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D R .

P H I L I P H A L L I NG E R

© ©

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2

List 2 things you think you know about managing

chan e?

List 2 things you need to know about managing

chan e?

© © Dr. Philip HallingerDr. Philip Hallinger

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3

.

changes in organizations

today.

2. Why people always seem to

resist change.

3. Know predictable stages in the

change process.

4. How to manage yourself and

others

during

change.5. Develop strategies for

managing change in life and at

© ©

.

Dr. Philip HallingerDr. Philip Hallinger

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Worksho A enda4

AM Identify key change forces affecting organizations

Review changes at your organizationeg n c ange s mu a on

LunchPM Teams of 3 play computer simulation of IT implementation at

Debrief after each year of change processDay II

ep ay s mu at onDebrief conclusions on successful strategies

LunchPM Principles of effective change in organizations

Apply simulation result to change at your company


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Detailed Agenda: Day One

5

General

forces anges a our rgan za on

Resistance to Change

Play change simulation Teams play simulation of IT change at Thai company

Implementation proceeds over a 3 year period

Teams get feedback on process and results Periodic debriefing of process and results of teams

Identify emerging lessons, obstacles and successful

© ©

strategies


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We live in an age of rapid change.

6

© © Dr. Philip Hallinger

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Consumer Ex ectations are “Global”7

“Consumers around the

world are developing

similar expectations

about what the ou ht

to be able to buy as well

want to buy.”


, . . .

Press.

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What is World Class?

8

s a company we

must

be

competitive

. Each staff member

better than the best counterpart of that class of job anywhere

in the world.”J. Galvin, CEO Motorola


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Chan e is the constant state toda

9

Technology Communication

Media

Leisure

Learnin

© ©


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10

______________

______________ ______________

______________

______________

______________


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Wh or anizations chan e slowl11

“A

world

in

which

c ange s e ru e

would be in chaos.

A society must always have one foot on the brake.”


oo e, . . ea ng c ange. an ranc sco: ossey ass.

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.

List

at

least

3

of

Mr.

Bean’s

.

___________

___________

___________

___________

___________

© © 12

Dr. Philip Hallinger

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Wh do we resist chan e?13

Resistance is a natural

healthy

response

oo rap c ange an we

become confused and

ineffective

A bigger change = more

resistance

Many changes at same

time = more resistance

you become a dinosaur


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People Often Resist Change for Good Reasons

14

. eason or c ange s

unclear

.

aligned with the

2. People are uncertain or

unclear what to do

2. Staff are not involved

3. Poor communication

’

3. Lack of trust4. Lack of leadershi .

change is worthwhile 5. Lack resources

5. People are afraid they

will fail – can’t do it

6. ac now e ge, s

7. Lack confidence


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15

1. _______________

2. _______________

. _______________

4. _______________

5. _______________


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Break

© ©

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rgan zat ona art or est o.

Managing Director Board of DirectorsDave

Carol

BethMIS Director

Northern RegionRegional Director

Central RegionAl

Regional Director

Southern RegionRegional Director

Eastern Branch Western Branch Silom Branch Bangkapi Brnach

© ©

Eve

Branch Manager

Owen

Branch Manager17


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18


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Simulation Instructions

19

You’re a project implementation team in an organization.

Goals:

To foster use of IT 2020 over a 3 year period.

To improve productivity.

There

are

24

people

in

the

simulation

(24

game

pieces). Five Stages of Use in the process of adopting change.

u ge : yr one s; yr wo s; yr ree s.

Activities: Choose from 16 activities to foster change.

’ ,

Sometimes your pieces will move;

Sometimes you will also accumulate Bennies.


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Lunch

© ©

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Debriefing: Year I

21

Your progress?

Fostering use of IT2020 (player progress

Increasing productivity (Bennies)?

onc us ons a ou c ange

Pace of change?

s ac es o c ange

Effects of the IT2020 after a year?

’


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Learnin from Year One

Who are the formal and.

informal leaders you have

How did they help you?

Who are the people who are

very hard to move? What are

What are the roles people play

© © 22


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Followin the Chan e Process

earearActivityActivity

II IIII

tagestages n o, nterest,n o, nterest,PreparationPreparation

n eres , rep,n eres , rep,Early UseEarly Use

rep, ar y se,rep, ar y se,Routine UseRoutine Use

stac esstac es ac exper ence,ac exper ence,support, interest,support, interest,info, knowledgeinfo, knowledge

,,

knowledge, skills;knowledge, skills;

support,support,resources,resources,

ActivitiesActivities Give/Get Info;Give/Get Info;Interest; TrainInterest; Train

Interest, Train,Interest, Train,

ImplementImplement

mp emen a onmp emen a ondipdip

BenniesBennies Very LowVery LowModerate butModerate but

IncreasingIncreasing

ConsolidateConsolidate

HighHigh

© © 23


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Stages of the Change Process

24

Change

. . .

