how well is your what - pmi kc mid...
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©The Crispian Advantage 2014. All Rights Reserved
How Well is Your What
Connected To Your Why?
Agenda • Why is this becoming more difficult?
– What do Focusing Change To Win (FCTW) contributors say?
– What do others say?
• Why do some succeed while others fail?
– What do FCTW contributors say?
• How do you get & keep your “What” & “Why” Integrated?
– What can you do to keep more people on the same page?
2
©The Crispian Advantage 2014. All Rights Reserved
Comparing 1991 to Today
Competitive Foundations
3
Competitive
Foundations
1.
Assessing Competitive
Environments.
2. Leading
Competitive Change
3. Linking
Strategic & Operational
Change
4. Developing Competitive
Human Resources
Assets
5. Change
Management Coherence
Pettigrew & Whipp (1991)
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Challenges of Integrating
What, How & Why
4
What we have to change
How we implement
change
Why we need
to change
How we implement
change
Why we need to change
What we have to change
How we implement change?
Disconnect
6
Top 5
Change Triggers
1. New Technology
2. Process Change
3. Business Expansion
4. Dissatisfaction
with Status Quo
5. Restructuring
777 Contributors
3-4 Triggers Per
Change
What Triggers Change?
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36%
14% 14% 12%
9% 9% 9% 7% 7%
6% 5% 4% 3% 3%
2% 2% 1% 1% 1% 0%
8%
16%
24%
32%
Why Change Key Word Analysis (n= 1005 comments)
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It Isn’t Getting Any Better
8
88%
61%
81%
44%
0% 25% 50% 75% 100%
Strategy Implementation is Important
Struggle with Implementation
Project Management Needs Improving
Initiatives Don't Meet Strategic Goals
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Degrees of Project Failure
9
Benefit
SHORTFALLS:
Cost
OVERRUNS
Unintended
CONSEQUENCES
KILLED
Programs
No SUSTAINABLE Results
• Completed, with important shortfalls in benefits delivered causing disruption.
• Completed with significant overruns (cost/time).
• Completed with costly, unintended consequences.
• Not completed, killed after significant investment.
• Results are delivered, but are not sustained over time.
Paul Gibbons
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How your People can view change
• 33% have a family member who lost a job
• 40% know of a relative who lost a job
• 75% Employees say they are more competitive at
work
• 53% Employees say they are angrier at work
10 Perceived Job Insecurity & Worker Health in USA (2009), New York Times Survey
75% Companies say Employees are less loyal
70% Employees say Companies are less loyal
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Major Change Challenges are “Soft”
1. Changing mindsets and attitudes
2. Corporate culture
3. Underestimated complexity
5. Lack of Senior Management commitment
7. Lack of motivation of involved employees
IBM Survey: Makiing Change Work 2010
11
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What is Change Resistance?
• Change resistance are those actions people take when they think that a change threatens them.
– Key words “think” & “threatens.”
• Threats need not be real or large to create resistance
• Resistance can take many forms, including active or passive, overt or covert, individual or organized, and aggressive or passive.
• It comes down to peoples’ sense of security and the extent to which they feel secure as an employee.
– The more people feel insecure, the more resistant they will become.
12 Adapted from Changing Minds.org
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Main Sources of Change Resistance (n=768)
Sources of Resistance
Can’t See the Benefits (90%)
Comfortable with Status Quo (90%)
Fear of the Unknown or
Failure (93%)
Loss of Status or Job
Security (77%)
Lack of Preparation
for New Roles (81%)
Lack of Communication
(90%)
www.focusingchangetowin.com
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Effort
Reward
Time
The What & Why Crunch
The Curves of
Pystophenes
What
Why
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What & Why Crunch
Expectation
Gaps?
Effort
Effort
Effort
Reward
Reward
Reward
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Disconnection Spiral
Failed Change
Blame Others
Less Collaboration
More Secrecy
Mistrust
Lower Morale
More Competitive
Cling to Status Quo
Greater Change
Resistance
Adapted from Holland, Winford E. (2001). Red Zone Management: Changing the Rules for Pivotal Times
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Enabling Factors Contributors = 381
Disabling Factors Contributors = 104
Leadership Attributes & Values 29% Lack of Leadership 23%
Change Management & Change
Metrics 28%
Poor Implementation &
Lack of Control 31%
Fast Learning,
Agility & Anticipation 21% Lack of Adaptability 16%
Planning & Preparation 11% Poor Planning 29%
Planned Communication &
Engaging Employees 10%
Lack of Communication 13%
Change Resistance 44%
www.focusingchangetowin.c
om
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Cliff & Tom are Not
on the Same Page!!
