the process of managing change - charles sturt university

A T T A C H M E N T 2

P a g e | 1

Leading People

Process of Managing Change

Version 1.0 © Charles Sturt University, 2008

U n d e r s t a n d i n g C u l t u r e V e r s i o n 1 . 0 - 2 0 0 8

Acknowledgement: Workplace Productivity Program (WPP) grant from DEEWR. This module and these resources are available on the Organisational Development, Division of Human Resources website. © Charles Sturt University, 2008

Learning resource Owner Version: Summary/Overview of changes

Process of Managing Change

Hedy Bryant 1.0 2008


Table of Contents

LEARNING IN THE WORKPLACE 4

PROGRAM OVERVIEW 5

ICONS 5

SESSION PLAN 6

FRAMEWORK FOR DELIVERY OF PROFESSIONAL DEVELOPMENT RESOURCES 7

THE CONTEXT 8

WHAT IS CHANGE? 9

EXERCISE – INTRODUCTIONS 9 EXERCISE – CHANGE ACCEPTANCE CURVE 10

WHY MANAGE CHANGE? 11

EXERCISE – REASONS FOR CHANGE IN THE HIGHER EDUCATION SECTOR 11 EXERCISE – LEADING AND FACILITATING CHANGE AT CSU 12

HOW TO MANAGE CHANGE AT CSU 13

EXERCISE – CSU CHANGE MANAGEMENT FRAMEWORK 14

ATTACHMENTS 16

REFERENCES AND SUGGESTED READINGS 16

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LEARNING IN THE WORKPLACE To continue to reinforce your learning from this workshop and prior to the follow up session, when you return to your team use the table below to assist you to reflect on the concepts introduced. Your reflection may also incorporate other behaviours that you have observed from other leaders within your workplace as well. You should aim to identify at least 10 different situations. As part of your reflection, identify some of your key strengths and opportunities for improvement in the way you think about change management within the workplace. What steps might you be able to take to improve your own practice?

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P r o c e s s o f M a n a g i n g C h a n g e V e r s i o n 1 . 0 - 2 0 0 8

PROGRAM OVERVIEW

Module Content This module will provide participants with: - an introduction to their responsibilities for managing change at CSU - a framework for change management at CSU, and - a launch for the Business Knowledge Change Management modules and for the CSU Organisational

Change and Renewal Framework (also referred to as Change Management Framework) Session Objectives At the end of this session participants will be able to identify: - the key stages of change - their generic responsibilities and accountabilities for managing change as leaders and managers at

CSU - why managing change is important for organisational transformation - the key dimensions of the CSU Organisational Change and Renewal Framework Process Workshop Program (refer to Attachment 1.) What is change? Why manage change? The CSU/university context. Who (should) manage change? The manager as leader & facilitator of change. When to manage change? What is the impact of the change: people, structure, technology. How to manage change? A framework for managing change at CSU: the CSU Organisational Change and Renewal Framework, Project Management Framework and other relevant frameworks The workshop will be a mixture of facilitated and focussed discussions as a whole group and/or in groups as well as presentation of key concepts and information.

ICONS

The following icons appear within this learning resource. They highlight important information as well as activities that can be completed:

These are the outcomes that relate to a section of the resource.

An Individual or group exercise.

A key message or important point

Self-reflection

This is a workplace activity



SESSION PLAN

1.00pm Welcome Objectives of the Session & Outline of the Process for the Workshop The Context: University Strategy: Frameworks, Tools & Resources: Leading People, Business Knowledge, WPP & Change Management

Hedy Bryant, Facilitator Diagrams

2.15pm Introductions What is change & Why manage change Q. What is change? Why manage? change cycles, an overview & exercise

Hedy Bryant (either in small groups or whole group depending on numbers)

3.00pm Who manages change The manager as a change leader; CSU responsibilities; introduction to Module 2: Facilitating & Leading Change & further reading

3.15pm Afternoon Tea

3.30 Managing change at CSU: The Organisational Change & Renewal Framework The 8 key dimensions: an overview Project management methodology; communication plan

4.00 Group Exercise: Using the framework in the context of current or planned workplace change

4.45-5.00pm Homework: Workplace Applications: Developing a Change Management Plan, Evaluation & Close