Information Not concerned; don’t understand what, why, or how; notyet interested; need information

Interest Have info, but worried how it will affect me and if I can do

it; Uncertain about benefits; need confidence

Pre aration Interested but lack confidence Learnin how to use afraid of mistakes; need pressure and support

Earl Use Learnin how to use afraid of mistakes need to develoskills, need support /feedback

Routine Use Comfortable with new ractices I need s stem


support/coordination for the best result

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Visit Other “Com anies”25

How did they overcome the

What activities ‐‐ or

se uence ‐‐ hel ed them

move people? What activities gave them

Bennies?

Keep

notes!


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What did you learn from your

visits?

What do you need to do

Write down 2 specific goals for

year two

What will be your strategy for

this next year?

© © 26


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Welcome to Da II

© © 27


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Detailed A enda: Da Two

28

Review

from

Yesterday’s

Session

Present Change Theory

Replay simulation to improve results

Draw conclusions about successful change

im lementation strate ies

Consider application of the simulation process and


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Summar From Yesterda29

Match the activity to the staff needs

Gain support and involve managers, leaders, experts, “high

potential” staff

Be clear about the role of managers and leaders

Take

time

to

create

interest Talk to (the right people) 2nd time

se emo an necessary

Involve “INTEREST” staff with PREPARATION staff in the Workshop

movers 2 times


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Ke Se uences30

Get Admin Support before Bus Unit Activities

Get SOCIAL INFO before TALK TO Leaders

Create Interest before Training (Workshops)

– – ‐ –

Group)

–

& Policy

–


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How to Create Interest

31

a o e r g peop e

Manager

support Social influence of leaders

Energy of high potential and expert groups

Presentation Demonstration

Field Visit (if needed)

. .,

Workshop, Field Visit)


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Followin the Chan e Process32

earearActivityActivity

II IIII

tagestages n o, nterest,n o, nterest,PreparationPreparation

n eres , rep,n eres , rep,Early UseEarly Use

rep, ar y se,rep, ar y se,Routine UseRoutine Use

stac esstac es ac exper ence,ac exper ence,

support, interest,support, interest,info, knowledgeinfo, knowledge

,,

knowledge, skills;knowledge, skills;

support,support,resources,resources,

ActivitiesActivities Give/Get Info;Give/Get Info;Interest; TrainInterest; Train

Interest, Train,Interest, Train,

ImplementImplement

mp emen a onmp emen a ondipdip

BenniesBennies Very LowVery LowModerate butModerate but

IncreasingIncreasing

ConsolidateConsolidate

HighHigh


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Sta es of the Chan e Process33

Change

Information Not concerned; don’t understand what, why, or how; notyet ntereste ; nee n ormat on

Interest Have info, but worried how it will affect me and if I can dot; ncerta n a out ene ts; nee con ence

Preparation Interested, but lack confidence; Learning how to use,afraid of mistakes; need pressure and support

Early Use Learning how to use, afraid of mistakes; need to developskills, need support /feedback

Routine Use Comfortable with new practices; I need system


support/coordination for the best result

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Debriefin Year II & III

34

What can you conclude about progress this year?

at stages ave most o t e peop e move t roug n

this year?

What activities have been most successful?

a sequences ave een mos success u

How did this year differ compared with prior years?


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Assessin our success

35

Apprentice Use Strategy Recor

to view your progress.

Manager

ee eve . c u(you can return to the

Leader

Expert

.

The levels are basedon:

Change Master– Total Bennies earned:

– Player progress to Early/ Routine Use in 3 years.


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© ©

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ความรสกของเราขณะทมการเปลยนแปลง38

กระตอรอรน

ปฏเสธ

กระปรกระเปรา

กงวล

สะดงตกใจ มอดทน ราคา

มความหวง

กลว ยอมรบ

โกรธ

ไมพอใจ

สรางสรร

© © เครยด หลกหลบDr. Philip HallingerDr. Philip Hallinger

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Change Adopter Types

39

Innovators

Leaders

Majority

Resistors


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Innovators40

Change Characteristics:

Like

change,

most

change Small % of people

Outside the mainstream

Provide energy for change

Change Strategies:

Involve them early

Share your vision of change

nc u e em n ac v es

Use their energy


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Leaders41

Change Characteristics:

Open to change, but they

Small % of people

Not alwa s administrators

Provide direction for changeChange Strategies:

Talk to them early

Seek input/opinions

Give t em responsi i ity

Keep talking to them


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Ma orit42

Cautious about change

Large

%

of

people oo o e r ea ers managers rs

Will move with the group

Concerned about ability

Change Strategies:

Explain the rationale

Understand why they resist

Get leaders’ & managers’ support first

Involve in rou activities

Support efforts to change

Use pressure as needed


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The Resistors

43

Resist almost any change

Are not leaders

Others do not follow them

Change

Strategies: Resistance is natural; theirs is too

muc

Talk to them; assess response

’

Involve selectively in groups

Don’t confuse with other types


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Ado ter T es at Your Work lace

44

Innovators

Leaders

Majority Resistors

______ ______

______

______

______

______ ______ ______

______

______ ______

______

______ ______

______

______

______

______

______

______


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Practical Strategies to

© ©

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46

1. Establish a sense of urgency

. .

