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Understanding Change and Engaging Key Stakeholders in Define Phase

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Section 1

Introduction to Change

Management

Topic Introduction and Context in the DMAIC Roadmap



The Importance of Change Management The Importance of Change Management The Importance of Change Management The Importance of Change Management

Shigeo ShingoShigeo ShingoShigeo ShingoShigeo Shingo

“Improvement

usually means doing

something that we

have never done

before”



Change Management and the DMAIC RoadmapChange Management and the DMAIC RoadmapChange Management and the DMAIC RoadmapChange Management and the DMAIC Roadmap

Define: Define: Define: Define: Engage sponsorship & key Engage sponsorship & key Engage sponsorship & key Engage sponsorship & key

stakeholder support, build an stakeholder support, build an stakeholder support, build an stakeholder support, build an

effective team, build the case for effective team, build the case for effective team, build the case for effective team, build the case for

changechangechangechange

Measure/Analyse: Measure/Analyse: Measure/Analyse: Measure/Analyse: Maintain Maintain Maintain Maintain

momentum, facilitate a team momentum, facilitate a team momentum, facilitate a team momentum, facilitate a team

approach, deal with resistance approach, deal with resistance approach, deal with resistance approach, deal with resistance

Improve: Improve: Improve: Improve: Secure buy in for the Secure buy in for the Secure buy in for the Secure buy in for the

change, manage resistancechange, manage resistancechange, manage resistancechange, manage resistance

Control: Control: Control: Control: Maintain focus, ensure Maintain focus, ensure Maintain focus, ensure Maintain focus, ensure

continued buy incontinued buy incontinued buy incontinued buy in



By the end of this section you should be able to:

Section ObjectivesSection ObjectivesSection ObjectivesSection Objectives

Conduct a Force Field Analysis

Identify & engage appropriate senior sponsorship for

improvement projects

Conduct a stakeholder analysis & manage a stakeholder

action plan

Develop a project plan

Select & engage a suitable improvement project team

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Section 2

Enablers for Project Success

Tools for taking enabling actions to ensure project success



The way The way The way The way The wayThe wayThe wayThe way

we werewe werewe werewe were we will bewe will bewe will bewe will be

Productivity Level Before TransitionProductivity Level Before TransitionProductivity Level Before TransitionProductivity Level Before Transition

Old EndingOld EndingOld EndingOld Ending New BeginningNew BeginningNew BeginningNew Beginning

TRANSITIONTRANSITIONTRANSITIONTRANSITION

Achieving Performance ImprovementAchieving Performance ImprovementAchieving Performance ImprovementAchieving Performance Improvement

Current StateCurrent StateCurrent StateCurrent State

Future StateFuture StateFuture StateFuture State

D M A I C D M A I C D M A I C D M A I C

Unrealistic

Lucky

Likely & realistic

Achievement of future state performance level

TimeTimeTimeTime

Perform

ance

Perform

ance

Perform

ance

Perform

ance

Typically the transition from the old to the

new performance level isn’t smooth –

this period needs to be managed closely

EXERCISE

Chat ContributionChat ContributionChat ContributionChat Contribution

Individually:Individually:Individually:Individually:

Using Chat send your responses to the following questions:

• How do you expect the people leading the change (the

Green Belt, the improvement team, the sponsor) will FEEL

at the point when an improved process is implemented?

• What about the wider group of people who are

experiencing the change (the people who experience the

change in ways of working, the wider stakeholders) – how

will they FEEL?

interact viaCHAT



The Transition Period: The Transition Period: The Transition Period: The Transition Period: Two PerspectivesTwo PerspectivesTwo PerspectivesTwo Perspectives

• Aware of business issues

• Accountable for financial

performance

• Require action quickly

• Wants results now!

Those who want Those who want Those who want Those who want

the changethe changethe changethe change

The recipients of The recipients of The recipients of The recipients of

the changethe changethe changethe change

Both these groups need be reassured:

The customer experience won’t be jeopardised

The new process & process owner will be supported to

minimise the duration and depth of the transition period

• Focus on day to day job

• Worry about the impact

on ‘me’

• Feel threatened

EXERCISE


Individually:Individually:Individually:Individually:

Using Chat send me your responses to the following

questions:

• What actions can we take to improve the experience of

those who are the recipients of the change?

interact viaCHAT



What the Experts Say: Kotter’s What the Experts Say: Kotter’s What the Experts Say: Kotter’s What the Experts Say: Kotter’s 8 Stage Process for Change8 Stage Process for Change8 Stage Process for Change8 Stage Process for Change