FRAMEWORK FOR DELIVERY OF PROFESSIONAL DEVELOPMENT RESOURCES For leaders and managers to enhance their business knowledge and increase organisational effectiveness and readiness for change. How will the program be delivered? Leading People Series of Workshops: Commencing in 2007 - Change Management - People Management - Resource Management - Planning (Strategic Context) - Business and Report Writing Skills Online Learning Resources: progressively available from June 2008 - Change Management - People Management - Resource Management - Planning (Strategic Context) - Business Reporting Language Leadership Programs and Management Forums - Frontline Management; Graduate Certificate in University Leadership and Management; Leadership

Development for Women - Senior Managers Forum; senior Women‘s Network; Middle Managers Forums; Heads of School

Forum; Course Coordinators Forum For details on dates refer to the Staff Development Calendar: http://www.csu.edu.au/division/humres/services/sd/

2. SKILLING & TOOLS - Discipline, systems,

delegations - Project management

tools & templates - Initiatives & funding

proposals & mechanisms

- Reports – committees, Academic Senate etc

- Business and report writing skills

- Leadership programs & Leading People Series

- Online learning resources on OD website

1. FRAMING: - University

Strategy & core plans & frameworks

- Core processes & University/ Enterprise Model: yourCSU; WPI; BPM

- OD Frameworks

Delivery:

Resources: books, articles, web links

Workshops

Online learning modules

http://www.csu.edu.au/division/humres/services/sd/

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THE CONTEXT University strategy Charles Sturt University (CSU) in its University Strategy 2007-2011, under Institutional Development, has committed to: ―Creating a culture that is responsive to organisational change and renewal.” An Organisational Change and Renewal Framework has been developed, along with a number of other initiatives, some outlined below, to facilitate the creation of this culture. Workplace Productivity Program (WPP) and the Enterprise Model

Key findings from focus groups: organisational culture and internal communication: In 2007, the Internal Communication Working Party and the Organisational Culture Program Committee were convened by Professor Lyn Gorman, Deputy Vice-Chancellor (Administration) and identified a range of communication areas to be improved. In response to these issues, focus groups and individual interviews were held with about 85 staff participating from across a number of campuses, including Ontario. The purpose of these focus groups was to establish issues, concerns, positive aspects and solutions to organisational culture and internal communication. Staff said that they want changes and the communication of changes to be better managed. They welcome change and wish to be part of the consultation. They want a process for change management and for celebrating small wins. Refer to Attachment 3 for more detailed key themes that emerged from the focus groups.

Organisational culture & communication

University Strategy Institutional

Development - Organisational

Culture (& Change)

- Service Alignment - Workforce

Planning - Sustainability

Work Process Improvement (WPI) 2006

Organisational Development Frameworks: - Leadership &

Management - Performance - Continual PD

- Change Management

Workplace Productivity Program (WPP) - Enterprise model yourCSU - Organisational Change &

Renewal Framework - PD resources for leaders &

managers (YOU) - WPI Stage 2: Business

Process Management (BPM)

Business Knowledge modules & Leading People Series: - Change Management - People Management - Resource Management

- Planning

PD delivery & development: OD & WPP

CSU Project Management Framework

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WHAT IS CHANGE?

Exercise – Introductions

“Change is the process of altering, reshaping or transforming a business to improve the way it works or interacts with its environment”. (Anand and Nicholson 2004). Change has always been a constant in our lives. The current pace of change is accelerating with innovations and advances in technology increasing at an exponential rate. In fact many businesses, conferences, communiqués, references, change ‗gurus‘ and consultants talk of change as being a constant that we are all grappling to manage which will just be common place, even ‗expected‘ by the Y Generation. Models and Stages of Change There are a variety of models that outline the stages of change and the variables that are affecting or need to be considered during change. Attachment 3 of the CSU Organisational Change and Renewal Framework provides a good overview of: - The four variables of change: culture, context, knowledge and technology - The necessary conditions in people for effective change: awareness, capability, inclusion - The effects of change on people: people in the process of transition and the change acceptance curve

Consider the following question and write down your responses. What is change? Consider a recent or impending change in your area. How has this change affected staff? In the workshop introduce yourself then identify your role as a change leader and your response to the questions above.

Change is constant

- Benjamin Disraeli

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The two models that follow provide a very graphic picture of how staff and stakeholders may be affected:

?