3. Develop a vision and strategy.

4. Communicate

the

vision.5. Em ower broad‐based action.

6. Create short‐term wins.

. .

8. Make the change stick.

© ©

Kotter, J. (Kotter, J. (19961996).). Leading Change Leading Change .Boston, MA: Harvard Business School Press..Boston, MA: Harvard Business School Press.


Why are people and organizations

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Why are people and organizations

com lacent?

“Shot un Weddin ”

© © 47


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cooperation,sacrifice,

initiative and faith. In an organization of 100,

at least 25 must be willing

to give extra time & effort.

In one of 10,000 the same

,

Lacking urgency, few will

for change.

© © 48


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Create a crisis

Eliminate obvious excess

Insist that staff talk to

dissatisfied customers,

suppliers Set such high productivity

targets that they can’t be

reached in usual wa s

Put more info on

problems into

Stop measuring dept. performance goals on

Provide info on new

opportunities and rewards

narrow criteria

Send more data on

or company

Use comparative

performance

data

© © 49

Kotter, J. (1996). Leading Change .Boston, MA: Harvard Business School Press, p. 44.)


C t G idi T

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Create a Guidin Team50

“Because major change is so

difficult to accomplish, a

sustain the process. No one

individual. . . is ever able to do

everything

that

is

needed

to

bring about real change in

organizations. A strong coalition

is needed ‐‐ one with the right

, , ,

and shared goal.”


Kotter, J. (1996). Leading Change .Boston, MA: Harvard Business School Press, p. 52.)

C t G idi T

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Create a Guidin Team51

n e g eop e

Position power

Expertise

Credibility

Leadership

Management

Create Trust

Develo

a

Common

Goal


The Limits of Authorit

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The Limits of Authorit52

“Without the power of

kings, authority alone

s un e y o rea

through the resistance

.

ignore you or pretend

to cooperate while

doing everything

possible to undermine

your e or s.


The Journe of Chan e is Lon

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The Journe of Chan e is Lon53

You need aYou need aVision ofVision of

thethe

Chan eChan e

utcomeutcomeYou need aYou need a

Vision of theVision of the

CelebrationCelebration

ProcessProcess

CoachingCoaching

RumorsRumors

UncertaintyUncertaintyTrainingTraining

PracticePractice

ShockShock Seek SolutionsSeek Solutions


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Effective Visions of Chan e

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Effective Visions of Chan e55

Ambitious enough to

force people out of their

Aim at offering better

Take advantage of

fundamental trends e. .

global, technology)

Shaped by “guiding

coalition”


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Em ower Peo le to Chan e

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Em ower Peo le to Chan e57

ommun cate a sens e

vision to staff

Align information and

personnel systems to

your vision

Align policies and

Confront supervisors

who block chan e


Motivate Peo le to Chan e

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Motivate Peo le to Chan e58

Understand their

va ues

Create mutual goals

Link rewards to their

values and your

mutual goals


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59

both pressure

an support

to make change

happen.“You get a lot more done with

a kind word and a gun, than

” .Al Capone


Leadershi : Geese or Buffaloes?

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Leadershi : Geese or Buffaloes?60


The Role of Short Term Wins

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The Role of Short Term Wins61

sacrifices are worth it.

Reward chan e a ents

with a pat on the back.

Help fine‐tune the vision

and strategies.

Undermine cynics and

resisters.

Keep bosses on board.

Build momentum.


Kotter, J. (1996). Leading Change.Boston, MA: Harvard Business School Press, p. 123.)

Make more change

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g

More change, not less as

people’s needs and

More help as new people are

Leadership from senior

mana ement ‐‐ “ur enc ”

Project management and

leadership below the top

Reduce conflicting policies and

practices

© © 62Dr. Philip Hallinger

Make the Chan e Stick

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Make the Chan e Stick

Cultural change occurs

onl after results are

clear

Re uires a lot of talk

before

people

admit

change helped

May require staff turnover

Promotion and

succession are key

© © 63Dr. Philip Hallinger

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Adapt your strategy to meet

’

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.65

To help something grow, you must firstTo help something grow, you must first

have an understanding of what it wantshave an understanding of what it wants

to become.to become.


Change involves letting go of the past, while

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66

.

“Everyone wants to

go to eaven, ut

nobody wants toe.

Joe Louis


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68

Personal Peo le Or anizational

Openness to change

Size

Adopter Types

Communication

Past experience with change Regulation/Bureaucracy

Union

Politics


Summary Lessons

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69


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