relentless improvement consulting josh clymer, ms president, senior process improvement consultant...
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Relentless Improvement
Consulting
Josh Clymer, MSPresident, Senior Process Improvement Consultant320-237-2225 [email protected]
Change Management
Dealing with Employee ResistanceRelentless Improvement
Consulting
Why Change FailsTop barriers in major change programs
Senior Level Support 1 Competing resources 2 Functional boundaries 3 (Lack of) change skills 4 Middle Management 5 Long IT lead times 6 Communication 7 Employee Opposition (resistance) 8 Unrealistic timetables 9
Source: PriceWaterhouseCoopers
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Making Change SucceedFactors that helped the most successful companies
achieve their goals
Good Communication100%
Strong mandate by senior management 95% Setting up intermediate goals and deadlines 95% Having an adaptive plan 91% Have access to adequate resources 86% Demonstrating urgency to change 86% Setting up performance measures 81% Delivering early, tangible results 76% Involving customers and supplier early 62% Benchmarking performance vs. competitors 62%
Source: PriceWaterhouseCoopers
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Communicating about Change
Why is the change necessary? (The rationale) What we are changing to? (The vision) How and when do we intend to get there? (The
plan) What is the personal impact? (WIIFM) Is help available to support transitions?
(Resources)
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What to Expect from Change
No matter how positive, promising or proactive the change is, expect a sense of loss
No matter how competent and committed stakeholder are, expect a sense of confusion
No matter how loyal employees are, expect some initial skepticism and an increase in “me” focus
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Denial Commitment
Resistance Exploration
Pro
duct
ivity
Time
What You See What You hear
What You See What You hear
What You See What You hear
What You See What You hear
IndifferenceDisbelief
Avoidance
Silence“It will never happen”“It won’t affect me”
AngerComplaining
Glorifying PastSkepticism
Unwilling to participate
“It won’t work”“It used to be..”The data is flawed”
Future OrientationInitiative
Self-efficiencyConfidence
“How can I contribute”“Lets get on with it”
EnergyRisk-taking
TentativenessImpatience
Activity without focus
Optimism“I’ve got an idea”“let’s try…”“What if….”
Recognizing the Individual Change Process
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Individual Change Process
By definition, individuals will move through the process at different speeds
Your role is to effectively maximize the speed through the change process, reducing the time spent in Denial and Resistance
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Summary
There are four typical stages of change: Denial Resistance Exploration Commitment
All these stages are normal and expected Be sure to plan for and manage all stages,
especially resistance
“Resistance is a normal reaction to disruption and real or perceived loss”
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Sources of Resistance Aptitude
See changes as more work Fear inability to develop new skills required Don’t understand what it will take to be successful in the
future state Fear the unknown Don’t want to accept the death of the old ways Have “scars” from prior changes
Managing Resistance Identify needed knowledge and skills Provide a training/development program Create opportunities to “practice” without consequences Reward demonstrations of new abilities Mentor and model desired behaviors and skills Monitor work loads to ensure they remain realistic
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Sources of Resistance Attitude
Don’t see a need for change A compelling vision has not been presented No positive consequences for changing Perceive the costs to change are greater than the benefits Those affected may not see the “Big Picture” therefore the
change does not make sense
Managing Resistance Ensure people understand why change is needed – the
business case for change Put the change into the context of the “Big Picture” – link it to
other changes Convey a compelling vision for the future If possible, personalize benefits of the change Establish reward, recognition, incentive and performance
objectives that support change objectives. Relentless Improvement
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Managing Resistance
Communicate, Communicate, Communicate Preview, view and review Ensure regular, timely information distribution Communicate with the audience’s “needs” in
mind Clarify what is NOT changing along with what is Participate Involve people in decision-making Seek out and use ideas and opinions
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The Faces of Resistance
Anger/Attack Silence/WithdrawalNot enough time
Endless Questions Going through the motions
Ignore itDeny it
Glorify the past
ConfusedJust don’t want to get it
DetailsDetailsDetails
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Supervision
Understand People Find out how people are doing along the way, not just
at the end Provide opportunities for two-way communication Allow venting Don’t just hear----Listen!
Find Supporting People Leverage the help of those who commit early Create a change infrastructure
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Denial Commitment
Resistance Exploration
Pro
duct
ivity
Time
• Provide frequent, consistent messages• Confront without threating• Demonstrate visible signs of change• Clarify what is changing and what is not• Address rumors and misinformation
Facilitating the Individual Change Process
• Probe for underlying feelings/concerns• Acknowledge and legitimize feelings• Clarify the case for change (vision, plan)• Listen• Relate expectations and consequences
for non-compliance
• Provide guidance, support and recognition
• Provide frequent feedback on progress• Enroll those here as advocates to assist
others• Be careful not to overload or burnout
• Acknowledge efforts and the struggle• Celebrate successes and endings• Provide opportunities for visible
advocacy• Provide opportunities for participation
and contribution
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Denial Commitment
Resistance Exploration
Pro
duct
ivity
Time
Facilitation Techniques
Communicate&
Clarify
Educate&
Re-emphasize
Facilitate&
Encourage
Acknowledge&
Advocate
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Summary Resistance is a normal response to change There are many different displays of resistance Encourage expressions of resistance; Get it out
in the open Help “move” people toward Exploration and
Commitment in order to minimize resistance and productivity loss
Choose suitable strategies to deal with group and individual responses; Customize plans
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Goals of Change Communication
Move people toward commitment Help people make informed choices Build trust through honesty and openness Demonstrate empathy Seek to understand Report progress – or lack of – So people
can be responsible contributors to success
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"Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes — it should be postponed as long
as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm."
-Peter DruckerManagement Challenges for the 21st Century
(1999)
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment.“
-Robert E. Quinn
“Everyone thinks of changing the world, but no one thinks of changing himself. “-Leo Tolstoy
“The world hates change, yet it is the only thing that has brought progress.”-Charles Kettering
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Relentless Improvement
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Sources
www.pwc.com
www.leadershipnow.com/changequotes.html
www.mfrall.com