dysfunction junction: managing change overload...2014 © acmp all rights reserved | #acmp2014 11...
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2014 © ACMP All Rights Reserved | #acmp2014
DYSFUNCTION JUNCTION: MANAGING CHANGE OVERLOAD
JESSICA BRONZERT LINDA HOOPES, PHD
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ADAPTATION CAPACITY – WHAT IS IT?
• Adapting to change = closing the gap between expectations and reality
• Adaptation requires energy (emotional, mental, physical)
• Bigger disruptions use more energy • The human capacity to absorb change is ]inite
—when it is depleted, dysfunction (unproductive behavior) occurs
• Capacity ≠ resources
Material on this slide adapted from and used under license from Conner Partners.
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THINK OF CAPACITY LIKE A SPONGE…
People who are overloaded can only process 20% of information. They lose 80% of their ability to hear, understand, and remember.
I can only hold so much “water”…
Material on this slide adapted from and used under license from Conner Partners. SpongeBob SquarePants © Viacom International, Inc.
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CHANGE-‐RELATED OVERLOAD • Sample symptoms:
– Poor thinking and decision-‐making – Low morale; negative emotions – Errors and accidents – Ineffective communication & teamwork – Health & behavior issues
• We can’t predict which speci]ic behaviors will emerge
• We can predict the level of behavior and the impact on productivity
Material on this slide adapted from and used under license from Conner Partners.
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Project A
Project B
Project C
Project D
HOW DOES IT HAPPEN?
«
«
Material on this slide adapted from and used under license from Conner Partners.
You
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MULTIPLE, OVERLAPPING CHANGES
• We’re doing HOW many changes??
• How targets experience the impact of multiple changes
• The effect of overload on initiative success
Material on this slide adapted from and used under license from Conner Partners.
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TOOLS FOR MANAGING OVERLOAD • Getting an objective view of the portfolio:
measuring capacity and demand
Capacity"
• Reducing demand ‾ Tough choices ‾ Effective implementation
• Increasing capacity ‾ Building resilience ‾ Building synergy ‾ Building change knowledge
Material on this slide adapted from and used under license from Conner Partners.
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IMPORTANCE OF CAPACITY MANAGEMENT Risks of Not Managing
• Productivity and quality suffer during transition.
• Leadership loses credibility. • Employees stop paying
attention to directives. • There is weak and/or slower
progress of change. Initiatives are only installed, at best.
• People become unproductive and all areas of work are impacted.
• Morale problems surface or worsen.
BeneAits of Managing
• Productivity and quality are stabilized during transformation.
• Leaders are aligned and committed to supporting the changes.
• Sponsors make timely, high-‐quality decisions.
• Employees are focused on work aligned with strategic direction.
• Employees are successful in change.
• Initiatives are installed and realized.
Material on this slide adapted from and used under license from Conner Partners.