AnxietyCan I cope?

HappinessAt last something‘s

going to change!

FearHow will

this affect

me?

ThreatThis is bigger

than I thought!

GuiltDid I really

do that!

DisillusionmentI‘m off.. This isn‘t

for me

DenialChange,

what change?

DepressionWho am I ?

Gradual

AcceptanceI can see myself

in the future

Moving forwardThis can work

and be good

HostilityI‘ll make this

work if it kills me!

PEOPLE IN THE PROCESS OF TRANSITIONOrganisational Development Model 2: May 2005

© 2000/3 J M Fisher. A free resource from www.businesballs.com

OPTIMISM

PESSIMISM

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PR

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S

THE CHANGE ACCEPTANCE CURVE

TIME FRAME – WEEKS/ MONTHS/ YEARS© CPA Australia, 2004

Organisational Development Model 1 – May 2005

Enthusiasm

Scepticism

Launch-

celebrations

This is taking my

management

time

Where are the

results?

Is it worth

all the

hassle?

Why isn’t the current

business being taken

care of?

Sponsors/

Innovators Point of

Despair

The payoffs begin

to appear

Hey, this was a

pretty good idea!

I always knew it

would work

Exercise – Change Acceptance Curve

Consider a change within which you are currently involved and place yourself on the change acceptance curve. Discuss and debrief the experience with your work group, peer learning group and/or mentor.

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WHY MANAGE CHANGE? What are the reasons for change at CSU?

Exercise – Reasons for Change in the Higher Education sector

The Manager as a leader of change in a University “University leadership requires leaders capable of producing change, aligning people and motivating them whilst simultaneously engaging the management function of keeping the organisation on time and within budget” (Ramsden 1998) Ramsden‟s (1998) emphasis on the leader‟s responsibility for generating change and commitment to change, largely reflects transformational leadership dimensions”. (as cited by Pounder 2001). Transformational leadership and the notion of the learning organisation (Senge 1990) “speak directly” to the effectiveness of universities of the future that will be (are) faced with issues of managing change in the areas of “diversity, growth, responsiveness and external accountability”. This leadership is not confined to senior managers (eg SEC). Leadership in universities is “dispersed leadership”. It is also undoubtedly transformational in nature involving “helping ordinary people do extraordinary things”, evaluating individual‟s visions to higher levels, and helping people to embrace change.” (Pounder 2001) The Responsibilities of a Manager at CSU The generic responsibilities and accountabilities as managers (http://www.csu.edu.au/adminman/hum/humanresources.htm):

Fosters a culture of cooperation/collegiality, teamwork, reflective practice, continual improvement and learning, and responsiveness to change. Managing change by anticipating and responding to developments within the external and internal environment that may impact on the University or a Faculty; Division; Section (as appropriate)

Anand & Nicholson (2004) provide a strong case for the management of change and why change fails. Basically it ―requires the full range of management skills: „hard‟ skills in planning, project management and analysis, and „soft‟ skills in persuasion, understanding business cultures and communication”. These are the “keys to success”.

Brainstorm individually, in pairs or groups in the workshop or with your work group, peer learning group and/or mentor, the reasons for change at CSU and in the Higher Education Sector. Summarise and collate the list. How does it compare with the CSU Organisational Change & Renewal Framework? What stood out for you in relation to your leadership role at CSU?

http://www.csu.edu.au/adminman/hum/humanresources.htm

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Exercise – Leading and Facilitating change at CSU

Leading Through Change

“Without successfully managing a difficult

transition, no leader can be effective for

very long.‖

—William Bridges

Leadership and the Bridges Model

The higher a leader is in an organisation the more quickly he/she tends to move through the change process

Others can‘t always see the intended destination and take longer to make the transition by letting go of old ways

moving through the neutral zone, and finally

making a new beginning

Ending, Losing,

Letting Go

The Neutral Zone

The New Beginning

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en

t

Time

Bridges, as cited by (Bounds and Hempsall 2007)

Unit 2 of this series of Change Management Business Knowledge modules for leaders and managers is ―Leading and Facilitating Change‖. Suggested readings before the next workshop or unit are: John Kotter Leading Change and The Heart of Change Ann Gilley The Manager as Change Leader CSU Diploma of Frontline Management: BSBFLM510B Search the CSU Library Catalogue for resources on change and change management. A number of readings specific to the Higher Education Sector will be provided prior to Unit 2

