change management

ExperienceChange Model

ExperiencePoint Inc. Some rights reserved.www.experiencepoint.com, [email protected]

Except where otherwise noted, this work is licensed under http://creativecommons.org/licenses/by-sa/3.0/

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ALIGN KEY STAKEHOLDERS

SPHERE

EXECUTE ACROSS ORGANIZATION

The ExperienceChange model provides a simple yet effective approach to building stakeholder support, minimizing resistance, and achieving change success. Practice this approach with the ExperienceChange simulation!

1. UNDERSTAND

Understand the need for change through continuous environmental scanning and organizational diagnosis.

2. ENLIST

Enlist the support of a core team of powerful stakeholders. Work with this team to develop a shared vision and strategy to roll out across the entire organization.

3. ENVISAGE

Build a vision of the desired state and a strategy for getting there.

4. MOTIVATE

Create a sense of urgency. Help stakeholders understand the organizational and personal implications of the status quo.

5. COMMUNICATE

Communicate the vision to affected stakeholders. Paint a picture of the future.

6. ACT

Take steps to align the formal organization (systems, structures and processes) with the new vision and strategy.

7. CONSOLIDATE

Through continuous monitoring and measurement, understand and make further improvements until the change becomes part of the organization’s culture.

GlobalTech

Player’s Guide

Contents Within this Player's Guide you'll find: the GlobalTech case study, a section for taking interview notes, and a detailed list of all the tactics available to you in the simulation.

last revision: February 24, 2010 © ExperiencePoint Inc. All rights reserved.

www.experiencepoint.com, [email protected]

CASE STUDY

GlobalTech: Navigating Change 1

The Early Years 2

Transition in Leadership 3

A Changing Market 4

The Current Situation 5

Financials: Income Statements 6

Key Figures in the Company 6

Organization Chart 7

INTERVIEW LIST 8

TACTICS LIST 11

Author’s Note: The GlobalTech Case provides a snapshot of a company at a critical time in a particular industry. The case reinforces just how quickly times change. Think back to the mid-1990s. Technologies such as GPS and the Internet were just starting to get mainstream traction. Today, both of these technologies are everywhere. In fact, we are often left to wonder how we would live without them!

This is the pace of change that organizations today are challenged to navigate. Will GlobalTech make it? That’s up to you!

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CASE STUDY

GlobalTech: Navigating Change “…Gagnon recognized GlobalTech's survival was dependent upon the welfare of his customers - the local electronics manufacturers - and he sought to develop, manufacture and market his own products…”

GlobalTech was founded by Maurice Gagnon in the spring of 1975 to meet the growing electronic assembly demands of high-tech manufacturers in the local area. By the early 1980s, GlobalTech had grown to 40 employees and had built a reputation as a quality assembler of low-volume, highly-specialized electronic components for local military manufacturers. GlobalTech was by all accounts "quite a profitable and tightly run shop". Despite this early success, Gagnon recognized GlobalTech's survival was dependent upon the welfare of his customers - the local electronics manufacturers - and he sought to develop, manufacture and market his own products. In the early 1980s Gagnon was introduced to Brian Johnson, a senior research scientist at the National Research Council. At the time, Johnson had made significant breakthroughs on a new satellite technology that enabled individuals to pinpoint their exact geographic coordinates. Johnson was looking for a partner interested in commercializing this global positioning system (GPS) technology. GlobalTech had the manufacturing expertise Johnson was in search of, and Johnson’s GPS technology would give Gagnon his own product to take to market.

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CASE STUDY

The Early Years “…DND was interested in supporting the development of the GPS technology for use in aircraft, naval vessels and possibly for land vehicles. Gagnon and Johnson both recognized that the military establishment was keen to integrate this new technology into its transportation infrastructure…”

Over the next couple of years, Gagnon secured financing to build and staff an R&D department around Johnson. He also hired some experienced sales personnel. Johnson stayed on at the NRC where he solidified his relationship with his primary funding source - the Department of National Defense (DND). DND was interested in supporting the development of the GPS technology for use in aircraft, naval vessels and possibly for land vehicles. Gagnon and Johnson both recognized that the military establishment was keen to integrate this new technology into its transportation infrastructure. Johnson eventually joined GlobalTech as a 40% equity owner and the company's first vice-president of Research and Development. He brought with him a small group of scientists that he had worked with in the past. GlobalTech now had the R&D department that Gagnon had envisioned only two years prior. Working closely with employees from manufacturing and actively seeking input from military customers, R&D was quick to develop a first generation design from Johnson's original prototype. By the mid-1980s, GlobalTech had secured its first military contract - supplying 45 global positioning systems to a manufacturer of "search-and-rescue" helicopters. In short time, GlobalTech built a reputation as one of the world's leading manufacturers of rugged, all-weather global positioning systems. During this period GlobalTech won several awards recognizing both its engineering prowess and manufacturing quality. The partnership had grown very profitable.

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CASE STUDY

Transition in Leadership

“A group of employees...used the confusion surrounding the leadership transition to push for plant unionization...The vote was unanimously in favour of unionization.”

Gagnon slowly scaled back his involvement in the company. His health eventually compelled him to step aside as President and CEO, and he subsequently appointed Johnson to the position. Although he retained majority ownership of GlobalTech, Gagnon reduced his involvement to the position of Chair of the Board of Directors. Johnson was immediately faced with a major human resource challenge when a group of employees, led by Robert Brown, an electronics technician in the manufacturing department, used the confusion surrounding the leadership transition to push for plant unionization. Gagnon's tough and often confrontational management style had created tensions on the plant floor that had been growing for several years. The vote was unanimously in favour of unionization. Amidst this internal chaos, GlobalTech nevertheless continued to thrive. The company had grown to over 120 employees and it was now recognized as one of the premier manufacturers of global positioning systems in the world. Its product line continued to boast cutting edge technology and its advertising brochure listed numerous customer references to the "bomb-proof" quality of its products. GlobalTech remained committed to developing products for the military market as this segment continued to account for over 97% of the company's total revenues. The dynamics of the marketplace, however, were changing. Military contracts started to peak and with the end of the cold war and as a "New World Order" emerged, defense spending in many countries was slashed. Johnson understood these changing dynamics: "I knew that if we were going to survive in the 1990s, we would have to do something different."

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CASE STUDY

A Changing Market “The commercial market for GPS technology was still young... If this commercial orientation was going to be our future, and at the time I wasn't convinced it was, then we needed to shift our focus…”

When asked to reflect on the state of his company during this time, Johnson replied: "The commercial market for GPS technology was still young. A number of companies had sprung up to address the perceived future GPS needs of the general public. But from our perspective, their technology was quite primitive. Their strategy was to package basic technology … product features our military products offered years ago … surround this with a nice looking console and slick interface, and sell it for $2,500. We were used to producing cutting edge GPS technology that would start at $25,000 and climb to $100,000. If this commercial orientation was going to be our future, and at the time I wasn't convinced it was, then we needed to shift our focus quickly." With military contracts continuing to decline and the commercial market starting to grow, Johnson made two key strategic decisions. Recognizing that GlobalTech had little experience in developing or marketing products for the commercial sector, he lured Jennifer Smith, an accomplished engineer and product manager from the telecommunications industry to head up the R&D department. Johnson's second move was to strengthen the company's marketing department. Prior to this point, marketing was focused on procuring military contracts. The department had very little experience with commercial customers. To address this weakness, Johnson brought in another outsider, Catherine Lalonde, a marketing executive from the software industry. Lalonde's mandate was to build a strong team and develop key distribution channels around the commercial market.

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CASE STUDY

The Current Situation “GlobalTech lost $732,000, its first loss since the year it was founded. Last year, GlobalTech lost a further $1.63 million... forced the company into a series of austerity measures - laying off employees and reducing departmental budgets.”

