tracey darley & jill roche
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8/3/2019 Tracey Darley & Jill Roche
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Managing organisational change
Through effective change andcommunication integration
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About us
World Vision is a worldwide community development organisation that provides short-term and
long-term assistance to 100 million people worldwide (including 2.4 million children).
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WV is a federal partnership
World Vision is a federal partnership of national entities. An international board of directors oversees the Partnership.
In the majority of the countries where we work, national boards andadvisory councils exercise responsibility for governance at the nationallevel.
Global
Centre
Support
Offices
Regional
Offices
National
OfficesADPs
WVA
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The Partnership Strategy Overarching Goal
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Critical Success Factors: For smooth, significant
and sustainable change
Articulate an irresistible case for the need for change
Articulate a compelling vision of the end result
Identify all stakeholders who are impacted by the change and/or can impact on success
Ensure Leadership Alignment
Challenge Core Assumptions
Build trust - and recognition of interdependence
Attain Ownership rather than Compliance
Attain ́ empowered communicationµ rather than ́ improved information-
sharingµ
Ensure capability
Embrace resistance as universal
Meet people at their level of discomfort
Intervene in the systemic context
Coordinate and align drivers of behaviour (Infrastructure-Initiative; Initiative-Initiative)
Clarify roles, responsibilities and metrics for introducing the change
Ensure Ongoing Competence to lead and manage change
Source: Ric Matthews (WVI)
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Let¶s put our ³comms ́heads together and
figure out how to achieve some of thesecritical success factors
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Contact
Tracey Darley
Strategic Change Consultant
Jill Roche
Head of Internal Communications
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APPENDIX:
Some useful change management and
communications tools and principles
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Your role in managing and communicating
change
Set Up Change
Project
Teams forS
uccess
Diagnose
Change Impact,
Readiness &
Opportunities
ConductChangeInterventions& monitorprogress
Coach
Leaders C h a n g e
M
a n a g e r
What role do you play in enabling smooth, significant and sustainable change? C o m m . s
M a n a g e r
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Stream Activity Duration Jan Feb Mar Apr May Jun
Mobilization
and
Communication
Detailed Design Kick-off Panning and Delivery 3 weeks
Set up Workstreams for success (Establish common
understanding of what, why and how of TOM and
their roles , responsibilities and plans)
5 weeks
Conduct change readiness and change impact
assessments5weeks
Review and update TOM stakeholder analysis and
communications plan5 weeks
Develop Change Management Plan 5 weeks
Implement and monitor change plan
Provide ongoing coaching and support to project
leads and workstreams
Communication (Test this with Diwa and Cathy)
Develop communications strategy, plan and
principles aligned to change management plan5 weeks
Identify key messages based on updated
stakeholder analysis2 weeks
Develop Content Ongoing
Anticipate and pose Frequently Asked Questions Ongoing
Facilitate feedback formal, informal, online and
face-to-face
Ongoing
Embed messages to normalise changes Ongoing
Review and Refresh
Effectiveness Review (Using change diagnostics and
communications feedback) refresh change andcomms plans accordingly On-going
Sample ±TOM Project Mobilisation andCommunicationsWorkstream:Tasks and Schedule
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Anchored in orundermined by
Inform &influence
Relationships
(trust)
Meaning
(identity)
Communication
(info & actions)
Ability
(skills)
Drivers of
Change
Anchors of
Change
Systems &Processes
Strategy
Structures
PerformanceManagement
Assessing and managing change readiness and impact using the eight
dimensional model for sustaining change
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Change Occurs in Eight Dimensions that serve to µDrive¶
Or µ Anchor¶Change
Information
Sharing
Systems &
ProcessesStructures
Performance
ManagementStrategy
Direction and Purpose Conflict or Support
What is shared?
How is it shared?
Who shares with
whom?
Competencies
Training
Inhibitors
Capability
Goals and Objectives
Action Plans
Responsibility assigned
Defined boundaries
Organization design
Roles & responsibilities
Technology
Business Processes
Policies & Procedures
Measurement
Discipline
Accountability
Implementation Plan Organization Structure IT/IS andWork Process Individual Performance
Who are we?
What do we do?
Who am I?
What do I do?
Who is the ¶we·
Interpersonal Relations
Intra-group relations
Inter-group relations
Communication D r i v e r s o f C h a n g e
A n c h o r s o f C h
a n g e
Relationships
(trust)
Meaning
(identity)
Ability
(skills)
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Introducing theWVI seven lever change methodology: A
practical toolkit
Ensuring
Accountability
Creating a
Shared Need
Aligning
Systems andStructures
Developing a
Shared Vision
Leading
Proactively
Engaging and
Mobilizing
Stakeholders
Sustaining
Change
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Seven lever model - overview
Levers Definition Critical Questions that Drive Change
Defining the Change Identifying the purpose, scope and the outcomeof the change
Determining the process to be used to achieve thechange (i.e. roles, timelines, work plans)
Is the team clear about the work they will and willnot do in association with this initiative? Have they´scopedµ the initiative?
