managing resistance & embedding change in the improve
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Managing Resistance & Embedding
Change in the Improve / Control Phases
> Masterclass Webinar
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Ground Rules:
• Please have your audio on mute at all times
• Switch video ON in breakout sessions & otherwise switch off to improve
call quality
• Unmute microphone to ask/answer questions
Virtual Session Format: 07775 750 295
1 hour Virtual training session
10 minutes 10 minute break (stay on line but
mute)
50 minutes Virtual training session
10 minutes 10 minute break (stay on line but
mute)
50 minutes Virtual training session
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T. +44 (0)1926 336423
E: train@smallpeice.com a division of GP Strategies Limited
Section 1
Introduction
Key messages
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Change Management and the DMAIC Roadmap
Define: Engage sponsorship & key
stakeholder support, build an effective
team, build the case for change
Measure/Analyse: Maintain
momentum, facilitate a team approach,
deal with resistance
Improve: Secure buy in for the change,
manage resistance
Control: Maintain focus, ensure
continued buy in
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By the end of this section you should be able to:
Section Objectives
✓ Identify and share key learning
✓ Understand and manage emotional responses to change
✓ Identify and addressing rational resistance
✓ Handle conflict constructively
✓ Embed change through Control and beyond
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T. +44 (0)1926 336423
E: train@smallpeice.com a division of GP Strategies Limited
Section 2
Learning from Experience
Identifying our key learning and realising its potential
EX
ER
CIS
EWhat can you remember? - Chat Contribution
Individually:
Using ‘Chat’ send your responses to the following question:
• What topic areas did you cover on the previous ‘Change’ day?
interact viaCHAT
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We considered:
• John Kotter’s 8 Steps
• Force Field Analysis
• Stakeholder Analysis
– Relationship Map
– Elliott Kemp
– Orientation ☺ /
– Influencing
• Project Team
• Project Planning
What We Covered
EX
ER
CIS
EChat Contribution
Individually:
Using ‘Chat’ send your responses to the following question:
• Do you feel more experienced and more confident now in
the use of the concepts and tools you’ve learned on the
course so far?
interact viaCHAT
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T. +44 (0)1926 336423
E: train@smallpeice.com a division of GP Strategies Limited
Section 3
Emotional Responses to Change
Understanding and supporting stakeholders through the
emotional impact of change
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Change Makes us Feel
Do you remember in the first change
day training being asked to consider
how you and other stakeholders feel
about change?
interact viaCHAT
Think about the change journey:
How do stakeholder (your) feelings change as
change projects progress?
Feelings
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The Kubler Ross curve - Respect and manage the emotional responses
to change that we all experience
Emotional Resistance
Denial/
ShockSearch for solutions
Apathy
/low self esteem
Disbelief
Anger
Internalisation
Acceptance
Uncertainty
the ending of
the old way
the transition the beginning of
the new way
1 2 3New level of
performance
Old level of Performance
Time
P
e
r
f
o
r
m
a
n
c
e
Emotional Responses to Change
EX
ER
CIS
EBreakout room Activity: Managing Emotion
In your breakout room:
Consider the 3 areas of the change curve
• What could you do as the leader of a change project to
support your stakeholders through each stage in a
constructive way?
• Think of practical actions you could take / activities you
could build into your project
Output required:
• Capture a summary of your discussions on a white board
and save to share
Group EXERCISE
10 minutes
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T. +44 (0)1926 336423
E: train@smallpeice.com a division of GP Strategies Limited
Section 4
Rationalising Resistance to Change
Identifying and addressing ‘rational’ resistance to change
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Means adopting the perspective of the
‘victims’ of the changes
Why Do People Resist Change?
Why have you resisted change?
Understanding Responses
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Why Do You Resist Change?
