Download - Change Management 2009
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Wednesday, January 21, 2009Gary Vansuch
A question for you:
What is Change management?
Another question for you:
Have your change management efforts worked as well as you wanted?
“8. My organization is good at managing the “people” side of change initiatives. ”
36%
20%24%
8%2%
10%
0%
10%
20%
30%
40%
StonglyDisagree
Disagree Neutral Agree StronglyAgree
Don't Know& N/A
Almost 1/2 disagreed
Managing change: people
“People” Readiness for change
For corporate process improvement involving systems investments:
28% are abandoned 41% come in behind schedule and/or over budget 80% are NOT used in the way they were intended, or NOT USED AT ALL, 6 months after completion of installation
-- Gartner Group, 2003
Here is what I believe change management is:
The process, tools and techniques to manage the people-side of change to achieve the required business outcome(s)
Have our good intentions for change management addressed this?
The process, tools and techniques to manage the people-side of change to achieve the required business outcome
Do our good intentions for change management address this?
Look carefully at the last part
The process, tools and techniques to manage the people-side of change to achieve the required business outcome
Or, do our good intentions for change management look more like this?
A email memo about the change, from the project team (or maybe, from a senior executive)
A bulletin board about the project or the change A website about the project or the change Another email Some quick training
… and, is this approach successful?
A email memo about the change, from the project team (or maybe, from a senior executive)
A bulletin board about the project or the change A website about the project or the change Another email Some quick training
Change management is not:
Managing the “technical” side of change
Just communication plans
Summary of Key PointsKey point 1: To move from good intentions to good results, we have to realize that effective change management is more than just a few pieces of communication
Key point 2: To move from good intentions to good results, we have to realize that we (the “changers”) may be “living” in the future state, while everyone else (“the changees”) is living in the present
Key point 3: To move beyond good intentions, effective change management MUST be focused on helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools available to us
Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level
Key point 1: To move from good intentions to good results, we have to realize that effective change management is more than just a few pieces of communication
Change management is the process, tools and techniques to manage the people-side of change to
achieve the required business outcome
Benchmarking findings Causes of resistance Employees:
1. Not aware of the business need for change
2. Lay-offs were announced or feared
3. Unsure if they had the skills needed for success in the future state
4. Comfort with the current state
5. Believed they were being asked to do more with less, or do more for the same pay
Managers: 1. Loss of power and
control
2. Overloaded with current responsibilities
3. Lacked awareness of the need for change
4. Lacked the required skills
5. Fear, uncertainty and doubt
Can mere communications address these?
Key point 2:
To move from good intentions to good results, we have to realize that we (the “changers”) may be “living” in the future state, while everyone else (“the changees”) are living in the present future
Three Phases of Change: How people experience change
Current State
Transition State
Future State
Current State
Employees (including management and executives!) generally prefer the current state, because that is where they live
Current State
Transition State
Future State
“better the devil you know is better than the devil you don’t”
Future State
The future state is unknown to the employee; will it be better, or worse?
This is where Project teams “live”
Current State
Transition State
Future State
Transition State
The transition state creates stress and anxiety
Current State
Transition State
Future State
Key point 2, revisited: To move from good intentions to good results, we have to realize that we may be “living” in the future state, while everyone else is living in the present
People will resist change, but not because they are being contrary
“better the devil you know is better than the devil you don’t”
Key point 3: Effective change management MUST be focused on helping individuals change
Successful change addresses both the technical and the people side
Solution is designed, developed
and delivered effectively
(Technical side)
Solution is embraced, adopted and utilized
effectively(People side)
= CHANGE SUCCESS
+
Individual PEOPLE change, NOT organizations
Current Transition Future
Project Management
Change Management
Individual change management it theCenterpiece of success
The secret to successful change lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in something much simpler:
How to facilitate change with one person.
From ADKAR: a model for change by Jeff Hiatt
A
D
K
A
R
Effective change management requires two perspectives
Individual perspective How does one
person makes a change successfully?
Organizational perspective What tools we** have
to help individuals make changes successfully?
