iii conferência cmmi portugal, workshop 1: introduction to change management, henrique narciso,...

10/16/2013

1

Portugal

Change Management

Introduction to change Management

Henrique Narciso

Consultant – PHD student

Engenhus – Robert Gordon University

2013-10-17

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Expectations for the day

What are they?

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Exercise

What do you want to change?

Something personal

Some individual

A group of people

A tool

An ability

The way you teach/influence people

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. Agenda

Change

Change Management

History o change management

– Four approaches to individual change

Clauses of change management

Change Management Models

ADKAR Model – Individual

ADKAR Model – Organizational

– Comunication(with and without change management)

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Agenda

Planing with change Management

Interaction of organizational and individual change

management

Three phase process to Organizational Change Management

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What is Change

Brainstorm exercise

Definitions

What is change…

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You never step into the same river twice

Greek philosopher, Heraclitus

The river is always changing..

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You never step into the same river twice

Greek philosopher, Heraclitus

The river is always changing..

The person is not the same, the second time around

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Change

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. Fear Piramid

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Change reaction phases A

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Change : Stages of change

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Change : Stages of change

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Change : elements of change

Effects of Missing Links

Change!Vision Skills Incentives Resources Action Plan

ConfusionSkills Incentives Resources Action Plan

AnxietyVision Incentives Resources Action Plan

GradualChange

Vision Skills Resources Action Plan

FrustrationVision Skills Incentives Action Plan

FalseStarts

Vision Skills Incentives Resources

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Change vs Change management

Change – moving form a current state to a future state

Change Management – supporting individuals through their

own personal transition

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. Four approaches to individual change

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THE BEHAVIOURAL APPROACH TO

CHANGE

Change another individual’s behaviour using reward and

punishment, to achieve intended results.

Preferred behaviour of the individual must be encouraged to

behave that way, and discouraged from behaving any other

way.

This approach has its advantages and

disadvantages

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Rewards and punishments

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So in what ways may behaviourism help us?

In any project of planned behaviour change a number of steps will be required: • Step 1: The identification of the behaviours that impact performance. • Step 2: The measurement of those behaviours. How much are these behaviours currently in use? • Step 3: A functional analysis of the behaviours – that is, the identification of the component parts that make up each behaviour. • Step 4: The generation of a strategy of intervention – what rewards and punishments should be linked to the behaviours that impact performance. • Step 5: An evaluation of the effectiveness of the intervention strategy.

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Reinforcement strategies

Financial reinforcement

Non-financial reinforcement

– Feedback

– Social reinforcement

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Motivation and behaviour

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. Summary of behavioural approach

McGregor’s Theory X:

“the only way to motivate and align workers to the change

effort is through a combination of rewards and punishments.”

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THE COGNITIVE

APPROACH TO CHANGE Cognitive psychology developed out of a frustration with the

behaviourist approach.

The behaviourists focused solely on observable behaviour.

Cognitive psychologists were much more interested in

learning about developing the capacity for language and a

person’s capacity for problem solving.

Things that happen within a person’s brain.

These are the internal processes which behavioural

psychology did not focus on.

People control their own destinies by believing in and acting on the values

and beliefs that they hold.

R Quackenbush, Central Michigan University

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• Self concept and values: what are my core values and how do they fit together with those of my organization? • Beliefs and attitudes: what are my limiting beliefs and attitudes and with what do I replace them? • Feelings: what is my most effective state of being to accomplish my goals and how do I access it? • Behaviour: what specifically do I need to be doing to achieve my goals and what is my first step? • Results: what specific outcomes do I want and what might get in the way?

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Techniques for change

Positive listings

Affirmations

Visualizations

Reframing

Pattern breaking

Detachment

Anchoring and resource states

Rational analysis

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Summary of cognitive approach

Summary of cognitive approach Builds on the behaviourist approach by putting behaviour into the context of beliefs, and focusing more firmly on outcomes. Many cognitive techniques are used in the field of management today, particularly in the coaching arena. Approach : building a positive mental attitude and some stretching goals, backed up by a detailed look at what limiting beliefs produce behaviour that becomes self-defeating. A drawback is: lack of recognition of the inner emotional world of the individual, and the positive and negative impact that this can have when attempting to manage change. Some obstacles to change need to be worked through, and cannot be made ‘OK’ by reframing or positive talk.

