managing resistance & embedding change in the improve

www.smallpeice.com

T. +44 (0)1926 336423

E: [email protected]

Managing Resistance & Embedding

Change in the Improve / Control Phases

> Masterclass Webinar

© Smallpeice Enterprises

www.smallpeice.com

Ground Rules:

• Please have your audio on mute at all times

• Switch video ON in breakout sessions & otherwise switch off to improve

call quality

• Unmute microphone to ask/answer questions

Virtual Session Format: 07775 750 295

1 hour Virtual training session

10 minutes 10 minute break (stay on line but

mute)

50 minutes Virtual training session

10 minutes 10 minute break (stay on line but

mute)

50 minutes Virtual training session

www.smallpeice.com

T. +44 (0)1926 336423

E: [email protected] a division of GP Strategies Limited

Section 1

Introduction

Key messages


www.smallpeice.com

Change Management and the DMAIC Roadmap

Define: Engage sponsorship & key

stakeholder support, build an effective

team, build the case for change

Measure/Analyse: Maintain

momentum, facilitate a team approach,

deal with resistance

Improve: Secure buy in for the change,

manage resistance

Control: Maintain focus, ensure

continued buy in


www.smallpeice.com

By the end of this section you should be able to:

Section Objectives

✓ Identify and share key learning

✓ Understand and manage emotional responses to change

✓ Identify and addressing rational resistance

✓ Handle conflict constructively

✓ Embed change through Control and beyond

www.smallpeice.com

T. +44 (0)1926 336423


Section 2

Learning from Experience

Identifying our key learning and realising its potential

EX

ER

CIS

EWhat can you remember? - Chat Contribution

Individually:

Using ‘Chat’ send your responses to the following question:

• What topic areas did you cover on the previous ‘Change’ day?

interact viaCHAT


www.smallpeice.com

We considered:

• John Kotter’s 8 Steps

• Force Field Analysis

• Stakeholder Analysis

– Relationship Map

– Elliott Kemp

– Orientation ☺ /

– Influencing

• Project Team

• Project Planning

What We Covered

EX

ER

CIS

EChat Contribution

Individually:


• Do you feel more experienced and more confident now in

the use of the concepts and tools you’ve learned on the

course so far?

interact viaCHAT

www.smallpeice.com

T. +44 (0)1926 336423


Section 3

Emotional Responses to Change

Understanding and supporting stakeholders through the

emotional impact of change


www.smallpeice.com

Change Makes us Feel

Do you remember in the first change

day training being asked to consider

how you and other stakeholders feel

about change?

interact viaCHAT

Think about the change journey:

How do stakeholder (your) feelings change as

change projects progress?

Feelings


www.smallpeice.com

The Kubler Ross curve - Respect and manage the emotional responses

to change that we all experience

Emotional Resistance

Denial/

ShockSearch for solutions

Apathy

/low self esteem

Disbelief

Anger

Internalisation

Acceptance

Uncertainty

the ending of

the old way

the transition the beginning of

the new way

1 2 3New level of

performance

Old level of Performance

Time

P

e

r

f

o

r

m

a

n

c

e

Emotional Responses to Change

EX

ER

CIS

EBreakout room Activity: Managing Emotion

In your breakout room:

Consider the 3 areas of the change curve

• What could you do as the leader of a change project to

support your stakeholders through each stage in a

constructive way?

• Think of practical actions you could take / activities you

could build into your project

Output required:

• Capture a summary of your discussions on a white board

and save to share

Group EXERCISE

10 minutes

www.smallpeice.com

T. +44 (0)1926 336423


Section 4

Rationalising Resistance to Change

Identifying and addressing ‘rational’ resistance to change


www.smallpeice.com

Means adopting the perspective of the

‘victims’ of the changes

Why Do People Resist Change?

Why have you resisted change?

Understanding Responses


www.smallpeice.com

Why Do You Resist Change?