What Cliff
Thinks Tom
Expects of Him
Tom’s
Expectations of
Cliff
12
What Tom
Thinks Cliff
Expects of Him
Cliff’s
Expectations of
Tom
22
4 13
www.focusingchangetowin.com
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Large Construction Project – Case Study
Symptoms
Escalating change orders, RFI’s (Requests for Information) and
building decisions awaiting government regulatory agency
approval had pushed a $680 million hospital project into crisis.
www.focusingchangetowin.com
©The Crispian Advantage 2014. All Rights Reserved
Large Construction Project – Case Study
Diagnosis
• Developed consensus of six alignment “components” across all 7 groups (35 people/7 companies)
• Coached key players to generate expectations for each component (within and between groups)
• Providing analysis & feedback isolating several key initiatives.
www.focusingchangetowin.com
A Misaligned Core Group Team Type Cliff Dan Grant Larry Mike Tom Total Cliff MEO 6 3 3 22 34
OEM 7 1 1 4 4 17 Dan MEO 14 10 15 1 25 65
OEM 7 2 2 6 17 Grant MEO 7 3 9 3 16 38
OEM 1 8 3 5 5 22 Larry MEO 2 4 1 3 6 16
OEM 4 7 2 5 5 23 Mike MEO 11 4 5 12 17 49
OEM 4 1 3 8 Tom MEO 13 13 7 7 7 47
OEM 12 9 4 5 6 36
Total 75 61 30 58 39 109 372
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Initial Component Alignment Indices
www.focusingchangetowin.com
82%
75%
51%
66% 64%
70%
18% 25% 49% 34% 36% 30%
Project
Leadership
Team Integration Respectful
Communications
Project Finances Project Quality Value Innovation
©The Crispian Advantage 2014. All Rights Reserved
Current Component Alignment Indexes
84% 80%
97%
79% 79%
93%
16% 20%
3%
21% 21%
7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Project Leadership Team Integration Project Quality Respectful
Communications
Project Finances Value Innovation
Alignment & Distraction - Percent
www.focusingchangetowin.com
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Large Construction Project – Case Study
Therapy
• Aligning OAC representatives to focus on key initiatives in each of the three projects
• Setting up structured alignment sessions within owner, general contractor and architectural firms
• Aligning the change order process across the three projects
• Accelerating the decision to replace the incumbent architects and help integrate their replacement
• Aligning three architectural firms on fostering better co-ordination and common design policies
www.focusingchangetowin.com
©The Crispian Advantage 2014. All Rights Reserved
Large Construction Project – Case Study
Outcomes
• Cost hemorrhaging was stopped
• Reduced schedule blocks and re-work
• Project back on track for completion
• Litigation among the 17 organizations was avoided
• Reduced conflicts by improving the way they communicate
with each other
• Openness and trust helped eliminate profit erosion
www.focusingchangetowin.com
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The Foundation for
Getting People on the Same Page
29
Change Pivot
1.
2.
3. 4.
5.
6.
What is the
Problem?
How is it a
Problem?
What are the
Consequences?
Why Solve
the Problem?
How to Solve
the Problem?
What will
be Solved?
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Diagnosis
30
Teams
Not on the
Same Page Managers
Leaders
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Selecting Alignment Components
Strategic
• Directly related to advancing relationships to achieve strategic goals
Meaningful
• Makes sense to the people and their managers
Practical
• People can change, in time to make an impact on your strategy
Objective
• Managers can independently agree on what was achieved & on what to do to improve alignment
Replicable
• Transferable and replicable
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What & Why
Connects
Benefits
• Team/Individual/Customer
Speed
• Customers
• Competitors
• Partners
Resources
• Human
• Financial
• Material
Metrics
• Plan
• Navigate
• Review
Engagement
• Concerns/Expertise/Rewards
Risk
• Prevention
• Protection
Improvement
• Best practices
• Teams
• People
Communicate
• Methods
• Uses
• Roles
©The Crispian Advantage 2014. All Rights Reserved
Aligning Expectations
Your
Expectations
of Me
What You
Think I Expect
of You YOU
What I Think
You Expect of
Me
My
Expectations of
You
ME What I expect you to
stop, start & keep doing
What I think you expect me
stop, start & keep doing
33
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Originator provides agreed help & support
Expectation’s Originator Starts
Originator & Receiver Decide –
Agree, Discard, Disagree
Receiver details evidence of what will & will not be delivered
Originator assesses Receiver’s need for help & support
The Alignment Process
34
Keeping People On The Same Page
37
FOCUS
Communicate Constantly:
• The why of change
• What is expected for your change to be effective
• What the change is not about.
Continue
Start
Stop
©The Crispian Advantage 2014. All Rights Reserved
How Well is Your What
Connected To Your Why?
Agenda • Why is this becoming more difficult?
– What do Focusing Change To Win (FCTW) contributors say?
– What do others say?
• Why do some succeed while others fail?
– What do FCTW contributors say?
• How do you get & keep your “What” & “Why” Integrated?
– What can you do to keep more people on the same page?
38
©The Crispian Advantage 2014. All Rights Reserved
Why Do People Resist Change?
Why do some organizations succeed where
others fail? How Effectively Are You
Communicating Change?
Why Bother Measuring Change?
How Can Implementing Change Gain Competitive Advantage?
Is Your Organization Thriving or Surviving?
How well is your "What"
connected to your "Why"?
Questions for Your Successful Change
39
©The Crispian Advantage 2014. All Rights Reserved
40
Contact Nick Anderson:
(616) 745-8667
Blog: thecrispianadvantage.com