CHANGE MANAGEMENT How to effectively manage change processes

1. CHANGE MANAGEMENT How to effectively manage change processes

2. A. Introduction

3. Introduction • Contents • Introduction to change management and the need of change management • The steps of the change process • Analysis • Vision • Planning • Implementation • Monitoring and evaluation • Tools to manage change in three levels • personal level • team level • larger system level

4. Introduction What others say… It must be considered that there is nothing more difficult to carry out nor more doubtful of success nor more dangerous to handle than to initiate a new order of things. (Machiavelli 1446-1507, Italian statesman and philosopher) Tell me and I'll forget, show me and I may remember, involve me and I‘ll understand. (Chinese Proverb) The real problem is what to do with problem solvers after the problem is solved. (Gay Talese 1932-, American (Italian-born) journalist) … what do you say?

5. Introduction What others say… The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man. (George Bernard Shaw 1856-1950, Irish playwright and critic) If we want things to stay as they are, things will have to change. (Giuseppe di Lampedusa 1896-1957, Italian writer in The Leopard) Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm. (Peter F. Drucker 1909, American management guru)

6. Introduction Mind-mapping • Let us ask ourselves why we are here and where we want to go? • What is change management all about? • Why do you feel you need change management? • How can you use tools of change management? • Where will we be tomorrow evening ? Let us make up a mind map about “change management”

7. Introduction Planning You have got 2 minutes to fulfil the following 10 tasks. All you need is a blank paper and a pen. Good Luck! • Read all ten tasks carefully before starting • Write you name in the upper right corner of the paper in capital letters • Write the date in the upper left corner in the format DD.MM.YYYY • Draw a circle in the middle of the paper (a circle is round, not oval) • Draw four squares below the circle • Mark the two outer squares with a cross filling the whole square • Connect the circle with the four squares with an arrow each pointing at the squares • Write your closes relatives first name in the lower middle of the paper • Write his / her date of birth in the upper middle of the paper between you name and • the date • 10. Only fulfil task one and two!!

8. B. Communication basics

9. Basics of Communication Always remember! • 70 % • of all our communication efforts are: • misunderstood, • misinterpreted, • rejected, • disliked, • distorted, or • not heard (in the same language, same culture)!

10. Contents-Level SENDER RECIPIENT Feeling Appeal Level MESSAGE Relation-Level Basics of Communication Communication levels

11. Basics of Communication Communication and change management • As soon as change is implemented it comes to a personal level dealing with people! • If organisations change and processes change and are adapted to newer needs people • will have to change. • But: People are afraid of many things … including all sorts of change • You will need strongest communication skills to: • convince people of the need of change • convince people of the positive effects of change • create a win-win situation for all parties involved • … reduce fear of change from all people involved

12. C. Introduction to change management

13. Introduction to change management What is change management? Change management… is the process, tools and techniques to manage the people-side of change processes, to achieve the required outcomes, and to realize the change effectively within the individual change agent, the inner team, and the wider system. There is a tight connection with the concept of learning organizations. Only if organizations and individuals within organizations learn, they will be able to master a positive change. It all centres around the questions: “In order to sustain and grow as an organization and as individuals within; what are the procedures, what is the know-how we need to maintain and where do we need to change?',

14. your country your company YOU! Introduction to change management The three levels of change management • Change – and thus change management (if change can be managed at all) takes place on three levels • the self • the team or the organization (your company) and • the wider system that surrounds the team or the • organization

15. 1. Political skillsBecause companies are by nature political, it's essential to understand organizational dynamics 2. Analytical skillsIntuition and insight aren't good enough. Change agents must conduct sharp analysis. The two most crucial skills are systems analysis and financial analysis. 3. People skillsRelating to people, their needs, fears, and dreams, is essential during a period of change. This is especially true at multinational companies, where cultural, language, political, and religious differences abound. 4. System skillsThis includes issue of understanding processes, including resources and routines intended to produce specified results. 5. Business skillsIt's impossible to succeed without a fundamental understanding of how a business works. This includes insight into the flow of money, knowledge, and data.  Introduction to change management Necessary skills

16. D. Change management steps

17. Change management steps Where you want to be Step of change Strategy / Change Process Where you are now

18. Change management steps The steps of the change process RESULT Situation Analysis Psychosocial Change Implementation Learning Information Concept building

19. Change management steps RESULT Detailed steps for your organization Evaluate Implement and monitor the changes Plan for implementation of changes Receive change requests Definition of change management process Analysis Situation

20. Change management steps The Improvement Cycle (Deming) Plan (What do you want to achieve, how?) Act (Make improvements) Do (Implement) Check (Are you achieving what you wanted to achieve?)