Understanding theUnderstanding theUnderstanding theUnderstanding the

need for changeneed for changeneed for changeneed for change

Rewarding new behavioursRewarding new behavioursRewarding new behavioursRewarding new behaviours Identifying keyIdentifying keyIdentifying keyIdentifying key

stakeholdersstakeholdersstakeholdersstakeholders

ManagingManagingManagingManaging

resistanceresistanceresistanceresistance

Defining roles &Defining roles &Defining roles &Defining roles &

accountabilitiesaccountabilitiesaccountabilitiesaccountabilities

Influencing &Influencing &Influencing &Influencing &

persuadingpersuadingpersuadingpersuading

TransferringTransferringTransferringTransferring

ownershipownershipownershipownership

UnderstandingUnderstandingUnderstandingUnderstanding

stakeholdersstakeholdersstakeholdersstakeholders

Change Change Change Change

LeadershipLeadershipLeadershipLeadership

Create a sense Create a sense Create a sense Create a sense

of urgencyof urgencyof urgencyof urgency

Create a sense Create a sense Create a sense Create a sense

of urgencyof urgencyof urgencyof urgencyCreate a guiding Create a guiding Create a guiding Create a guiding

coalitioncoalitioncoalitioncoalition

Create a guiding Create a guiding Create a guiding Create a guiding

coalitioncoalitioncoalitioncoalition

Develop a visionDevelop a visionDevelop a visionDevelop a visionDevelop a visionDevelop a visionDevelop a visionDevelop a vision

Communicate Communicate Communicate Communicate

the visionthe visionthe visionthe vision

Communicate Communicate Communicate Communicate

the visionthe visionthe visionthe vision

Empower actionEmpower actionEmpower actionEmpower actionEmpower actionEmpower actionEmpower actionEmpower action

Generate shortGenerate shortGenerate shortGenerate short----

term winsterm winsterm winsterm wins

Generate shortGenerate shortGenerate shortGenerate short----

term winsterm winsterm winsterm wins

Consolidate the Consolidate the Consolidate the Consolidate the


Consolidate the Consolidate the Consolidate the Consolidate the


Anchor the Anchor the Anchor the Anchor the


Anchor the Anchor the Anchor the Anchor the




Enablers for Project Enablers for Project Enablers for Project Enablers for Project Success Success Success Success –––– What you can do as a GBWhat you can do as a GBWhat you can do as a GBWhat you can do as a GB

Project success can be supported by ensuring the following enabling

activities are undertaken:

• Performing a Force Field Analysis

• Understanding and articulating the projects benefits

• Securing good sponsorship

• Identifying and engaging stakeholders

• Effective project activity planning

• Securing and building an effective project team



4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)

Identify helping forces (enablers) & hindering forces (barriers), grade Identify helping forces (enablers) & hindering forces (barriers), grade Identify helping forces (enablers) & hindering forces (barriers), grade Identify helping forces (enablers) & hindering forces (barriers), grade

according to impactaccording to impactaccording to impactaccording to impact

EnablersEnablersEnablersEnablers

Gains & benefits & supportGains & benefits & supportGains & benefits & supportGains & benefits & support

BarriersBarriersBarriersBarriers

Implementation obstaclesImplementation obstaclesImplementation obstaclesImplementation obstacles

Supportive Senior SponsorSupportive Senior SponsorSupportive Senior SponsorSupportive Senior Sponsor

Our biggest customer has Our biggest customer has Our biggest customer has Our biggest customer has

complained directly about the complained directly about the complained directly about the complained directly about the

problemproblemproblemproblem

Team members frustrated with the Team members frustrated with the Team members frustrated with the Team members frustrated with the

current processcurrent processcurrent processcurrent process

Current ban on travelling willCurrent ban on travelling willCurrent ban on travelling willCurrent ban on travelling will

make it difficult to get all 3 sites make it difficult to get all 3 sites make it difficult to get all 3 sites make it difficult to get all 3 sites

engagedengagedengagedengaged

Local team leaders resistant to Local team leaders resistant to Local team leaders resistant to Local team leaders resistant to

changing the processchanging the processchanging the processchanging the process

Previous project was not Previous project was not Previous project was not Previous project was not

successfulsuccessfulsuccessfulsuccessful

1111



Consider how you can leverage more benefit from existing enablers. Consider how you can leverage more benefit from existing enablers. Consider how you can leverage more benefit from existing enablers. Consider how you can leverage more benefit from existing enablers.

