change management by catherine adenle

Change Management

Understanding, Initiating and Managing Organizational Change

By Catherine Adenlehttp://catherinescareercorner.com

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Aim


This presentation is a collection of ideas, approaches, tips and resources for leaders at all levels leading and driving organizational change or transformation.

It lays out a clear roadmap for initiating, driving and achieving change.

Leaders see, they feel, they change.

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What happens during change and what should be done?

Agenda

What is change and why change?

How can change be introduced and managed?

Managing resistance and facilitating ‘buy-in’ during organizational change

Best practice and the don’ts of change management

Summary, resources and further readings


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Change management is a structured approach to transitioning individuals,

teams, and organizations from a current state to a desired future state.

What is change management?


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• “It is not the strongest species that survive, nor the most intelligent, but the ones who are most

responsive to change” • Charles Darwin

• “Change your thoughts and you change your world”

• Norman Vincent Peale

Change quotes


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• Environment – internal or external factors

• Systems• Processes• Culture• Things could be better• Mergers• Acquisitions• Continuous improvement• Take over

• Competition• Innovation• Upgrades• New strategy• Outsourcing• Off-shoring• Economy• New technology• Centralization• Restructuring

Why change?No change is without a purpose


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Few changes over the years

Nobody can go back and start a new beginning, but anyone can start today and make a new ending.


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A changing perspective


Copyright 20099

Change processAdapted from Kurt Lewin’s Model

Unfreeze

Stability

Refreeze

Stability

Unfreezing/Change

ChaosUnpredictabilityNo controlConfusionLoss-AttachmentFearShockAnger

Desired Situation

Undesired Situation


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Change curve…and 3 support stages

Information/Communication

Emotional support

Guidance/Directions


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5 phases of change

Only if change managers understand these phases of change, and only if they act

accordingly, they will be able to successfully manage change processes without

obliterating peoples motivation and commitment.


Facts about changeDifferent people react differently to change.

Change often involves a loss, and people go through the "loss curve."

Most change succeeds or fails on the cooperation of the people who must implement the change.

The key question asked or unasked on everybody’s mind about change is “What’s in it for me?” (known by many as WIIFM.)A “few” people and groups are almost always pivotal to a smooth and effective change implementation.Leadership is the key to successful change management

Everyone has fundamental needs that have to be met .A clear plan of action is needed for each group/individual who needs to move up in their support level for the change in order for it to succeed.Communication and support are key ingredients when implementing change.


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• What do we need to achieve? • Why?• How?• When?• Who will be affected?• How will they react?• How do we support the people affected?• Do we have the resources to manage the change?• How do we communicate the change and facilitate buy in?• How do we deal with resistance?• What part of the change do we need help with?• How do we know what success is and how is it going to be

measured?• After the change, then what?

Questions to ask before change


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1 •Build trust – be open and honest

2 •Build a compelling, logical case for organizational change

3 •Match actions and words

4 •Involve the people affected

5 •Communicate a sense of confidence

6 •Repeat your main messages

Introducing change?


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Assemble the puzzle and walk your way through8 Steps to a successful change

1. Establish a sense of urgency

2. Create a guiding coalition

3. Develop a vision and strategy

4. Communicate the change vision

5. Empower broad-based action

6. Generate short-term wins

7. Consolidate gains and produce more change

8. Anchor new approaches in the culture


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• Step 1: People start telling each other, “let’s go, we need to change things!”

• Step 2: A group powerful enough to guide a big change is formed and they

start to work together well.

• Step 3: The guiding team develops the right vision and strategy for the

change effort.

• Step 4: People begin to buy into the change and this shows in their

behaviour.

• Step 5: More people feel able to act, and do act, on the vision.

• Step 6: Momentum builds, as more and more people try to fulfill the vision,

while fewer and fewer resist change.

• Step 7: People make wave after wave of changes until the vision is fulfilled.

• Step 8: People keep behaving in new ways despite the pull of tradition,

turnover of change leaders, etc.

Each of those steps will help create a new behavior toward change

Following the steps: Behaviours


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• Do you have a clear definition and vision of what needs to change, why, how and what the benefits of change will be?

• Have you assemble your change management team?• Do you have the resources (technical and leadership

capacity/bandwidth)to carry through and lead the change?• Have you planned the communication to all stakeholders?

Communication becomes critical. • - Communicate only what you know to be true • (not what you speculate). • - Be sure your management approves of what you are communicating before

you start communicating. • - Communicate what you do know as soon as you know• - Communicate with your audience in mind. Tailor communications (same facts

different emphasis) to each affected group. • - Communicate using multiple mediums (one on one, small group, large group,

phone conference, written information, etc.) through focus groups, discussions, presentations, blogs, postings, videos, intranet etc..

