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Techniques to Foster Change
Patti Bullerman, Sr. Change Management Leader
February 18, 2020
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Overview
− Robust Process Improvement® (RPI®)− Our Journey
− Meeting Basics− Facilitating Change− Plan− Inspire− Launch− Support
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Robust Process Improvement (RPI)Our journey…
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Our Journey– 2008– Enterprise-wide initiative– Blended approach– Goals:
– Improve efficiency of internal operations– Increase customer satisfaction– Increase the quality of products and services
– Systematic approach to solving complex problems– Helps guide improvement teams
Change Management
Six SigmaLean
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Good Foundation
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PAGER
−Purpose− What is the meeting about?
−Agenda− How are we going to get it done?
−Ground Rules− What rules will we live by during our meeting?
−Expectations− What is our goal today?
−Roles− Who’s who?
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Introductions and Icebreakers
−Begin your meeting with introductions−Do an icebreaker to get the conversation going− Make sure the icebreaker is specifically focused on
objectives and appropriate to the group− Fast, fun and easy− Can help diffuse potential tension and emotional
barriers to success− Ask for expectations
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Consensus
− Everyone sees eye to eye
− A vote− Majority rules
− Everyone agrees to move forward with the decision
− Everyone personally accepts the decision and can support it
− Everyone’s concerns were heard and considered
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Fist to Five
Totallyagainst
Don’t like it
Needs more
discussion
Okay with
it
Like it Love it
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Parking Lot
−Relevant but outside the scope of the meeting−Address at end of the session
Use the Parking Lot to keep team focused and on track.
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WWW: What / Who / When
Simple action plan that asks:
−What needs to be done?
−Who is responsible?−When is it due?
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Change ManagementFacilitating Change™ Model
Plan Your Project
Inspire People
Support the Change
Launch the Initiative
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Facilitating Change™ Model− Plan Your Project
− Assess the Culture− Define the Change− Assemble a Strategy− Engage the Right People− Brainstorm Barriers to Success− Build the Need for Change− Paint a Picture of the Future State
− Inspire People− Make It Personal− Solicit Support and Involvement− Look for Resistance− Lead Change
− Launch the Initiative− Align Operations and
Infrastructure− Get the Word Out
− Support the Change− Permeate the Culture− Monitor Progress− Sustain the Gains
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Define the Change
− What is the project definition and scope?− What’s changing? What’s not changing?− What do we want our project to be known for?
“If I had an hour to save the world I would spend 55 minutes defining the problem and 5 minutes finding solutions.”
– Albert Einstein
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Using this tool challenges teams to align everyone’s perceptions of what the project is about, using key words and phrases important to the initiative
15 Words
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Engage the Right People
− Leadership commitment and visible support are essential for success
− Identify and engage key stakeholders as well to ensure those closest to the issue are involved in the improvement efforts
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ARMI Analysis− A = Approver. Stakeholders
who approve and make decisions
− R = Resource. Ad Hoc Members. Stakeholders with process/content expertise that could contribute to the project’s success, but who are unable to attend every team meeting.
− M = Member. Stakeholders with critical knowledge of the problem or process who will fully participate in the action items and work plan.
− I = Interested Party. Anyone interested in the project work or its outcome.
KeyStakeholders
Role in Project by Phase
Start Up Implementation Evaluation
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Build the Need for Change− Don’t assume the need for
change is obvious− Validate why the project is
important− Answer the question,
“Why are we changing?”− Increase dissatisfaction
with the current state and make people want to change
− Create a sense of urgency
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Threat vs. Opportunity Matrix
Threatif we do nothing
Opportunitywith success
Shor
t Ter
mLo
ng T
erm
1 2 3To use this tool:−Define “short term”
and “long term”−Brainstorm threats
if you do nothing−Brainstorm
opportunities with success
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Paint a Picture of the Future State
“A rock pile ceases to be a pile of stones the minute someone conceptualizes it as the building blocks of a majestic cathedral.”
Adapted from Antoine de Saint-Exupéry(A French writer, poet, aristocrat, journalist, and
pioneering aviator. June 29, 1900 – July 31, 1944)
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More Of / Less Of
More Of Less Of
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Solicit Support and Involvement
Define the project and stress why it’s important− Share the vision for the future− Identify the role of key stakeholders− Gain approval for messaging
Share a Clear and Concise Message
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Solicit Support and Involvement
Who can you count on to support the project?− Bring together work teams if needed− Validate and recognize grass-root
efforts− Reward those who get on board
early− Seek out celebrity endorsers
Form Coalitions of Supporters / Endorsers
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Stakeholder AnalysisFor each stakeholder, the tool helps identify:− Current level of support
and where you would like them to be
− Their individual issues or concerns about the project
− Wins or benefits from the project
− Actionable items or strategies to influence stakeholders
Stakeholder Name
Res
ista
ntSk
eptic
alN
eutr
alSu
ppor
tive
Enth
usia
stic
Issues or Concerns “Wins”
Action Item / Strategy to Influence
1 2 3 4
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Elevator Speech
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Get the Word Out
−Start with an Elevator Speech−Develop a strategy for how,
when, where and why to communicate
−Tie your change messages together− Define the change− Build the need for change− Paint a picture of the future state− Solicit support and involvement
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Get the Word Out
Tell your audience not only what they need to know, but also what they wantto know.
Evaluate your Communication Strategy Routinely
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Sustain the Gains
− Create short-term successes
− Don’t let up!− Energize
stakeholders− Keep leadership
involved
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Sustain the Gains
If you don’t actively support
change,it won’t sustain!
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Helping / Hindering
This tool helps teams answer the questions:−What are the positive
forces that can help sustain the change?
−What are the negative forces that are working against the change?
HELPING HINDERING
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Visit today:www.linkedin.com/showcase/everyday-rpi/
Introducing Everyday RPIA LinkedIn blog focusing on connecting and sharing best practices with other quality and process improvement colleagues.We know that together we can realize our vision that all people always use RPI® to improve processes, products and services.
Follow the blog and join the conversation today!
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