The demand for personal global positioning systems was starting to gain momentum. Individuals were purchasing GPS units for their sailboats, private airplanes, and for other general adventuring activities. Two companies had emerged as industry leaders: NaVisionTech and Sateye International. GlobalTech meanwhile had only 6% of the total commercial market for GPS. Both competitors had entered the commercial market well before GlobalTech and had built solid brands. They produced attractive and competitively priced GPS products and were known to introduce new products at a rate twice that of GlobalTech. Jennifer Smith was recently promoted to a newly created position: Executive VP Technology. Her new mandate was to better integrate the efforts of R&D, Marketing and Manufacturing to produce more commercially-oriented products. The VP R&D vacancy was filled by distinguished GlobalTech scientist Scott Bell (See Exhibit 1: GlobalTech's Organizational Structure). Two years ago, GlobalTech lost $732,000, its first loss since the year it was founded. Last year, GlobalTech lost a further $1.63 million (See Exhibit 2: Income Statements). This situation has forced the company into a series of austerity measures - laying off employees and reducing departmental budgets. Forecasts for next year were unavailable at the time of this report's preparation.

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CASE STUDY

Financials: Income Statements (1990-1995, $ thousands)

Key Figures in the Company

Maurice Gagnon Chair of the Board

Brian Johnson President & CEO

Robert Brown Union Representative

Jennifer Smith VP Technology

Cathy Lalonde VP Marketing

Scott Bell VP Research & Development

1990 1991 1992 1993 1994 1995 REVENUE 14,000 13,500 12,000 10,700 10,000 9,500

COST OF GOODS 6,860 6,075 5,640 4,922 4,300 4,275

GROSS MARGIN 7,140 7,425 6,360 5,778 5,700 5,225

EXPENSES 3,940 4,800 3,760 4,578 6,300 6,725

OPERATING INCOME 3,200 2,625 2,600 1,200 -600 -1,500

DEPRECIATION 140 104 106 103 110 106

PROFIT BEFORE INTEREST 3,060 2,521 2,494 1,097 -732 -1,628

INTEREST 22 23 18 21 22 22

PROFIT BEFORE TAX 3,038 2,498 2,476 1,076 -732 -1,628

TAXES 1337 1140 1100 410 0 0

DIVIDENDS 500 0 0 0 0 0

PROFIT AFTER TAX 1,201 1,358 1,376 666 -732 -1628

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CASE STUDY

Organization Chart

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INTERVIEW LIST

Please use the space below if you would like to take notes during the interview process.

Administration Maurice Gagnon | Chair of the Board Notes:

Brian Johnson | President & CEO Notes: Jennifer Smith | VP Technology Notes:

Guy Tremblay | VP Human Resources Notes:

Ann Price | Personnel Manager Notes: Cheryl Stewart | VP Finance Notes: Fred Williams | Accounts Manager Notes:

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TACTICS LIST Build and execute a change plan at GlobalTech by selecting from the following list of tactics. * denotes ‘How’ tactic (additional options provided that specify ‘how’ to implement)

* Appoint Core Change Team | Entire Organization | 3 weeks | $ 40,000 Build a project team to lead and coordinate the change process.

Benchmarking | Managers | 2 weeks | $ 2,000 Arrange for senior managers to tour several local organizations who have been successful commercializing new technologies.

Briefing on Vision and Strategy | Managers | 1 week | $ 2,000

Bring in managers and directors for an extensive briefing on the vision and strategy. Be prepared to answer their questions.

Celebrate Successes | Entire Organization | 1 week | $ 2,500

Plan for a product-launch celebration rewarding the members of the New Product Development team for the launch of a new product.

CEO Gives Upbeat Speech | Entire Organization | 0.5 weeks | $ 500

Have Johnson tell employees not to worry and that if teams don't work in the near future, that the company will explore another structure to achieve its aims.

Competitive | Entire Organization | 2 weeks | $ 2,000

Develop and execute a formal program to share competitive information within the Company. The program would include prepared documents to be circulated and departmental meetings for discussion.

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Competitive and Financial | Managers | 0.5 weeks | $ 1,000 Prepare and deliver an extensive briefing to all managers on the competitive landscape and the company's current financial situation.

Constant Repetition of Vision | Entire Organization | 2 weeks | $ 5,000

Plan for constant repetition of vision using multiple methods. Appoint a core change team member to oversee all communications to ensure consistency.

Core Change Team Presentations | Entire Organization | 2 weeks | $ 5,000

Make presentations at the departmental level regarding the discussions taking place within the core change team meetings. Outline the challenges facing the company and the chosen vision and strategy.

Cost Rationalization | Entire Organization | 4 weeks | $ 5,000

Save costs by selling corporate art collection and leasing excess office space in administration building.

Departmental Liaison Team | Several Departments | 6 weeks | $ 60,000 Ask John Simons to set up and lead a pilot project team to improve the co-ordination and communication between Marketing and R&D. The team would be comprised of all managers in the two departments as well as Jennifer Smith.

Departmental Q&A Sessions | Entire Organization | 3 weeks | $ 5,000

Q&A sessions in each department to discuss competitive and financial information. These sessions are led by Johnson, the change agent and the appropriate core change team members.

Develop Training Infrastructure | Entire Organization | 4 weeks | $ 30,000

Ask HR to identify and develop individuals from each department to promote and support teams training.

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* Develop Vision and Strategy | Entire Organization | 5 weeks | $ 15,000 Develop the new vision and strategy.

Disaster Scenario Video | Entire Organization | 4 weeks | $ 20,000 Contract a communications company to create a 15-minute video to show what may happen should the company continue business as usual. The video ends with an explanation of the new vision and strategy.

Downsize Company | Entire Organization | 7 weeks | $ 90,000

In order to save costs and generate much needed profitability, cut the workforce of each department by a set amount.

Financial | Entire Organization | 2.5 weeks | $ 5,000

Develop and execute a formal program to share financial information within the company. The program would include prepared documents for circulation and discussion at departmental meetings with Q&A support from the Finance department.

* Fire an Individual | Specific Employee | 2 weeks | $ 40,000

Fire a persistent resister. Bring in some 'new blood' to take over resister's role.

Focus Group Interviews | Managers | 3 weeks | $ 20,000 Commission focus group interviews with customers and present results to the senior managers.

Hire a Lobbyist | Managers | 6 weeks | $ 35,000 Hire a government lobbyist to advance GlobalTech's interests at the Department of Defense.

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* Identify Change Agent | Specific Employee | 1 week | $ 1,000 Appoint an individual to guide or champion the change initiative.

* Identify Problem | Managers | 2 weeks | $ 20,000 Identify the core problem or problem(s) underlying the need for change.

ISO 9000 Certification | Entire Organization | 6 weeks | $ 50,000 Implement a training program geared towards qualifying the company for ISO 9000 certification (ISO 9000 is a set of standards for quality management systems).

Large Group Intervention | Entire Organization | 12 weeks | $ 125,000

Plan a conference-style event for the entire organization featuring broad communication tactics, team-based experiential exercises and change readiness training.

Management Information System | Entire Organization | 3 weeks | $ 75,000

Introduce a new information system throughout the company that will enable Finance to better track performance.

New Product Development Team | Several Departments | 2 weeks | $ 5,000

Ask James Clarke to establish a New Product Development Team for commercial products with contribution from R&D, Marketing and Manufacturing. The team would include Clarke, Sam Seto, Ganesh Seth, Catherine Lalonde, Richard Wright and Jennifer Smith.

Outline Changes and Challenges | Entire Organization | 0.5 weeks | $ 500

Have Johnson outline to employees what will remain the same as well as what is likely to change.