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HOW TO MANAGE CHANGE AT CSU

The CSU Organisational Change and Renewal Framework was developed as part of the University Strategy to develop an organisational ―culture responsive to change and renewal”. This will increase CSU‘s capability to manage change proactively and effectively so that as an organisation we can be effective and sustainable in the rapidly changing Higher Education sector. There are a number of organisational change management and /or transition frameworks, plans and resources available. No one way is correct. The CSU framework has been developed as an amalgam of two frameworks; Kotter (2002) and Synnot (2007). The underlying foundation of the CSU framework are the eight (8) key dimensions (or ingredients) as they cover all four main variables of impact to be considered which will ensure buy in from staff and all stakeholders directly affected by change. Four main variables to be considered in any change at CSU (CSU Frontline Management Program BSBFLM10B Facilitate and Capitalise on Change and Innovation):

1. People; (Culture is an important component) 2. Tasks; (considered as Processes under the CSU Enterprise Model (WPI)) 3. Organisational Structure; and 4. Technology

CSU Organisational Change and Renewal Framework (Attachment 2) Eight dimensions or ingredients for successfully managing change Refer to Figure 1 Managing Change @ CSU: The Eight Dimensions for Effective Organisational Change and renewal.

Dimension 1: Laying the Foundation for New Ways – Leadership & Readiness for Change

Dimension 2: Establishing a Sense of Urgency

Dimension 3: Forming a Change Team and Defining Change Management Interventions

Dimension 4: Creating Strategic Alignment

Dimensions 5: Communicating the Vision for Change

Dimension 6: Maximising Connectedness

Dimension 7: Creating and Celebrating Short Term Wins

Dimension 8: Consolidating Performance Improvements & Institutionalising New Approaches



Exercise – CSU Change Management Framework

Identifying how to improve change management at CSU using the CSU Change Management Framework With your workshop group, work team, peer learning group and/or mentor: Think about a recent or current change which you have led or been involved with. What were the strengths? What could have been improved? Which of the 8 dimensions of the framework were used/align with the strengths? Which dimensions were not considered? Use butchers paper or a whiteboard.

Strengths Improvables Where do/what dimensions of the framework fit?

Which dimensions were not considered?

Whole group debrief: Considering planned or anticipated changes in your area, what could we do in the future to improve the management of change and therefore the effectiveness acceptance of the change/s? How will you use the framework?



Developing a Change Management Plan The three main fundamentals in the CSU Change Management Framework should be considered in developing any Change Management Plan and a Communication Plan. These are well covered by the 8 dimensions:

People and Culture: 1. lay the foundations for new ways through capability: knowledge, skills and leadership

development (Dimension 1) 2. maximise connectedness: identify and remove barriers to change; willingness and readiness

for change (Dimension 6) 3. consolidate performance improvements (Dimension 8)

Plan:

1. use the project management methodology: create an ―Assignment ― or a full scale project and form a change or transition team (Dimension 3)

2. create strategic alignment or fit within the university strategy: establish goals and objectives (Dimension 4)

Communicate:

1. develop a communication plan and communicate the vision (Dimension 5) 2. create a sense of urgency (Dimension 2) 3. create and celebrate short and long term wins (Dimension 7)

Homework – Change Management Plan

Consider a change which you are planning in your area. Develop a draft change management plan (and Communication Plan) using the CSU project management templates and tools http://www.csu.edu.au/division/psc/PLframework/ and the CSU Organisational Change and Renewal Framework. Examples are provided in Attachments 4 & 5 of the CSU Interact Change and Communication Plans.

http://www.csu.edu.au/division/psc/PLframework/

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ATTACHMENTS

1. CSU Organisational Change and Renewal Framework 2. CSU Interact Communication Plan Template

REFERENCES AND SUGGESTED READINGS Anand, N. and Nicholson, N. eds. (2004) Change: How to adapt and transform the business. Format

Publishing: Norwich. Bounds, A. and Hempsall, K. (2007) Managing change strategically. ATEM NSW workshop series, 2007. CSU Diploma of Frontline Management: BSBFLM510B Facilitate and Capitalise on Change and

Innovation. Charles Sturt University Strategy 2007-2011 Gilley, A. (2005) The manager as a change leader. Praeger Publishers: Westport, CT. Kotter, J. P. (1996) Leading change. Boston : Harvard Business School Press. Kotter, J. P. and Cohen, D.S. (2002) The heart of change : real-life stories of how people change their

organizations. Boston, Mass.: Harvard Business School Press. Pounder, J.S. (2001) ―New leadership‖ and university organisational effectiveness: exploring the

relationship. Leadership and Organisational Development Journal: 2001; 22, 5/6; ABI/INFORM Global p281.

