change management – principles process & tools
TRANSCRIPT
CHANGE MANAGEMENT – PRINCIPLES AND PROCESSBE A COMPETENT FACILITATOR OF CHANGE
IN YOUR ORGANIZATIONDEPARTMENT OF LABOUR (UIF)
ZAMBESI LODGE, PRETORIA
CHARLES COTTER
26-29 JANUARY 2016
Introduction to change management principles and practice
Describing the types of change
Diagnosis: Identifying and applying the characteristics of change capable organizations
Explaining change theories and the change transition cycle
Explaining the leadership role and contribution during change
Differentiating between Type O and Type D oriented people and the effective management thereof
1-DAY TRAINING PROGRAMME OVERVIEW
Applying the Change formula
Identifying the reasons for resistance to change
Describing the managerial techniques to reduce resistance to change
Describing Lewin’s 3-phase Planned approach to change
Describing and applying the 7-step organizational change management process
1-DAY TRAINING PROGRAMME OVERVIEW
Change and Change Management
The need for change
The V-U-C-A nature of the business environment The forces of change
The metaphoric views of change
First and second order change
The areas/types of change
DEFINING THE FUNDAMENTALS OF CHANGE
THE NEED FOR CHANGE
THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A
FORCES OF CHANGE
METAPHORIC VIEWS OF CHANGE
CALM WATERS WHITE-WATER RAPIDS
First Order change is often referred to as evolutionary or gradual change - usually localized – it impacts on one part of a system without major repercussions to other parts of the system. The organization as a whole remains intact and no overall change of its former state occurs in spite of incremental change to one part of it.
Second order change is often referred to as radical or revolutionary change because it impacts on the organization as a whole.
FIRST AND SECOND ORDER CHANGE
AREAS/TYPES OF CHANGE: S-P-O-T-S
Refer to page 12 in the Learner Manual
Apply the fundamentals of change to your organization.
Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 1
The literature on “change management” is clear: over 70% of change initiatives fail.
CHANGE MANAGEMENT SUCCESS TRACK RECORD
#1: Linking the present and the future
#2: Make learning a way of life (learning organization)
#3: Actively supporting and encouraging day-to-day improvements and changes (continuous improvement processes)
#4: Ensuring diverse teams #5: Encourage out-of-the-box thinking (innovation)
CHARACTERISTICS OF CHANGE-CAPABLE/FRIENDLY ORGANIZATIONS
#6: Protect and shelter breakthrough ideas (intellectual property)
#7: Integrate technology to implement changes #8: Build and deepen trust (creating an organizational
culture of management credibility and integrity) #9: Streamline and align processes, systems and
structures #10: Leadership have the will and conviction to
change
CHARACTERISTICS OF CHANGE-CAPABLE/FRIENDLY ORGANIZATIONS
Refer to pages 14-15 in the Learner Manual
Diagnosis: By referring to each of the characteristics of change capable/friendly organizations, measure the degree of your organization’s readiness to change.
Analysis: Identify those areas which need to be improved and recommend strategies to close these gaps.
Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 2
CHANGE TRANSITION CURVE
CHANGE TRANSITION CURVE AND APPROPRIATE LEADERSHIP ACTIONS
Refer to page 18 in the Learner Manual
As a manager, describe how you can accelerate and guide employees through the change transition cycle for the most sophisticated/mature stage, commitment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 3
“Leaders should not only administer and manage change, but pioneer, pilot and drive change towards barrier-busting heights of performance improvement.” (Cotter: 2005)
Managerial Roles and Actions
Change Agents (internal and external)
Building resilience and change-hardiness
Transformational Leadership
Develop Employee engagement strategies
Scaling the Hierarchy of Commitment
THE ROLE OF LEADERSHIP IN CHANGE MANAGEMENT
Provide a future vision for change Leaders should possess diagnostic ability to read, scan and
respond to the changing environment in the perpetual quest for business growth and expansion opportunities
Be a catalytic driver of change Guide, support and lead people through the change
transition cycle Be a change agent Lead by example during change i.e. be a role
model/ambassador and advocate for change Be a transformational leader Break down resistance to change To build resilience and change hardiness amongst the
workforce
CHANGE LEADERSHIP ROLES AND ACTIONS
The five attributes of resilience include:
Positive (they see life as complex but filled with opportunity)
Focused (they have a clear vision of what they want to achieve)
Flexible (they demonstrate pliability when responding to uncertainty)
Organized (they develop structured approaches to managing
ambiguity)
Proactive (they engage with change rather than defending against it)
BUILDING RESILIENCE AND CHANGE HARDINESS
CHARACTERISTICS OF TRANSFORMATIONAL
LEADERSHIP
According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four (4) areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge Management
Development and on-going Learning Opportunities
BEST PRACTICE EMPLOYEE ENGAGEMENT
According to Gallup (2013), strategies to improve employee engagement are:
Use the right employee engagement survey
Focus on engagement at the enterprise and local levels
Select the right people and managers
Coach managers and hold them accountable for their employees’ engagement
Define engagement goals in realistic, everyday terms
Develop employees’ strengths
Enhance employees’ well-being
Find ways to connect with each employee
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
Refer to page 23 in the Learner Manual
Apply the leadership roles in effectively managing change.
Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 4
Refer to page 27 in the Learner Manual
Individually: Complete the Type O vs. D-oriented questionnaire.
Group: As a manager, describe how you will manage your staff with both a Type O and Type D orientation towards change.
Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 5
Why people resist change?
Why it is so challenging to reduce resistance to change?
Managerial techniques to reduce resistance to change
MANAGING RESISTANCE TO CHANGE
RESISTANCE TO CHANGE – “COMFORT ZONE”
Uncertainty (i.e. fear of the unknown)
People’s self-interest is threatened A lack of trust and misunderstanding
Belief that change is incompatible with the goals and the interest of the organization
A low tolerance for change is also a barrier to organizational change
Other general reasons (e.g. include inertia where people do not want to change the status quo, poor timing, and unexpected, extreme or sudden change and peer pressure)
WHY PEOPLE RESIST CHANGE?
People and their behaviour is the most difficult to change because unlike structure and technology, in which managers have absolute control, managers do not have absolute control over peoples’ thinking, attitudes and perceptions.
“Unlike technology, structure, processes and strategy, people talk back when confronted by uncomfortable levels of change.” (Cotter: 2014)
People are the greatest source of resistance to change because people have minds of their own i.e. they have personalized and subjective views regarding change.
Change must involve the people - change must not be imposed upon the people
WHY IT IS SO CHALLENGING TO REDUCE RESISTANCE TO CHANGE?
Refer to page 30 in the Learner Manual
In your work environment, identify the five (5) foremost reasons why employees resist change. For each of these 5 reasons, describe the ways and means that you as a manager can use to break down these “walls of resistance”. Provide practical examples.
Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 6
MANAGERIAL TECHNIQUES TO REDUCE RESISTANCE TO CHANGE
Refer to pages 32-33 in the Learner Manual
By referring to each of the 6 techniques to manage employee resistance to change, describe how you as a manager can apply these techniques in your working environment. Provide practical examples. Also indicate at which stage of the change process, each of these techniques is most appropriate.
Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 7
At all times involve and agree support from people within system (e.g. the environment, processes, culture, relationships, behaviours - whether personal or organizational)
Understand where you/the organization is at the moment (status quo)
Understand where you want to be, when, why, and what the measures will be for having got there
Plan development towards above in appropriate achievable measurable stages
Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.
BEST PRACTICE CHANGE MANAGEMENT PRINCIPLES
LEWIN’S 3-PHASE MODEL OF CHANGE
KOTTER’S CHANGE MANAGEMENT PROCESS
STEP 1: Forces for change (internal and environmental forces) which affect:
STEP 2: Performance outcomes (individual, group and organizational) which encourages
STEP 3: Diagnosis of the problem (information, participation and change agent)
which leads to STEP 4: Selection of appropriate intervention (structural, behavioural and
technological) as constrained by S-P-O-T-S
STEP 5: Limiting conditions (leadership climate, formal organization structure and organization culture)
STEP 6: Selection and Implementation of the method (timing, scope and
experimentation) provision for STEP 7: Evaluation of the method (feedback, adjustment, revision, reinforcement)
APPLYING THE 7-STEP, ORGANIZATIONAL STRATEGIC CHANGE MANAGEMENT
PROCESS
Step one of the strategic change management process starts with an assessment of the organization’s Mission and Vision, challenges (pains), enablers and values.
The following strategically-relevant items form the scope to be scrutinized by business managers:
The company's mission statement The company's strategic plan/vision The financial status of the organization How the organization is currently structured and operating The level of expertise of their employees Customer satisfaction level
Tools:
SWOT Analysis PESTEL Analysis
STEP 1: FORCES FOR CHANGE - INTERNAL AND EXTERNAL STRATEGIC ASSESSMENT
STEP 5: LIMITING CONDITIONS - FORCE FIELD ANALYSIS
Refer to page 37 in the Learner Manual
By referring to the 7-step organizational change management process, apply each of the steps in your working environment.
Present a summary of group discussion
SYNDICATE GROUP LEARNING ACTIVITY 8
Summary of the key learning points
Questions
Conclusion
Good luck with the implementation of change management processes, systems and tools in DoL (UIF)
CONCLUSION
CONTACT DETAILSCharles Cotter
(+27) 84 562 9446
Twitter: Charles_Cotter
http://www.slideshare.net/CharlesCotter