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Metaphors for Change. Jay Hays. Explorer Metaphor. CM+ Roadmap. Kotter’s Eight Steps. Kotter’s Eight Steps to Change a la Our Iceburg is Melting. Create a Sense of Urgency. Communicate the New Vision. Form a Guiding Coalition. Create a Vision.

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Presentation Transcript
slide1

Metaphors

for

Change

Jay Hays

slide2

Explorer Metaphor

CM+ Roadmap

Kotter’s Eight Steps

slide3

Kotter’s Eight Steps to Change

a la Our Iceburg is Melting

Create a Sense

of Urgency

Communicate the

New Vision

Form a

Guiding Coalition

Create a Vision

  • Show others the need for change
  • Provide valid and dramatic evidence
  • Look for ways to reduce complacency
  • Help form a group that has the capability to guide the change process
  • Show enthusiasm to draw the right people
  • Model trust
  • Build teamwork
  • Create the right vision and strategies to guide action in all of the stages of change
  • See possible futures
  • Visions that are clear
  • Visions that are moving
  • Communicate change visions and strategies so they can be understood
  • Keep it simple
  • Do your homework first
  • Speak to resistance, confusion, and distrust

Empower

Others

To Act

Create

Short-Term

Wins

Create a

New Culture

Don’t Let Up

  • Deal effectively with obstacles
  • Find individuals with change experience
  • Recognise and reward achievement
  • Prompt feedback
  • “Retooling” disempowering managers
  • Produce sufficient short-term wins to energise change helpers, defuse critics and build momentum for the effort
  • Visible to all
  • Meaningful to others
  • Continue with wave after wave of change not stopping until the vision is a reality
  • Look for ways of keeping the level of urgency up
  • Rid yourself of work that doesn’t contribute to the vision
  • Be sure the changes are embedded in the very culture of the enterprise
  • Change isn’t over until it has roots
  • Nurture the new culture
  • Reward new behaviour
slide5

The

Journey

Metaphor

An image-rich aid to help describe and prepare people to undertake a journey no one has ever made before to a place no one has ever been.

slide6

Issues and Challenges

Preparing / planning for the unknowable

Identifying potential risks and

having suitable responses

Creating a culture of exploring

and the explorer mindset

Keeping in contact with home

Keeping the faith; dealing with mutiny

A Metaphor for Change:

The Organisational Change Journey

Charting

the Course

Ports o’ Call

Journey

Milestones

Defining the

Destination

Arrival!

Setting Off

Selecting

Explorers

Preparing

Explorers

Evaluation

& Lessons

Learned

Hail and

Farewell!

Exploring Unchartered Territory

slide7

Issues and Challenges

Preparing / planning for the unknowable

Identifying potential risks and

having suitable responses

Creating a culture of exploring

and the explorer mindset

Keeping in contact with home

Keeping the faith

Dealing with mutiny

slide8

Issues and Challenges

Preparing / planning for the unknowable

Identifying potential risks and

having suitable responses

Creating a culture of exploring

and the explorer mindset

Keeping in contact with home

Keeping the faith

Dealing with mutiny

  • Keeping on Course in Unchartered Territory
  • Agree to and understand the destination and process for getting there (framework)
  • Vision, Imperative, Objectives
  • Flexible “roadmap” and experienced guides
  • Know where you are at any given time (measure)
  • Against vision and milestones (roadmap), risks, CSFs, & KPIs)
  • Document Progress (Map) and Lessons Learned (ship’s log)
  • Keep people involved, excited, and “fit” (participation)
  • Provide the tools, techniques, and skills people need
  • Empower with authority and legitimacy
  • Charge with responsibility
  • Install / use an infrastructure for people “back home”
slide9

A Closer Look at the

Exploration Steps

2

Charting

the Course

1

Defining the

Destination

Selecting

Explorers

Preparing

Explorers

  • Context for Change
  • Vision
  • Mission
  • Overall Objectives
  • Readiness Assessment
  • Approach
  • Sponsorship
  • Values
  • Principles
  • High-Level Project Planning
  • Understanding Journey Risks
  • Setting Explorer Criteria
  • Selecting Team Members
  • Chartering Team
  • Building Teamwork and

Exploring Skills

  • Establishing Team and

Project Infrastructure

slide10

3

4

  • Team Assignments &

Division of Labour

  • Detailed Project Planning
  • Send-Off Celebration
  • Embarking as Sub-Teams
  • Sub-Team Check-Ins and

Mini Course Corrections

  • Team Check-Ins
  • Journaling / Trip Logs
  • Arrival at Journey Milestones or

Major Course Correction

  • Achievement of High-Level Objectives

and Lessons Learned To Date

  • Interim Celebration
  • Re-provisioning and Team Member

Rejuvenation

  • Reports to the Community

A Closer Look at the

Exploration Steps

Setting Off

Ports o’ Call

Journey

Milestones

slide11

A Closer Look at the

Exploration Steps

Evaluation

& Lessons

Learned

Hail and

Farewell!

  • Formal Evaluation of Project

Against Expected Outcomes

  • Lessons Learned Studies Conducted

(Process and Content)

  • Evaluation / Lessons Learned Published

for and Shared with Community

  • Determinations made for Continuation

or Follow-On Expedition

slide12

A Closer Look at the Exploration Steps

5

  • First phase of Exploration

Complete

  • Report to Community and

Celebration of Successful

Journey

Arrival!