Do we have a clear set of objectives, strategies oroutcomes to develop a work plan around?
Creating a Shared
Need
The reason to change now (not next year), whetherdriven by threat or opportunity, is instilled within the
key stakeholders
A compelling case for change and the expectedresults is established
What is the rationale for why this initiative isimportant and why now?
Developing a Shared
Vision
Setting a vision tied to key actions, performance andresults
What will the future look like when we havesuccessfully completed the work of this initiatives?
Leading Proactively Having a business sponsor / advisory group whoactively engages in the initiative on a an on-going basis.W
ho makes a viable commitment to communicationeffectively, models change leadership behaviours andholds him / herself and team members accountable foroutcomes
Ensuring that team members of this initiative seethemselves as change leaders and advocates who canimpact others through their own behaviours andpractices
How can individual leaders and membersconsistently demonstrate their commitment to
the initiative?How can leaders and members demonstrate and
model behaviours and practices that drive change?
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Seven lever model - overview
Levers Definition Critical Questions that Drive Change
Engaging & Mobilising
Stakeholders
Involving and informing all stakeholders, relevantto this specific initiative, to obtain ownership andsupport; these key constituents invest in thischange, make it work, demand and receivemanagement attention. They agree to change theirown actions and behaviours to support the change
Reaching diverse audiences, that are impacted by
this initiative, through multiple communicationvehicles
What must be done to minimize resistance andbuild commitment to the initiative?
What are the critical messages and key mediumsfor communicating the initiative·s purpose andprogress to key stakeholders?
Ensuring Accountability Progress is real; a project work plan is in place;roles and responsibilities are clear, benchmarks areset and realized, performance indicators areestablished to guarantee accountability
Establishing accountability for results and asense of priority and follow through for all
activities and tasks
Is our work plan and accountabilities clear?
Aligning Systems and
Structures
Realigning all aspects of the organisation that arenecessary to sustain this change and deliver results
What structures, processes, practices, andrewards must be altered in order to ensure thischange is accepted and lasts?
Sustaining Change Applying lessons learned to improve performanceand results
What adjustments must be made to the team·sapproach and behaviours to ensure the vision andresults are truly achieved?
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Change Levers Deliverables &Tools
Levers Deliverables Tools Examples
Defining the Change Define Team scope
Team Charter ((roles & working agreements)
Specific measures of success
Change Profile for specific initiative & ongoingdiagnostic of change elements
ScopingDocument
Team Charter
ChangeDiagnostic
Change Profile
Identifying a Shared
Need
Threat Opportunity Assessment
A ́ burning platformµ / Case for change for thisinitiative
Engagement Action Plans
Diagnostic of progress
Threat vs.. Opportunity Matrix
Data,Demonstration,Demand
Developing a Shared
Vision
Articulated vision (or Vision Statement?)
Engagement Action Plans
Diagnostic of progress
Current / Future State
More of / Less of
Elevator SpeechLeading Proactively Change Leader Assessment
Leadership commitment
Coaching (as needed) with team leader, businesssponsor and advisory group members
Engagement Action Plans
Diagnostic of progress
Project Manager vs.. Change Leader
Business / Personal Audit
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Change Lever Deliverables &Tools
Levers Deliverables Tool Examples
Engaging & Mobilizing
Stakeholders
List of key stakeholders
Stakeholder maps & management plan
Identification and resolution of resistance
Communication strategy, messages and plansspecific to this initiative that a align with OurFuture strategic communication plans
Engagement Action Plans
Diagnostic of progress
Stakeholder Analysis
Key Constituents Map
Influencing Strategies
Technical, Cultural, Political Analysis
Communication Strategies & Action Plans
Ensuring Accountability Measurement and monitoring process
Metric timeline
Redefined roles and responsibilities
Engagement Action Plans
Diagnostic of progress
30. 60. 90 Day review
RACI
Tracking Progress Checklist
Action Planning Templates
Aligning Systems and
Structures
Plans to align change with new and existingprocesses and systems
Engagement Action Plans
Diagnostic of progress
Project Impact on Systems and Structures
Measurement / Reward Cycle
Circles of Control and Influence
Sustaining Change Engagement Action Plans
Diagnostic of progress
ChangeDiagnostic & Profile
Sustainability Questions
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Managing change communication
Document and agree communication strategy, plan and principles
Schedule regular meetings with leaders ² what·s happening for them?
