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Sustaining Change

Sustaining Change. Sustainability Workshop May 21, 2010 Facilitator: Dan Belanger. Sustainability Reliability. Change Exercise . Exercise Change. Why Do People Resist Change?. Communication Issues Organisational/Environmental Issues Skills Issues Group Psychological Issues.

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Sustaining Change

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  1. Sustaining Change Sustainability Workshop May 21, 2010 Facilitator: Dan Belanger

  2. Sustainability Reliability

  3. Change Exercise Exercise Change

  4. Why Do People Resist Change? Communication Issues Organisational/Environmental Issues Skills Issues Group Psychological Issues

  5. The 8-Step Process of Successful Change

  6. First, Set the Stage 1. Create a Sense of Urgency. 2. Pull Together the Guiding Team.

  7. Then DECIDE WHAT TO DO 3. Develop the Change Vision and Strategy.

  8. MAKE IT HAPPEN! 4. Communicate for Understanding and Buy-in. 5. Empower Others to Act. 6. Produce Short-Term Wins. 7. Don’t Let Up.

  9. MAKE IT STICK! 8. Create a New Culture.

  10. Think back … Make a few notes about the change: What was the change? Who was involved? Was it a success or failure or in between? Why do you categorize it as such? Share at tables brief overview of project

  11. Decide What to Do Develop the Change Vision and Strategy On a 1 to 10 cycle with 1 being the worst and 10 being the best: How did your project rate in deciding what to do Learnings?

  12. Make It Happen Communicate for Understanding and Buy In Understand and accept vision and strategy Empower Others to Act Remove barriers Produce Short-term Wins Visible, unambiguous successes ASAP Don’t Let up Press harder and faster Page 131 On a 1 to 10 scale with 1 being the worst and 10 being the best: How did your project rate in making it happen Learnings?

  13. Education and Communication Methods for responding to resistance to change……

  14. Participation and Involvement Methods for responding to resistance to change……

  15. Facilitation and Support Methods for responding to resistance to change……

  16. Model For Improvement Remove Barriers Remove barriers to removing barriers Quick Wins Testing Changes with a pedigree What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in improvement? Act Plan Study Do

  17. Repeated Use of Cycle Learning from Data Implementation of change Wide-scale tests of change Follow-up tests A P S D Very small scale test Changes That Result in Improvement A P S D D S P A A P S D Hunches Theories Ideas

  18. Negotiation and Agreement

  19. Manipulation and Co-optation

  20. Explicit and Implicit Coercion

  21. More Ideas…… Change your perception of and reaction to resistance to change….. • Revel in the pushback • Gently confront the resistance • Respect the resistor • Don’t label them negatively • Embrace and use their knowledge

  22. Change your perception and reaction Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W. Ask yourself two questions… Why am I seeing this behavior as resistance? If I viewed the resistance as feedback, what could I learn about how to refine the change effort? Resistance is a resource and channeled energy

  23. Boost Awareness Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W. Explain what is changing Staff need opportunity to process the change Drop down 2 levels… Keep the dialogue open

  24. Return to Purpose Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W. Explain why………(jobs are being changed…) Listen---to better understand the implications

  25. Change the Change Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W. Look for the pitfalls Be willing to change the change as long as it fulfills the purpose (—or the why)

  26. Build Participation and Engagement Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W. Elicit ideas Idea list Elicit concerns Worry list Listen…..and work the lists!

  27. Complete the Past Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W. Uncover past failures OR Quality Baggage….. Ask about the history Heal the past---make it right.

  28. Make it Stick Make It Stick Create a New Culture Page 131 On a 1 to 10 scale with 1 being the worst and 10 being the best: How did your project rate in making it stick? Learnings?

  29. Sustainability Reliability

  30. Reliability The extent of failure-free operation over time. David Garvin

  31. Reliability Concepts Phrased as questions: Do you have a system (process) in place? Does it fail? Do you catch the failures? Do you use that information to fix the system?

  32. Design Strategy Prevent Initial Failure Segmentation Using intent and standardization Identify failure and mitigate Human factor changes Redundancy function Redesign from failure modes Identify critical failures and then redesign

  33. High Reliability Organizations (HRO’s) Preoccupation with Failure Reluctance to Simplify Sensitivity to Operations Commitment to Resilience Deference to Experts

  34. Closing Most people don’t mind change….. they mind being changed (especially without notice or purpose)

  35. Resources and References Kotter, J and Rathgeber, H. (2006) Our Iceberg is Melting Lippit, Mary. Managing Complex Organizational Change Taylor, M. S. and Tekleab, A.G. (2004), Taking Stock of Psychological Contract Research in Coyle-Shapiro, J., Shore, L.M., Taylor, M.S., Tetrick, L.E. (2004) The Employment Relationship, New York, Oxford University Press Inc  Weick, K.E. (1996), Drop Your Tools: An Allegory for Organisational Studies, Administrative Science Quarterly, June 96, Vol 41, issue 2, p301  Weick, KE and Sutcliffe (2007) Managing the Unexpected; resilient Performance in an Age of Uncertainty Zaltman, G. and Duncan, R. (1977) Chapter 3, Resistance to change, in Strategies for Planned Change, New York, Wile

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