e.g. involve the supportive CEO in high profile communications & draw e.g. involve the supportive CEO in high profile communications & draw e.g. involve the supportive CEO in high profile communications & draw e.g. involve the supportive CEO in high profile communications & draw

on their time to make them more accessible & visible during the on their time to make them more accessible & visible during the on their time to make them more accessible & visible during the on their time to make them more accessible & visible during the


Consider how you can reduce the impact or eliminate barriers that you Consider how you can reduce the impact or eliminate barriers that you Consider how you can reduce the impact or eliminate barriers that you Consider how you can reduce the impact or eliminate barriers that you

have identified. have identified. have identified. have identified. e.g. enlist resistant individuals to the project team to e.g. enlist resistant individuals to the project team to e.g. enlist resistant individuals to the project team to e.g. enlist resistant individuals to the project team to

develop their understanding & engagementdevelop their understanding & engagementdevelop their understanding & engagementdevelop their understanding & engagement

Consider what new helping forces you could add . . . Consider what new helping forces you could add . . . Consider what new helping forces you could add . . . Consider what new helping forces you could add . . .

3333

4444

4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)

2222

EXERCISE

Individually Individually Individually Individually –––– 5 minutes:5 minutes:5 minutes:5 minutes:

• Brainstorm some enablers and barriers for step1 of a Force

Field Analysis for either a project you are working on or if

you don’t have a project yet do one on the location and

environment within which your project will likely be set

16

Activity: Force Field Activity: Force Field Activity: Force Field Activity: Force Field AnalysisAnalysisAnalysisAnalysis

EXERCISE

17

BreakoutBreakoutBreakoutBreakout room Activity: FFAroom Activity: FFAroom Activity: FFAroom Activity: FFA

In your breakout room:In your breakout room:In your breakout room:In your breakout room:

Compare your Step 1 forcefield analysis with each other

• Are there any similarities?

• Discuss how you might leverage some of the enablers you

have identified and how you might reduce some of the

barriers?

Output Output Output Output required:required:required:required:

• Capture a summary of your discussions on a white board

and save to share

Group EXERCISE

15 minutes

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Section 2

Engaging Sponsor Support

Understanding the role of the project sponsor and how to

engage with them



• For bottom up projects you will have

had to seek & secure suitable

sponsorship

• For top down projects the sponsor will

usually be the person assigning the

project

• The sponsor should take ultimate

accountability for the success of the

project & sign the project charter

A key enabler to any project success is to A key enabler to any project success is to A key enabler to any project success is to A key enabler to any project success is to

have good sponsorship in placehave good sponsorship in placehave good sponsorship in placehave good sponsorship in place

Charter Elements: SponsorCharter Elements: SponsorCharter Elements: SponsorCharter Elements: Sponsor



• Help gain access to sufficient

resources for the team & project to

be a success

• Make themselves available for

support and guidance if required

• Create support for the project from

other stakeholders by being an active

& visible spokesperson for the

project

• Where necessary, help to manage

key resistance points

In a Perfect World Effective Sponsors :In a Perfect World Effective Sponsors :In a Perfect World Effective Sponsors :In a Perfect World Effective Sponsors :

EXERCISE


In reality what mistakes/ bad sponsorship practices do you

think some Green Belt project sponsors may inadvertently

make?

interact viaCHAT

EXERCISE


What actions should we take now in the Define Phase to

engage our sponsors?

interact viaCHAT



• For any project an early estimate of

costs & benefits should be made, to

confirm that the project is worth

doing

• This will be reviewed at regular

intervals throughout the project

• Agree the guideline savings for your

project at an early stage with the

sponsor – scope the project to a

level which makes this achievable

Securing Support and Resource: Business CaseSecuring Support and Resource: Business CaseSecuring Support and Resource: Business CaseSecuring Support and Resource: Business Case



Hard Financial Benefits Hard Financial Benefits Hard Financial Benefits Hard Financial Benefits

• Typically associated with improvements that have

a direct & quantifiable impact that can be easily

quantified

• Ownership & accountability is clearly identified

Soft Benefits Soft Benefits Soft Benefits Soft Benefits

• Typically are harder to quantify and more difficult

to measure improvement against e.g. customer

& employee satisfaction or environmental impact

• These soft benefits are very important & should

be documented

• Any assumptions used to quantify their potential

impact should also be documented and as far as

possible provenanced by a credible source.

