change management (stacia plumb)
Post on 03-Nov-2014
35 Views
Preview:
DESCRIPTION
TRANSCRIPT
Another Fine ProgramUnderstanding the Life Cycle of
Change Management
Why submit to change? A full 2/3 of all change initiatives fail
according to a study completed by McKinsey & Co studying hundreds of Total Quality Management programs.
Same study showed 70% of reengineering efforts failed as well.
Harley Davidson management coined the term “Another Fine Program” – making light of skepticism when they roll out a new initiative.
Richard Beckhard, Organizational Change pioneer has identified that
Organizations are a human community – a living organism
Change is not a one time occurrence
Even with buy-in and “true believers – these initiatives rarely succeed
Change Leadership
Change Managers include any staff member able to implement change including:
• Executives, Managers, Supervisors• Project leaders• Key staff members• Employees with direct control on resources
Role of Leaders through changeKey Manager Responsibilities:• Communicating the organization’s business strategy• Addressing broad-based employee concerns to increase visibility into the rationale behind change• Demonstrating the importance of the change• Identifying key employees to engage and customizing engagement solutions for these individualsCommunication and Retention Activity Checklist:Build a commitment to change via consistent, timely, honest, accurate communicationClarify the vision, plans, and progress of the change initiativeCapture and address all questions and issuesMaximize participation in the change processFrequently reinforce common themes and messagesCommunicate proactivelyEnable two-way discussion and dialogueBe responsive and adapt to resolve issuesEvaluate and modify communication and approach to helping employees manage change as neededIdentify a group of top employees that it is critical to retain by considering the risk and impact of low engagement or departure of
each of these individualsEngage identified individuals in one-on-one conversations to communicate that the organization values themDiscuss what the organization can do to ensure that these individuals are retained and engaged, and create customized
engagement plansHold managers accountable for delivering on these plansTips When Acting on the Above Activities:Do not get defensive when answering questions; it is common for people to react negatively when first presented with changeAlways answer questions honestly with the facts; it is acceptable to say, “I don’t know, but I will find out for you.”Channel employee concerns that you yourself cannot address through a pre-appointed individual who can share these concerns
with senior leaders driving the changeEncourage employees to ask whatever is on their mind; however, it is helpful to first anticipate and solicit difficult questions
Study of Change Management Includes:
Communication Skills
Conflict Management
Leadership Development
Organizational Identity
Managing Workforce Diversity
Teambuilding
Strategic Planning
Imagine
Not Enough Time
Challenges of
Initiating
“We Don’t have time for
this stuff”
No Help (Coaching & Support)
“We don’t know what
we’re doing”
“We have no help!”
True Believers & Non-Believers
Diffusion
Assessment & Measurement
Fear and Anxiety
Walking the Talk
Not Relevant
Governance
Strategy and Purpose
“We Don’t have time for
this stuff”
Challenges of Sustaining
Challenges of
Redesigning
& Rethinking
Growth Processes of Profound
Change“They aren’t
going to follow
through”
“Am I safe?Can I trust others?
Can I trust myself?”
“This stuff isn’t working?”
“I have no idea what these people are
doing?”
“Who’s in charge of this
stuff?”
“We keep reinventing the wheel”
“Where are we going?”
“What are we here for?”
“They’re acting like a
cult”
“They don’t
understand us!”
“We have the
right way!”
“They won’t give up the
power”
10 Limits to Growth
• Time Management• No Help (coaching or support)• Not Relevant• Walking the Talk• Fear and Anxiety• Assessment and Measurement• True Believers and Non-Believers• Governance• Diffusion• Strategy and Purpose
• No help – coaching– Ask the question, “What don’t we know how to
do?”– Get in front of training and support needs– Partner leaders with a knowledgeable, “safe” source
to discuss leaders own doubts/frustrations going through process
– Build coaching techniques into responsibility of all team members (allowing feedback to happen openly)
– Identify committed open members to work with to develop key feedback tracks
Task: Purpose
Write on a slip of paper how/why I am willing to participate in this initiative
Review individual rationales and then build on team reasoning with further discussion to support this change
Building Relevance• Communicate clear understanding among line leaders of necessity of
change• Communicate impact of change for:
– Organization– Team/division– Individuals
• Tie training efforts to gaining business results• Revisit progress and relevance periodically
– Schedule routine time – or begin meetings with check-ins from each team member
Intellectual understanding – emotional engagement – sustained action
Building Trust
Facilitators and Leaders must demonstrate:• Belief in the success of change• Being open to challenges/questions• Ability to rally with revisions, setbacks• Consistency in communication
Sustaining Change
• Avoid coercion when implementing change• Use setbacks as opportunity to learn• Maintain open communication• See diversity as an asset• Create safe environment to have “unknowns”
Assessment and Measurement
• Understand growth can take time – results may not be apparent immediately
• Recognize each obstacle cleared• Assign team member(s) with duty of assessing
progress – learning techniques to measure• Be sure to learn from these measurements –
not just report them• Measure soft skills as well as hard results
Growing Outward
• As the specific group achieves success they must avoid becoming a segregated group causing distrust and division in organization
• Invite input from outside sources – both up and downstream
• A clear message and success can lay the foundation for agreement among other teams
Formalizing ChangeThere are 2 perspectives on governing progress:• Pilot team – establishing independence,
freedom, autonomy• Balance of organization – requiring adherence
to newly developed process, policy, etc.
• Build accountability into all teams• Provide training, space where necessary
Redesigning An Airplane Mid-Flight
• Give leaders on impacted teams authority to innovate, discover, adjust to unforeseen impacts
• Build cross-communication for teams
Acceptance
• Work to create a learning environment that can be nimble and capable of hearing and learning new ways of thinking
• Allow for transparency in developing change – will support legitimacy when implementing change
• Allow line leaders to conduct research to stay abreast of new techniques
Definition
• Establish opportunities to explore scenario thinking – identifying any blind spots
• What does it mean to be “The best mid-size media organization”
• Analyze a change process -
HR FOCUSDue to the incredibly broad and far reaching
areas of study and importance under Change Management HR has the ability to impact this life cycle in any number of ways from:
• Training Opportunities (specifics for staff and coaching & communication skills for leaders)
• Organizational Strategic discussion• Resource allocation• Assisting the bridging of change among
teams/divisions/etc.
Organizational growth requires change.
Change is unchartered territory – clearing obstacles – controlling the controllables will create a culture that is inclusive and capable of providing appropriate response to new circumstances.
Resources• Peter Senge. “The Dance of Change”, • http://www.ddiworld.com/pdf/ddi_employeeengagement_mg.pdf -
Whitepapers on:• Richard Wellins, Paul Bernthal, Mark Phelps, Development
Dimensions International. “Employee Engagement: The Key to Realizing Competitive Advantage”
• Natalie Petouhoff, PhD, Tamra Chandler and Beth Montag-Schmaltz. “The Business Impact of Change Management”
• Robert Rogers and B. Jean Ferketish, PhD. “Creating a High-Involvement Culture Through A Value-Driven Change Process”
Individual Change Management Skill Development• DowJones.net – Management Essentials• Prosci ADKAR Model, Jeffrey Hiatt
top related