managing to change october 2014

Managing to change; effective change management

by Toronto Training and HR

October 2014

1

CONTENTS3-4 Introduction5-6 Definition7-11 Stages of change12-15 Principles of change management16-19 Steps for effective change20-21 Three-phased approach to managing change22-23 Attitude towards change24-26 Readiness for change27-28 Scales which influence posture towards change29-31 Cultural change32-33 Change agents and change leaders34-36 Competencies and behavioural traits of a change leader37-39 Distinct modes of thinking40-43 Critical success factors and management interventions44-45 An example change management plan46-47 Why do change management plans often fail?48 Case studies49-50 Conclusion, summary and questions

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Introduction

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Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

10 years in banking

15 years in training and human resources

Freelance practitioner since 2006

The core services provided by Toronto Training and HR are:

Training event design

Training event delivery

HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale

Services for job seekers4

Definition

5

• Change management

6

Definition

Stages of change

7

• Unfreezing

• Making the transition

• Refreezing

8

Stages of change 1 of 4

Overcoming resistance; unfreezing

• Provide your rationale

• Be empathetic

• Communicate clearly

9

Stages of change 2 of 4

Overcoming resistance; making the transition

• Explain the benefits

• Identify a champion

• Obtain participative input

• Be aware of the timing

• Maintain job security

• Provide training

• Proceed at a manageable pace

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Stages of change 3 of 4

Overcoming resistance; refreezing

• Indicate the support of top management

• Publicize successes and make mid-course corrections where needed

• Provide employee services

11

Stages of change 4 of 4

Principles of change management

12

• Develop a clear vision for the future

• Ensure people understand they own the future state of the organization

• Establish urgency

• Build a credible winning team

• Educate all employees

13

Principles of change management 1 of 3

• Managers should recognize their role to persuade others to adopt change

• Help employees reach a positive decision to adopt and maintain the change

• Promote confidence and confirmation to sustain the change

• Create short-term wins14

Principles of change management 2 of 3

• Create a culture of continuous quality improvement by evaluating, adjusting and rewarding members of the team

15

Principles of change management 3 of 3

Steps for effective change

16

• Create a ”burning platform,” in other words, an extremely urgent or compelling business case to convey, in the strongest terms, the need for change

• Gather a guiding team/steering committee

17

Steps for effective change 1 of 3

• Have the team create a vision of the future and action plans

• Communicate upcoming changes

• Make change steps easy and clear

• Create ways for quick wins to be seen and felt by those affected

18

Steps for effective change 2 of 3

• Build on the quick wins, learn from the challenges and continue on

• Plan for sustainability

19

Steps for effective change 3 of 3

Three-phased approach to managing change

20

• Creating a climate for change

• Engaging and enabling the organization

• Implementing and sustaining the changes

21

Three-phased approach to managing change

Attitude towards change

22

• Cognitive attitudes

• Affective attitudes

• Behavioural tendency attitudes

23

Attitude towards change

Readiness for change

24

• Definition

• Continuance commitment

• Affective commitment

• Normative commitment

25

Readiness for change 1 of 2

• Appropriateness

• Management support

• Personal efficiency

• Self-efficacy

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Readiness for change 2 of 2

Scales which influence posture towards change

27

• Scale 1; dominance

• Scale 2; influence

• Scale 3; steadiness

• Scale 4; compliance

• Scale 5; motivational intensity

28

Scales which influence posture towards change

Cultural change

29

• Importance of culture

• The optimum culture

• Difficulties involved in changing culture

• How to change the culture

30

Cultural change 1 of 2

Bringing the desired culture to life

• Role model the kind of culture you want to have

• Tell stories

• Small, easy actions

• Rewards and penalties

• Align systems and processes

31

Cultural change 2 of 2

Change agents and change leaders

32

• Change agents

• What does a change agent actually do?

• Personal characteristics of change leaders

• Questions for change leaders

33

Change agents and change leaders

Competencies and behavioural traits of a

change leader

34

Competencies

• Adaptability

• Communication

• Development of others

• Leadership

• Personal development

• Production

• Relationships

• Task management

35

Competencies and behavioural traits of a change leader 1 of 2

Behavioural traits

• Accommodating

• Assertiveness

• Attitude

• Decisiveness

• Energy level

• Independence

• Manageability

• Objective judgement

• Sociability

36

Competencies and behavioural traits of a change leader 2 of 2

Distinct modes of thinking

37

• Emotional brain

• Rational brain

• System one and system two

• The elephant and the rider

38

Distinct modes of thinking 1 of 2

Components of the change management framework

• Motivating

• Directing

• Shaping the path

39

Distinct modes of thinking 2 of 2

Critical success factors and management

interventions

40

• Having a clear vision of the future state

• Creating and disseminating a plan of action

• Establishing a knowledgeable leadership (guiding) team

• Defining communication strategies

41

Critical success factors and management interventions 1 of 3

• Establishing and communicating where/how people can get help

• Being prepared to train, retrain and provide technical assistance

42

Critical success factors and management interventions 2 of 3

People-related factors

• Change creates uncertainty

• People are afraid of loss

• Team pressure to resist change is powerful

• Employees may believe that proposed change is not in their best interests and/or that of the employer

43

Critical success factors and management interventions 3 of 3

An example change management plan

44

• Phases of change management

• The change management strategy

• Roles of department manager/champions

• Cascading down training

• Post-implementation support

45

An example change management plan

Why do change management plans often

fail?

46

• Change plans do not include those affected early enough in the planning

• Change plans do not consider ”human factors,” i.e., motivations and human behaviours

47

Why do change management plans often fail? 1 of 2

• Individual barriers to change are not directly addressed

• Sustainability is not built in from the beginning

48

Why do change management plans often fail? 2 of 2

Case study

49

Conclusion, summary and questions

50

Conclusion, summary and questions

Conclusion

Summary

Videos

Questions

51