Hard & Soft BenefitsHard & Soft BenefitsHard & Soft BenefitsHard & Soft Benefits



From the beginning of the project agree with

the Sponsor their expected involvement at

each stage of the project.

• Clarity is required on:

– What you expect from the project

sponsor

– What the sponsor expects from you

– What aspects of the project you are

each accountable for

• Agreement is needed on:

– Deliverables

– Timescales

– Project Roles & Responsibilities

– Reporting/Review Mechanisms

Setting the Sponsorship ContractSetting the Sponsorship ContractSetting the Sponsorship ContractSetting the Sponsorship Contract

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Section 3

Engaging Stakeholders

Tools for identifying and engaging stakeholders



Definition of a StakeholderDefinition of a StakeholderDefinition of a StakeholderDefinition of a Stakeholder

interact viaCHAT

Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project:

Brainstorm a list of potential stakeholders in the

context of your organisation



Identifying Key Identifying Key Identifying Key Identifying Key Stakeholders: Stakeholders: Stakeholders: Stakeholders: Elliott Kemp MatrixElliott Kemp MatrixElliott Kemp MatrixElliott Kemp Matrix

WHO ARE THEY?WHO ARE THEY?WHO ARE THEY?WHO ARE THEY?

LowLowLowLow HighHighHighHigh

HighHighHighHigh

Power &/or InfluencePower &/or InfluencePower &/or InfluencePower &/or Influence

Interest or ConcernInterest or ConcernInterest or ConcernInterest or Concern



ExampleExampleExampleExample

Elliott Kemp MatrixElliott Kemp MatrixElliott Kemp MatrixElliott Kemp Matrix



OTHER DEP’T/FUNCTION

MY DEP’T/FUNCTION

EXTERNAL

‘MY LEVEL’

ME!

Mapping Stakeholder RelationshipsMapping Stakeholder RelationshipsMapping Stakeholder RelationshipsMapping Stakeholder Relationships



Stakeholder Map ExampleStakeholder Map ExampleStakeholder Map ExampleStakeholder Map Example

The project team sketch out a relationship map for the key players in The project team sketch out a relationship map for the key players in The project team sketch out a relationship map for the key players in The project team sketch out a relationship map for the key players in

their project their project their project their project

Green Belt

Angela

(Sponsor)

+++

John (Agent)++

Adrian

IT Manager

Car share together +++

-veClashed over the new system, don’t get on

Rachel

(Supervisor)

+ used to work in same tea, social group in common

Tom

(Mail Room)

-ve Tom applied for Rachel’s job and thinks he could do it better than her

+ Is Adrian’s uncle!

EXERCISE

32

Homework Suggested Activity: Homework Suggested Activity: Homework Suggested Activity: Homework Suggested Activity: Stakeholder AnalysisStakeholder AnalysisStakeholder AnalysisStakeholder Analysis


• Create a Stakeholder Relationship map for your project

• Identify Key Stakeholders and potential Sponsors



Your Communication PlanYour Communication PlanYour Communication PlanYour Communication Plan

• Communication is critical at all

stages of any C.I. process

• In the start communicating the

project objectives is key to

gaining stakeholder support

interact viaCHAT


What kind of things do you think you will need to

plan to regularly communicate to your

stakeholders?



First identify your stakeholders :First identify your stakeholders :First identify your stakeholders :First identify your stakeholders :

• Who’s involved?

• Which are the Key stakeholders – who has power or influence & who’s

‘bothered’?

Next gather intelligence Next gather intelligence Next gather intelligence Next gather intelligence

• what do the key stakeholders care about most? what do they ‘like’?

Consider this from both the perspective of their business role and from

their personality:

Get to Know Your StakeholdersGet to Know Your StakeholdersGet to Know Your StakeholdersGet to Know Your Stakeholders



Understanding your Key StakeholdersUnderstanding your Key StakeholdersUnderstanding your Key StakeholdersUnderstanding your Key Stakeholders

Role DriversRole DriversRole DriversRole Drivers Personal DriversPersonal DriversPersonal DriversPersonal Drivers

• KPI’S?KPI’S?KPI’S?KPI’S?

• Targets?Targets?Targets?Targets?

• Objectives?Objectives?Objectives?Objectives?

• Behavioural Behavioural Behavioural Behavioural

preferencespreferencespreferencespreferences

• MotivationsMotivationsMotivationsMotivations

• Hobbies / interests / Hobbies / interests / Hobbies / interests / Hobbies / interests /

passions?passions?passions?passions?