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THE PSYCHODYNAMIC APPROACH TO

CHANGE

The idea that humans go through a psychological process during change. Research published by Elizabeth Kubler-Ross (1969). The word ‘psychodynamic’ is based on the idea that when facing change in the external world, an individual can experience a variety of internal psychological states. As with the behavioural and cognitive approaches to change, research into the psychodynamic approach began not in the arena of organizations, but for Kubler-Ross in the area of terminally ill patients. Later research showed that individuals going through changes within organizations can have very similar experiences, though perhaps less dramatic and less traumatic.

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Summary of psychodynamic approach

Useful for managers who want to understand the reactions of their staff during a change process and deal with them. Allows managers to gain an understanding of why people react the way they do. It identifies what is going on in the inner world of their staff when they encounter change. The models presented simplify what can be quite a complex process. Individuals do not necessarily know that they are going through different phases. What they may experience is a range of different emotions (or lack of emotion), which may cluster together into different groupings which could be labelled one thing or another. Any observer, at the time, might see manifestations of these different emotions played out in the individual’s behaviour.

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THE HUMANISTIC PSYCHOLOGY

APPROACH TO CHANGE

Combines some of the insights from the previous three approaches while at the same time developing its own. United States during the 1950s and 1960s. The American Association of Humanistic Psychology describes it as ‘concerned with topics having little place in existing theories and systems: e.g. love, creativity, self, growth… self-actualization, higher values, being, becoming, responsibility, meaning… transcendental experience, peak experience, courage and related concepts’. Lets look at how the humanistic approach differs from the behavioural and cognitive approaches, list some of the key assumptions of this approach, and look at three important models within humanistic psychology.

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Maslow and the hierarchy of needs

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Exercise - Preparation

In pairs, both standing, one closes the eyes.

The other touchs diferent places, never in the same place.

From touch, transform to push and then to hiting lightly

And change.

A

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Exercise - examination

What was felt?

– Anger?

– Pleasure?

– Confusion?

– Confort?

– Disconfort?

– When did the same movement become “accepted”

A

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Repeat previous exercice, always in the same place.

From touch, transform to push and then to hiting lightly

And change places.

A

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Exercise - examination

What was felt?

– Anger?

– Pleasure?

– Confusion?

– Confort?

– Disconfort?

– When did the same movement become “accepted”

A

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. Maslow and the hierarchy of needs

Change affects what aspects of the pyramid?

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Gestalt cycle

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Elephant, the rider and the path

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Elephant, the rider and the path

1. Direct the Rider

2. Motivate the Elephant

3. Shape the Path

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Summary of humanistic psychology

approach

For the manager, the world of humanistic psychology opens up some interesting possibilities and challenges. For years we have been told that the world of organizations is one that is ruled by the rational mind. Daniel Goleman’s (1998) on emotional intelligence and management competence suggest that what makes for more effective managers is their degree of emotional self-awareness and ability to engage with others on an emotional level. Humanistic psychology would not only agree, but would go one step further in stating that without being fully present emotionally in the situation you cannot be fully effective, and you will not be able to maximize your learning or anyone else’s learning.

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Management interventions

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. Exercise - Preparation

Recall all and every feeling changes , they will be explained in a phase by phase diagram The detail is very important Start from where you are now The stages are:

– very detailed and short so be very aware of your feelings

It’s time do be sensitive Major phases

– Exercise anouncement

– Every major step done till completion

– After completion of the exercice

A

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What do I mean?

– Show it Henrique! “When I bundgee

jumped!”

A

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– Major phases

• Exercise anouncement

• Every major step done till completion

• After completion of the exercice

Ready?

Any questions? Don’t wory if you are not sensitive

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Exercise

Change chairs with someone

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Exercise breakdown

Write down what happened at the following stages:

– Anouncement

– From anouncement to understandment

– From sitting to standing up

– From the stand up position to the first step

– From the first step to the location

– The swap

– The act of sitting down

– After sitting down

– When did you dicide with who to change chairs?

