change mgmt model

8/3/2019 Change Mgmt Model

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ORDINA NV Vivaldiplantsoen100 3533 JE Utrecht Tel: 030 2984184 Fax: 030 2984183 www.ordina.nl e-mail: [email protected]

e y o n dB t h e o r d i n a r y

Business Modeling and Requirements EngineeringBusiness Modeling and Requirements Engineering

dr. J.F.M. (Hans) Burg

Ordina Finance

e y o n dB t h e ord i nary

OverviewOverview

Introduction

Last time in BM&RE…

Core Topics

– Change Management

– 8-steps to Change Management (Kotter)

– Changing in 5 colors (de Caluwé)

Summary



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Overview (including Application Modeling)Overview (including Application Modeling)

Elicitation SpecificationVerificationValidation

User requirements

KnowledgeRequest

ModelsResults

FinalModels

Models

Feedback

Users:Problems & Goals

Business

requirements

Technology

requirements

BusinessStrategy & Goals

ICT Strategy& Portfolio

Process Modeling

Object Modeling

Application Modeling


Change ManagementChange Management

Why bother?

– Each new system is a change

– Almost each adapt ion to an existing system is a change

– Each advise contains and leads to a change

– – Your only certainty is that everything will change!Your only certainty is that everything will change!

What is Change Management

– It is not: ITIL of IT Service Management!!!

– It is about understanding people who are willing or forced to change

– It is about understanding organizations that want or need to change

– – It is about realizing changes effectively!It is about realizing changes effectively!



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Change ManagementChange Management – – Changing focus in the ’80s and ‘90sChanging focus in the ’80s and ‘90s

Structure

– Changes should be facilitated by the organizational structure: it enhancesadaptation and flexibility

– A simple organizational structure for a simple dynamic environment

– An adhocracy (less bureaucracy and more democracy/commitment) for a

complex dynamic environment

– Management by surprise: there is no ‘Change Management for Dummies’-book

– Decentralize entrepreneurship and organize work in small autonomous units

Culture

– People are the organization: their way of working, attitudes and norms(together: the culture of the organization) is the core of every change

Transformation

– Real changes are irreversible: water changes into steam, steam changes backinto water, a caterpillar becomes (transforms into) a butterfly

– The connection between head, heart and hands is crucial

Chaos

– Chaos precedes Order

– Self ordering: do not force chaos (i.e. change) into a straightjacket, but let itfind its way on its own


Change Management: Isn’t it easy?Change Management: Isn’t it easy?

Change Management in a nutshell:

Phase 1: Unfreezing

– Make the organization andpeople ready for the change

Phase 2: Movement

– Realize the change

Phase 3: Refreezing

– Make sure the change willbecome ‘business as usual’

Phase 1:Unfreezing

Phase 1:Unfreezing

Phase 2:MovementPhase 2:

Movement

Phase 3:Refreezing

Phase 3:Refreezing



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Change Management at several levelsChange Management at several levels

Change Management is a generic term, it is applicable at several levelswithin an organization.

Inputs

Inputs

Inputs

Design Components

Design Components

Design Components

Outputs

Outputs

Outputs

A. Organizational level

B. Group level

C. Individual level

Generalenvironment

Industrystructure

Organizationdesign

Organizationdesign

Group design

Personalcharacteristics

Technology

Strategy

HumanResource Systems

Structure

MeasurementSystems

Culture

Goal Clarity

TaskStructure

GroupComposition

Team

FunctioningGroupNorms

Skill Variety

TaskIdentity

TaskSignificance

Autonomy

Feedbackabout Results

OrganizationEffectivinesse.g.Performance,Productivity,Stakeholdersatisfaction

TeamEffectivenesse.g.

Quality of work life,performance

IndividualEffectivenesse.g.Job satisfaction,Performance,Absenteeism,Personal dvlpmnt


“It’s raining outside”“It’s raining outside”

What can be changed?

Behavior

– Collection of clothes that one can wear or not, by choice. Can betaught

Competences

– The level of ‘what’. Used when necessary. Make people conscious oflacking competences before teaching them (to use the competence)

Beliefs

– Can only be changed when people are made conscious of them andare convinced by themselves to adapt them

Personality

– Personal characteristics: facts for the short term, might develop inthe long term

Self

– The essence of being: this cannot be changed



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Change ManagementChange Management – – Personal CyclePersonal Cycle

Loss of security, competence, relationships, direction, territory – What’s happening? What should I do? Can I do that? Where are we going?

Denial – This is not happening! This can’t be true! Things aren’t as bad as they seem!

Resistance, occurring as anger, negotiation or letting things go

Depression, the past is the past, times have changed

Involvement, taking ones responsibilities for the future, trying new things, developcompetences

Integration, accepting changes, let them become business as usual, having energy fornew things

lossloss

denialdenial

resistanceresistance

depressiondepression

involvementinvolvement

integrationintegration


Change ManagementChange Management – – Dealing with resistanceDealing with resistance

Start: inform about intent and time path of change, offer help and structureto deal with change, convince for need, importance and urgency

Denial: inform about current problems, listen, ask, be open

Resistance: discuss resistance, negotiate, do not advise but listen, highlight(premature) successes

Depression: discuss rituals, communicate vision, be positive

Exploration: negotiate, experiment, develop capabilities, implement step-

by-step, evaluate and correct, reward desired behavior Integration: attitude and behavior is crucial for success, talk and discuss

startstart

denialdenial

resistanceresistance

depressiondepression

explorationexploration

integrationintegration



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88--phase model for changesphase model for changes-- KotterKotter

1. Create sense of urgency

2. Form leading coalition

3. Develop a vision and strategy

4. Communicate the change vision

5. Create commitment for action by ‘empowering’ employees

6. Generate short term results

7. Consolidate improvements and implement more changes

8. Anchor new way of working in the culture of the organization

Make sure you pay attention to each phase!


Changing in 5 colorsChanging in 5 colors – – dede CaluwéCaluwé

Yellow: change by power and coalition

– The power of the sun, breeding the coalition

Blue: change by plan (the result is defined, described and guaranteed)

– Blueprint

Red: change by influence (influence, tease and seduce people) – The color of people’s blood

Green: change by grow (ideas, motivation and learning ability are key)

– Giving green light to grow, like nature’s grow

White: change by self ordering and evolution

– White is the sum of all colors (light), everything is open

Make sure that you know what your way of changing is, what the cultureof the organization is and what approach will most likely be the mosteffective for the change.



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e y o n dB t h e ord i nary People/Things will change , if you…People/Things will change , if you…

Base the change on the will and whishes of people

Use the energy of the people themselves

See dynamism and complexity

Remove blocks

Use symbols and rituals

White

Make them conscious about new visions or their own shortcomingsMotivate them to see/learn/do new things

Create suitable and common learning situations

Green

Stimulate people, either by punishment or rewards

Use advanced HRM-instruments for rewarding, motivating, promoting

Giving people something back when they give you something

Red

Define a clear result/goal in advance

Plan the road from A to B

Monitor each step on the road and correct them if they leave the road

Stabilize and control as much as possible

Reduce the complexity

Blue

Bring concerns together

Make them form opinions

Create win-win situations and form coalitions

Make them see the advantages of power, influence, status, etc.

Make them act as one

Yellow


SummarySummary -- 77

Change Management

8-steps to Change Management (Kotter)

Changing in 5 colors (de Caluwé)

change mgmt model

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