  • Formal Evaluation of Project

Against Expected Outcomes

  • Lessons Learned Studies Conducted

(Process and Content)

  • Evaluation / Lessons Learned Published

for and Shared with Community

  • Determinations made for Continuation

or Follow-On Expedition

6

Evaluation

& Lessons

Learned

7

  • Final Team Celebration Honouring Work,

Coming to Closure, Welcoming New

Team Members, and Sending-Off Next Team

Hail and

Farewell!

slide13

The CM+

Roadmap

slide14

II. Reality Check)

5. Collection and Analysis of Data

6. Data Feedback and Confrontation

III. Action Planning and Problem Solving

7. Develop Change Approach

8. Search / Select Strategies

9. Develop Measures of Performance

IV. Implementation

10. Implement Change Strategies

I. Change Program Initiation

1. Performance Gap

2. Initial Problem Definition

3. Initial Data Collection

4. Refinement or Revision of Problem

V. Evaluation and Follow-Up

11. Evaluate Change

12. Modify Change Strategies and Recycle

The CM+ Roadmap

Change Management Plus (CM+ Roadmap)

slide15

Why A Roadmap?

People need directions

and pointers

Shows where you are on

the journey (in the process)

Helps you know what lays ahead

You’ll have a safer trip, and you

can more accurately predict your

destination

Change Management Plus (CM+ Roadmap)

Provides guidance if you miss

a turn

Helps you choose alternate routes

Allows you to make your specific

travel plans

slide16

Why This Roadmap?

Past Experience

Change often proceeds haphazardly, with unfortunate and unanticipated consequences.

Changes are treated as “a race to get through” and everyone loses.

Few change approaches appreciate and contend with complexity.

Most change is based on false and incomplete assumptions.

Change Management Plus (CM+ Roadmap)

Most change is done to people, not

by people; as if they can’t be trusted

or are incapable of managing change.

Few “planned” changes actually

succeed.

slide17

Why This Roadmap?

Design Principles

Planning and preparation “up front” ensure better implementation.

Speed kills, but momentum is crucial.

Understand the bigger picture.

Get “buy in” before proceeding; involve stakeholders in every step.

Those knowledgeable about and impacted by change should be the ones who architect it.

Change Management Plus (CM+ Roadmap)

Learn from experience.

slide18

CM+ Roadmap

Based on proven theory and practice (50 yrs):

  • Amalgamation of best practices in change.
  • Science-based – social science, systems

theory, management.

slide19

CM+ Roadmap

  • Embodies change rule 1: employ the targets of change as the instruments of change:
    • Involves stakeholders throughout the
    • change cycle
  • Provides a common language and process for change:

Adaptable and extensible

Typifies “learn as you go”

slide20

CM+ Roadmap

Highlights that the change is greater than the technical / business solution, itself:

Contends with the larger, more complex system / wider context

Leverages existing problems and oppor-tunities to build future capability ( > 2 for the price of one!)

Is principles and values based

slide21

I. Change Program Initiation

Moving from a “sensed” problem or opportunity to a solid, agreed upon statement

Encouraging a Culture of Improvement

Understanding the environment and change readiness

CM+ Roadmap

II. Reality Check

Better understanding the problem or opportunity within its context

Consulting with stakeholders

Creating a “critical mass” of supporters and participants

Building change skills and readiness throughout

III. Action Planning and Problem-Solving

Thoroughly planning and preparing for the change

Involving stakeholders as fully as possible

Making change friendly

IV. Implementation

Implementing responsively

Continuing to involve and engage stakeholders: change done by people, not to people

Ensuring sufficient infra-structure and support

V. Evaluation and Follow-Up

Fairly appraising achievements. Learning from experience.

Encouraging Continuous Improvement.

Designed with the future in mind.

slide22

3 Initial Data Collection

2 Initial Problem Definition

4 Refinement or Revision of Problem

Identify key stakeholders and stakeholder groups. Assure synergy with external environment. Reduce justification of non-core activities. Understand environment and culture

Listen to ideas. Question the status

Quo. Assess the need for change –

clarify and define problem before

moving to solution!

Know where change fits within vision, mission, and priorities; agree on purpose of change.

Give direction; coordinate the change process.

Provide adequate support for change (under-

stand and obtain commitment for required resources before proceeding!) Be realistic (goals / timeframes).

(context).

1 Performance Gap

Identify performance gaps.

Promote successes and quick wins.

Reward ideas and small attempts

to improve. Encourage culture of Continuous Improvement.

5 Collection and Analysis of Data

Assess the need for change.

Identify project savings and other benefits.

Consult with all stakeholders.

Understand stakeholder views and

readiness.

12 Modify Change Strategies,

If Required

Adapt change processes as necessary;

be flexible. Ensure follow-through.

Encourage Continuous Improvement.

6 Data Feedback and Confrontation

Consult with all stakeholders.

Develop a shared context and vision.

Overcome individual / local resistance.

Identify and enlist champions.

11 Evaluation

Confirm / disconfirm projected savings

and other benefits.

Give direction.

Take time to reflect.

Monitor progress of change.

Adapt change processes as necessary; be flexible.

Promote successes and quick wins.

7 Develop Change Approach

Plan the change process; assure synergy with internal and external environment (context / change readiness).

Build time in for (legitimise) planning. Design for economy of effort (reduce overload).

[Re-]validate purpose, vision, and scope; reconcile goals.

Empower teams (deal with hierarchy).

9 Develop Measures of Performance

10 Implement Change Strategies

Be realistic!

Make the change relevant to vision,

mission, and priorities.

Monitor progress of change.

Adapt change processes, as required.

Assess the need for change.

Keep everyone informed.

Provide adequate support for change.

Keep all stakeholders informed.

Monitor progress of change.

Address change overload and other

realities.

Coordinate all change processes and initiatives.

8 Search / Select Change Strategies

Trial / pilot the change.

Involve stakeholders wherever possible to build skills, influence attitudes / develop ownership, improve grasp of complexity, and enable them to Implement solutions. Build mixed teams.

Pragmatic and best fit change strategies.

Make it possible for ALL staff to participate (relieve delivery staff).