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Importance of change management

Brainstorm…

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. Clauses of the change management

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Clause 3

Change Management has only on goal:

To improve project and organizational sucess

Strong correlation betwee change management

effectiveness and projects meeting objectives

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Meeting objectives

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Staying on schedule

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Staying on budget

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Two costly letters - R & E

The correlations between change management effectiveness and schedule and budget adherence may seem counter-intuitive at first. The letters R & E help us understand why this correlation exists. When the people side of change is ignored and only comes to light when a go-live date is greeted with outrage and resistance, teams have to go back to the drawing board. REwork, REdesign, REevaluate, REvisit - these are the costly R & E consequences when the people side of change is neglected. Each of these R & E consequences - rework, redesign, reevaluate, revisit - add cost and time to a project. By proactively building employee support and commitment with change management, these R & E costs can be avoided and mitigated. This is why, despite how it might seem to a project leader, effective change management actually increases the likelihood of finishing on time and on budget.

Let’s debate on this

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. Clause 2

Organizacional change causes and depends on individual

change:

– A new process only delivers value if people follow it

– A new technology only produces value if people use it

The individual is the unit of change

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Organizational change

The organizational future state comes from individual change

Change happens one person at a time

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Clause 1

No longer “ad hoc”

– Or just communications

– Or just trainning

Growing set of tools, processes, skills and principles

Structured, intentional, research-based, holistic approaches

drive results

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Change Models A

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Personal confession

All Models were Bookshelf models

Until one …

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www.change-management.com

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. ADKAR© Model

Overview

Awereness

Desire

Knowledge

Ability

Reinforcement

K

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ADKAR© Model

Because it makes sense

Because it is easy to learn

Because you start seeing change through ADKAR glasses

Because it drives action

K

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ADKAR© Model K

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ADKAR Model

Awareness

Desire

Knowledge

Ability

Reinforcement

K

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Awareness and Desire

Awareness and Desire are the first two building blocks of

Prosci's ADKAR Model. For a change to be successful, an

individual must first understand why a change is necessary,

followed by a personal decision to support and participate in

the change. Yet achieving these seemingly simple building

blocks is not as easy as it sounds. In fact, some of the

greatest challenges for change management professionals lie

within these first two elements of the ADKAR model. This

tutorial begins to reveal why these two elements require a

carefully architected change management strategy in order

for your changes to be successful.

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Awereness

Any successful change begins with the answer to one of the most basic questions about change: Why? It is human nature to want to understand the reasoning behind an action or a required change. "Awareness of the need for change" - and not simply "Awareness that a change is happening". It means: clearly explaining the business drivers or opportunities that have resulted in the need for change. addressing why a change is needed now, and explaining the risk of not changing. We have only succeeded at building Awareness when "I understand the nature of the change and why this change is needed"

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. Awereness

Building Awareness can be much more difficult than it sounds. When you hear a proposed change: - Do you trust the "sender" of the change message? - Do you believe the reasons they are providing about why the change is needed. - Even in our everyday life, we encounter many ideas for change in which we do not agree with the messages being provided to us. As a change manager, you will need to understand the activities that drive awareness, and at the same time, take into account those "resisting factors" or restraining forces that prevent the awareness message from taking hold with your audiences. In some cases the resisting factors are so strong, that even the best communications plan will be insufficient. Effective change management plans are designed to surface and deal with these resisting factors.

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Awereness

Awareness

What builds Awareness of the need for change?

Communications from others

Access to information

An event

An observable condition

Potential Resisting Factors:

Comfort with the status quo

Credibility of the source or sender of the message

Denial that the reasons for change are real

Debate over the reasons for change

Rumors or misinformation

General perception of the people closest to me (if

different than the public message)

Examples:

Sponsor messages

Managers’ conversations

General employee communications

Readily-available business information

Catastrophic disaster

Gradually weakening financial performance

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Desire

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Desire

The next step in successful change is making a personal decision to support and participate in the change. Many practitioners say that Desire is the most difficult of the five building blocks to achieve. Desire is difficult because it is ultimately a personal decision that is not under our direct control. While there are certainly ways to try and influence a person's decision to get "on board" with a change, in the end individuals must make this decision themselves. Desire is only achieved when the individual would say to us, "I'm in - I will be part of this change".

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Desire

Desire

What builds Desire to support and participate in a

change?

