change management
Download
Skip this Video
Download Presentation
Change Management

Loading in 2 Seconds...

play fullscreen
1 / 24

Change Management - PowerPoint PPT Presentation


  • 99 Views
  • Uploaded on

Change Management. Think Piece. Piers Schreiber [email protected] +44 7707 263 782. It is designed around the business drivers It wins emotional and intellectual support It models and reinforces the new way of working It puts significant investment into communications

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Change Management' - adamdaniel


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
change management

Change Management

Think Piece

Piers Schreiber

[email protected]

+44 7707 263 782

key features of successful transformational change
It is designed around the business drivers

It wins emotional and intellectual support

It models and reinforces the new way of working

It puts significant investment into communications

It creates experiences that shape future behaviour

It aligns all the dimensions of management behind the change

It releases talent, creativity and ingenuity – often in unexpected ways

Incorporate the drivers into the project plan

Develop clear engagement / involvement strategies

Accomplished before, during and after implementation

Communicate from the very start of the project

Align and engage all levels of management behind the change

Allow for processing resistance and conflict – natural during change

Provide processes that emotionally support people through all parts of the change

Key Features of Successful Transformational Change

Key Features

Implications

ten points of potential failure
A continued discrepancy between top management statements of values or styles and their actual managerial behaviour – Saying one thing and doing another

A big programme of activities without any clear goals for change

Confusion between ends and means – the question of ‘training for what’ must be answered

Short-term perspective. Three to five years is a realistic time framework for organisational change

Lack of coordination between a number of different activities aimed at increasing organisational effectiveness

Overdependence on others – either outside consultants or inside specialists

Large gap between the commitment to change at the top of the organisation and the transfer of this interest to the middle of the organisation

Trying to fit a major organisational change into an old organisational structure

The constant search for cookbook solutions

Applying an intervention or strategy inappropriately. The tendency to apply someone else’s package

Ten Points of Potential Failure
the need for a compelling business case
Strong data-driven rationale

A specific research-based reason for change

Linked directly to performance goals

The Need for a Compelling Business Case

Realistic understanding of organisational implications

Formal; informal; people; tasks

Focused strategy for stakeholder engagement

Identification of critical audiences and gap analysis

Clarification and communication of vision

Compelling reason and urgency behind change activities

the need for a strong foundation
The Need for a Strong Foundation

Assess the organisation’s readiness and capability for change

Create a shared, defined and robust view of the imperatives for change and performance requirement

Decide on the vehicle for change (e.g. process redesign, cost reduction, culture change, closer alignment with customers)

Identify stakeholders

the change equation beckhard
The Change Equation(Beckhard)

+

+

>

1ST Steps

Costs

Vision

Dissatisfaction

$$$

Emotional

Changing individual behaviour requires both new information and new experiences

(

)

+

=

Behaviour

X

Experience

Information

Perception

Information about what is happening to the IFC and me, and why

Experience of doing my work in new ways which reinforces the change and engages me potentially

My perceptions of the organisation, its management and my own capability

A shift in my behaviour and attitudes

leadership
Leadership

Moving one or more people from where they happen to be to some other place

Clear committed leadership is vital to the success of any change

key features of leading change
Making the journey and destination compellingly attractive

Helping people see a future they want to be part of

Helping people find a purpose and meaning for themselves

Requesting commitment

Key Features ofLeading Change

Enrolling

  • Helping people see possibilities for their contribution
  • Challenging self-limiting beliefs
  • Setting (together) stretching targets
  • Building self-esteem, confidence and trust
  • Putting into action

Enabling

  • Building and sustaining people’s energy
  • Celebrating successes
  • Giving recognition
  • Expressing optimism

Energising

  • Demonstrating the behaviours and values that are being required of others

Exemplifying

key features of leading change1
Explain the basic purpose behind the outcome

‘What was the problem?’

Who said so and on what evidence?

What would have occurred if no one had acted to solve it?

What could have happened to us if that had occurred

Key Features ofLeading Change

Purpose

Picture

Plan

Part

  • Paint the picture of how the outcome will look and feel
  • What is the outcome going to look, feel and sound like?
  • How are people going to get their work done and interact with each other?
  • How will a day be organised?
  • Lay out the plan for phasing in the outcome
  • Outline steps and schedules in which people will receive information, training & support they need to make the transition
  • People oriented to tell employees how and when their worlds are going to change
  • Start with where people are & work forward to leave the past behind and emerge with new attitudes, behaviours & identity
  • Establish each person’s part in both the plan and the outcome
  • Show employees the role & their relationship to others. Until they see it they can’t adjust hopes & fears to the new reality
  • Show employees what part they play in the outcome & the transition process
transformation process
Set the direction

Create the desire & will to change

Transformation Process

Unfreeze

Mobilise

Realise

Reinforce

Sustain

Part

Phase

Content

Make early changes & build confidence

Secure widespread shift in behaviour

Underpin with changes in structure & people processes

Strive for continuous performance improvement

Break with the past

Build the energy

Perform-ance lift-off

Embed new culture

Push the limits

Outcomes

plan from the perspective of the recipients of change
Plan from the Perspectiveof the Recipients of Change