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Product Improvement Team | Several Departments | 6 weeks | $ 60,000 Ask Sam Seto to set up and lead a cross-functional product improvement team focused on the next commercial product release. Team will include Seto as well as Jennifer Smith, James Clarke, John Simons, Ganesh Seth and Jane Cowan.

Professional Objectives | Managers | 0.5 weeks | $ 500

Have Johnson meet one-on-one with every senior manager and team leader to set objectives relating to the change initiatives for the next year.

Publicize Team Successes | Established Teams | 0.5 weeks | $ 500

Publicize team successes in meeting targets.

Quality Improvement Seminar | Managers | 2 weeks | $ 20,000 Provide training for managers and supervisors in quality management and its relationship to teams.

Reassuring Announcement | Entire Organization | 0.5 weeks | $ 500 Have Johnson reassure everyone that things are going well and that markets are expected to improve in the future.

Reengineer Company | Entire Organization | 7 weeks | $ 80,000

Introduce reengineering to streamline departmental processes and save costs.

Restructure Company Into Teams | Entire Organization | 7 weeks | $ 90,000 Move beyond pilot and project specific teams and roll out teams across the organization where appropriate. Have Change Agent and HR set a clear mandate and parameters.

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Restructure Compensation | Entire Organization | 4 weeks | $ 50,000 Change the compensation structure to base some compensation on team performance for appropriate situations.

Review Structure | Entire Organization | 3 weeks | $ 5,000

Review structure for other co-ordination or improvement needs.

Reward Individual Efforts | Individuals | 1 week | $ 10,000 Reward and publicly recognize those individuals who have produced the desired changes.

Set New Commercial Targets | Entire Organization | 1 week | $ 1,000 Set new stretch targets for next year's commercial market products in terms of quality and cost.

* Stakeholder Mapping | Entire Organization | 2 weeks | $ 10,000 Map resistance and support across key stakeholders in the company.

Suggestion Program | Entire Organization | 4 weeks | $ 30,000 Set up a suggestion program through which everyone can submit ideas about the direction and vision of the company.

Team Mentoring | Established Teams | 2 weeks | $ 5,000

Get the core change team members, HR advisors, or other skilled team players to mentor and/or train new teams.

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Team Pilot Project | Manufacturing | 4 weeks | $ 30,000 Ask the head of Manufacturing to set up and lead a team focused on department improvements as a pilot project. Have the Change Agent help to set a clear mandate and parameters.

Team Site Visits | Established Teams | 1.5 weeks | $ 5,000

Encourage new teams to visit other sites that have increased quality, design, and/or decreased costs through the use of teams.

Teams Training | Entire Organization | 3 weeks | $ 20,000

Educate the organization about teams, their benefits and team dynamics.

Walk the Floor | Entire Organization | 3 weeks | $ 20,000 Speak with a cross-section of the front-line workforce to gain a better understanding of their day-to-day challenges and concerns.

Glossary Key change management concepts are defined in the glossary. last revision: June 16, 2009

Glossary

Attitudes A predisposed way of thinking or behaving. As a defining element of the informal organization, attitudes shape peoples' behaviour in an organization. Related to values, beliefs.

Adapting A change scenario where organizations react to changes in the external environment and make incremental adjustments to its strategy.

Acceptance Agreement to the desirability of a new strategy, vision or initiative. The second level of a commitment to change: awareness, acceptance, adoption, and advocacy.

Advocacy Persuading others to follow or support a new strategy, vision or initiative. The highest level of a commitment to change: awareness, acceptance, adoption, and advocacy.

Adoption Acceptance of responsibility for a new strategy, vision or initiative. The third level of a commitment to change: awareness, acceptance, adoption, and advocacy.

Awareness Knowledge of a new strategy, vision or initiative. The lowest level of a commitment to change: awareness, acceptance, adoption, and advocacy.

Barrier to Acceptance Something that inhibits commitment to change. For example, complacency that is caused by a record or success is a barrier to acceptance. See also success syndrome, disabled learning. Related to barrier to action.

Barrier to Action Something that inhibits the execution of a change plan. For example, employees may be committed to the implementation of a new technology but may not have the technical skills to operate the new technology effectively. Related to barrier to acceptance.

Beliefs A set of assumptions that link certain behaviour with certain outcomes. For example, strong customer focus leads to increased profitability. As a defining element of the informal organization, beliefs shape peoples behaviour in an organization. Related to values, attitudes.

Behavioural Intervention An activity or event designed to change employee behaviour. Typically, behavioural interventions involve individual or group problem solving as a method of generating an understanding of desired behaviour. For example, team-based outdoor challenges are often used to help employees improve team performance.

Buy-in A measure of support for new visions, strategies and initiatives. There are four levels of buy-in: awareness, acceptance, adoption, and advocacy. Synonymous with commitment.

Bystanders People or groups that let change happen.

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Champions People or groups that lead change.

Change Management A school of thought pertaining to the creation and implementation of new visions, strategies and initiatives. Change management principles help businesses take steps to maximize commitment and minimize resistance to change.

Codification An organizational phenomenon where informal practices become formal and immutable. Codification is a barrier to commitment.

Commitment A measure of support for new visions, strategies and initiatives. There are four levels of commitment: awareness, acceptance, adoption, and advocacy. Synonymous with buy-in.

Competency A skill (pertaining to a job).

Continuous Change Change occurring on a regular basis as organizations attempt to keep pace with the evolving external environment. Also known as incremental change. Successful organizations maximize continuous change.

Credibility Confidence in a person or her actions. Credibility is an important leadership quality.

Destabilizing Event An event or series of events occurring in the external environment that compel a change in strategy. Successful organizations anticipate destabilizing events.

Disabled Learning The tendency for organizations and individuals to become unwilling to learn new things and develop new insights. Disabled learning results from a history of success. Disabled learning is a barrier to acceptance.

Disruptive Change Abrupt change brought about by dramatic changes in the external environment. Also called radical change.

Disaster Scenario A technique used to generate a strong sense of urgency by communicating the dire consequences of business-as-usual.

External Environment The external environment is the constantly changing collection of forces outside the organization that influence business performance. These forces constrain the organization and define key business opportunities.

Espoused Values The public expression of organizational values.

Focus Group A method for gathering qualitative information from a small group of people.

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Guided Discovery A technique that involves planned presentation of issues and questions in order to lead people to a desired and logical conclusion. It promotes participation and ownership of ideas while maintaining control over outcomes.

Helpers People or groups that help change happen.

Implementation Putting a vision or strategy into effect.

Incremental Change Change occurring on a regular basis as organizations attempt to keep pace with the evolving external environment. Also known as continuous change. Successful organizations maximize incremental change.

Informal Organization Organizational values, attitudes, and beliefs. Related to formal organization.

Integration Alignment of an organization’s systems, structures and processes

Flavour of the Month Syndrome

The tendency of individuals in organizations to discount the significance of new visions, strategies and initiatives. Flavour of the month syndrome is a barrier to acceptance.

Formal Organization Organizational systems, structures and processes that support day-to-day operations and allow organizations to produce an output. Related to informal organization.

Open-book Management A management style that involves the sharing of information. Open book management can promote a general willingness to change and, where the consequences of poor performance are apparent, a sense of urgency.

Organizational Architecture

See formal organization.

Organizational Culture See informal organization.

Organizational Fit A concept explaining the state of alignment between vision and strategy, the informal organization and the formal organization.

Overhauling A change scenario where an organization reacts (typically in desperation) to a major change in the external environment and radically changes its strategy.

Position Power Power derived from formal reporting relationships and the ability to secure resources.

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Power Having a quality of authority, influence and control.