Likelihood of gain or achievement (incentive)

Fear of consequence (risk or penalty)

Desire to be part of something (to belong)

Willingness to follow a leader you trust

Alternative is worse

Potential Resisting factors:

Comfort or security with how things are now

Fear of the unknown

Change not aligned with a person's self-interest or

values

No answer to What's In It For Me? (WIIFM)

Negative history with change on a personal level

(low confidence of success)

An individual’s personal situation - financial, career,

family, health

An organization's track record with change

Tactics for building Desire:

Active and visible primary sponsor

Strong sponsorship coalition

Personal engagement by coaches

Proactive management of resistance

Employees involved in the change process - help

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Awareness and Desire -

Summary True Awareness can easily be overlooked. This is not their fault, in fact, it makes complete sense when you think about what these two groups are concerned with - what keeps them up at night. Senior leaders care about financial performance and strategic direction. Project teams are charged with designing an effective solution for a problem or opportunity facing the organization. It makes sense that these groups focus on the future (for senior leaders) and the transition (for project teams). Both of these groups have also had time to evaluate and internalize why the way things are done today needs to be changed. However, employees who will be impacted by a change are concerned with what they are doing each and every day, and why a change is required right now. There is a fundamental and understandable disconnect here - and as a result Awareness of the need for change can often be overlooked.

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Sumary It is easy to jump straight to Knowledge. jump to training Rather than investing the time and energy in campaigns to build Awareness and Desire. The result is easy to predict - employees show up for training but sit with their arms crossed wondering why they are sitting through yet another training program. Without the prerequisite Awareness and Desire, efforts to build Knowledge will not be successful and can actually create more resistance. Lack of awareness has been cited as the number one reason for employee. Study participants continue to report that employees were not opposed to the solution or to the new way of doing work, but rather they resisted change because no one made a clear and compelling case for why the change was needed in the first place. Creating Awareness when "times are good" can be difficult, but it is still essential. When an organization is in trouble, and it is readily visible to employees, However, building Awareness when an organization is succeeding is often a more difficult proposition. "If it isn't broken, then why fix it”

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Summary More and more and more Awareness does not result in Desire. It is important to recognize when employees have moved through the Awareness phase and are now at Desire. Continuing to focus on the reasons for change and not translating those reasons into the personal and organizational motivating factors is a trap some change management practitioners face - and it can be very discouraging and annoying for employees. Awareness and Desire can ebb and flow. Sometimes, change management professionals will conclude that once they have created Awareness and Desire, they no longer need to reinforce these elements. They quickly move on to training to help build Knowledge and Ability. However, in reality, Awareness and Desire can go away as quickly as they were created. It requires reinforcement and continued communication to maintain the levels of Awareness and Desire necessary to make changes successful. Change saturation sets in, and the result can be backward movement on other changes.

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Knowledge, Ability and

Reinforcement - overview The individual who is making the change

ultimately begins doing things the new way.

It involves:

– knowing how to make the change,

– making the change and ultimately

– staying with the change.

Knowledge, Ability and Reinforcement cannot be attained

without the pre-requisite Awareness and Desire

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Knowledge

Give training! However, training is not the only way to develop knowledge. Two distinct types of Knowledge: on how to change (what to do during the transition), on how to perform effectively in the future state (knowledge on the ultimate skills and behaviors needed to support the change). In practice, both of these types of Knowledge may be integrated and addressed with a single plan, but as you are documenting and developing training requirements it is important to consider both of these aspects. Knowledge - Knowledge is only effective when the individual already has Awareness and Desire. Each of us has been to a training program where we were not sure why we were there in the first place. Think about 1) how you felt and 2) what you ultimately took away from the training event. The answers are probably: 1) confused and 2) very little.

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Knowledge

Knowledge

What builds Knowledge on how to change?

Training and education

Experience

Access to information

Mentoring

Potential Challenges and Resisting Factors:

Gap between current knowledge levels

and desired knowledge levels

Insufficient time (conflicting demands)

Inadequate resources available for training

Lack of access to the necessary information

Capacity to learn Examples:

Formal training programs

Job aides

One-on-one coaching

User groups and forums

Troubleshooting guidance

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. Ability

Change occurs!

Demonstrated achievement of the change (such that the

expected performance results are achieved).

While Knowledge and Ability can seem similar, there can be a

very large gap between the two.

An example that illustrates this gap is playing golf.

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Ability

Ability

What fosters Ability to implement the required skills and

behaviors?