21. Opportunities Threats Strengths Weaknesses Change management steps The strategic management process Environmental analysis Realized strategy Stakeholder analysis Strategic vision Chosen strategy Strategic history Current strategy Organizational analysis Source: Dobson/Starkey, 1993

22. Change management steps Setting targets: SMART • Good performance targets will be SMART: • Specific • Measurable • Achievable • Relevant/realistic and • Timed • If targets are hard to quantify, the definitions of the terms used to describe them are crucial and should be agreed between all concerned. Terms such as 'satisfaction' and 'milestones' are open to different interpretations and may have to be precisely defined for your situation.

23. Change management steps Case study and presentation • All of you might feel the need of change in one or the other situation in your job and your organization… let us work on it. • Define your situation using a situation analysis tool or situation describing tool you might know. If you can’t imagine a tool, just use your creativity and define the target you might have. • What problems might occur on the way from the actual situation to the target? • Task • Prepare a presentation including • definition of a situation you would like to change • definition of the target you would like to reach • possible problems on the way • Prepare a flip-chart presentation not using any letters, words or numbers – only • pictures are allowed

24. E. Analysing Organizations

25. Analysing and Describing General Assessment

26. Analysing and Describing Analysing the History for future Drawing a timeline of your institution • Step 1: Drawing the time line • Alone, think about events that represent notable milestones and/or turning points in • your organization incl. what happened globally • Use a marker to write (or draw) your milestones on the time line which is displayed • on the pinboards • Step 2: Analyzing the time line • Each group will analyze one of the three different time lines • What were important trends are noticed at different times? • What assumptions did/do people make on the future? • How did the trends and assumptions shape what happened next? • Are there important lessons for the future? • What does the institutional time line say about the learning processes within the • organization? • The group should prepare one flip chart that summarizes their main findings.

27. Analysing and Describing Analysing the history for future Drawing a timeline of your institution

28. Analysing and Describing Analysis of participation in an institution

29. Analysing and Describing Systems Thinking • Systemic thinking means considering cause-effect relationships of decisions prior to taking action. • What is the underlying cause for our problem? • What are the positive aspects of doing things the old-fashioned way? • What effects do we expect from reaching our goals? • How does the anticipation of effects influence the status quo? • What question would I like to ask an oracle? • It is easy to use asking yourself the 5 whys Let’s try by asking five whys for a selected problem

30. Change management from steps to tools Organizations: Organizational analysis - SWOT

31. Change management from steps to tools Organisations: Clients and stakeholders - expectation matrix

32. F. Analysing Processes

33. What is a Process? Analysing and Describing INPUT PROCESS OUTPUT A process is an activity, or series of activities, that converts an input, to an output, by doing work.

34. Process Model Analysing and Describing P U B L I c P U B L I C Vision, Mission & Values Strategy Develop- ment Service Develop- ment Servicing Customers Support Support & Enabling Processes

35. Analysing and Describing Phases of Process Analysis Phase 1: Preparation Phase 2: Describing the process Phase 3: Structuring the process Phase 4: Monitoring and adaptation

36. Splitting process up Analysing and Describing • The process you have defined in broad terms now needs to be broken down to a level of detail that allows you to effectively understand and analyse the process. • This activity is often termed 'process decomposition'. The process is likely to break down into: • Major process • Sub-processes • Activities • When describing a process or sub process it is helpful to use the format: • verb + noun Let’s try it !

37. Rich pictures Analysing and Describing • A useful way to start a high level analysis is to identify players in the process. A quick and simple method is to use Rich Pictures - example below shows the players and the key interactions between them for the following simple tea-making scenario: • Hostess asks who would like a cup of tea • Visitors signify whether they want a cup • Host is sent to put kettle on • Hostess gathers information on preferences for sugar and milk • Hostess gets sugar and milk ready • Host brews and pours tea • Hostess puts mugs on tray • Host carries tray back to visitors and hands out mugs Let’s try it !