Process A set of sequenced activities that produce an output. Defines how products become produced, how services get delivered and how information is distributed and used. Process change often involves the introduction of new technology.

Radical Change Abrupt change brought about by dramatic changes in the external environment. Also called disruptive change.

Redirecting A change scenario where an organization anticipates a major change in the external environment and proactively changes its strategy.

Reengineering The name of a change movement popular in the early 1990s that promised increased efficiency and profitability through the implementation of advanced information management techniques and work process redesign. It failed because it did not address any change to the informal organization. Technological change simply left people and culture behind.

Resisters People or groups that resist and disrupt change.

Resources Assets having value to the organization. Can be tangible assets such as capital, buildings, facilities, people or intangible assets such as customer relationships and intellectual property.

Stakeholder An individual or group of individuals holding an interest in an issue.

Stakeholder Map A diagram or chart that maps patterns of support and resistance in an organization across different stakeholders or influence.

Strategy Strategies provide a framework to guide day-to-day operational decisions. A strategy is more detailed than a vision, dealing with issues such as market definition, product/service definition, commitment to certain systems, structures and processes and competitive differentiation.

Structures The set of formal arrangements in an organization that define roles and relationships. New visions and strategies commonly demand new structures.

Success Syndrome The tendency for organizations and individuals to be lulled into complacency by a history of success. When diagnosing change problems, strive for objective appreciation of business issues and must double-check dangerous assumptions created by the success syndrome.

Symptom Something that signals the existence of a problem. When diagnosing change problems, distinguish symptoms from problems.

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Systems Organizational processes that support day-to-day operations. There are many systems in a modern organization. For example: compensation systems, information systems. In a change effort systems must be aligned with the new vision and strategy.

Thought Leaders Individuals in organizations that influence thought on key issues.

Town Hall A meeting open to all employees in an organization, usually to discuss issues of general concern.

Transition Paralysis Tendency for people overwhelmed with by instability to avoid risk, lay low and do nothing.

Transition State The time period after an organization has moved from the status quo but has not yet reached the desired end state.

Tuning A change scenario where an organization anticipates change and makes an incremental change to its strategy.

Values A set of beliefs that define what is right and what is wrong. As a defining element of the informal organization, values shape peoples behaviour in an organization.

Vision A vision is a description of a desired end state. It is a foundation for new strategies and initiatives.




Actions to Create a Sense of Urgency1 People have to believe that change is necessary before they can feel motivated to contribute to the effort. Establishing urgency is a crucial stage in gaining needed cooperation for any change effort. Whether you are leading the change or have responsibility for only a small piece of the effort, you can help change succeed by helping to establish urgency for change. The table below describes actions you can take to raise the urgency level for your change project.

# Action Examples

1 Create a crisis. • Exposing managers to major weaknesses compared to competitors

• Communicating about (and sharing the blame for) errors instead of correcting them at the last minute

2 In your area of responsibility, set stretch targets that can’t be reached with business-as-usual strategies. Benchmark the targets against the competition.

• Revenue targets

• Income targets

• Productivity targets, such as orders processed or systems installed

• Customer satisfaction targets

• Cycle time targets

3 Stop measuring performance based only on narrow functional goals. Insist that more people be held accountable for broader measures of business performance.

• Help each one of your direct reports understand how what they do contributes to the success of the overall business.

Actions to Create a Sense of Urgency 1

Actions to Create a Sense of Urgency 2

4 Send more data about customer satisfaction and financial performance to more employees.

• Include information that demonstrates weaknesses of your organization compared to the competition. Become an expert in this area!

5 Insist that your direct reports regularly seek out and get feedback from external sources. Demonstrate to your peers that you do this regularly.

External sources include: • Customers

• Suppliers

• Shareholders

6 If it's within your scope of control, use consultants and other means to provide new information and perspectives that result in more honest discussion in management meetings.

• Use outsiders to challenge the competitiveness of current policies and strategies

• Use outsiders to help the leadership team evaluate its effectiveness in leading change

7 Stop management “happy talk”. • Put more honest discussions of problems in department or division newspapers, speeches, and other communications such as memos and e-mail.

8 Bombard people with information on future opportunities, the wonderful rewards for capitalizing on those opportunities, and the current inability to achieve those opportunities.

• Expand market share in existing markets

• Sell current products or services to new markets

• New product or service development opportunities

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Adapted from Leading Change by John P. Kotter, published by Harvard School Press, 1996

The Case of Action 1

The Case for Action The case for action describes a company’s current state, provides a clear statement of why that state is unacceptable, and defines the desired future state. The case for action should address the following six issues: 1. Business Context

Summarizes and describes what is happening, what is changing, and what is newly important in the environment in which the company operates.

2. Business Problem

The source of the organization’s concern. 3. Marketplace Demands

How the contextual conditions have led to new performance requirements that the company can’t meet.

4. Diagnostics Section

Makes it clear why the company is unable to meet the new performance requirements and why the usual fix-up, patch-up techniques of incremental improvement won’t do.

5. Costs of Inaction

A clear warning of the consequences of not making fundamental changes. 6. Future Vision and Strategy

Provides the remedy for the organization’s problem – a clear and compelling picture of the desired future state (vision) and a high-level plan for implementing the vision (strategy).

Change Readiness Survey Assess your organization's change management practices and preparedness. For each statement, check whether you strongly disagree (SD), disagree (D), neither agree nor disagree (N), agree (A), or strongly agree (SA).

SD Strongly Disagree D Disagree N Neither Disagree/Agree A Agree

SA Strongly Agree This quick assessment tool will help you to gauge the presence of key cultural and organizational barriers to success. A score in excess of 10 in any given section indicates a stage in the change process in which you must be particularly vigilant. STAGE 1: UNDERSTAND

STATEMENT SD D N A SA

1 We can identify our direct and indirect competitors and have a reasonably current understanding what they are up to.

2 We can explain what market (or markets) we compete in and understand general market trends.

3 We can identify and profile our customer segments and understand general customer trends.

4 It would surprise me to hear someone at my organization make a comment like, "That couldn't happen to us".

5 We can identify the barriers to acceptance in the organization. Specifically, we can identify groups (and individuals) that may be particularly learning-averse, complacent or protective of the status quo.

6 It would surprise me to hear someone at my organization make a comment like, "Not another strategic renewal!"

7 Risk taking and innovation is part of our culture.

8 We can identify the barriers to action in the organization. Specifically, we can identify new competencies and support structures that people will need for change to occur.

To calculate your score: + Add the number of checks in each column x Multiply the number of checks in each column by … x 5 x 4 x 3 x 1 x 0 = Score for each Column + Add all of the Columns together for your score

© ExperiencePoint Inc.


STAGE 2: ENLIST


9 People responsible for change can identify which individuals and groups in the organization will resist change and which individuals and groups will support change.

10 We remove powerful resistors before they have the opportunity to corrupt a change effort.

11 The implementation of change throughout the organization is made the specific responsibility of a team of people.

12 The group of people responsible for leading a change effort includes influential individuals outside of senior management.

13 The group of people responsible for leading a change effort includes individuals with a proven record in achieving important organizational accomplishments.

14 The group of people responsible for leading a change effort includes individuals with subject matter expertise.

15 The group of people responsible for leading a change effort includes individuals who can plan and execute.

16 Senior management at my company is committed to the success of change initiatives.


STAGE 3: ENVISAGE


17 People asked to implement new initiatives know why the initiatives are important.

18 People asked to implement new initiatives gave input into the creation of the initiatives.

19

We make an effort to gather detailed internal information in areas such as employee satisfaction, customer satisfaction, and production efficiency in addition to financial data before engaging in strategic discussion.