• Fear of the unknown
• Lack of information
• Misinformation
• Historical evidence
• Threat to core skills &
competence
• Threat to status
• Threat to power base
• No perceived benefits
• Low trust in organisational
climate
• Poor relationships
• Fear of failure
• Fear of looking stupid
• Reluctance to experiment
• Custom bound
• Reluctance to let go
• Strong peer group norms
EX
ER
CIS
EEXERCISE: Managing Resistance Part 1
• Individually consider and write down all the reasons you
have encountered or used yourself to justify resistance
to change
Individual EXERCISE
2 minutes
EX
ER
CIS
E
19
Breakout room Activity: Managing Resistance – Part 2
In your breakout room:
Share the reasons for resistance you have identified, are there
any similarities?
• Group similar reasons for resistance together
• Create a descriptive heading for each group
• For each of the main headings you have created discuss,
agree & record what actions could be taken to minimise or
remove that particular resistance barrier to change
Output required:
• Capture a summary of your discussions on a
white board and save to shareGroup
EXERCISE
10 minutes
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The four most common reasons for resistance:
• Self-interest
• Misunderstanding & lack of trust
• Different interpretation of ‘facts’
• Low tolerance for change
Diagnosing Resistance
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• Education & communication – if resistance stems from employees’ lack
of information: educate people beforehand & communicate the logic &
need for change
• Participation & involvement – if you want those who resist to become
more committed to the change: involve them, & listen & use the
advice given
• Facilitation & support – if people fear they cannot make the needed
adjustments: being supportive, providing training in new skills
Dealing with Resistance – The Light Approach
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Dealing with Resistance – The Dark Side
• Negotiation & agreement – if powerful people or groups resist because
they will lose out: offer incentives
• Manipulation & co-optation – if other approaches are not working or too
expensive: selective use of information & giving desirable roles in the
design or implementation of change
• Explicit & implicit coercion – if speed is essential: force people to accept
by implicitly or explicitly threatening them
EX
ER
CIS
EChat Contribution
Individually:
Using ‘Chat’ send your responses to the following question:
• What do you think the impact will be on your people and
your organisation if you use:
― The Light approach?
― The Dark side?
interact viaCHAT
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T. +44 (0)1926 336423
E: train@smallpeice.com a division of GP Strategies Limited
Section 5
Handling Conflict Constructively
Anticipating and managing conflict
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Inevitably your Lean Sigma meetings & workshops will provide the opportunity
for conflict to arise. By using the Thomas Kilmann model as a guide you can
plan ahead as to the most appropriate style of conflict resolution to apply to
yield the most productive way forward
“No two individuals have the same expectations & desires. Therefore,
conflict is a natural part of our interactions with others”
Managing Conflict: Thomas - Kilmann
EX
ER
CIS
EThomas Kilmann
As a individuals:
Which of the 5 conflict resolution modes was your preference?
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COOPERATIVENESS
AS
SE
RTIV
EN
ES
Compete Collaborate
Avoid Accommodate
Compromise
Low High
High
Low
Managing Conflict: Thomas - Kilmann
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• Competing (Goal is to Win):
– Satisfying your own concerns at the expense of others
• Collaborating (Goal is a Win:Win scenario):
– Work with the other to find mutually satisfying solution
• Compromising (Goal is to find a middle ground):
– Work to find a mutually acceptable solution that fulfils, at least partially
the needs of both parties (may involve
some sacrifice)
• Avoiding (Goal is to delay):
– Conflict & therefore needs of self & other not addressed
• Accommodating (Goal is to yield):
– Opposite of competing & means neglecting own concerns to satisfy others
Thomas - Kilmann
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T. +44 (0)1926 336423
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Section 6
Embedding Change
Sustaining change through the Improve &
Control phases and beyond
The way The way
we were we will be
Productivity Level Before Transition
Old Ending New Beginning
TRANSITION
Achieving Performance Improvement
Current State
Future State
D M A I C
Unrealistic
Lucky
Likely & realistic
Achievement of future state performance level
Time
Pe
rfo
rma
nce
Typically the transition from the old to the
new performance level isn’t smooth –
this period needs to be managed closely
EX
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CIS
EBreakout room Activity: Sustaining change
In your breakout room:
Compare your experiences of changes to systems and
processes at work
• What have you seen go wrong?