Synnot, Bill (2007) Successful organisational transition. A workshop for Charles Sturt University, September 2007.

Synnot, Bill and Fitzgerald, Rosie (2007) The toolbox for change. Danjugah Pty Ltd: Brisbane

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CSU Organisational Change and Renewal Framework



Communication Plan Template from Interact Communication Plan

Ref Target Audience Outcomes Key Messages Medium (Channel) Responsible Timing & Frequency

1

Academic staff - including Sub-Deans L&T (CELT and DIT complete)

Accept the rationale for changing

Awareness and acceptance of the system/tool

Know the date of releases

Commitment to system/tool usage

CSU wishes to achieve higher quality and more flexible delivery of learning and teaching via CSU Interact

CSU Interact is to provide a richer learning experience through interactivity

CSU Interact is to empower academics and students through direct management of the online environment

Benefits for academics

Relative advantage: the degree to which an innovation is perceived as better than the idea it supersedes

• Compatibility: the degree to which an innovation is perceived as being consistent with the existing values, past experiences and needs of potential adopters.

Sakai is an integrated and developing system to which we can all contribute

Objectives, implementation scope and time frames, FAQ‘s

Programme updates, key decisions and milestones

OLE public website Programme Manager Communications Project Manager

Updated monthly or as required

Briefings with Deans, HOSs

Programme Sponsor Programme Manager Communications Project Manager

As required

Whats New & News Communications Project Manager/ Programme Manager/ Programme Sponsor

As required

Professional development ED Formal: October – December 2007 JIT: January – December 2008

School meetings HOSs and EDs; L&T Committees

As required

site ‗about ICT Integration‘ Communications Project Manager, EDs, academics, general staff

As required

School CSU Interact site ED As required

Faculty Representative group

OLE Sponsor As required

L&T Committees ED As required

2 Students Will be addressed in the Student Support Project



3 CELT staff Accept the rationale

for changing



Ready to be change agents

To assist in the development of champions

CSU wishes to achieve higher quality and more flexible delivery of learning and teaching via CSU Interact

CSU Interact is to provide a richer learning experience through interactivity

CSU Interact is to empower academics and students through direct management of the online environment

Sakai is an integrated and developing system to which we can all contribute

The key role that EDs play as change agents in schools

FLI Team

Director Fortnightly

Learning designs/exemplars

All As required

‗Flexlearn Interact site

All As required

site ‗about ICT Integration‘

All As required

CELT ALL meetings

Director, Managers As required

Professional development EDs themselves; Lincoln Gill and Greg Hardham

June to September 2007

Supervisor communication

Supervisor As required

4 Library staff

Informed staff Inform staff of Interact developments. Library staff blog, information sessions, divisional meetings; Using Interact for projects and working parties.

Kerryn Amery As required

5 Student Services staff





CSU Interact has the potential to deliver an enhanced student experience CSU Interact can facilitate a richer learning experience through interactivity CSU Interact can enhance the support of students through interactivity Student services is central to the support of students in the Interact environment

Disemination of relevant information to LSAs Attendance at ALDG Professional development sessions for LSAs Professional development for SSOs and Help Desk staff Briefing of Managers meeting Dissemination of relevant information circulars, highlighting WN&Ns

Manager, learning Manager, learning, LSAS CELT/Manager Learning IT/Managers Support, Contact & Administration Manager, learning

September-December As required As required As required As required



6 LMC staff





CSU wishes to achieve higher quality and more flexible delivery of learning and teaching via CSU Interact CSU Interact can facilitate a richer learning experience through interactivity CSU Interact can empower academics and support students through interactivity Sakai is an integrated and developing system to which we can all contribute