20 When we engage in strategic discussion, we encourage the open discussion of our shortcomings, even though this makes some people uncomfortable.

21 When we discuss strategy, participants first understand and agree on the desired end-state.



STAGE 4: MOTIVATE


22 Our employees understand the reason for change before it happens.

23 Our employees understand the need for change when change is happening.

24 During a change initiative, the creation of urgency is given higher priority than the employees sense of security.

25 Sharing information on corporate performance throughout the organization is common practice.


STAGE 5: COMMUNICATE


26 Employees are usually aware of important events and situations.

27 During a change effort, employees are kept aware of how they fit into the big picture.

28 Change leaders take the time to speak one-on-one with employees at all levels.

29 Employees have regular opportunities to raise questions and receive answers about organizational changes.

30 Those leading change "walk the talk" and communicate commitment to change by their actions.

31 Change leaders inspire confidence in employees when they communicate.



STAGE 6: ACT


32 We follow through and execute on plans and decisions.

33 Adequate resources are dedicated to plans and decisions.

34 Employees receive necessary training to ensure their performance keeps pace with change.

35 People are rewarded for behaviour that supports the change effort.

36 People who have not been able to adjust to change are removed from positions of significance.

37 Legacy systems, structures and processes that are not aligned with the change are systematically addressed.


STAGE 7: CONSOLIDATE


38 We are sensitive to the ongoing strain that change places on employees and look for ways to keep them motivated.

39 We time the implementation of our change effort to create opportunities for early-stage quick wins.

40 We monitor and evaluate the impact of changes that are made.

41 We celebrate our successes as we change.

42 Every implementation success leads to another, more difficult change implementation project.



APPLY | DECISION TEMPLATES

Change Tactic Template The ExperienceChange model change assumes that change planning and implementation success is dependent on the timing, sequencing and execution of tactics.

1. Timing. Is the tactic appropriate given the current stage of change that the company is in? 2. Sequencing. Should the tactic come before or after other related tactics? 3. Execution. Is the tactic implemented in a manner that maximizes its beneficial effect? Please use the following chart to understand the timing, sequencing and execution of specific tactics in your change effort.

Tactic Name :

Brief Description :

General Objective :

Target Group:

Responsibility:

TIMING SEQUENCING EXECUTION Check the stage this tactic relates to:

Understand the Need for Change

Establish Change Leadership

Develop Vision & Strategy Create a Sense of Urgency Communicate Vision Take Action Consolidate Gains

List other tactics that must be implemented before this tactic.

List other tactics that should logically follow this tactic.

List some challenges in executing this tactic.

List things that must be done to ensure this tactic is effective.

Characteristics of an Effective Change Vision1 For an organization undergoing strategic change, an effective vision statement: • Defines the general direction of the change; • Guides decision making to ensure it supports the desired direction; • Aligns the actions of people at all levels of the organization. This tool will help you assess the effectiveness of your vision for change. Strategic Orientation Comments Does your vision describe what an activity or group might look like in the future? Yes No

Does your vision describe not just where you are going but also how you will get there? Yes No

Is your vision grounded in a clear and rational understanding of the organization, its market environment, and competitive trends? Yes No

Is your vision focused and clear enough to provide guidance in decision making? Yes No

Is your vision vague enough to allow individual initiative and flexibility in light of changing conditions? Yes No

Goal Setting Comments Does your vision set out stretch goals that are ambitious enough to force people out of comfortable routines? Yes No

1 Adapted from Leading Change by John P. Kotter, published by Harvard Business School Press, 1996

Characteristics of an Effective Change Vision 1

Characteristics of an Effective Change Vision 2

Customers Commentaires For customers who are satisfied today, will the picture of the future painted in the vision keep them satisfied? Yes No

Will the vision attract people who don't buy from you now? Yes No

If you achieve your goals will you be doing a better job than the competition of offering products and services that serve real customer needs? Yes No

Employees Commentaires If employees are satisfied today, will the vision maintain the confidence they have in the organization? Yes No

If employees are disgruntled, will the vision help capture their hearts and minds? Yes No

If you achieve your goals, will you be able to offer better employment opportunities than do those with whom you compete in the labour market? Yes No

Shareholders Commentaires Will this vision satisfy your shareholders? Yes No

If shareholders are not happy today, will the vision improve their confidence in your organization? Yes No

Simplicity Commentaires Can your vision be easily communicated? Yes No

Can you describe your vision in five minutes or less? Yes No

If you can answer "Yes" to most of these questions, your vision statement is probably effective. If your answer to most of the questions is “No”, you should reassess your vision.

Communication Planning Worksheet 1

Communication Planning Worksheet Project :

1. Who do we need to reach? 2. Why do we need to reach them?

Individual/group affected by the change

a) How will they be affected by the change?

b) What concerns & beliefs might they have about the change?

c) What do we want them to understand about the change?

d) What do we need from them?

1. Who do we need to reach? 3. What messages need to be understood? 4. How will we communicate?

Individual/group affected by the change

• What is the goal of the communication?

• What might they need to know/hear/express?

Communication Planning Worksheet 2

• What might we need to know/hear/express?

• Method/media (stress face-to-face & feedback)

• Vehicles/events (meeting, training, …)

• People who will communicate the message

• Feedback mechanisms (to evaluate importance of message)

• Timing/frequency/duration

The Change Process: Effort and Results ©

In any change process there are always issues between the supplier of resources, usually the Sponsor, and the change agent running the change process. Two of the most vexing issues for change agents to manage are the issue of results versus effort and a perceived decline in productivity during the early stages of the intervention. I have always found the following chart useful in getting and holding the attention of the Sponsor so that understanding of the process and the results can be clearly explained. By using a visual expression of the phenomenon, the change agent can easily demonstrated what every sponsor intuitively knows but sometimes conveniently ‘forgets’. Many times, the sponsor of the change will demand to see results of the change, early in the change process, often earlier than it is possible to produce.

The essence of good contracting is to ensure that the Sponsor and the Change Agent are on the same wavelengths and that the expectations for results based on the effort are aligned.

Effort Vs. Results The Change Process: Effort and Results curve has two dimensions. The first dimension on the vertical axis is the Effort that one puts into the change process. The effort may be defined as the resources applied to the change effort, including the people assigned, the financial and capital resources, the space, etc. The problem comes when the Sponsor (s) look to the change agent for a timeline for payback for the effort expended. However, most Sponsors have a much shorter timeline and a much higher need for rapid payback than can realistically be achieved.

The Change Process: Efforts and Results Curves

1

2

Thus, this curve shows clearly that you have to put a lot of resources into overcoming inertia to get the change process underway. After you move from the initial stages into the working stages of the change the amount of resources needed levels off. As the change begins to take effect, the actual resources required to sustain the effort diminish. The orange or upside down curve on the chart show this relationship. Similarly, the results follow a predictable path only in the opposite direction. In the early stages of the change process, the results may actually decline as the effort is increased. That is because of the time required to focus the change effort and get it going , is often time taken away from producing the results. However, over time, the results will begin to improve and accelerate, crossing over the effort curve in the latter stages. The yellow curve on the chart expresses this relationship.

The only reason you undertake a change effort is to improve the results of the organization. This chart shows that expectations for early payoffs are unrealistic. I have found that the chart, shown this way, buys credibility and support from the Sponsor. Certainly you can have discussions around the shape of both the Effort and the Results curve and even plan a strategy to accelerate both to ensure early ‘wins’ and faster payoff.

The Change Process: Effort versus Results curve is the result of many years of observing the pressure for early results and its affect on the success of the change process. Negotiating with the Sponsor concerning both effort and results can payoff for the change agent in increased ‘buy-in’ and support from the Sponsor and ensure that both the effort and the time are aligned with expectations.

