ifma workplace change 041410
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Workplace ChangeTRANSCRIPT
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The world of workplace change
understanding and anticipating the impacts of change
IFMA Silicon ValleyNetApp
Sunnyvale, CA14 April, 2010
Business Place Strategies, Inc. ● www.businessplacestrategies.com
Clark Sept, Principal
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attraction / perception
(choice / opportunity)
acknowledgement/influence
(esteem / rewards)
subjective norms
emotional experience
organizationalculture
Individualsocial
identity
Work is social
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TheEmployee
The workplace experienceOrganization
Physical & Tech Space
SupportSystems
Policies
Culture
Work Process
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Workplace change management
What is it?• An organized process to
engage individuals and groups that will be impacted by up-coming changes to the workplace
• Interactive, responsive and integrated program which seeks to make transparent the overall impacts of workplace changes on behavior
Goals:• Decrease time required to
realize the benefits of the workplace initiative
• Increase overall level of adoption
• Encourage sense of ownership of the outcomes, thus increasing satisfaction
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The way from here
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1. Work and the workplace experience2. What is workplace change management?
• Behavior + consequences• Biases• Habits and making decisions• Communication and change models
3. Simple principles for dealing with change4. Planning for change5. 5 things to keep in mind6. Resources
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just because you can …
doesn’t mean you should
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Behavior and technology
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“Forget Gum, …Dinged heads, twisted ankles and, most often, bruised pride”
–New York Times, 1/17/09
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Behavior and healthcare
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“Compliance rates on hand hygiene among health care workers hover between 40% and 50% nationally, despite Centers for Disease Control and Prevention guidelines and Joint Commission requirements.
The CDC estimates the 1.7 million health care-associated infections annually -- and the 99,000 related deaths of hospital patients -- are caused in part by poor hand hygiene.”
- American Medical News, 11/30/09
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Behavior and energy“We know that people are not passive recipients of building design. They do run-arounds or disable energy technologies that are perceived as barriers to behavioral goals and needs … disabling lighting controls, de-lamping fixtures, or added fans and heaters to increase their comfort.”
- Judith Heerwagen, PhD
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Biases
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Biases and point of view
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Bias in corporate decision-making is partly a function of:- Habit- Training - Executive selection- Corporate culture- Performance measures
Mostly, biases are a product of human nature – hard-wired and highly resistant to feedback!
“Silo thinking” is a good example of organizational bias – i.e. decision-making based on the insular needs of a particular group or department rather than a broader strategic approach
Changing the angle of vision (point of view…) is helpful in neutralizing potential biases
Bias versus instinct: what’s the difference? How do you know?… stereotypes, identity, power-distance and individualism norms, etc.
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Biases and decision making
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Organization
Physical & Tech Space
SupportSystems
Policies
Culture
Work Process
Org
Physical & Tech Space
SupportSystems
Policies
Culture
Work Process
How are decisions made in your organization?
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Decision-making around workplace change management is of central importance to the success of any workplace change initiative
Extent to which managers applied 17 practices in making decisions?
• 8 had to do with quantity and detail of analysis relating to the decision
• 9 described decision making process
Answer: process matters more than analysis … by a factor of six
Process can be very helpful in overcoming bias
Dan Lovallo and Olivier SibonyMcKinsey Quarterly: The Case for Behavioral Strategy
McKinsey & Co. 2010
Process : Analysis
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Making decisions?
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Bias ? Habit ?
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Habits“The trick isn’t in the technology; it
is in the changing of habits.”
Tom DeMarco & Timothy Lister(Peopleware: Productive Projects and Teams)
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Habits, or why does it matter?
1. Unconscious incompetenceThe 4 Stages of Competence
2. Conscious incompetence3. Conscious competence4. Unconscious competence
External changes challenge our sense
of confidence
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• 90% of our day = routine• Habits can’t be un-learned
– (limbic system - a group of interconnected structures that mediate emotions, learning and memory)
• New habits CAN replace old habits– Conscious re-patterning needed to overcome “limbic lag”
• Getting out of the rut:– Practice leads to … habits, “burned in” to the brain
(meaning: we no longer have to think about what we’re doing)
– old habits aren’t changed quickly or easily, and are stronger when we are tired or stressed
– more often successful when undertaken as a group rather than individual effort
What makes habits habit-forming?