38. Rich pictures Analysing and Describing

39. Process Flow Chart Analysing and Describing Process Start Connector (or Start/End) Step 1 Operation Step 2 NO Decision Decision YES Process End

40. 80% of problems or errors are often due to only 20% of the causes (The Vital Few) The remaining 80% of causes account for only 20% of the problems or errors Analysing and Describing Pareto Principle – one way to use it 80% 20% 80% 20% Problem Occurrences Causes

41. Please discuss and document the following in your group: Develop a list of processes from you Organisation Show these processes in their interrelationships in a process map Identify those processes which are especially important for managing and ensuring quality in the Ministry /remember the Pareto principle Describe the process in detail using process one of the models introduced Where can you change something to improve the situation Please be prepared to present your results in plenary. Group Work: Processes Analysing and Describing

42. G. Change management tools

43. Change management from steps to tools Self: Creativity and personal growth • Goals and creativityTools that help you to think in a different way and to think about your personal goals in the process: • mind-mapping • brain storming • Walt Disney method • „headstand“ methods • Osborn checklist • Random word method • 635 method • progressive abstraction Personal growthThese tools help you to define your personal vision and to remove the barriers to achieve these

44. Change management from steps to tools Self: Creativity - Walt Disney method • This model has been described by Robert Dilt who tells the story of a business leader who was able to step into different states according to the needs of the moment. • It is a model for effective and creative development of personal and professional plans. It helps you to transfer an idea into the input for a plan. • The model is based on the idea that we can separate any planning process into three stages : • DREAMER • The dreamer is the part in any person or the person in any planning team that is • able to creatively develop new ideas, no matter whether they are realistic or not. • Without the dreamer, there would be no innovation. • REALIST • The realist is the actual planner, or the technocrat. He knows all procedures and is • able to make a detailed plan out of a dream. • CRITIC • The critic looks for what could go wrong with the plan and cares about risks. He • provides input for new dreams.

45. Change management from steps to tools Self: Creativity - headstand The headstand method is based on the idea that many factors influence your thinking and make it almost impossible to free your mind. The headstand method abstracts the problem and frees the mind. It can especially be combined with brainstorming and mind mapping and can easily be used in groups. • How to use the method: • define your problem • turn the problem around to make it the • opposite of the real problem • try to find ideas to solve the newly defined • problem and collect these without • commenting • turn all the solutions around as you did • with your first problem definition • Example: • how can we improve workers performance? • how can we easiest reduce workers • performance in short time? • “no preparation”, “no evaluation”, “no • interactions”, “no motivation”, “late • coming”… • “be prepared”, “evaluate your work”, “be • interactive, “motivate”, “be in time”

46. Change management from steps to tools Self: Creativity - random word method • This method is also based on the idea, that your mind is not really free for new solutions and new viewpoints. The method helps to see problems from a totally new and randomly chosen point of view. • How to use the method: • define your problem • take a dictionary and open it randomly at one page • take your fingertip to chose one word from the side opened and write it down • no matter what the word is, do not change to another! • Try to solve your problem by using the word selected or by developing solutions • starting with the word selected. • Sounds funny? It is… and it helps to be creative!

47. Change management from steps to tools Self: Creativity - Case study • We defined some problems to overcome on the way to your targets. Let us try to find solutions for these change processes. • Task: • build groups of three of four • agree on one problem defined • select one of the method of creativity • try to use it in the group • present your results including problem definition, selected methods, reason for • selecting the method and results.

48. Change management from steps to tools Team: Maps and team learning • MapsThe map is not the territory - how to deal with different perceptions of reality within social relationships. • mental maps • conflict solving - belief • outframing pattern • the wonder question • prisoners’ dilemma • Team learningFor improvement of performance, teams need to learn from what they are doing. Tools help your team to create a spirit in which such learning processes are possible: • Positive Feedback • The fish bowl

49. Change management from steps to tools Team: Maps - mental maps These mechanisms of information processing (simplification, categorization, deletion, distortion, generalization) can be observed on a day-to-day basis. Peter Senge has described the 'Ladder of Inference' which is based on the inner confidence that 'our map of the reality is the truth', and 'the truth is obvious' as a sequence of cognitive steps: • We receive data through our senses (observation). • We select data from what we observe (filter, subtraction). • We add meaning to the data (colour, augmentation). • We draw assumptions on base of the selected data and the • meaning we added. • We adopt beliefs (mental models) about the reality and • continue to select data (as per step 2) that correspond to • these beliefs. • We act upon our beliefs.

50. Change management from steps to tools Team: Maps - the wonder question Ever been stuck in a consultancy or coaching situation in which your client just had a "There is no way out of here" feeling? Whenever you face a situation in which you want to switch your client's attention from problem to the solution state, there are a couple of questions that offer help. Try this one: "Imagine that you wake up tomorrow morning, and everything had changed in the best way that you could imagine. The solution to your problem just would be there. What exactly would you see, hear, feel? How would you recognize that something significant had changed?" You can also do this with your team and even with yourself.