Practice

Time

Coaching or role modeling behavior

Access to right tools

Feedback


Inadequate time available to develop skills

Lack of support resources

Existing habits contrary to the desired behavior

Psychological blocks

Limitations in physical abilities

Individual capabilities (personal limitations)

Tactics for fostering Ability:

Direct involvement of coaches

Access to subject matter experts

Performance monitoring

Hands-on practice during training

Availability of expert resources to help employees

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Reinforcement

It is a natural tendency to resort to what we know. Emerging research about how the brain functions that suggests it is not just a natural tendency, but in fact physiological tendency. While making a change is difficult, sustaining a change can be even more difficult. Reinforcement encompasses the mechanisms and approaches so that the new way stays in place. Reinforcement can be difficult, once a change is finished, we move on to the next change. As the final building block of successful change, the focus on Reinforcement must be maintained so that changes are sustained and deliver results.

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Reinforcement

Reinforcement

What builds Reinforcement to sustain the change?

Celebrations

Rewards and recognition

Feedback

Corrective actions

Visible performance measurement

Accountability mechanisms in place


Rewards not meaningful or not associated with

achievement

Absence of reinforcement for accomplishments

Negative consequences including peer pressure for

desired behavior

Incentives that directly oppose the change

Tactics for fostering Reinforcement:

Feedback from supervisors directly to employees -

saying "Thank you"

Visible recognition by senior level sponsors

Project-sponsored celebrations for employees

Compensation and appraisal systems designed to

support the change

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Knowledge, Ability and

Reinforcement - Summary Change does not begin with Knowledge.

Do not assume that with Knowledge comes

Ability.

Keep a focus on Reinforcement, even when it is

difficult.

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Recall all and every feeling changes , they will be explained in a phase by phase diagram The detail is very important Start from where you are now The stages are:

– very detailed and short so be very aware of your feelings

It’s time do be sensitive Major phases

– Exercise anouncement

– Every major step done till completion

– After completion of the exercice

K

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What do I mean?

– Does Henrique need to explain anything?

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– Major phases

• Exercise anouncement

• Every major step done till completion

• After completion of the exercice

Ready?

Any questions? Don’t wory if you are not sensitive

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Exercise

When we return from the coffe break…

Wait at the door, the exercise will be told there just before you

come in.

Just remember the exercise only stops when Henrique

says ,

“It has ended!”

K

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Exercise

Change places with someone

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Exercise breakdown

Write down what happened at the following stages:

– Anouncement

– From anouncement to understandment

– From sitting to standing up

– From the stand up position to the first step

– From the first step to the location

– The swap

– The act of sitting down

– After sitting down

– When did you dicide with who to change chairs?

– Lets lissen to what the person without the chair felt.

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Module Awareness

Role playing

– In pairs, sell “something” using the ADKAR model

– One points to something

– The other “sells”, and change

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“How do I measure if my change management approach is effective?" You can certainly measure change management activities - for example: how many times have we communicated, how many times have senior leaders shared why the change is happening, what percentage of employees have had small group meeting with their managers about the change, how many employees have been trained? ADKAR describes the required elements of a successful change, if na element is missing … it has to be improved.

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Diagnosing Gaps

Prosci's ADKAR Model is also an effective instrument for

understanding why a change is not occurring.

ADKAR assessment is used to identify the barrier point.

The barrier point is defined as the building block in the

ADKAR Model that is not sufficient for the change to take

place.

By using an ADKAR assessment, an ADKAR profile can be

created showing which of the building blocks is the barrier

point - the first element with a score below "3".

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Barrier points

Once you understand the root cause or source of the

gap - the ADKAR missing element that is impeding

change success - you can then develop the right

corrective actions to help the individual make the

change.

