Professional Documents
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All of us desire to see improvement in our lives and in our society. In our workplaces, the pace of change is accelerating. This can often bring about major enhancements to our lives. Many changes, from email to cell phones, from employee empowerment to Lean Six Sigma, have altered our workplaces dramatically, and forever. Managing change, and managing it well, is becoming one of the most critical competencies for any organization. And yet, while many organizations are increasingly exposing their employees to change, they are not teaching their managers, Project managers and teams how to effectively manage the "people" side of change. We all have good intentions for managing change well, but sometimes our results fall short. This session will discuss why change management needs to be a key competency for you and YOUR organization, and will share some tips regarding how to improve the practice of change management in your work.
Todays Discussion
Lets diagnose this Do some introspection Discuss Some ideas wont necessarily have all of the right answers And, develop action plans for ourselves to move from Good Intentions to Good Results
Takeaways
Key points you agree with Key points you dont What are YOU going to do
Customer pledge
Lets start!
Another question for you: Have your change management efforts worked as well as you wanted?
20% 10% 0%
10%
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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
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The process, tools and techniques to manage the people-side of change to achieve the required business outcome(s)
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The process, tools and techniques to manage the people-side of change to achieve the required business outcome
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The process, tools and techniques to manage the people-side of change to achieve the required business outcome
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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
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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
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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
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Employees:
1.
Managers:
1.
2.
3.
4.
5.
ot aware of the business need for change Lay-offs were announced or feared Unsure if they had the skills needed for success in the future state Comfort with the current state Believed they were being asked to do more with less, or do more for the same pay
2.
3.
4.
5.
Loss of power and control Overloaded with current responsibilities Lacked awareness of the need for change Lacked the required skills Fear, uncertainty and doubt
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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
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Current State
Transition State
Future State
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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 dont
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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
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Transition State
Current State
Transition State
Future State
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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 dont
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Key point 3: Effective change management MUST be focused on helping individuals change
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Successful change addresses both the technical and the people side
Solution is designed, developed and delivered effectively (Technical side)
Future
Project management
Current
Transition
+
Solution is embraced, adopted and utilized effectively (People side) = CHANGE SUCCESS
Change management
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A D K A R
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** 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
Current
Transition
Future
Individual From: How I do my job today How I will do my job after the change is implemented
Current
Transition
Future
Current
Transition
Future
To:
Current
Transition
Future
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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
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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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r ect team member r ect team leader team member t leader t r 3 ercent f resp ndents ers nal messages siness messages
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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?
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Coaching checklist
Yes No Question: Have you created the expectation that managers and supervisors will be coaches of their direct reports during change? Have you prepared coaches to communicate the whats in it for me messages to their direct reports? Have you provided the knowledge, training and tools to help supervisors be effective coaches? Have you taught your change coaches how identify and respond to resistance?
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Resistance checklist
Yes No Question: Have you proactively identified what resistance might look like (be specific)? Have you proactively identified where resistance is likely to come from (be specific)? Have you developed measures to prevent or mitigate resistance before it happens? Have you developed an approach to deal with resistance when it does occur?
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Question: How do you ensure your employees have the right knowledge?
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Question: How do you ensure your employees are able to carry out the change?
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Reinforcement checklist
Yes No Question: Do you have systems in place to track the adoption and compliance of the new solution? Do you have a way to gather feedback from those who are being impacted by the change? Do you have mechanisms in place for diagnosing gaps and resistance? Have you prepared methods for celebrating successes (even small ones) during implementation?
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Person C
Awareness
Desire
Knowledge
Ability
Reinforcement
Person D
Awareness
Desire
Knowledge
Ability
Reinforcement
Person E
Awareness
Desire
Knowledge
Ability
Reinforcement
Person F
Awareness
Desire
Knowledge
Ability
Reinforcement
Person G
Awareness
Desire
Knowledge
Ability
Reinforcement
Person H
Awareness
Desire
Knowledge
Ability
Reinforcement
Person I
Awareness
Desire
Knowledge
Ability
Reinforcement
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Low desire
Questionable desire
Low desire
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From an organizational perspective, we need to determine what we** can do to help individuals
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Key point 5: To move beyond good intentions, we need to understand, select and use the tools available to us
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Coaching
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Communications
Awareness
These channels enable project team to facilitate organization through phases of ADKAR.
Coaching
Reinforcement
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Key point 5, revisited: To move beyond good intentions, we need to select and use the tools available to us
Coaching
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Who is this We
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Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways
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Each gear plays a specific role based on how they are related to change
Project support functions
Project team
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Ideal implementation
I develop the change management strategy and plans. I am an integral part of project success.
Executives and senior I launch (authorize and fund) changes. I sponsor change. managers Middle managers and front-line supervisors Project team Project support functions * Change management group, dept or office
I coach my direct reports through the changes that impact their day-to-day work. I manage the technical side of the change. I integrate change management into my project plans. I support different activities of the change management team and project team. We own the change management methodology and support its implementation in the organization.
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Common implementation
I feel like Im on an island here people expect me to do everything and have all the answers.
Executives and senior I gave you funding and signed the charter now go make it happen! managers Middle managers and front-line supervisors Project team Project support functions * Change management group, dept or office
I feel like Im the direct target for some of these changes, and I wish I knew what was going on. My focus is just the technical side. Once I flip the switch, Im moving on to the next project. I get called in on projects and given one little task, but Im not sure how I fit in to the overall picture. I dont even exist yet.
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Project team
2.
3.
Participate actively and visibly throughout the project Build a coalition of sponsorship and manage resistance Communicate directly with employees
Project team
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Project team
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Project
a age e t
ra
t on
t re
ha ge
a age e t
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Project tea
Project pport f ct on
Exec t ve a d e or a ager
Project team
Design the actual change Manage the technical side of the change
Charter, business case, schedule, resources, work breakdown structure, budget, etc.
3. 4.
Engage with CMgt team resource Integrate CMgt plans into project plan
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Project team
Examples
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
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1. 2. 3. 4.
Project tea
1. 2. 3. 4.
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Project team
Effectively fulfill the role of sponsor of change Effectively coach their employees through transitions Make the bridge between implementing a solution and realizing benefits 66
Project team
Enabling roles
Executives and senior managers Middle managers and supervisors
Project team
Project team
Creation and implementation of plans that are executed by the employee-facing roles
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Key point 6, revisited: To move beyond good intentions, we need the right people involved in the right ways
Executives and senior anagers Middle anagers and supervisors
Project tea
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Key point 7:
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Outcome:
Organizational
Current
Transiti n
Future
Process:
#s
Organizational
Was the project delivered on time and on budget? Were milestones met along the way?
Current
Transiti n
Future
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Outcome:
Individual
Are employees doing their work the new way required by the project?
Current
Transition
Future
Process:
Individual
Current Transition Future
How well did employees make the transition? How well did we** support that transition?
A D K A R
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Process
Process
Measure by assessment
Business performance against objectives, such as: Individual performance for each job role
Outcome
Financial Performance Quality of product, service Quality of worklife Speed of implementation Etc.
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
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Everyone thinks of changing the world, but no one thinks of changing himself.
- Leo Tolstoy
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