change management primer - splashmaker llc
DESCRIPTION
Presentation on Organizational Change Management and how it relates to project success. Excellent for Project Teams, Project Managers, Business Analysts, Executive and Senior Leadership.TRANSCRIPT
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Cause a Ripple: Cause a Ripple: A Primer in
Change Management
Darshana Patel, PMP
©2008 SplashMaker LLC
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SplashMaker LLC
• www.splashmaker.org
• Linked In: http://www.linkedin.com/in/darshanapatel1
• For details on our services and how we can help you through
change, please visit our website or call 770-886-2301
• Several slides contain copy written material. Please contact • Several slides contain copy written material. Please contact
SplashMaker LLC for a request to leverage content. Thanks!
• Cause A Ripple!
©2008 SplashMaker LLC 2
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The Change Gap
• IBM 2008 study
• CEOs expecting significant change
– 2006: 65% � 2008: 83%
• Successfully managed change• Successfully managed change
– 2006: 57% � 2008: 61%
• “Change Gap” tripled from 8% to 22% in just
two years
• Project Managers will play a critical role
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“No one likes change,
except, as the old joke
goes, a baby with a wet goes, a baby with a wet
diaper.”
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Intentions
• Foundations of change management
• Mechanics of change management
• Human dynamics in change
• Change Leadership: • Change Leadership: Coalitions & Change Agents
• What it means for the Project Manager
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FOUNDATION
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What is Change Management?
• Systematic approach to dealing with change
• Non-linear and comprehensive
• Addresses multiple levels
7
Organization
Group
Individual
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Roots of Change Management
• Integrated aspects of multiple disciplines
• Psychology
• Neuroscience
• Sociology• Sociology
• Business
• Economics
• Organizational Behavior
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Projects and Changes
• Project = Change
• Successful project ≠ successful change
Project Management Change Management
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Project Management
• Schedule
• Budget
• Scope
• Quality
• Schedule
• Budget
• Scope
• Quality
Change Management
• Adoption
• Institutionalization
• Sustainability
• Adoption
• Institutionalization
• Sustainability
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CHANGE MECHANICS
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“Only a fool tests the depths
of water with both feet.”
- African proverb
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Predisposition to Change
Change Capacity Change Characteristics
Episodic Infrequent, discrete, bureaucratic
Targeted Deliberate, opportunistic
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Targeted Deliberate, opportunistic
Incremental Defined, focused, ongoing
Continuous Ongoing, evolving, cumulative
Adapted from: Weick, Karl, and Robert E. Quinn. 1999. Organizational Change and
Development. Annual Review of Psychology 50: 379.
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Disequilibrium in Change
Driving Forces
Restraining Forces
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4 Change Levers
Goals
Culture
What we do & how we’re measured
Tactical ----- Strategic
Individual fit and identify with the whole
Low affiliation ----- High affiliation
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Goals
Structure
Process
Tactical ----- Strategic
How work is done
Task-oriented ----- Problem-oriented
Organizational design to get work done
Hierarchical ----- Network
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Assess Degree of Impact
Incremental
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Incremental
Transformational
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Change Management Mechanics
• Communication Plan
• Training and Development Plan
• Organizational Alignment
• Change Management Plan• Change Management Plan
• Project Plan integration
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HUMAN DYNAMICS
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Resistance
A force, such as friction, that operates opposite
the direction of motion of a body and tends to
prevent or slow down the body's motion.
Source:
Resistance. (n.d.). The American Heritage® Science Dictionary. Retrieved November 07, 2008, from Dictionary.com website:
http://dictionary.reference.com/browse/Resistance
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Reasons for Support & Resistance
Support
• Genuine belief in the change
• Respect of leaders
• Discomfort with status quo
• Genuine belief in the change
• Respect of leaders
• Discomfort with status quo
Resistance
• Likes status quo
• Heavy investment
• Lack of trust
• Likes status quo
• Heavy investment
• Lack of trust
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• Discomfort with status quo
• Early involvement
• Personal gain
• Natural excitement
• Discomfort with status quo
• Early involvement
• Personal gain
• Natural excitement
• Lack of trust
• Not confident in success
• No input
• Fear of personal loss
• Change saturation
• Fear of inadequate skills
• Power to block or ignore
• Lack of trust
• Not confident in success
• No input
• Fear of personal loss
• Change saturation
• Fear of inadequate skills
• Power to block or ignore
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Situational Change Styles
Conditionalist Catalyst
Change Tolerance
High
Conservationist Conventionalist
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Change Scope
Change Tolerance
Incremental
Low
Transformational
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The Change CycleEmotional State
CommitmentDenial
Looking to the past Looking to the future
AcceptanceFrustration
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Source:s
Based on concepts from E. Kubler Ross, On Death and Dying, Collier Books, 1993
Suzanne Turner, Tools for Success, McGraw-Hill, 2002
Emotional State
Time
Anger/
Confusion
Irritation Exploring
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The Positive Change CycleMood
Positive
Uniformed Optimism(Honeymoon period)
Informed
Optimism
Completion
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Source:
http://changingminds.org/disciplines/change_management/psychology_change/positive_change.htm
Mood
Negative
Time
Informed
Pessimism
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CAUSE A RIPPLECHANGE LEADERSHIP
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The Ripple Effect
• A spreading effect or series of consequences
caused by a single action or event
• A gradually spreading effect or influence
Source:
"ripple effect." Dictionary.com Unabridged (v 1.1). Random House, Inc. 27 Oct. 2008
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Be Coalition Conscious
• Who are the allies?
• Who may be potential allies?
• Who are the resistors?
• Are there counter-coalitions?• Are there counter-coalitions?
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Coalitions May Evolve Naturally
Cautious Support
Strong Support
Anticipated Benefits
High
Weak Support
Indifferent Support
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Perceived Success Probability
Anticipated Benefits
Low
Low
High
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Coalitions May Evolve Naturally
Cautious Support
Strong Support
Anticipated Benefits
High
+ Confidence
Weak Support
Indifferent Support
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Perceived Success Probability
Anticipated Benefits
Low
Low
High
+ Benefits
+ Confidence
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Stakeholder Seascape
Swimmer SplashMaker
Attitude
Positive
Drifter Sinker
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Power
Attitude
Low
Negative
High
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Know Your Stakeholders
• Perform stakeholder analysis
• Create stakeholder influence strategy
• Segment Communication Plan
• Communicate early and often• Communicate early and often
• Distinguish support versus agreement
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“It is wise to bring some
water when one goes out
to look for water.”to look for water.”
- Arab proverb
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Leverage Change Agents
• Broaden and strengthen the coalition
• Tap into formal / informal communication
channels
• Propagate themes, messages, ideas• Propagate themes, messages, ideas
• Synchronize and amplify the change message
• Employ at all levels
• Supply critical recalibration feedback
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FOR THE PROJECT MANAGER
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Elements of Successful Change
• Addresses the disruptive nature of change
• Considers full impact – span and breadth
• Assesses readiness for change at all levels
• Cultivates proper conditions• Cultivates proper conditions
• Generates a dissatisfaction with status quo
• Addresses the multidimensional nature
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What You Can Do Today
• Be aware of changes stemming from projects
• Handle the mechanics
• Be sensitive to natural human response
• Be Coalition Conscious• Be Coalition Conscious
• Leverage Change Agents
• Incorporate a Change Management model
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The SplashMaker Model
Envision & Plan
Goals | Culture
Initiating Planning Executing Closing
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Align & Engage
Anchor & Sustain
Originating Transforming Stabilizing
Lead, Manage, & Monitor
Structures | Processes