Author: David Bratton is the president of Bratton Consulting Inc., a Human Resource and Change Management consultancy. David lives in London, Ontario.

Contact Information David A. Bratton Phone: (519) 679-2774 Bratton Consulting Inc. Fax:. (519) 679-5069 Bratton Consulting USA Inc [email protected] 700 Richmond Street, Suite 400 http://www.brattonconsulting.com London, Ontario, Canada, N6A 5C7


Forces Alignment Worksheet For change to be sustainable, there must be alignment among the various forces that concur to shape organizational execution. In looking at the following elements, determine what further changes are required to buttress your current initiative.

Forces Questions What Action is Required?

Strategy Has the change revealed new opportunities and/or threats necessitating revisions to organizational strategy?

Tasks and work methods

Are employees’ tasks and organization processes appropriate and efficient in light of the change?

Structure Are new positions required? Is there a need to transfer authority and accountability among positions? Are current reporting relationships appropriate?

Work teams Do current work teams have the correct composition of functional involvement?

Work location Is there a need for revisions to the physical work location in order to support more effective communication and collaboration?

Technology Does technology adequately support the work tasks and decisions required by the change?

People Do employees have the correct knowledge and skills to succeed in the change?

Culture Are the prevailing attitudes and beliefs in the organization supportive of the change?


Gap Analysis: A Useful Tool for Change © Gap analysis is a classic strategic planning technique, designed to quickly achieve consensus on both the key issues confronting the organization and the preferred future. Teams of people can engage in this relatively low threat activity and within a few short hours produce a roadmap for the future strategy of the organization.

The three part exercise involves the following steps:

Step 1: Gap Analysis (Chart 1)

Individual members of the team spend a few minutes working on their own version of the Gap Analysis exercise. After a period of time, the team gets together and shares their thoughts and observations along the dimensions of the chart. The dimensions are only suggestions and teams should feel free to substitute ones that fit their own organization or their perception of reality. Care should be taken to proceed from our Current Reality to our Desired Reality and then to Strategies to Bridge the Gaps. At all stages in the discussion it is important to listen to each member of the team and to drawn out the quieter ones.

Step 2: Leading and Managing the Desired Change. (Chart 2)

Once the Desired Reality is known and the strategies have been identified, you have to decide how to achieve the changes. It is important to sort out which changes require leading, in the form of a Champion, a Motivator, an Inspirational person or persons who will take responsibility for leading the process. You also have to identify those systems and processes that have to be managed during the transition. Think in terms of the HR processes like compensation, performance management and business systems or processes. Someone must plan, organize, delegate, implement and follow up on a wide variety of supporting systems.

Step 3. Factors Contributing to the Success or Failure of the Change Effort.

Completing this chart will identify which factors will either assist or inhibit the change process from being successful. We have identified three dimensions, the Leadership of the organization, the Stakeholders and the organization’s Systems and Structures as appropriate. You might have other dimensions you want to include.

Conclusion

These three exercises, taken together represent low threat, high payoff activities that are simple in nature and easy to implement.

Chart 1. Gap Analysis: Current vs. Desired Reality and Strategies to Bridge the Gap

Analysez votre organisation selon ces dimensions.

Dimension Current Reality Desired Reality Strategy Bridge The Gap

Dealing with Conflict

Learning New Behaviors and Thinking

Identifying with the Organization

Power to make Changes

Shared Values

Shared Purpose

Economic Contract

Social Contract


Chart 2. Leading and Managing the Desired Change

What processes do you have in place for leading the desired change?

What Needs To Be Led Process For Leading It

What processes do you have in place for managing the transition?

What Needs To Be Managed Process For Managing It

How ready is your organization to build the case for Change


Chart 3: Gap Analysis. Factors Contributing to Success or Failure of the Change Effort

Working as a team, complete the following:

Factor How This Factor Contributes To The Success Of Desired Change

How This Factor Contributes To The Failure Of Desired Change

Leadership

Stakeholders

Organization’s Systems and Structures

Contact Information: David A. Bratton Ph.: (519) 679-2774 Bratton Consulting Inc. Fax.: (519) 679-5069 700, rue Richmond, bureau 400 [email protected], Ontario, Canada, N6A 5C7 www.brattonconsulting.com


mailto:[email protected]

http://www.brattonconsulting.com/

IDENTIFY COMMITMENT TO PROJECT

DEFINITION Commitment refers to the level of support for a given consultation. PURPOSE Some consultations need strong support from all stakeholders. PROCESS

1. Name the consultation: Simply state the consultation's name.

2. Identify stakeholders: List target individuals whose commitment is required to ensure the success of the project.

3. Assess commitment: Evaluate the present and needed status of each individual's commitment and identify movement required (X = current position, O = needed position).

4. Identify critical mass: Identify the minimum number of people in the organization who must be committed to ensure the success of the project.

5. Identify required actions: Identify what actions are necessary to increase commitment and carry forward to task plan.


COMMITMENT ANALYSIS WORKSHEET 1. NAME THE CONSULTATION

2. IDENTIFY STAKEHOLDERS

3. ASSESS COMMITMENT (X = current position, O = needed position)

List Oppose Let Happen Support FullyInvolved

4. IDENTIFY CRITICAL MASS

5. IDENTIFY REQUIRED ACTIONS


PROJECT DESCRIPTION

PROJECT DESCRIPTION WORKSHEET Project Title: Project Number:

Sponsor: Request Received Date:

Originators: Start Date:

End User: Deadline:

Commitment Required From: Length:

Purpose:

Output:

Resources Team Member Team Member Role Estimated Time

Requirement

Prepared By Approved By

Date: Date:

PROJECT DESCRIPTION WORKSHEET Page 2 Terms of Reference/Scope:

General Phasing When Who

Output Delivery Date:

Project Leader Survey

SD Strongly Disagree D Disagree N Neither Disagree/Agree A Agree

SA Strongly Agree

The Project Leader Survey is designed to help you quickly assess your leadership abilities in four key areas: motivating people, visioning, empowering, and managing. Several behavioural statements are presented in this survey. For each statement, check whether you strongly disagree (SD), disagree (D), neither agree nor disagree (N), agree (A), or strongly agree (SA).

MOTIVATING


1 I demonstrate personal excitement in my work projects.

2 I enjoy a challenge.

3 I am confident in my ability to achieve success in my work projects.

4 I make explicit statements about my level of confidence.

5 I point out team/company successes. 6 I encourage others to take risks. To calculate your score: + Add the number of checks in each column x Multiply the number of checks in each column by … x 1 x 2 x 3 x 4 x 5 = Score for each Column + Add all of the Columns together for your score

VISIONING

STATEMENT SD D N A SA 7 My actions are consistent with my words. 8 I clearly define objectives and expectations.

9 I can assess an audience’s needs and change the method in which I communicate.

10 I can make the link between the "big picture" and the detail.

11 I can explain things in a manner that is clear and concise.

12 I set high but realistic expectations for myself/my team. To calculate your score: + Add the number of checks in each column x Multiply the number of checks in each column by … x 1 x 2 x 3 x 4 x 5 = Score for each Column + Add all of the Columns together for your score


EMPOWERING

STATEMENT SD D N A SA 13 I express personal support for others. 14 I express my confidence in people. 15 I explicitly acknowledge the contribution of others.

16 When working in a team, I ask for peoples’ ideas and opinions.

17 I listen to people when they express their frustrations and acknowledge their feelings.

18 When I put my ideas forward I make an effort to integrate and build on the contribution of others.


MANAGING

STATEMENT SD D N A SA 19 I finish what I start.