• Fear of the unknown

• Lack of information

• Misinformation

• Historical evidence

• Threat to core skills &

competence

• Threat to status

• Threat to power base

• No perceived benefits

• Low trust in organisational

climate

• Poor relationships

• Fear of failure

• Fear of looking stupid

• Reluctance to experiment

• Custom bound

• Reluctance to let go

• Strong peer group norms

EX

ER

CIS

EEXERCISE: Managing Resistance Part 1

• Individually consider and write down all the reasons you

have encountered or used yourself to justify resistance

to change

Individual EXERCISE

2 minutes

EX

ER

CIS

E

19

Breakout room Activity: Managing Resistance – Part 2


Share the reasons for resistance you have identified, are there

any similarities?

• Group similar reasons for resistance together

• Create a descriptive heading for each group

• For each of the main headings you have created discuss,

agree & record what actions could be taken to minimise or

remove that particular resistance barrier to change

Output required:

• Capture a summary of your discussions on a

white board and save to shareGroup

EXERCISE

10 minutes


www.smallpeice.com

The four most common reasons for resistance:

• Self-interest

• Misunderstanding & lack of trust

• Different interpretation of ‘facts’

• Low tolerance for change

Diagnosing Resistance


www.smallpeice.com

• Education & communication – if resistance stems from employees’ lack

of information: educate people beforehand & communicate the logic &

need for change

• Participation & involvement – if you want those who resist to become

more committed to the change: involve them, & listen & use the

advice given

• Facilitation & support – if people fear they cannot make the needed

adjustments: being supportive, providing training in new skills

Dealing with Resistance – The Light Approach


www.smallpeice.com

Dealing with Resistance – The Dark Side

• Negotiation & agreement – if powerful people or groups resist because

they will lose out: offer incentives

• Manipulation & co-optation – if other approaches are not working or too

expensive: selective use of information & giving desirable roles in the

design or implementation of change

• Explicit & implicit coercion – if speed is essential: force people to accept

by implicitly or explicitly threatening them

EX

ER

CIS

EChat Contribution

Individually:


• What do you think the impact will be on your people and

your organisation if you use:

― The Light approach?

― The Dark side?

interact viaCHAT

www.smallpeice.com

T. +44 (0)1926 336423


Section 5

Handling Conflict Constructively

Anticipating and managing conflict


www.smallpeice.com

Inevitably your Lean Sigma meetings & workshops will provide the opportunity

for conflict to arise. By using the Thomas Kilmann model as a guide you can

plan ahead as to the most appropriate style of conflict resolution to apply to

yield the most productive way forward

“No two individuals have the same expectations & desires. Therefore,

conflict is a natural part of our interactions with others”

Managing Conflict: Thomas - Kilmann

EX

ER

CIS

EThomas Kilmann

As a individuals:

Which of the 5 conflict resolution modes was your preference?


www.smallpeice.com

COOPERATIVENESS

AS

SE

RTIV

EN

ES

Compete Collaborate

Avoid Accommodate

Compromise

Low High

High

Low

Managing Conflict: Thomas - Kilmann


www.smallpeice.com

• Competing (Goal is to Win):

– Satisfying your own concerns at the expense of others

• Collaborating (Goal is a Win:Win scenario):

– Work with the other to find mutually satisfying solution

• Compromising (Goal is to find a middle ground):

– Work to find a mutually acceptable solution that fulfils, at least partially

the needs of both parties (may involve

some sacrifice)

• Avoiding (Goal is to delay):

– Conflict & therefore needs of self & other not addressed

• Accommodating (Goal is to yield):

– Opposite of competing & means neglecting own concerns to satisfy others

Thomas - Kilmann

www.smallpeice.com

T. +44 (0)1926 336423


Section 6

Embedding Change

Sustaining change through the Improve &

Control phases and beyond

The way The way

we were we will be

Productivity Level Before Transition

Old Ending New Beginning

TRANSITION

Achieving Performance Improvement

Current State

Future State

D M A I C

Unrealistic

Lucky

Likely & realistic

Achievement of future state performance level

Time

Pe

rfo

rma

nce

Typically the transition from the old to the

new performance level isn’t smooth –

this period needs to be managed closely

EX

ER

CIS

EBreakout room Activity: Sustaining change


Compare your experiences of changes to systems and

processes at work

• What have you seen go wrong?