• - Be prepared to answer questions. Significant communication should be scripted accompanied by a companion set of questions and answers for all presenters.

• - Once you start the communication, cycle back to listening. • - The more resistance, the more you must listen and communicate.

Are you ready?


1. Understand the psychology of organizational change.

2. Think strategically and make your messages clear.

3. Listen. 4. Build engagement. 5. Get the right message to the right audience. 6. Communicate, communicate, communicate. 7. Use the right communication channels. 8. Use story-telling to paint a picture. 9. Make it easy for managers to communicate

effectively. 10. Measure results and celebrate success.

More on change communication10 steps to minimize negativity and resistance


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Change communication model


Questions to increase engagement

• What do you think about this change? • How do you feel about this change? • What do you see your role as in this change? • What is your opinion about this change? • What is your experience with this type of change? • What are you working on and how will you be impacted by this

change? • What are your ideas about this change? • Would you change anything about this change? • Why do you think this change is needed (or not)?

Important note… Ask these questions and listen. No interruptions. No, “yeah, but…” Nothing. Nada. Zip it. Listen authentically. The group or person you are talking WITH will recognize your sincere intent which establishes connection — the foundation of any successful change.

Melissa Dutmers, FAST COMPANY

Ask your staff these questions:


http://www.fastcompany.com/user/182844

http://www.fastcompany.com/user/182844

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CHANGE

• External• Organisational• Quicker• More visible• More predictable• Physical• Tangible

• Internal• Personal• Slower• Less visible• Less predictable• Psychological• Intangible

TRANSITION

Change vs. TransitionChange is the shift, transition is the process of one state of being to another


Barriers and resistance to change• Fear• Anger• Habits• Negative thinking• Attitude• Culture• Subjectivity• People• Emotions• Poor planning

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(1)Parochial self interest(2)Misunderstanding (3)Low tolerance of change(4)Genuine Disagreement


“The normal reaction to change is resistance.”

Overcome Resistance: 1 method, 5 tools

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Education

Facilitation Cooptation

Participation

Coercion

Negotiation


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Change Manage

ment

5 B’s of executive buy-in


Best Practice of change management

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• Have a reason for change, build a business case• Have a roadmap, set stage for change – plan• Be open, honest and transparent – don’t hide bad news• Be generous with the time and effort on handling change correctly • Plan your communications properly : keep the information flow

frequent to all stakeholders and listen• Form a steering committee comprising of representatives of all the

parties to be affected by the change and involve them in its planning and implementation at the earliest stages

• Leverage employee knowledge and empower• Visible leadership, out of the boardroom to the shop floor, be

available and keep an open door policy• Explore resistance to change and derive solutions accordingly• Motivate and gain commitment • Coach and support people • Recognise and reward achievements• Make change stick - Incorporate new values and attitudes and

weave into culture

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• Lack of proactive leadership or strategy• Not managing the people side of change or change

resistance• Lack of consistent leadership• Poor communication, planning, support and monitoring• Insensitive, brash approach and lack of recognition or reward• Apathy• De-motivated staff kept in the dark• Lack of time, capacity, budget etc.• Short-term approach to change, stressed out staff• Lack of staff buy-in• Lack of initiative to “do something different”.

These factors for failure then lead to the ‘tread-mill effect’,setting up a vicious circle

• No time for reflection, planning and learning• No improvement in idea, design and implementation• Increasing need to do something• Increasing failure and unplanned consequences

Factors for failure


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Don'ts of change management

Don’t just think that change will

automatically happen – it needs

work.

Don’t ignore rationale concerns, address and derive

solutions.

Do not do a management high

up selling alone. You need to sell change to all your staff and

stakeholders.

Don’t start any change

management without a business

case and a roadmap.

Don’t do it on your own, you need

supporters!


Don’t ignore communication and support. You need both for change to

stick.