20 I can anticipate the long and short-term consequences of my plans and actions.

21 I remain focused in the face of multiple distractions. 22 I am aware of market, competitor and customer trends.

23 I am aware of the internal organizational environment (values, attitudes, beliefs, systems, structures, processes).

24 I acknowledge that important decisions must be made without complete information and am comfortable with this ambiguity.



Leadership Survey: Interpreting your results The Project Leader Survey is a simple self-assessment tool to get you thinking about your abilities in the context of what is required as a change leader. High scores in any of the key dimensions can be interpreted as follows: MOTIVATING Your Score Max Score 30 You have the ability to energize your audiences through enthusiasm and confidence in success. You distinguish challenging tasks from impossibilities and help other take up the challenge. You speak openly, take calculated risks and inspire others to innovate and take action. VISIONING Your Score Max Score 30

You have the ability to create and communicate compelling visions. You communicate clearly, often using appealing metaphors and analogies to help engage and excite others. Although you understand the complexities of a subject, you can cut through detail and paint an accurate high-level picture that is easy to understand. You demonstrate conviction to a goal through your actions.

EMPOWERING Your Score Max Score 30

You interact with people in a supportive and empathetic manner. Your listening skills are strong. People you work with feel you understand their problems and respect their ideas.

MANAGING Your Score Max Score 30 You plan and execute well. You have a strong understanding of the external business environment and have a high level of organizational awareness. You have strong business planning skills. You are focused and determined in the execution of plans and strategies.


Short-Term Win Quiz 1

Short-Term Win Quiz By definition, a short-term win is: • Visible - people can see for themselves if the results are real or just hype. • Clear no doubt about it win – it may be small, but it is positive. • Related to the change effort – a step in the intended direction. Review the following statements and determine which are short-term wins and why or why not.

# Statement Yes No Why? Or Why Not?

1 Producing a design that the engineering manager says is terrific.

2 A productive planning session for the new fiscal year.

3 Your team in the efficiency-change effort reduces the first phase of product development from 10 months to 7 months.

4 Distributing 5000 copies of the new vision statement throughout the company.

5 Quarterly cost reductions, which your department made as part of overall change effort, produce the predicted results.

6 The company publishes a complimentary story on your department.

The Executive Sponsor Role1 Change Management research indicates that effective executive sponsorship is one of the primary reasons change projects succeed. Most executives have good intentions with respect to supporting the change projects that they sponsor. However, they often fail to take the proper steps to demonstrate their support. A 1998 change management benchmarking study, involving 102 companies from 22 countries, identified the activities that executive sponsors should do at each phase of their change initiatives. During the planning phase, executive level sponsors should:

• Explain why the change is happening; discuss the business reasons for the change and the costs or risks of not changing.

• Define and communicate the project objectives and scope; tell employees what they can expect to happen and when.

• Help select the right people for the team and ensure adequate time availability of these resources; provide the needed budget for the design phase.

• Enlist the support of other senior managers and stakeholders in the project objectives and scope; provide a channel for key managers to provide direction at key decision points in the process.

• Help the project team select their approach and timeline, and resolve start-up issues for the team.

During the design phase, executive level sponsors should:

• Reinforce why the change is happening; help employees understand the business reasons for the change.

• Listen and respond to feedback from the organization; actively seek input from all levels of management.

• Create a positive network of conversation about the project with peers and managers at all levels.

• Provide updates on the project’s progress; let employees know what they can expect and when.

• Stay engaged and up-to-date on the project; attend key project meetings and training sessions.

• Keep other senior managers and stakeholders informed on project status and issues; help clear calendars for key decision-making meetings with these stakeholders.

• Enable employees to attend change management training; personally attend as well.

• Remove obstacles encountered by the team.

The Executive Sponsor Role 1

The Executive Sponsor Role 2

During the implementation phase, executive level sponsors should:

• Reinforce why the change is happening; explain the business reasons and the priority for the business.

• Share the change with all levels in the organization.

• Provide answers to, "What does this change mean to me?" and "What is expected of me?"

• Listen to resistance and respond to feedback from the organization.

• Create a positive network of conversation about the project with peers and project stakeholders.

• Actively participate in implementation planning; stay involved with the project; monitor progress and remove obstacles.

• Ensure that adequate resources are available or adjust the implementation plan to fit available resources.

• Engage middle managers in transition planning; define their role for the transition and set clear expectations.

• Keep other senior managers and stakeholders informed on project status and issues.

• Recognize behaviours and results that are consistent with the change and reward role models.

• Expect results and measure performance toward results. 1

Source: Best Practices in Managing Change, ProSci, 1998.

© ExperiencePoint Inc. .

Action Learning for Project Leaders This exercise is intended to help project leaders:

• Increase communication and collaboration with team members (an end in itself) • Increase knowledge of current change management issues through communication and collaboration • Generate solutions to current challenges through communication and collaboration • Adopt a variety of communication technologies

Different exercises may be appropriate for different stages in your project. Try one exercise or try them all.

Day 1 Day 2 Day 3 Day 4 Day 5 Readiness

Find an article on change management on the internet. Draft a short email that summarizes the contents of the article. Also, draft two thought-provoking questions that relate the article to your change initiative. Send the email to two team members.

Visioning

What are you trying to accomplish? Practice stating your vision. First, write it on a piece of paper. Then speak the words to yourself. Is it clear? Is it concise? Is it compelling?

Planning – Creating Urgency

Using discussion forums on your corporate intranet, gather anecdotes about how people in your organization created a sense of urgency. What worked? What didn’t Encourage a discussion on the appropriateness of the measures.

Communication & Measurement

Call at least four members of your team to discuss their current challenges and the steps they’re taking to resolve them. Email a summary of what you find to your entire team.

Communication & Measurement

Conduct an informal survey by phone or email. Ask members of your audience (those affected by change) three key questions to determine what they know about your change initiative. Compare that to what they should know.


TEAM ASSESSOR For individual team members

Please reflect on your recent team experience and complete the following questionnaire individually. Circle the number that you feel best represents your level of agreement with each statement.

In the previous phase of the simulation… Strongly Disagree

Mostly Disagree

Mostly Agree

Strongly Agree

1. We worked toward clear and common goals. 1 2 3 4

2. Our roles and accountabilities were clear. 1 2 3 4

3. We organized our work effectively. 1 2 3 4

4. Everyone spoke openly and respectfully. 1 2 3 4

5. We listened and supported each other. 1 2 3 4

6. Everyone actively participated. 1 2 3 4

7. We utilized each others’ knowledge. 1 2 3 4

8. We made decisions efficiently. 1 2 3 4

9. We encouraged and explored divergent ideas. 1 2 3 4

10. We made objective and sound decisions. 1 2 3 4

11. I enjoyed being part of this team. 1 2 3 4

Our facilitator gave clear instructions and was effective in getting us started. 1 2 3 4

Note: To see how your team’s behaviour evolves from round to round, try totaling your answers to statements 1 to 11 to calculate an overall ‘Team Effectiveness’ score and record it in the box below:

Team Effectiveness Score

Code of Conduct for Change Teams 1

Code of Conduct for Change Teams

The guiding principle … • We will demonstrate respect for each other at all times.

I/We will … • Focus discussion on issues that are relevant to the change project.

• Ask questions to ensure that issues are understood - there are no “dumb” questions.

• Encourage creativity and innovation by being receptive to new ideas.

• Ensure criticism is constructive:

− Recognize the contribution

− Criticize the idea, not the person

− Build on the idea or suggest an alternative

• Accept responsibility for contributing to the work of the team, and being held accountable for the results achieved.

• Have access to all information relevant to the project - there are no internal secrets.

• Obtain consensus when making decisions that influence the outcome of the project.

• Leave meetings united, speaking with one voice after a decision is made.