• What could go wrong on your projects?

• What corrective or preventative action can you organise?

Output required:

• Capture a summary of your discussions on a white board

and save to share

Group EXERCISE

10 minutes


www.smallpeice.com

By effectively embedding change we :

• Deliver our specific project objectives

• Increase our organisations understanding and capability in the

deployment of Lean Sigma

• Increase the enthusiasm of our people to seek out and embrace change

Embedding Change


www.smallpeice.com

During this phase of your change project as the change leader you need to

focus on ensuring the change makes the maximum contribution as early as

possible, and continues to make a positive impact long after the change

goes live

Your Key Considerations at this point will be:

• Managing key stakeholder expectations in terms of the speed of delivery of

the final result and the necessary continued resource requirements to

ensure the benefits are sustained

• Managing the transition from the change project to business as usual in

the most effective way

• Making sure that the change ‘sticks’ and remains in place thereafter, for

the duration of it’s requirement

Embedding Change

EX

ER

CIS

E

34

Chat Activity: Sustaining change


Compare your experiences of changes to systems and processes

at work

• How do you know the change has become the new

standard?

• What signs will you look for to show that change has really

happened?

interact viaCHAT


www.smallpeice.com

Embedding and Transferring Ownership of Change

Keep your sponsor and key stakeholders close and engaged beyond the

point of initial success though on going communication

Involve the Process

owner and their

team from the

beginning

As the project manager allow time and be available to support the Process owner

and their team beyond the point of initial success

Ensure the Process owner and their team

understand the new standard and feel empowered

to take remedial action of performance drops


www.smallpeice.com

Activities:

Measure impact of the change

• monitor & control

• publicise success

Maintaining momentum

• Stakeholder & Communication action plans

Manage the transfer of ownership

• effective handover & disengagement

Recognise Reward & Celebrate success

• symbolising & anchoring the change

After Action Reviews

Embedding Change


www.smallpeice.com

By effectively embedding change we :

• Deliver our specific project objectives

• Increase our organisations understanding and capability in the

deployment of Lean Sigma

• Increase the enthusiasm of our people to seek out and embrace change

Embedding Change


www.smallpeice.com

Celebrate success only when you have evidence that the change is embedded

Use Ritual Endings to help people let go and move on

Recognising and Celebrating Success

Recognise and reward the initial achievement


www.smallpeice.com

• Commitment from senior levels – Stakeholder engagement &

great sponsors

• Compelling & unambiguous reason for the change

• Expect the doubters, cynics, resistors – context & emotional responses

• Communicate effectively, tell people as much as is practicable – clear

vision & objectives

• Enable good teams & good leaders to support each other, create winners

• Allow early success to create momentum

• Identify potential problems

• Address the “me” issues

Pre-requisites for Effective Change

www.smallpeice.com

T. +44 (0)1926 336423


Section 7

Summary & Planning


www.smallpeice.com

You should now be able to:

Section Objectives

✓ Identify and share key learning

✓ Understand and manage emotional responses to change

✓ Identifying and addressing rational resistance

✓ Handling conflict constructively

✓ Embedding change through Control and beyond


www.smallpeice.com

1. What is important to keep from the old way?

2. What needs to be dropped or released?

3. What needs to be created to move forward

Be the New Way – Lead By Example

Think of the future …..!


www.smallpeice.com

The Future – Your Role

Project 1 Project 2 Project 3 Project 4

Organisations Capability

• It’s not just about delivering successful project

• It’s about improving your businesses Continuous

Improvement capability

EX

ER

CIS

ESuggested Homework Summary

Part 1

Think about your own area and project:

• Are you anticipating and managing resistance (both

emotional and ‘rational’ responses) to your changes?

• Is resource built into your plan to ensure actions are

being taken?

Part 2

Consider the control phase and beyond for your project:

• Have you identified, planned and resourced the actions

required to ensure your projects benefits are sustained?

managing resistance & embedding change in the improve

Documents