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Change management summary

Change is difficult because of emotions

People will react differently but generally follow the same

pattern

Accept that fear, denial, anger, resistance is normal and do things

to help (yourself or your staff)

Carefully look for the opportunities: they will be

there

Focus on removing fear: most other behaviours seems to stem

from this

Good information and communication is essential: people are good at dealing with change if

they know what is changing


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Resources and further readings


• Fast Company Change Management and Organizational Change Read the latest in content related to Change Management and Organizational Change from Fast Company magazine.• AHS Communication plan and example: http://www.ahscommunications.com/images/Communication_Plan_Template_and_Example.pdf• AHS Change Communication, key messages and persuations: http://www.ahscommunications.com/images/Communication_Brief_10-08_.pdf• Making sense of change management: a complete guide to the models, ...Esther Cameron, Mike Green -• Change management: the people side of change Jeff Hiatt, Timothy J. Creasey• Change Management: A Guide to Effective Implementation Rob Paton, James McCalman • Change management excellence: using the four intelligences for ...Sarah Cook, Steve Macaulay, Hilary Coldicott• Change Management Stella Louise Cowan

http://www.fastcompany.com/tag/change-management



http://www.fastcompany.com/guides/change.html

http://www.ahscommunications.com/images/Communication_Plan_Template_and_Example.pdf

http://www.ahscommunications.com/images/Communication_Plan_Template_and_Example.pdf

http://www.ahscommunications.com/images/Communication_Brief_10-08_.pdf



http://books.google.co.uk/books?id=6ntE9TLr7YYC&printsec=frontcover&dq=change+management&hl=en&ei=03WbTKP3N4Wdlge04vT5CQ&sa=X&oi=book_result&ct=result&resnum=1&ved=0CDcQ6AEwAA





http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Esther+Cameron%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CDgQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Esther+Cameron%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CDgQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Mike+Green%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CDkQ9Ag

http://books.google.co.uk/books?id=zQTy8mk8kZYC&printsec=frontcover&dq=change+management&hl=en&ei=03WbTKP3N4Wdlge04vT5CQ&sa=X&oi=book_result&ct=result&resnum=2&ved=0CD0Q6AEwAQ




http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Jeff+Hiatt%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CD4Q9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Jeff+Hiatt%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CD4Q9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Timothy+J.+Creasey%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CD8Q9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Timothy+J.+Creasey%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CD8Q9Ag

http://books.google.co.uk/books?id=HA0FQOWx8ngC&printsec=frontcover&dq=change+management&hl=en&ei=03WbTKP3N4Wdlge04vT5CQ&sa=X&oi=book_result&ct=result&resnum=3&ved=0CEMQ6AEwAg




http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Rob+Paton%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CEQQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Rob+Paton%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CEQQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22James+McCalman%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CEUQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22James+McCalman%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CEUQ9Ag

http://books.google.co.uk/books?id=Y9BcWvY-0SMC&printsec=frontcover&dq=change+management&hl=en&ei=03WbTKP3N4Wdlge04vT5CQ&sa=X&oi=book_result&ct=result&resnum=5&ved=0CE8Q6AEwBA



http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Sarah+Cook%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CFAQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Sarah+Cook%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CFAQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Steve+Macaulay%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CFEQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Hilary+Coldicott%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CFIQ9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Hilary+Coldicott%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CFIQ9Ag

http://books.google.co.uk/books?id=bxxineQmFFoC&printsec=frontcover&dq=change+management&hl=en&ei=03WbTKP3N4Wdlge04vT5CQ&sa=X&oi=book_result&ct=result&resnum=7&ved=0CFwQ6AEwBg

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Stella+Louise+Cowan%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CF0Q9Ag

http://www.google.co.uk/search?hl=en&tbs=bks:1&q=inauthor:%22Stella+Louise+Cowan%22&sa=X&ei=03WbTKP3N4Wdlge04vT5CQ&ved=0CF0Q9Ag

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Resources and further readings contd.Leading Change : Overcoming the Ideology of Comfort and the Tyranny of Custom, by James O'Toole, 302pp., Jossey-Bass, April 1995

Leading Change: Why Transformation Efforts Fail, by John P. Kotter, 187pp., Harvard Business School Press, September 1996

The Heart of Change: Real-Life Stories of How People Change Their Organizations, by John P. Kotter and Dan S. Cohen, 208pp., Harvard Business School Press, August 2002

The First 90 Days: Critical Success Strategies for New Leaders at All Levels, by Michael Watkins, Harvard Business School Press, 2003

Good to Great: Why Some Companies Make the Leap, and Others Don't, By Jim Collins, 320pp., Harper Collins Publishers, Incorporated, October 2002

Useful website with free tools: http://www.businessballs.com/changemanagement.htm

http://www.changr-management-toolbook.comsign up for its free monthly newsletter!


http://www.businessballs.com/changemanagement.htm

http://www.businessballs.com/changemanagement.htm

http://www.changr-management-toolbook.com/

31 Copyright 2009

Questions?


catherinescareercorner

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