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THEORY IN PRACTICE: LOWE’S
• Measuring capacity and demand – Assessing the demand on our Store employees and key
corporate groups – Asking employees about their “sponge space” – Marrying the two up to inform how people will absorb
the portfolio of changes coming their way
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REDUCING DEMAND
• Tough Choices – Prioritizing initiatives;
incorporating capacity as a lens in the governance process
– Supporting effective implementation to conserve human energy • Change execution training • Change execution consulting
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MAPPING DEMAND BY INITIATIVE PROGRAM Initiative / Project 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 1 Program 1 Project 1 3.6 3.6 3.6 0 0 0 2 Program 1 Project 2 2.6 2.6 2.6 3.6 0 0 3 Program 1 Project 3 3 3 3 3 3 0 4 Program 2 Project 1 1.8 1.8 1.8 1.8 1.8 1.8 5 Program 2 Project 2 2.4 0 0 0 0 0 6 Program 3 Project 1 1.4 0 0 0 0 0 7 Program 3 Project 2 4 4 4 0 0 0 8 Program 3 Project 3 3.8 3.8 3.4 0 0 0 9 Program 3 Project 4 1.2 1.2 3.2 0 0 0
10 Program 4 Project 1 9 9 9 9 9 9 11 Program 4 Project 2 0 1.4 0 0 0 0 12 Program 4 Project 3 0 0 0 0 0 0 13 Program 4 Project 4 0 0 0 0 0 0 14 Program 4 Project 5 0 0 0 0 0 0 15 Program 4 Project 6 0 0 1.4 0 0 0 16 Program 4 Project 7 0 4.2 4.2 4.2 4.2 4.2 17 Program 4 Project 8 0 9 9 9 9 9 18 Program 4 Project 9 0 2 2 2 0 0 19 Program 5 Project 1 1.4 1.4 0 0 0 0 20 Program 5 Project 2 0 3 3 0 0 0 21 Program 5 Project 3 7.8 7.8 7.8 7.8 7.8 7.8 22 Program 6 Project 1 0 1.6 0 0 0 0 23 Program 6 Project 2 0 1 0 0 0 0 24 Program 7 Project 1 0 4.8 4.8 4.8 4.8 4.8 25 Program 8 Project 1 3.6 2.6 3.6 0 0 0 26 Program 9 Project 1 0 0 1.4 0 0 0 27 Program 10 Project 1 0 1 1 1 1 1 28 Program 11 Project 1 2 2 2 2 2 2 29 Program 12 Project 1 0 0 0 0 7 0 30 Program 13 Project 1 0 0 0 0 0 0 31 Program 14 Project 1 0 3 0 0 0 0 32 Program 15 Project 1 0 0 1.8 0 0 0
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ASSESSING “SPONGE SPACE” Assessment of Remaining Capacity Items Scale (1 to 10)
1. How demanding is the day-‐to-‐day workload for this group (i.e., what it takes to meet the produc<vity and quality standards of the job)? 7
2. In addi<on to the daily workload, what level of impact is present due to major changes that are currently affec<ng this group? 8
3. What is the predicted level of impact on this group from changes that have not yet been announced but will affect the group? 7
4. To what extent are the various change ini<a<ves affec<ng this group integrated and coordinated so that people understand the big pictures and how each project is related to it? 5
5. How frequently do people in this group display symptoms of frustra<on, such as whining, complaining, and resentment? 9
6. How frequently do people in this group display symptoms of apathy, such as decreased mo<va<on, lack of involvement, and unwillingness to take risks? 8
7. How frequently do people in this group display symptoms of communica<on problems, such as lack of openness, decep<on, lying, blaming, and defensiveness? 6
8. How frequently do people in this group display symptoms of poor decision making, such as impulsiveness, inability to make decisions, and failure to consider all relevant informa<on? 7
9. How frequently do people in this group display symptoms of conflict, such as aggressive outbursts, poor teamwork, or failing to get along with one another? 5
10. How frequently do people in this group display symptoms of stress, such as illness, absenteeism, depression, and unwanted turnover? 3
11. How has the frequency of the behaviors related to frustra<on, apathy, communica<on problems, poor decision making, conflict, and stress changed during the past six months for this group? 8
12. How would you rate the overall performance of this group (its ability to meet organiza<onal produc<vity and quality standards)? 6
Overall Score 66
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PUTTING IT ALL TOGETHER
49.2
75.4 72.6
48.2 49.6
39.6
0
10
20
30
40
50
60
70
80
90
2Q12 3Q12 4Q12 1Q13 2Q13 3Q13
Dem
and
Poin
ts
Quarter
Capacity/Demand Chart
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REDUCING DEMAND
• Tough Choices – Prioritizing initiatives;
incorporating capacity as a lens in the governance process
– Supporting effective implementation to conserve human energy • Change execution training • Change execution consulting
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INCREASING CAPACITY
• Personal Resilience Questionnaire and workshops – Embedded in leadership
development – Delivered just-‐in-‐time for groups
experiencing change • Synergy work for teams that
need to be high performance
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GROUP RESILIENCE REPORT
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QUESTIONS?