• Respect confidentiality. Agree on what information can be shared prior to communicating to others outside the project.

• Acknowledge our progress and celebrate our successes.

• Have fun!


TEAM DEVELOPMENT WORKSHEET

FORMING STORMING NORMING PERFORMING

GOALS Unclear about goals Disagreement about goals

Pursuing different

priorities

Shared goals

Shared priorities

Progress measured

Goals/priorities re-evaluated

ROLES Unclear about roles

Exploring individual and team accountabilities

Seeking leadership

Competition for roles

Disagreement regarding accountabilities

Struggles re:

leadership

Clear/ agreed team roles

Clear task

accountabilities

Leader’s role defined & agreed

Roles (re-) aligned to meet changing circumstances

Accountabilities (re-)

aligned as needed

NORMS Working procedures unclear and unstated

Exploring common

ground

Conflicting approaches to team procedures

Different and/or

unspoken assumptions

Agreement on procedures

Agreed participation

norms

Agreed decision norms

. Following norms/procedures

Efficiently run meetings

Well organized work

TEAM

WOR

K

COLLABORATION Social introduction

Griping about task

Nervous excitement

Hesitancy/holding back

Confrontation

Frustration/ Blame

Unbalanced participation

Factions/ Taking sides

Cooperation

Balanced participation

Support for others’ ideas

Constructive conflict

Team pride/ loyalty

Collaboration (within team)

Collaboration (with

others outside team)

Celebration or recognition

20 Questions and Answers about Managing Change 1

20 Questions and Answers about Managing Change

# Statement True False Comment 1 Organizational change is typically

a response to external environmental pressure, rather than independent management initiative.

T Reactive change is the most prevalent form of change, i.e. driven by changes in the environment in which an organization operates

2 Despite differences in organizational specifics, certain clear patterns typify all change efforts.

T All change efforts involve an ending, a transition state, and a desired future state.

3 A highly effective early step in managing change is surfacing dissatisfaction with the current state.

T Dissatisfaction with the current state can be an effective driving force for change.

4 A change effort should typically begin with modifications to the organization's structure.

F Tampering with the organization structure, without a clear indication of the need to do so, is a common mistake.

5 The most difficult aspect of any change effort is determining the vision for the future state.

F The most difficult aspect of any change effort is successfully implementing the vision.

6 The first question most people ask about organizational change concerns the general nature of the future state.

F The first questions most people ask are “what’s in it for me?” or “will I be affected by the change?”

7 The greater the involvement of the members of an organization in planning the change, the more they will be committed to the change effort.

T Involvement leads to ownership, which in turn leads to commitment.

8 Leaders find it more difficult to change organizational goals than to change the ways to reach those goals.

F Leaders change goals all the time; it is significantly more difficult to change the way an organization operates in pursuit of new goals.


# Statement True False Comment 9 In managing change, reducing

restraints or barriers to achieving the end state is more effective than increasing pressure toward that end state.

T Reducing restraints offers far greater leverage in driving change than does the use of coercion.

10 Successful change efforts typically require changing the reward systems to support the change.

T Reward systems that are not aligned with, and supportive of, a change become a restraining force.

11 Symbols, slogans, or acronyms that represent organizational change typically reduce the effectiveness of the effort, rather than add to it.

F Symbols and slogans can be extremely helpful in establishing urgency or for explaining a vision.

12 In a change effort, communicating what will remain the same is as important as communicating what will be different.

T People often assume that changes will be more significant and impactful than is actually the case.

13 A common error in managing change is providing more information about the process than is necessary.

F Rarely do organizations over-communicate about change initiatives.

14 With little information about the progress of a change effort, people will typically think positively.

F In fact the opposite is true; when little information is provided, people tend to assume the worst.

15 "Turf issues," both individual and group, are usually the greatest obstacle to systemic change.

T Narrow self-interest, misunderstanding, and lack of trust result in turf issues that can “scuttle” a change effort.

16 Lacking freedom of choice about change usually provokes more resistance than change itself.

T People do not invariably resist change, but they do resist not having any choice in the change.


# Statement True False Comment 17 Managing resistance to change is

more difficult than managing apathy towards change.

F Resistance is a form of negative energy that, when recognized, can be addressed. Apathy is more difficult to deal with because it is not often visible, and it is very difficult to tell where people stand on the issues.

18 As movement toward a new future begins, members of an organization need both time and opportunity to disengage from, and grieve for, the loss of the present state.

T The change process is often compared to the grieving process we go through when someone close to us dies: denial, anger, blame, depression, and finally acceptance.

19 Complaints about the change effort are often a sign of progress. T Complaints are a potential indicator

that the change is having an impact on people, i.e. moving them out of their comfort zones.

20 A reduction in the organization's problems represents clear-cut evidence of progress in the change effort.

F Change initiatives are quite intrusive, and tend to surface an increasing number of problems as they proceed.



Communication Planning Worksheet

WHO will be affectedStakeholders (individuals or groups)

affected by the change

WHY are they importantImpact on them? Their possible

concern/beliefs? What’s needed from them?

WHAT is communicatedType of message; Goal of the communication

HOW communicated?Method; medium; people; timing;

frequency; duration

Force Field Analysis



Force field analysis is a powerful method to rapidly diagnose the forces for and against change.

Using this tool:1. Determine objective

2. Identify relevant forces

• External forces include regulatory, political, trends (market / social), current events

• Internal forces include resource availability, culture / traditions / values, vested interests (group and individual), present or past practices, organizational structures / processes.

3. Analyze each force:

• Is it valid? How do I know?

• How significant (strong, mild, weak)?

• Can it be altered?

• If yes, will it be a quick win or difficult to change?

• What necessary to alter the force (actions/resources)?

4. What actions are necessary to alter the force?

• Strengthen positive forces

• Weaken negative forces

• Create new positive forces

Objective:

Driving forces supporting the change Restraining forces against the change



Applying ExperienceChange To My Change

What’s the Situation?

What’s the Change?

Who are your key Stakeholders?

The “5 Whys” Technique Reflect on your problem

and ask “why” until you’ve determined root causes.

What’s the problem? What’s the change?

Force Field Analysis Tool

Driving forces supporting the change

Restraining forces against the change

Stakeholder Mapping Tool

Key Stakeholders Resister? Bystander? Helper? Champion?

How might you Motivate your stakeholders?

Engage the Head What is the implication

of success or failure?

Engage the Heart What “pain” might this

alleviate? What “pleasure” might this enable?

Engage the Head (“I understand”) Engage the Heart (“I care”)



What key Tactics might you use?

ExperienceChange Model

MotivateCreate a sense of urgency. Help stakeholders understand the organizational and personal implications of the status quo.

CommunicateCommunicate the vision to affected stakeholders. Paint a picture of the future.

ActTake steps to align the formal organization (systems, structures and processes) with the new vision and strategy.

ConsolidateContinuously monitor and measure to identify further improvements until the change becomes part of the culture.

Once I leave here today, my very next step is to:

Do you need to mobilize others? Would you like to bring ExperienceChange into your organization, or explore getting Certified to deliver it yourself? We’d love to help. Please reach out to us: [email protected] or 1-866-369-9888.

How might you Communicate the Change?

Communication Planning Worksheet

Who will be affected?

How will they be affected?

What is communicated?

How will it be communicated?



Stakeholder Mapping

Use this tool to help assess the support or resistance of specific individuals or groups within your project. Consider those who will be affected by the change and those who will be critical to its success.

Risk averseInsecure

ComplacentClose Minded

Risk TakingConfidentDrivenOpen Minded

Individual or Group Resister Bystander Helper Champion

change management

Documents

reducing departmental

local electronics

evolving external

communication

include prepared

executive

abrupt change

identify critical