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Habits and the choices we make• We make choices based on
our natural inclinations• Impacts of choice:
– The environment / context informs our choices
– Impacts personal choices have on others
– Productivity–disruption trade-offs
• Awareness and etiquette• Individual choices and
community culture: working better together! Example:
Choosing which space:- How many people?- Activity?- Duration?
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Choosing the right habits• What do I / we want?
… bad habits to “plow under”… good habits to keep… new habits to cultivate
• How?… prepare… act (involves thinking)… practice – i.e. keep going
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Who’s your audience?
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1. Leader
2. Manager
3. Staff
4. Admin
5. Project Manager
6. Others (HR, IT, Finance, vendors …)?
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Workplace change models
• Roll-out• Facelift• Workstyle
• Visionary• Community
Development• New ways of
working
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Simple principles
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1. Engage people, don’t “tell” them
2. No two organizations are alike
According to a recent survey conducted by McKinsey &
Company, up to 2/3 of change initiatives fail because of
management’s insistence on cookie-cutter approaches to
change management that emphasize “efficiency” over
effectiveness
3. Address change openly, honestly and consistently
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Planning for change
1. Understand how people use / abuse resources today (keep / “plow under”)
2. Understand life and work styles, and how behaviors and culture influence resource use
3. Rethink and change how resources are used (cultivating new habits)
4. Strategize how to reach individuals and groups that will be impacted to help them make the transition
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Five things to keep in mind
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1. What’s the nature of the change?Simple? Complex?
2. What level of investment can and should you commit to?Financial and political capital: most change is political
3. What are the soft spots that can be used for leverage, and the hard spots that need careful and on-going attention?
Trade-offs are important
4. Who should participate at what level and how?No engagement: No change
5. How much time do you have, and is it enough?The more complex, the more time is needed
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ResourcesMcKinsey Quarterly• The Case for Behavioral Strategy,
Dan Lovallo and Olivier Sibony, 2010
• The Inconvenient Truth about Change Management, Scott Keller and Carolyn Aiken, 2009
New Ways of Working NetworkNewWOW.net is a membership organization of organizational innovators who take an integrated approach to workplace change.www.newwow.net
Current Reading List:• Leadership and Self-Deception, The
Arbinger Institute, 2002• Distracted, Maggie Jackson, 2008• How We Decide, Jonah Lehrer, 2009• Switch: How to Change Things When
Change is Hard, Chip and Dan Heath, 2010
• The Public Participation Handbook, James Creighton, 2005
• Managing Transitions, William Bridges, 2003
• The Heart of Change, John Kotter and Dan Cohen, 2002
• Leading with Cultural Intelligence, David Livermore, 2010
• Cultures and Organizations, Hofstedeand Hofstede, 2005
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BPS White Papers
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How we got here
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1. Work and the workplace experience2. What is workplace change management?
• Behavior + consequences• Biases• Habits and making decisions• Communication and change models
3. Simple principles for dealing with change4. Planning for change5. 5 things to keep in mind6. Resources
Business Place Strategies, Inc. ● www.businessplacestrategies.com
BPS representative clientsCisco:
since 1997, work includes change management to drive broad organizational buy-in to next generation work environment
GSA:
MOBIS contract holder since 2005. Work includes workplace strategy, research, tool development (incl. change management) and training. Agency work includes DISA, BPD, US Courts, Forest Service
HP:
Pragmatic change management program developed to align leadership, management and staff in major real estate consolidation
McKinsey & Company:
Real estate and workplace advisory services33
“As a direct result of the workshop BPS put on for us, we’ve completely changed the way we think about our real estate.”
Parke BoneysteeleCOO, West Coast Operations, McKinsey & Company
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