acm summit change management presentation
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Change Management forAcquisition Career Managers
Understanding the impact of change and how to
obtain buy in from our customers
December 7, 2011
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Why Is This Important?
The amount of change in our Agencies at themoment is phenomenal
Acquisition Career Managers are on the receiving
end of changes, and they also have to lead
them!
People react to change differently
Resistance can cause change to fail
Excellence as ACMs involves Change Leadership
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Some Definitions
Change Agent: People who act as catalysts for change
Someone who directly or indirectly causes change
Change Leader:
Ability to energize groups who will be implementing
change projects that they may or may not have bought
into
A leader who creates a vision to guide people, through
inspiration and commitment
A leader who initiates and manages the change process,
and energizes it on an ongoing basis, removing
roadblocks and/or accelerating its pace
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Types of Change
Type IThat which is done to us. Very few people like this type of change!
It violates our sense of independence, freedom and control of our own
destiny
Most likely to resist within the context of organizational change
Type IIThat which we do to ourselves. This type of change is very different
We're in control. We're deciding for ourselves that doing something different
is necessary
Because it's our decision, we don't "resist" our decision to change
Type IIIThat which we do to others. Change from the other side of the fence
If we're inflicting Type III Change, then its perceived by the receiver as
Type I Change
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Dimensions of Change
20% Rational
What should the new
policy be ?
Is the new approach
really better?
40% Political
Is there a risk for
my position ?
What will my powerbe tomorrow?
Case for change Structure & Ratios Roles Measures Sizing Skills & Knowledge
How does power shift? How big is my budget? How will my customers react?
40% Emotional
Is the effort worth it ?
Am I going to be
successful ?
How will I look in the
future ?
How will this affect me?
Will I have a job? How will my career develop?
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Dimensions of Change for ACMs
CHANGE
ACM OFPP/FAI
Acquisition
Workforce
Agency
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Dimensions of Change for ACMs
Change
Leadership
Policy Three tier
certification
Ambiguity
Process New procedures
Ambiguity
Technology New systems
New tools
Ambiguity
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Change for ACMsIndividual Change
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Individuals and Temperament
NOTE: Introduction to Temperament, Hile Rutledge
NF - Idealists NT - Rationalists
Eat Sleep and Breathe
Personalization
Motto
Im an NF, and Im here to help
Achilles Heel Guilt
Eat Sleep and Breathe
Complexity
Motto
Why?
Achilles Heel Incompetence
SJ -Guardians SP - ArtisansEat Sleep and Breathe
Procedures
Motto Dont change what isnt broken
Achilles Heel
Disorder/Disorganization
Eat Sleep and Breathe
Now
Motto If all else fails, read the directions!
Achilles Heel
Routine/inactivity
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Temperament and Change
NF IdealistsTo whom? NTRationalistsWhy?
Need to know who will be affected and how
and why its meaningful
Change must support their value systems
Must be for the good of the organization and
the people
Manage impact to organizational atmosphere
Give them the big picture first
Resist if it seems illogical, unreasonable or
unfair
Logical reasons for the change and a clear
strategy and path forward
Need to know their analytical abilities will
be valued in the new order
Sense of competence and task mastery
Need to see big picture, starting with goal
and why its important
SJGuardiansHow? SPArtisansWhat?
Need to know rationale and benefits
Need to know what the plan is
Need the opportunity to preserve what workswell
Incremental change anchored by current
realities
Need a sense of belonging throughout the
change
Need to know step by step instructions of how
to do new things
Resist if not been involved upfront
Desire to be where the action is
Need something to do right away Flexibility and options designed into the
change
Hands on approach to trainingon the job
Lets get on with it!
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What's happening for the ACMs?
NOTE: William Bridges, Managing Transitions
Reconcile Reorient Recommit
Policy enforced on them
Indignation because not involved in
the decision
Confusion over day to day impact
Anxietywill there be an impact to
my job?
Feeling of lossliked the old
certification approach
Confusion over how to sell this new
policy to the Acquisition Workforce
Anxiety over day to day impact
Creative ideas for helping Acquisition
Workforce see the benefits
Improved understanding of
advantages of new certification
approachreduced anxiety
Institutionalized processes
Benefit for the Acquisition Workforce
is visible
Endings
New Certification Policy
Neutral Zone
Transition to new policy
New Beginnings
New policy is institutionalized
Desired &
Eventual
ProductivityDenial
Shock
Anxiety
Confusion
Anger
Avoidance
Resignation
Undirected EnergyCreativity Conflict Stress
Acceptance
Impatience
Hopeful/Skeptical
Relief/AnxietyExcitement
Trust
Enthusiasm
Original
Productivity
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Change for theAcquisition Workforce
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Whats happening for the
Acquisition Workforce?
Reconcile Reorient Recommit
Resistance to learning something new
Indignation because not involved in
the decision
Confusion over day to day impact
Anxietyhow will I fit this in with
everything else on my plate?
Feeling of lossliked the old
certification approach
Conflictisnt there another option?
