leading pain free organizational change 2014
DESCRIPTION
Have you ever wished you could receive a palliative care consult to help your organization manage the pain and suffering of organizational change? The key to leading change is to do it within the context of your organization’s mission. Whether the change is the result of external factors (rate cuts, competition, regulatory scrutiny) or internal drivers (business development, program expansion, new partnerships), change can be painless (or at least tolerable). Discover specific strategies to change the culture of your organization from change-averse to change-ready.TRANSCRIPT
Leading Pain-Free Organizational Change
Kathy Brandt, MS
the kb group
the-kb-group.com
Significant Change Can Include
• Launching or stopping a new program/service
• Reorganization
• Change in leadership
• Changing a vendor
• Implementing a new regulatory change
• Increased competition
• Downsizing
• What else?
Do You Enjoy Change?
Stressors
• Anxiety connected with loss of control and other losses
• Uncertainty about what the change means for them
• Sudden, “out of the blue” changes • Lack of information that feeds the rumor mill• Changes in familiar (comfortable) processes• Concerns about the future • Real or perceived heavier workloads• Experience with previous changes
Successful Organizational Change
• Is grounded in the vision/mission/values
• Advances the strategic goals
• Helps to differentiate the organization from competitors
• Is implemented within the context of the organizational culture
What is Organizational Culture?
• What we keep doing• What is rewarded• What we all know• Why we exist• What is “acceptable”• What protects us• Is shaped by society• Contains sub-cultures• Can and will evolve
Culture is Self-Reinforcing
• We experience everything through the lens of the organizational culture…
• which helps us interpret changes…
• and informs our feelings about the change…
• which justifies our actions…
• which reinforces our beliefs about the culture
Break the (Negative) Cycle
• Build momentum for change
• Encourage a critical mass
“Changing behaviors is necessary but not sufficient to build the momentum and critical mass required; mindsets need to be changed as well.”
Corporate Culture and Its Impact on Strategic Change, © 2010, Conner Partners
Organizational change is predicated on an investment in, and
commitment to, transforming from what is into what should be
Resistance to Change
Staff Resistance
OrgResistance
Habits
Finances
Fear
Security
Selective hearing/pr
ocessing
Threats to
budget
Structural inertia
Threat to expertise
Group inertia
Threat to power
relationship
How Do You Overcome Resistance?
1. Frame the change
• Why• Who• When• Why
How Do You Overcome Resistance?
1. Frame the change
2. Active support from all leaders
How Do You Overcome Resistance?
1. Frame the change
2. Active support from all leaders
3. Competent and credible change agents
How Do You Overcome Resistance?
1. Frame the change
2. Active support from all leaders
3. Competent and credible change agents
4. Effective and frequent communication
How Do You Overcome Resistance?
1. Frame the change
2. Active support from all leaders
3. Competent and credible change agents
4. Effective and frequent communication
5. Evaluate outcomes and modify as needed
Organizational Change Management
• Strategy/Plan
• Leadership
• Communication
• Education
• Metrics
• Accountability
Lewin’s Three Step Change Process
Unfreeze Change Refreeze
• Define (or determine) the change
• Secure buy-in from leadership
• Create the “need” for change
• Manage and understand the doubts and concerns
UnfreezeLewin’s Model
• Communicate
• Dispel rumors
• Empower action
• Involve people
Lewin’s Model Change
• Anchor the change
• Develop ways to sustain the change
• Provide support and training
• Celebrate success
Lewin’s Model Refreeze
Kotter’s Change Model
• Create urgency
• Build a coalition
• Formulate a vision
• Communicate
• Empower by removing barriers
• Create & celebrate wins
• Reassess & adjust
• Reinforce changes
Unfreeze
Change
Refreeze
Action Research
Diagnosing
Planning
ImplementingEvaluating
Learning
Putting it All Together
• Acknowledge the stress that change brings
• Make sure the change is helping you achieve your strategic goals
• Recognize your organization’s culture related to change
• Utilize the steps to overcome barriers to change
• Implement a change process within the context of your organization
Resources and References
• Corporate Culture and Its Impact on Strategic Change
• What Is Company Culture, and How Do You Change It?
• Organizational Change (Slideshare)
• 8-Step Process for Leading Change
• Ten Steps for Implementing Change