• What could go wrong on your projects?
• What corrective or preventative action can you organise?
Output required:
• Capture a summary of your discussions on a white board
and save to share
Group EXERCISE
10 minutes
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By effectively embedding change we :
• Deliver our specific project objectives
• Increase our organisations understanding and capability in the
deployment of Lean Sigma
• Increase the enthusiasm of our people to seek out and embrace change
Embedding Change
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During this phase of your change project as the change leader you need to
focus on ensuring the change makes the maximum contribution as early as
possible, and continues to make a positive impact long after the change
goes live
Your Key Considerations at this point will be:
• Managing key stakeholder expectations in terms of the speed of delivery of
the final result and the necessary continued resource requirements to
ensure the benefits are sustained
• Managing the transition from the change project to business as usual in
the most effective way
• Making sure that the change ‘sticks’ and remains in place thereafter, for
the duration of it’s requirement
Embedding Change
EX
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CIS
E
34
Chat Activity: Sustaining change
In your breakout room:
Compare your experiences of changes to systems and processes
at work
• How do you know the change has become the new
standard?
• What signs will you look for to show that change has really
happened?
interact viaCHAT
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Embedding and Transferring Ownership of Change
Keep your sponsor and key stakeholders close and engaged beyond the
point of initial success though on going communication
Involve the Process
owner and their
team from the
beginning
As the project manager allow time and be available to support the Process owner
and their team beyond the point of initial success
Ensure the Process owner and their team
understand the new standard and feel empowered
to take remedial action of performance drops
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Activities:
Measure impact of the change
• monitor & control
• publicise success
Maintaining momentum
• Stakeholder & Communication action plans
Manage the transfer of ownership
• effective handover & disengagement
Recognise Reward & Celebrate success
• symbolising & anchoring the change
After Action Reviews
Embedding Change
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By effectively embedding change we :
• Deliver our specific project objectives
• Increase our organisations understanding and capability in the
deployment of Lean Sigma
• Increase the enthusiasm of our people to seek out and embrace change
Embedding Change
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Celebrate success only when you have evidence that the change is embedded
Use Ritual Endings to help people let go and move on
Recognising and Celebrating Success
Recognise and reward the initial achievement
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• Commitment from senior levels – Stakeholder engagement &
great sponsors
• Compelling & unambiguous reason for the change
• Expect the doubters, cynics, resistors – context & emotional responses
• Communicate effectively, tell people as much as is practicable – clear
vision & objectives
• Enable good teams & good leaders to support each other, create winners
• Allow early success to create momentum
• Identify potential problems
• Address the “me” issues
Pre-requisites for Effective Change
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E: train@smallpeice.com a division of GP Strategies Limited
Section 7
Summary & Planning
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You should now be able to:
Section Objectives
✓ Identify and share key learning
✓ Understand and manage emotional responses to change
✓ Identifying and addressing rational resistance
✓ Handling conflict constructively
✓ Embedding change through Control and beyond
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1. What is important to keep from the old way?
2. What needs to be dropped or released?
3. What needs to be created to move forward
Be the New Way – Lead By Example
Think of the future …..!
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The Future – Your Role
Project 1 Project 2 Project 3 Project 4
Organisations Capability
• It’s not just about delivering successful project
• It’s about improving your businesses Continuous
Improvement capability
EX
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CIS
ESuggested Homework Summary
Part 1
Think about your own area and project:
• Are you anticipating and managing resistance (both
emotional and ‘rational’ responses) to your changes?
• Is resource built into your plan to ensure actions are
being taken?
Part 2
Consider the control phase and beyond for your project:
• Have you identified, planned and resourced the actions
required to ensure your projects benefits are sustained?
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