meaningful change through specific observable behaviours final

Meaningful change

through specific and

observable behaviours

ACMP Africa Conference,

Nov. 8th, 2012

Presented by Manon Champagne, CEO, A+ Transition

Leveraging change. Today and tomorrow

Objectives

The objective is to provide you with an approach to integrate the concrete actions required to get sustainable observable behaviour changes in your organisation.

At the end of the conference, you should be able to:o Recognize what is a specific and observable behaviour

o Prioritize the ones the organization should maintain and the ones it should modify

o Define the concrete actions required to observe those sustainable, specific observable behaviours.

© Aplustransition inc. 2012 2

Did you know?


Process redesign will only produce 3-5% increase in overall productivity.

65 % of all changes, any type, require changes in behaviours to succeed

Do you think?

That organisations undertake too many projects?

That there is too much money spent on initiatives

delivering too little benefits to make it worthwhile?


THE GOOD NEWS…

There are low cost and high impact levers

organisations can work on to change better…

© Aplustransition inc. 2012

Context and change drivers

Organisational Culture

Specific behaviours

Leveraging changeAn execution framework to deliver results

Focus on

crucial

goals

Connected

LeadershipHolistic

Structures

Mass

Engagement

ExecutionVision,

strategyResults

Sustainable

resultsX


Introduction :Really ?

From ‘The Influencer’

From ‘The Switch’

8© Aplustransition inc. 2012

BUT HOW…

What is a Specific Observable Behaviour?


Let’s try defining it…

What is a behaviour made of?

What is a specific observable behaviour?

It is not the label we give it or the simple desire to see it happen.It is the way we act, conduct ourselves, react that is either intrinsic or acquired.

It is in our actions (or sometimes lack of…) that wecan observe behaviours.


ACTIONSPROCEDURES

HABITS

REACTIONSFRAME OF REFERENCE

ATTITUDE

Warning:

We can’t change

behaviours simply

by ‘naming’ them

or listing them.

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Example

Behaviour: Efficient communications

Concrete action: Return your calls within 3 hours

Concrete action: Reply to emails within 24 hours

Concrete action: Open up to feed-back at each meeting

Concrete action: When seeking feed-back, listen without judging

Concrete action: Never answer someone with YES BUT…

Behaviour

C.A. C.A C.A


BUT HOW…

An approach


A 4-Step Strategy

1. Diagnosis:o Through observations, workshops, surveys or focus groups, document

current behaviours

o Categorize the information into specific observable behaviours that need to be maintained and those we need to modify

o Determine their impact and feasibility

2. Recommendationso Make your recommendations to act on a few high impact behaviours that

will deliver results

o Mobilize people around the priorities identified for immediate action

3. Start integrationo Determine observable actions

o Integrate them in people’s roles and responsibilities

o Deploy: Communicate, train, coach, reinforce by example, etc.

4. Measure13© Aplustransition inc. 2012

BUT HOW…

Let’s try it


15

Observation


http://youtu.be/6_-kw-0PvJc

16

Exercise

1. What behaviours do you think are being promoted in that company? How did you observe it?

2. What are the actions that you could observe that she should maintain?

3. What are the actions that you could observe that she should modify?

4. How would you get started to get actions aligned with the desired behaviours in that company?


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Summary

Process change is NOT the best way to improve productivity

The ROI of working on behaviours is much higher: little costs compared to technology and process redesign with high returns

So why is it the last thing organisations consider?

It requires MANAGING PEOPLE rather than doing easily controlled things.


meaningful change through specific observable behaviours final

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