example Multiple channels

Large meetings/town halls Memos Newsletters/bulletins Posters Word-of-mouth Events Mass mail (voice and electronic)

Repetition Leadership Address inconsistencies Two-way

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Simple and Effective Communication

Before Through a process of debureaucratization, we will

empower our frontline employees to better serve idiosyncratic customer requirements.

After We are going to throw out some of the rule books and

give employees more discretion to do the right thing for our customers.

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Metaphorically Effective Communication

Before We need to retain the advantages of economies of great

scale and yet become much less bureaucratic and slow in decision making in order to help ourselves retain and win customers in a very competitive and tough business environment.

After We need to become less like an elephant and more like

a customer-friendly Tyrannosaurus Rex.

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Step 5: Empowerment

How do you empower employees? See: Stages 1-4 Make them change agents

• Provide autonomy, resources and support

Ensure their voices are heard• Reinforces the importance of dialogue

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Step 6: Piloting

Pilot projects create short-term wins. Possibility and feasibility Demonstrate cost savings Demonstrate increased revenue Streamline procedures Increased effectiveness

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Necessity of Piloting

Sacrifices are worth it Provide an opportunity to

celebrate Fine-tune vision and strategies Undermine cynics and resisters Keep management on board Build momentum

Criteria for a short-term win Must be explicit Must be visible throughout

the organization Must be clearly related to

the change effort

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Step 7: Tipping Point

Change moves from a project to an operation More people will need to get involved

• Multiply the change agents

Senior management needs to lead Multiple initiatives will run concurrently Timeframe for change will extend Eliminate obsolete interdependencies

• Parking minimums!

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Balance of Leadership and Management

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Tipping Point Challenges

Longer timeframe; task seems more daunting Deeper organizational commitment Personal dynamics

Staff turnover / reorientation Exhausted coalition member Complacent manager Complimentary saboteur

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Step 8: Culture

What is culture? Norms of behaviour Shared values

• Metrolinx: Commitment, Service, Working Together, Innovation

Culture impacts Corporate culture affects everyone

• Subcultures are specific to subunits

Difficult to change - Invisible and hard to address Linked to human emotion

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Power of Culture

Can influence behaviour Is pervasive

Exists through thousands of small interactions Reinforces itself

Must ‘fit’ the organization Stories and legends set and maintain the tone

Happens without conscious actions or thoughts

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Role of Culture

Anchoring change Comes last, not first Depends on visible results Requires much discussion May involve changing key people Makes decision on succession crucial Takes time, patience and persistence

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Mapping a New Culture Web

Source: Balogun

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Mapping a New Culture Web

Symbols Free parking. Stylish bicycle racks at the door.

Controls Do we pay people to drive to meetings, but expect them to cover the cost of

taking transit? Cycling? A policy that provides a decision-making process favouring sustainable (and most

affordable) modes

Stories Was: “I got a huge mileage check and bought a new TV.” Now: “I started carpooling and saved enough for a new TV.”

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Thank You!

ContactRyan LanyonManager, Smart CommuteMetrolinx416-874-5933ryan.lanyon@metrolinx.comwww.smartcommute.ca

Sources Balogun, J. “Strategic Change” in Management

Quarterly. UK: Cranfield University (2001). http://www.tomorrowsleaders.com/A5569D/icaew/

content.nsf/DocumentLookup/ICAEWSTR0109/$file/MQ10+Strategy.pdf

Brown, P. A Brief Introduction to Change Management. YouTube (2011).

http://www.youtube.com/watch?v=3Jk6clmMycI&hd=1

Kotter, J. Leading Change. USA: Harvard Business Review Press (1996).

Mckenzie Mohr, D. and Smith, W. Fostering Sustainable Behaviour. Canada: New Society Publishers (1999).