Produce a Calendar of events ² what·s on the horizon for you & them
Formalise the ¶broadcast· process ² get agreement on who can say what
Develop talking points
Anticipate and pose ¶Frequently Asked Questions·
Facilitate feedback ² formal, informal, online and face to face
Embed messages to normalise the changes
Leaders are our customers
and employees are our audience
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Working with Leaders
Make ¶authenticity· your mantra ² employees see through ¶spin·
Leverage leaders who are communicators, as role models for their
peers
Keep the feedback coming in ² leaders are removed from the reality
of the shop floor
Get agreement on your planned approach ² upfront ² and get them
to hold each other to the plan
Remember in times of change it will be the little things that will be
remembered
Don·t assume leaders will ask for support, even if they need it
If you can see an issue or opportunity looming let them know
Leaders might look to HR for guidance, so make sure the HR teamunderstands how you can help
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Defining Communication Principles
We need our entire organisation to have ashared understanding of what is changing
To create a shared understanding we must have
a clear, consistent approach to communicationwhich is guided by a set of principles
A set of principles is only meaningful if ourExecutive Team support them
Messages and methods are always audience appropriate, but the fundamental principles that
guide our communication will be applied in all situations
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Setting the scene ±The Elevator Speech
Our world is rapidly changing, bring new challenges and opportunities
We have to improve the work we do today, and build a business for the future
1. Relating differently to our supporters/donors/communities
2. Harnessing the strengths of the Support Office and National Office to find a new way of working
3. Organising ourselves so we can deliver
4. Partnering purposefully with other organisations
5. Embedding the capabilities we will need to be successful
We have to describe why
we are changing and
what we are doing
We also need to explain
how we will be different
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Facilitating Feedback
Posted directly by
employees
Posted by Internal
Comm.s on behalf of
employees
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Critical Success Factors
(Ric Matthews)
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Articulate an irresistible case for the
need for change
Ensure that each individual has a sense of a ́ burning platformµ that requireshim/her to act. The need for change must be articulated in a way that is:
Relevant (speaks to my personal circumstances, concerns, interests andneeds)
Unambiguous (not open to interpretation and misunderstanding)
Succinct (a few simple words that are to the point and easy to repeat)
Consistent (does not undergo changes, amendments or adaptations)
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Articulate a compelling vision of the
end result
Provide each stakeholder with an indication of what the change could andshould deliver. The statement should be easy to understand and evocative of deeply held dreams, values and desired outcomes. It should be:
Tangible and specific (offering a detailed sense of the look and feel of thechange)
Relevant (providing insight into the advantages and benefits for mepersonally)
Engaging (challenging enough to attract interest, realistic enough to attracteffort)
Measurable (providing indicators of what success would look like)
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Attain empowered communication rather than improved
information sharing
Improved Information Sharing Empowered Communication
Concentrate on giving information Focus on creating meaning
Distribute information from leaders to other
stakeholders and actively solicit feedback
Create opportunities for conversation in which we
listen for meta-messages, for the information within
the data, for the views, agendas and priorities of
others
We listen but talk more, We talk but listen more
Focus on what is said and done Focus on what is not said and not done
Communication is defined as a tool for enrolling
others in your plans by intensifying the information
flow in certain areas and focusing it more directly, you
shape the likely response and behaviour of others.
Communication is defined as a glass door through
which you can look into the state of the organisation.
Most importantly, we are able to access and impact
on the inherent code of the organisation:Communication is the currency of the invisible
transactions (strands) that create the organisational
DNA. And it is that DNA that has to be impacted for a
change to be significant and sustainable
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Meet people at their level of discomfort
It is important to distinguish between three levels of resistance and to meet each person at the level of his/herspecific discomfort. Providing more information may be entirely appropriate for addressing a level 1 discomfort,
but entirely unhelpful in addressing level 2 or 3 resistance.
Level 1 ² Discomfort at the level of the idea (the way we think about and understand
the argument for change) ± This is a common reaction to suggested changes / new ideas, and is shown by people disagreeing based on facts,
figures and ideas. This can be addressed by providing more information, explanation, and justification.
LEVEL 2 ² Discomfort at the level of physiological and emotional impacts (the way
the change is seen to impact on feelings and relationships) ± At this level the pushback is anchored in an emotional and physiological reaction to the change. The discomfort may
be due to fear and/or loss: people fear they will lose face, status, friends, even their jobs.When someone is
uncomfortable because of the impact the change will have on an important relationship, no amount of informationabout the reason for the change (level one factors) will help to reduce the resistance.We need to address thediscomfort at the level it occurs.
Level 3 ² Discomfort at the level of beliefs and attitudes ± This is seen when people are not resisting the idea - they are resisting the values and beliefs that the change seems to
represent. Indeed they may simply be resisting you (because of what they believe you and/or the organisation/groupyou are from represent). This discomfort also covers cultural, religious, and racial differences.