Unfreeze

Mobilise

Realise

Reinforce

Sustain

Part

Board

  • Where do we want them to be?
  • What initiatives will help them get there?
  • Is the ‘load’ of change reasonable & within capabilities?
  • What projects do we need to provide the initiatives

Senior Mgmt Team

Customer Facing Staff

Front-line Managers

Middle Managers

Support Teams

plotting shifts in commitment example
Plotting Shifts in Commitment(Example)

Key Players

No Commitment

Let It Happen

Help It Happen

Make It Happen

X

O

Line Managers

X

O

Senior Team

X

O

Board

X

O

HR

X

O

Employees

Project Sponsor

X

O

Key:

X = Present state

O = Minimum commitment needed

surfacing potential barriers early on
Surfacing PotentialBarriers Early On
  • Change gets bogged because barriers are not dealt with soon enough or openly enough to keep the change process moving
  • Barriers may exist anywhere and everywhere – even the difficult-to-see places…
  • Strategy
  • Structure
  • Process
  • Operating principles
  • Culture/behaviour
  • Jobs
  • People
  • Leadership
  • Management
  • Resources
  • Systems
  • Rewards
  • Values/Beliefs
  • Capabilities

Consider: How will this change effort affect…?

importance of leadership communication
Importance of Leadership Communication

Leadership

65%

  • Actions speak louder than words
  • Day-to-day behaviour and signals need to live the vision

Grapevine

?

Why should I change my behaviour or go the extra mile?

Systems &

Processes

25%

Media

10%

the transition curve how attitudes feelings change
The Transition Curve:How Attitudes & Feelings Change

“S/he really made the effort to help us implement this change”

“This way is more effective”

“I’m not sure I know what’s going on”

“This could be a better way of doing it”

Confidence

“I can handle this”

“Actually, things might get better”

“I feel overwhelmed”

“We can’t do this. It won’t work. We’re not allowed”

Time

making sense of the journey
Making Sense of the Journey

To change their behaviour, employees need to see the link between:

The information they receive

Their work and how they do it

The context in which they do their work

The needs of the organisation

link between desired result communication approach
Link between desired result & communication approach

Ownership/

Engagement

Acceptance/

Alignment

Understanding

(and Action)

Level of change

Awareness

Tell

Sell

Consult

Join

Level of involvement

choosing the right communications tools channels
Choosing the Right Communications Tools & Channels

Ownership/

Engagement

Working sessions, 1-to-1 conversations, workshops, coaching

Acceptance/

Alignment

Focus groups, working parties, suggestions schemes, consultative presentations

Understanding

(and Action)

Level of change

Booklets, plenary sessions, presentations, videos, intranets

Awareness

Newsletters, emails, memos, letters, notices

Tell

Sell

Consult

Join

Level of involvement

information involvement to build commitment change
Information + Involvementto Build Commitment & Change

“This is the way we do things here”

Stages of Individual Behaviour Change

Internalisation

of new behaviour

“OK, I’m ready to do it the new way”

Increasing Commitment

Commitment

to personal change

“I know how we need to do our jobs differently”

Translation

to the work setting

Significant involvement needed

“I understand where we need to go”

Understanding

of change direction

“Yeah, I saw the memo”

Awareness

of desired change

Information with some involvement sufficient here

ten strategies for employee involvement
Meet regularly with employees and openly discuss the organisational changes and why they occurred

Recognise that employees understand that you may not have the answers to everything, but it’s important for them to feel the communications are open and honest

Constantly communicate clear goals and vision of the new situation

Encourage people to discuss fears and concerns in teams

Open ‘suggestion boxes’ for employees to raise questions in anonymity

Set up weekly lunches or other informal meetings to discuss the progress of the restructuring process

Whenever possible, assign roles and responsibilities in line with peoples interests

Develop rituals and marker events that allow people to connect

Involve employees affected by the changes in making decisions about what’s best for them

Discuss realistic career options with employees and ensure training is available for any new skills that are needed

Ten Strategies for Employee Involvement
coaching others in building employee commitment
Identify individuals or groups whose commitment is necessary to the success of the change effort

Create and follow a departmental plan to increase commitment of all players

Continually encourage and enable employee involvement

Continually communicate the goals of the change process

Turn covert resistance to overt resistance and then to commitment

WALK THE TALK!

Coaching Others in Building Employee Commitment
what people pay attention to
Leader attention, measurement, rewards and controls

Leader reaction to critical incidents

Leader role modelling, coaching

Criteria for recruitment, promotion, retirement and excommunication

Formal and informal socialisation

Recurring systems and procedures

Organisation design and structure

Design of physical space

Stories and myths about key people and events

Formal statements, charters, creeds, codes of ethics etc

What People Pay Attention To:

Between 80-90% of behaviour is determined by the first three points

ad