Emerging Leaders Program

1. Emerging Leaders Program Module 4: Building the Organization Facilitator: Christine LeLacheur, MBA, B.Comm. www.cheurfire.com

2. Objectives • Learn about Lewin’s Change Management Model • Explore why people resist/fear change • Examine the change curve • Learn about techniques to manage change and resistance to change • Discuss creativity and innovation • Look at traditional brainstorming • Develop strategies to improve idea generation cheurfire.com

3. Change Management “When the rate of change exceeds the rate of change inside, the end is in sight.” • Jack Welch cheurfire.com

4. Lewin’s Change Model FREEZE CHANGE REFREEZE cheurfire.com

5. What is ‘Change Management’? Attempting to ensure change is implemented smoothly, thoroughly, and lastingly. cheurfire.com

6. Two Sides of Change Technical Human cheurfire.com

7. Fear of Change cheurfire.com

8. The Change Curve* *Kubler-Ross cheurfire.com

9. The Change Curve* *Mindtools cheurfire.com

10. Stage 1: Status Quo* Emotions/Behaviours • Shock or denial • Difficulty adjusting Needs • Understand why change is happening • Understand where to get help Strategies • Communicate often, bug don’t overwhelm • Take time to answer questions *Mindtools cheurfire.com

11. Stage 2: Disruption* Emotions/Behaviours • Anger, fear, concern, resentment Needs • Express their feelings and concerns • Vent their anger Strategies • Prepare by considering impacts/objections • Address concerns/objections early • Take action to minimize problems • Listen and observe *Mindtools cheurfire.com

12. Stage 3: Acceptance* Emotions/Behaviours • Letting go Needs • Test and explore what change means Strategies • Support exploration and testing • Ensure everyone is well trained • Encourage opportunities to experience change outcomes • Be patient: exploration takes time *Mindtools cheurfire.com

13. Stage 4: Commitment* Emotions/Behaviours • Excitement • Embrace improvements Needs • Acknowledgement of the change journey Strategies • Celebrate success/change achievements • Help team continue to be productive and efficient *Mindtools cheurfire.com

14. 8-Step Change Model* Step 1: Create Urgency • Start a dialogue • Urgency can build and feed on itself • Analyze ‘Change Equation’ Dissatisfaction x Desirability x Practicality > Resistance to Change *Kotter cheurfire.com

15. 8-Step Change Model* Step 2: Form a Powerful Coalition • Identify those with influence/power/ability to lead Step 3: Create a Vision for Change • Helps everyone understand the “why?” Step 4: Communicate the Vision • Communicate frequently and powerfully • Lead by example *Kotter cheurfire.com

16. 8-Step Change Model* Step 5: Remove Obstacles • Implement the structure for change • Continuously check for barriers Step 6: Create Short-term Wins • Give team taste of victory early in process • Create S/T targets in addition to L/T (ensure little room for failure for S/T) *Kotter cheurfire.com

17. 8-Step Change Model* Step 7: Build on the Change • Don’t declare victory too early • Continuously evaluate Step 8: Anchor the Changes in Corporate Culture • Ensure change is seen in all aspects of organization *Kotter cheurfire.com

18. Roadblocks to Change cheurfire.com

19. Minimizing Resistance to Change Communication • Highest priority and first strategy for change • Improves urgency to change • Reduces uncertainty (fear of unknown) • Problems -- time consuming and costly Learning Involvement Stress Mgt Negotiation Coercion

20. Minimizing Resistance to Change Communication • Provides new knowledge/skills • Includes coaching and other forms of learning • Helps break old routines and adopt new roles • Problems -- potentially time consuming and costly Learning Involvement Stress Mgt Negotiation Coercion

21. Minimizing Resistance to Change Communication • Employees participate in change process • Helps saving face and reducing fear of unknown • Includes task forces, future search events • Problems -- time-consuming, potential conflict Learning Involvement Involvement Stress Mgt Negotiation Coercion

22. Minimizing Resistance to Change Communication • When communication, learning, and involvement are not enough to minimize stress • Potential benefits • More motivation to change • Less fear of unknown • Fewer direct costs • Problems -- time-consuming, expensive, doesn’t help everyone Learning Involvement Stress Mgt Negotiation Coercion

23. Minimizing Resistance to Change Communication • Influence by exchange -- reduces direct costs • May be necessary when people clearly lose something and won’t otherwise support change • Problems • Expensive • Gains compliance, not commitment Learning Involvement Stress Mgt Negotiation Coercion

24. Minimizing Resistance to Change Communication • When all else fails • Assertive influence • Radical form of “unlearning” • Problems • Reduces trust • May create more subtle resistance • Encourage politics to protect job Learning Involvement Stress Mgt Negotiation Coercion

25. Creativity & Innovation cheurfire.com

26. Creativity & Innovation Are we all creative and innovative? “All children are artists. The problem is how to remain an artist once he grows up.” - Pablo Picasso cheurfire.com

27. Traditional Brainstorming • Censor criticism • Encourage free associations • Promote quantity over quality Problem: It doesn’t work. cheurfire.com

28. Group Creativity What is the best way to encourage group creativity if brainstorming doesn’t work? cheurfire.com

29. Brainstorming: Shifting Paradigms* • Allow for solo innovating first • Criticize ideas • Add unfamiliar perspectives (power of dissent is power of surprise) • Divergence and convergence (mix new and old) • Encourage frequent, spontaneous interactions *Lehrer, Jonah. “Brainstorming Doesn’t Really Work”. New Yorker. 2012. Web. cheurfire.com

30. Searching for Innovation • Look outside industry to unrelated industries • E.g. Toyota (Lexus) • Look deep inside yourselves • What gets you up in the morning? • Look to your customers (crowdsourcing) • E.g. John Fluevog Shoes, Threadless.com • Encourage failure/mistakes cheurfire.com

31. Questions? Sources: Belance, Richard. “Managing Six Sigma Resistance to Change. iSixSigma. February 28, 2010. Web. Chapman, Alan. “Federick Herzberg Motivation Theory.”www.businessballs.com. 2008. Web. Heath, Dan. “Why Change is So Hard: Self-Control is Exhaustible.” Fast Company. June 2, 2010. Web. Lehrer, Jonah. “Brainstorming Doesn’t Really Work”. New Yorker. 2012. Web. McShane, Steven L., and Sandra Steen. Canadian Organizational Behaviour. Toronto: McGraw-Hill Ryerson, 2009. Print. Mindtools.com. “Lewin’s Change Management Model.” 1996 – 2013. Web. cheurfire.com