LMC Management and Interact teams LMC Management and Interact teams; ICT Integration site LMC Management and Interact teams

Director As required

7 DIT staff

Awareness of the strategic importance of the initiative

Information to assist in the support of the application

Understanding of key timeline events

CSU is pursuing a goal to once again be a leader in the delivery of online learning and teaching

The move to an integrated learning environment is a fundamental shift

The move to Sakai makes CSU the member of a global community

DIT Interact site

Regular meeting of staff working on/around Interact

Dissemination of relevant documentation (e.g. PD materials)

Executive Director

Learning, Teaching and Community Source Liaison Officer

DIT Managers

DIT Service Desk

As required

8 Student Admin Student Administration Executive

Publishing links on the Student Administration Staff website

Progress and details of CSU Interact. With a flow on of information to divisional staff To actively promote CSU interact to staff

Briefing Project Team - Student Administration Representative

Monthly



10 Human Resources staf (HR to complete)

Improve awareness of CSU Interact in

Progress and details of CSU Interact Email updates as communiqués come from the Program Manager

An information session (2 will be conducted) with all of HR staff by videoconference and bridgit

Through OD involvement in CSU Interact Learning Communities (terminology) and communicating this experience and knowledge gained through HR Directors and Managers group: Committee of Heads of School; Middle Managers Forum and Academic Liaison Discussion Group

Hedy Bryant As required

11 Marketing staff

Improve awareness of CSU Interact in prospective students and parties external to the university

CSU Interact provides a richer learning experience through interactivity

CSU Interact provides advanced communication technology for students on campus and DE

Online course brochures

Core publications – general Prospectus, Flexible study Guide, etc

Future printed publications

PR/Media (via Wes Ward)

All Marketing Staff As required

12 Senior Executive Council

Assist with financial issues or major problems

Financial issues or major problems

Briefing Programme Sponsor As required

14 Vice Chancellors Forum

Aware of key decisions/ milestones

Objectives, implementation scope and time frames, FAQ‘s, key decisions and milestones

OLE public website Programme Manager Updated monthly or as required

Key decisions Memo via email; briefing

Programme Sponsor As required

15 Academic Senate Rule on relevant policy issues

Policy issues Briefing Programme Sponsor As required

16 ILSC Rule on relevant policy issues

Policy issues Briefing Programme Sponsor As required

17 Steering Committee

Aware of state of Objectives, implementation scope and time frames, FAQ‘s, key decisions and milestones

OLE public website Programme Manager Updated monthly



Programme & projects

Appreciate issues, risks, change requests and costs

Decision making and guidance

Awareness, information, provide guidance, decision making

Progress meetings - video conference

Programme Manager As required

Questions and guidance Email Sponsor, Project Manager

As required

Progress, risks, issues, change requests, costs, future activities

Progress report Programme Manager Monthly

18 Programme Team

Aware of stage and state of Programme and projects to facilitate decision making

Aware of key dates and decisions

Collaboration, information Interact intranet site

Programme Manager Updated frequently

Communication and actions required to be performed, Programme updates and decisions

Email or audio

Project Manager or Business Analyst

As required

Programme information and queries Email or audio

Team members As required



Progress, actions, issues, risks, decisions Progress meeting – audio/video conference


Develop new ideas and way forward Workshop


19 Project Team Aware of stage and state of projects

Aware of key dates and decisions

Collaboration, information Interact intranet site

Programme Manager Updated frequently

Communication and actions required to be performed, project updates and decisions

Email or audio Project Manager or Business Analyst

As required

Project information and queries Email or audio

Team members As required

Progress, actions, issues, risks, decisions Progress meeting - audio Project Manager or Business Analyst

Weekly



Communication and actions required to be performed

Videoconference Project Manager As required

Develop new ideas and way forward Workshop

Project Manager As required

20 Other general staff

21 Other University staff members



Date of releases

Objectives, implementation scope and time frames, FAQ‘s, key decisions and milestones

OLE public website Programme Manager Updated monthly or a required

Programme updates, key decisions and milestones

Whats New & News Project Manager/ Programme Manager/ Programme Sponsor

As required

site ‗about ICT Integration‘ Project Manager and members

As required

22 All staff members Accept the rationale for changing


Date of releases

the process of managing change - charles sturt university

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