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Exercise - Preparation K

A D K A R

Example A

Example B

Example C

Example D

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– “Sell” to Henrique

– Identify the levels of the 5 phases that are better and

the ones that are worst

– Use the Exercise sheet (1 to 5)

K

Story A D K A R

First

Second

Third

Forth

Fifth

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K

Story A D K A R

First

Second

Third

Forth

Fifth

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. Adquired ability to

detect change A

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Adquire ability to

change Individuals A

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Developing Corrective Actions Trying to develop corrective actions without understanding the root cause for change failure is a problem. First, it is difficult to pick the right corrective actions if you do not understand why the change is not succeeding. The adage "it takes a heap of swings to hit a nail in the dark" is applicable here - unless we know why a change is not working, we don't know what to do to remedy the situation. Second, it can be discouraging to employees if you pick corrective actions that are not focused on the right ADKAR building block. If an employee is not making a change due to missing Reinforcement (for instance, they feel that there is no benefit to staying with the new way of doing their job) and the change management team simply provides more training (a Knowledge intervention), the employee will simply become discouraged. If an employee is concerned about whether or not they have the skills to be successful (Knowledge is the barrier point), but the team focuses on more communication about the need for change (an Awareness tactic), the employee will get frustrated and might become even more resistant. Since ADKAR describes the "ends" - it also helps us to select the correct "means" if a change is not working. ADKAR provides guidance on how to help an individual move forward in the change process once we understand which of the ADKAR elements is the gap.

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ADKAR eye glasses

Everything becomes “seen” throught the eye glasses of

ADKAR

Planing: tasks become overall/global strategies

Execution : day to day interaction

– Talking becomes a structured message

– Process adherence

A

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Exercise

– “Sell” to Henrique, while detecting the barrier, work on

the missing elements

A

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ADKAR work sheet

See:

– Individual Coaching plan

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. Individual to Organizational change

An individual change management model describes "the

ends," while an organizational change management

model describes "the means"

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Comunication – with and without change

management

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Intent

Without change

management Communications designed to tell you what "we" are doing

With change

management

Communications designed to build awareness and engage

employees in the process

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Focus and content

Without change

management

Project details, design details, status and progress

updates, milestones

With change

management

Answers to the questions that employees have - 1) why is

this change happening, 2) what's in it for me, 3) risk of not

changing, 4) organizational benefits

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Frequency

Without change

management Dictated by project milestones

With change

management High frequency with repetition of key messages

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Methods

Without change

management One-to-many, broadcast messages (typically one-way)

With change

management

Face-to-face interactions, discussions, variety of media

(always two-way)

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. Senders

Without change

management Project team members, communication specialist

With change

management

Someone at the top (the sponsor of the change) and the

person the employee reports to (my direct supervisor)

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Checklist for ensuring communication

efforts are governed by best practices in

change management

Impacted groups have been segmented - specific, unique audiences of communications are identified

The "why" for this change has been thoroughly developed including the risk of not changing

The spokesperson for these messages is a "preferred sender" from the perspective of that particular audience

The messages have been customized or adapted for each segmented group and are designed to meet their specific needs

Communications are face-to-face whenever possible and always include two-way communications

Employees are given the chance to provide feedback in a safe, non-threatening environment throughout the change

Employees hear from both "the person they view as in charge" as well as their immediate supervisor (and key messages are consistent from both individuals)

Key messages about the change are repeated 5 - 7 times

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Planing with change Management

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Execution plan vs telling plan

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Element Objective Examples

Recognizing that a change

is needed

To identify the internal or external

stimulus resulting in a need for

change

Internal performance

Customer inputs

Competitive threats

Financial results

New business opportunities

Regulatory changes

Strategic planning

Solution design and

development

To create a solution to improve the

performance of the organization

based on the recognition that a

change is needed

Vision and strategy development

Process design / BPR

New technology

Restructuring

Merger/Acquisition

OD interventions

New product offering

New service offering

Solution implementation

To install a solution that meets

technical requirements and is

adopted and utilized

Pilots and trials

Systems and tools deployment

New process implementation

Transition to new organization structure and job roles

Implementation of compensation, appraisal or incentive programs

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Element Objective Examples

Project management

To manage the tasks, resources,

budget, time and scope of

technical design and

implementation

Project planning

Schedule development and tracking

Resource management

Budget development and control

Issue tracking

Project oversight

Project reporting

Change management

To encourage employees to

rapidly, completely and

proficiently make the required

changes to their day-to-day work

Readiness assessments

Change portfolio management

Change saturation analysis

Employee engagement

Change management strategy

Change management planning

Change sponsorship

Communications during change

Training new skills and abilities

Coaching employees through transitions

Resistance management

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. Telling Plan vs Project Plan

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Interaction of organizational and individual

change management

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Obrigado!

Henrique Narciso

[email protected]

iii conferência cmmi portugal, workshop 1: introduction to change management, henrique narciso,...

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