** “we” means project leaders and team members, HR, OD, training, communications, managers, supervisors
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The focus of Change management is on helping individuals make their own personal transition
Organizational
“The change” to how we do business
Individual
How I do my job today
How I will do my job after the change is
implemented
From:
To:
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Key point 3, revisited: To move beyond good intentions, effective change management MUST be focused on helping individuals change
From an organizational perspective, we need to determine what “we”** can do to help individuals change
Key point 4: Individual change is a process
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The five building blocks of successful individual change
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
ADKAR is the (relatively) easy-to-remember acronym
ADKAR
Awareness of the need for change (why).
Desire to support and participate in the change (our choice).
Knowledge about how to change (the learning process).
Ability to implement the change (turning knowledge into action).
Reinforcement to sustain the change (celebrating success).
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Employees have preferred sendersof change messages
Top-level executives and senior leaders when the message pertains to the business need for change and alignment of the change with the organization's overall direction.
Employees’ immediate supervisors for messages that pertain to the individual impact resulting from the change (discussing 'what's in it for me' with each employee).
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Communication checklist
Yes No Question:
Have you identified all of the different audiences you need to communicate with throughout the organization?
Have you identified who the ideal sender of communication messages will be?
Have you identified what are the most effective channels of communication?
Have you created mechanisms to enable two-way communication to take place?
Not Everyone Changes at the Same Pace
Address the needs of each INDIVIDUAL
Recommendation:Create a Change Management Profile for Each Employee
Key point 4, revisited: Individual change is a process
From an organizational perspective, we need to determine what “we”** can do to help individuals
Key point 5: To move beyond good intentions, we need to understand, select and use the tools available to us
Some Key Change Management Tools
Communications
Sponsor Roadmap
Coaching
Training
Readiness / Resistance Mgt.
These channels enableEffective change management
Mapping the tools to the personal change elements (ADKAR)
These channels enable project
team to facilitate organization
through phases of ADKAR.
Communications
Sponsor Roadmap
Coaching
Training
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness
Desire
Knowledge
Ability
Reinforcement
Readiness / Resistance Mgt.
Key point 5, revisited: To move beyond good intentions, we need to select and use the tools available to us
Use the right tools, in right place
Communications
Sponsor Roadmap
Coaching
Training
Readiness / Resistance Mgt.
Who is this “We”
Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways
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Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Change management requires a system of ‘doers’
Each ‘gear’ plays a specific role based
on how they are related to change
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Change management roles
Role Ideal implementationChange mgmt resource/team
“I develop the change management strategy and plans. I am an integral part of project success.”
Executives and senior managers
“I launch (authorize and fund) changes.”“I sponsor change.”
Middle managers and front-line supervisors
“I coach my direct reports through the changes that impact their day-to-day work.”
Project team“I manage the technical side of the change. I integrate change management into my project plans.”
Project support functions
“I support different activities of the change management team and project team.”
* Change management group, dept or office
“We own the change management methodology and support its implementation in the organization.”
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Current common reality that we need to move beyond
Role Common implementationChange mgmt resource/team
“I feel like I’m on an island here – people expect me to do everything and have all the answers.”
Executives and senior managers
“I gave you funding and signed the charter – now go make it happen!”
Middle managers and front-line supervisors
“I feel like I’m the direct target for some of these changes, and I wish I knew what was going on.”
Project team“My focus is just the ‘technical’ side. Once I flip the switch, I’m moving on to the next project.”
Project support functions
“I get called in on projects and given one little task, but I’m not sure how I fit in to the overall picture.”
* Change management group, dept or office
“I don’t even exist yet.”
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Executives and senior mgrsWhat is their role
1. Participate actively and visibly throughout the project
2. Build a coalition of sponsorship and manage resistance
3. Communicate directly with employees
Not just signing checks and project charters!
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Middle mgrs and supervisorsWhy are they important
They are close to the people who adopt the change They play a role in all types of change in the organizationThey need to be trained to be successful
Executives and senior leadersExecutives and senior leaders
Front-line employeesFront-line employees
Middle managers and supervisors
Executives and senior leadersExecutives and senior leaders
Front-line employeesFront-line employees
Middle managers and supervisors
Macro – top-down changes
Micro – daily changes
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Middle mgrs and supervisors What are their roles
Role 1 – Communicator
Role 2 – Advocate
Role 3 – Coach
Role 4 – Liaison
Role 5 – Resistance manager
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Project teamWhy are they important
Drive the technical side of change Design solutions Develop solutions Deliver solutions
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Project teamWhat is their role
1. Design the actual change
2. Manage the ‘technical side’ of the change• Charter, business case, schedule, resources,
work breakdown structure, budget, etc.
