Navigating Change: Basics and Strategies for Successful Implementation

1. Change Management Giving Good Ideas a Fair Chance Presented by: Bill Ainsworth

2. Overview of the PresentationAdjusting your expectation Condensed from three, five hour sessions Focuses only on the basics of change management Not enough time to review strategy and tactics Intended to provide you with the ability to review what you have going on, and consider steps that may contribute to your success Will definitely use words that will make many of you uncomfortable �What, whadda ya mean where�s the engine? Did you really think you could get a new BMW for twelve grand?�

3. The Basics and Nothing but the Basics There are two primary components to Change Management Change and Management You need to understand the real meaning of both components to be able to effectively manage change You need to understand the real implication of change management to you and your job �You were expecting astrophysics?�

4. This is How It�s Going to Go Down You�ve figured out a way to do something better. This idea will really work and it will make everyone�s life easier. You present your idea to the decision makers and � IT�S APPROVED!!! You�re cleared to go!!! You develop your presentation, create the material to be handed out, arrange the training sessions, conduct the training, have people work directly with the users after the training, solicit feedback and �

5. This is How It�s Going to Go Down(continued) Some people recognize the improvement and embrace the change (you love them) Some people initially reject the improvement � need to be convinced � but eventually accept the change (this gives you satisfaction) Some go through the motions � attend training, ask questions � but continue to do things the old way (frustrating, isn�t it?) Some actively campaign against the improvement most often without taking the time to understand the change (why don�t they just accept the policy?)

6. This is How It�s Going to Go Down(continued) Frustration sets in for everyone If I�m doing it, why don�t they have to do it? I though you said this was going to be implemented in three months? We have other needs for you and your staff � you�ll have to put this on hold for right now The improvement never gets fully implemented The process is more disjointed than ever Your creativity and willingness to take a risk gets a swift kick in the fanny Plot taken from the �B� movie thriller � �Slaughter in the Records Center�

7. How Did This Happen? The focus was on the process, not the people who were going to be impacted There was confusion about the differences between Training vs. Education and Communications vs. Expectations There was a reliance on legislation: �the policy says�� There was the mistaken belief everyone involved saw the value that you saw There was a mistaken belief that you knew what was valued �I don�t care how many times you stick your finger in the pencil sharpener � it�s still going to hurt!�

8. How Do We Fix It?�I told you there would be bad words� Remember the two components; change and management? We need to start with an understanding of what this means Management 1.) The act, manner or practice of managing: supervision or control Manage 1.) To direct or control the use of; handle 2a.) To exert control over 2b.) To make submissive to one�s authority, discipline or persuasion 4.) To succeed in accomplishing, especially with difficulty; contrive or arrange Change 1a.) To cause to be different 1b.) To give a completely different form or appearance to: transform Definitions taken from the American Heritage College Dictionary

9. How Do We Fix It?If you don�t understand it � you can�t fix it. Beyond the definition of change � what is change? Evokes emotions Typically not viewed as positive Associated with words like: uncertainty; discomfort; pain; displeasure; anxiety; unexpected Change is anything outside of an established routine What hinders change? Fear Selfishness Laziness The amount of time a routine has been in existence

10. How Do We Start? Change management is first and foremost the purposed and planned redirection of expectations Sometimes easy to accomplish Usually takes time Requires exerting control Need to make others submissive to your persuasion (not authority) Requires planning Requires input from all quarters Requires play testing before initiated When does the change management process begin?

11. How Do We Start? The change management process begins: at the moment in time where the articulation of an idea and the determination to effect the change intersect Not after the process is designed Not at the point of approval Not when a policy is drafted Not after the software is purchased Not during the conversion planning Not at the point where training is offered At the point in time where the idea has solidified

12. What Do We Need to Get Started? An understanding of why people change their routine Typically two reasons: The pain of the present is too much to bear; The possibility of the future is too great to ignore (kind of like everyone has their price) The common denominator is value � people have to see the eventual value in making the change Let�s recap what we know Change needs to be a controlled effort Change management begins with the formulation of the idea The people who will be impacted need to see the eventual value inherent in making the change

13. The Basic Steps First take your idea directly to the people it will impact or effect Begin the sales of your idea by asking what they think (Would this help? What am I missing? What should we change? What would you like?) Remember two things about sales: First, it isn�t telling � it�s asking. Second � good sales people sell themselves first, then the message or product Develop a propaganda campaign Study Madison Avenue ad campaigns Understand the basic principles that are used � this is propaganda in its slickest form �Yes, I used another bad word.�

14. The Basic Steps Develop a propaganda campaign (continued) In its most basic form, propaganda is designed to have the target audience share their feelings (selling isn�t telling � it�s asking) and ideas It uses an open or incomplete presentation (I don�t have all of the answers and I need your help) that requires those you talk to, to supply the missing pieces. In doing so they supply you with their ideas and become part of the design process. Coupled with this is their assuming ownership of the idea or effort. Rarely do people ignore or attack what they own The open areas you want help to fill in are chosen (controlled) by you. If you want everything to be filled in by the audience, you are using a �design by committee� approach

15. The Basic Steps Develop a propaganda campaign (continued) Limit the requested input to only that which will enhance your design and get greater buy in You are the expert You don�t have all of the answers (you don�t even know all of the questions) but you do know what needs to be accomplished When your core concepts are questioned � and they will be � respond with questions designed to seek out the root of the objection. Avoid the temptation to try and convince the person why you�re right. You need to know your audience and the concerns they have, legitimate or not

16. The Basic Steps Develop a propaganda campaign (continued) The environmental change you�re seeking is to move from presenting an idea or argument to the target audience, to having the idea or argument made and presented jointly by you and the target audience How will I know if my change management effort is effective? The audience accepts the idea, begins to propagate the concept, and assumes ownership without necessarily knowing how it came about or who, specifically, led the effort Accept that this will take time Either up front using this approach or after the fact �

17. Recap Identify the eventual value the change will bring You need to set realistic expectations, don�t you? Initiate the buy in process through sales not legislation Don�t be afraid to take the feedback you receive during this effort and change your idea to make it more effective and acceptable � put your ego aside Perpetuate the change through well designed and purposed propaganda �Any resemblance to copy writers for the newspaper Pravda, living or dead, is purely coincidental