Confusion over new certification
requirements
Creative ideas for how to fit
certification in schedule
Improved understanding of
advantages of new certification
Reduced anxiety due to engagement,
training, learning
Institutionalized processes
Improved career development and
skills
Endings
New Certification Policy
Neutral Zone
Transition to new policy
New Beginnings
New policy is institutionalized
Desired &
Eventual
ProductivityDenial
Shock
Anxiety
Confusion
Anger
Avoidance
Resignation
Undirected EnergyCreativity Conflict Stress
Acceptance
Impatience
Hopeful/Skeptical
Relief/AnxietyExcitement
Trust
Enthusiasm
Original
Productivity
NOTE: William Bridges, Managing Transitions
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Resistance
Leaving comfortable policies, systems, processes, etc.Impact to credibility or reputationConcern about career or financial advancementHeightened / expanded performance requirements
The need to prove yourselfagain in a new contextImpact to job role
NOTE: 20/60/20 rule 20% will get on board immediately
60% will be on the fence and look to the leaders for when andwhether to followthey will get on board eventually
20% will never get on board
AMBIGUITY ANXIETY RESISTANCE
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Examples of resistance
We tried that before.
It costs too much.
Its too radical a change.
Theres not enough help.
Weve never done it before.
Theres not enough time. Lets get back to reality.
Thats not our problem.
Why change it? Its still
working OK.
I dont like that idea.
Youre right, but
Youre two years ahead of your
time
Were not ready for that.
Sounds OK but impractical.
It might not work.
Not that again!
We did all right without it.
Its never been tried before.
Lets shelve it for the time being.
What you are really saying is Maybe that would work in your area
but not in mine.
Its impossible.
Youre not here to think.
Cant teach an old dog new tricks.
Lets wait until the next generation.
Its too early to think about it.
Its too late to start.
Weve always done it this way.
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Moving People Forward
Emotion
(Appeal) Create passion for the
change
Make it meaningful
Direction
(Achievable) Provide the Path
Describe the big picture
Describe the steps
Information
(Analysis) Provide information
Provide rationale
Make it logical
ENGAGEMENT
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Information
Provide information as early and regularly as possible
Provide the logic behind the change
Provide the business case
Describe the bright spots Not just what problem the change will solve
Also what the future will look like and why it will be better
Provide detailed guidance
Need a compelling vision, and yet the devil is in the details
Provide clarity to manage ambiguity
Change has to make sense.and the fact that change is
logical is not enough.!
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Emotion
Engage users early and often at all levelsMotivation is key
Make change manageable
Take small steps so that the change is not overwhelming
Make the change seem smaller than it is
Generate hope
Make change a matter of identity, not consequence
Who am I?
What kind of situation is this? What would someone like me do in this situation?
Change has to be meaningful.and yet this is still not
enough!
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Direction
People need to see the vision, the goal, the big picture
They will also default to taking the easiest path
Tweak the environment to make changing easier, and the status
quo harder
Re-shape the path to fit the needs of the change Rally people in support of the change
Be specific
Show people the right way to do the new thingcreate new
habits
Give them details
Reduce complexity and provide simplicity and clarity
Need all three for change to be successful!
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How To Deal With Resistance
Acknowledge: Tell the person your perception of resistance Be clear, specific, and honest Be empathetic
Investigate:
Identify main source of resistance Encourage person to talk about feelings
Listen
Isolate and work individual issues
Reinforce: Reinforce the positive aspects of change
Explain reasons for change
Use clear arguments
Gain acceptance
Dont take resistance personally!
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CommunicationUseful Tools Listen actively Listen attentively Listen with empathy
Listen
Notice and comment on behavior De-emphasize comments about the individual
Behavior vs. person
Express the effect and the personal impact Avoid phrases beginning with You
IMessages
Ask What is their contribution? Ask How they contribute to the situation?
Contribution
Feelings and Thoughts Ask What do you think? Ask What do you feel?
Magic of Pretending Use the concept Lets Suppose Help them imagine ideal outcomes
Options Emphasize multiple options Always consider three options
Avoid and eliminate asking Why? Ask instead What, Where, How, Who, Which,
When?
Open-Ended Questions
REMEMBERits better to over communicate!
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Change for theOrganizational System
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Exercise 4
Practicing communication styles: Find a different partner again
Take it in turns to practice delivering the messagesaround the new certification program using different
tones, words, styles, etc. Have the other person describe the impact that the
different approaches have on them
Take it in turns
Be prepared to share themes
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Impact to the OrganizationExternal
Environment
Mission &
Strategy
LeadershipOrganizational
Culture
Structure
Task & Individual
Skills
Management
Practices
Work Unit
Climate
Motivation
Individual &
Organizational Performance
Systems (Polices
& Procedures)
Individual
Needs & Values
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In Conclusion
Changes have impacts in many areas For Individuals
For the Customer
For the Organization
Change causes ambiguity, uncertainty, anxiety andresistance
Communicate, Communicate, Communicate
Excellent Managers are also Change Leaders!!