3. Engage with CMgt team/resource
4. Integrate CMgt plans into project plan
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Project support functions
Examples HR OD Training Communication SMEs
Bring specific experience, knowledge, tools and expertise to the project
Sometimes act as the
change mgmt resource Key pieces of the
‘technical’ and ‘people’ puzzles
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Mapping change management roles
1. Authorize and fund 2. Participate actively
and visibly 3. Create coalition 4. Communicate directly
1. Design ‘the change’ 2. Manage ‘technical side’ 3. Engage with CM 4. Integrate CM
1. Communicator 2. Advocate 3. Coach 4. Liaison 5. Resistance manager
1. Experience 2. Knowledge 3. Tools 4. Expertise
1. Apply methodology 2. Formulate strategy 3. Develop plans 4. Support other ‘doers’
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Change management resourceWhat is their role
Enable others…
Help managers and supervisors
Effectively coach their employees through transitions
Help execs and senior leaders
Effectively fulfill the role of ‘sponsor of change’
Help project teams
Make the bridge between implementing a solution and
realizing benefits
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Employee-facing vs. enabling
Employee-facing roles Enabling roles
One-to-one interactions
One-to-many interaction
Observable behaviors
Creation and implementation of plans that are executed by the employee-facing roles
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Homework: Where is your group?
Role: Who: Understanding: Effectiveness:
Change mgmt resource/team
Executives and senior managers
Middle managers and front-line supervisors
Project team
Project support functions
* Change mgmt group, dept or office
Who in the organization plays each
role?
How well do they
understand their role?
How effectively are they
fulfilling their role?
Key point 6, revisited: To move beyond good intentions, we need the right people involved in the right ways
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Do you have the right people involved in the right way?
How will you know if your change has been effective?
“Begin with the end in mind.” -- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
Key point 7:
“Begin with the end in mind.” -- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
… and, measure your progress accordingly …
Two points of measurement:Organizational perspective
Outcome: Did the project deliver the
intended results? Process:
Was the project delivered on time and on budget?
Were milestones met along the way?
Current Transition FutureCurrent Transition Future
Organizational
Current Transition FutureCurrent Transition Future
Organizational
#s#s
Two points of measurement:Individual perspective
Outcome: Are employees doing their
work the “new way” required by the project?
Process: How well did employees
make the transition? How well did we** support
that transition?
Current Transition FutureCurrent Transition Future
Individual
Current Transition FutureCurrent Transition Future
Individual
A D K A R
Framework for measurement
Organizational Individual
Process
Speed of adoption Utilization rate Proficiency
Individual change management:
-Awareness-Desire
-Knowledge-Ability
-Reinforcement
Outcome Business performance against objectives
Individual performance for
each job role
Framework for measurement
Organizational Individual
Process
Speed of adoption Utilization rate Proficiency
Measured by group, function, and or location
Individual change management:-Awareness
-Desire-Knowledge
-Ability-Reinforcement
Measure by assessment
Outcome
Business performance against objectives, such as:
Financial Performance Quality of product, service Quality of worklife Speed of implementation Etc.
Individual performance for each job role
Performance towards objectives, as defined in personal objectives
with immediate manager
Key point 7, revisited: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level
Change management is the process, tools and techniques to manage the people-side of change to
achieve the required business outcome
Summary of Key Points: RevisitedKey point 1: To move from good intentions to good results, we have to realize that effective change management is more than just a few pieces of communication
Key point 2: To move from good intentions to good results, we have to realize that we (the “changers”) may be “living” in the future state, while everyone else (“the changees”) are living in the present
Key point 3: To move beyond good intentions, effective change management MUST be focused on helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools available to us
Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level
“Everyone thinks of changing the world, but no one thinks of changing himself.”
- Leo Tolstoy