What are their What are their What are their What are their ---- Issues ? Barriers? ‘Yes Buts’?Issues ? Barriers? ‘Yes Buts’?Issues ? Barriers? ‘Yes Buts’?Issues ? Barriers? ‘Yes Buts’?

What are their common complaints and moans?What are their common complaints and moans?What are their common complaints and moans?What are their common complaints and moans?

EXERCISE

Chat Tell me about the picture?Chat Tell me about the picture?Chat Tell me about the picture?Chat Tell me about the picture?

Individually write down how you would tell me about the picture Individually write down how you would tell me about the picture Individually write down how you would tell me about the picture Individually write down how you would tell me about the picture

below:below:below:below:



PreferancePreferancePreferancePreferance (Myers Briggs Type Indicator)(Myers Briggs Type Indicator)(Myers Briggs Type Indicator)(Myers Briggs Type Indicator)

Talk it through

Detail

Logic

Planned

Think it through

Big Picture

Values

Spontaneous



3 Step Engagement3 Step Engagement3 Step Engagement3 Step Engagement

Step 1Step 1Step 1Step 1 What do I want to achieve?What do I want to achieve?What do I want to achieve?What do I want to achieve?

Step 2Step 2Step 2Step 2 Who have I got to engage?Who have I got to engage?Who have I got to engage?Who have I got to engage?

Step 3Step 3Step 3Step 3 How will I go about it?How will I go about it?How will I go about it?How will I go about it?

EXERCISE

39

Homework Suggested Activity: Planning Homework Suggested Activity: Planning Homework Suggested Activity: Planning Homework Suggested Activity: Planning Engagement Engagement Engagement Engagement

• Consider the key stakeholders for your project

• Identify an individual or group you would like to engage

• Use the 3 step model & the questions it contains to plan

how you could secure a positive response from them

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Section 4

The Project Plan

Tools for planning the GB project



• Project Management Skills are just as important as technical skills

• Good planning will help you execute a successful project & achieve your goal

• Take time to:

– Identify all necessary activities

– Understand their sequence (dependency)

– Make realistic evaluations of the time requirements for activity completion

– Identify and communicate appropriately with all stakeholders

• Schedule regular project meetings with your sponsor to evaluate progress and discuss any help or support required

Project planning is best done with your team and using PostProject planning is best done with your team and using PostProject planning is best done with your team and using PostProject planning is best done with your team and using Post----it notesit notesit notesit notes

Managing Your ProjectManaging Your ProjectManaging Your ProjectManaging Your Project



“Project planning in its fundamental

form is simply a case of thinking through

‘what do I want to achieve, what do I

need to do, who do I need to involve,

who’s going to do what, how long will it

take, how much will it cost and what do I

need to keep an eye on to make sure it

runs smoothly”.

Project PlanningProject PlanningProject PlanningProject Planning

“The most fundamental truth about projects

is they take longer than you planned for”.



Project Planning Project Planning Project Planning Project Planning –––– Do the ArithmeticDo the ArithmeticDo the ArithmeticDo the Arithmetic

Remember always to be realisticRemember always to be realisticRemember always to be realisticRemember always to be realistic

How much time you need

How much time you have available

An 8 hour activity will take 8 weeks if you only have 1 hour a week available An 8 hour activity will take 8 weeks if you only have 1 hour a week available An 8 hour activity will take 8 weeks if you only have 1 hour a week available An 8 hour activity will take 8 weeks if you only have 1 hour a week available



Project Management RoadmapProject Management RoadmapProject Management RoadmapProject Management Roadmap

Monitoring Monitoring Monitoring Monitoring

& Control (are we & Control (are we & Control (are we & Control (are we

still to plan?)still to plan?)still to plan?)still to plan?)

Project Project Project Project CharterCharterCharterCharterWork Breakdown Work Breakdown Work Breakdown Work Breakdown

Structure (what)Structure (what)Structure (what)Structure (what)

Responsibility Responsibility Responsibility Responsibility

matrix: matrix: matrix: matrix:

who does what who does what who does what who does what

RACI RACI RACI RACI

ChartsChartsChartsCharts

Network Diagram Network Diagram Network Diagram Network Diagram

(in what order)(in what order)(in what order)(in what order)

Gantt Gantt Gantt Gantt

Charts (when)Charts (when)Charts (when)Charts (when)

S W S T M F T S W S T M F T S W S T M

Resource & Resource & Resource & Resource &

risk plansrisk plansrisk plansrisk plans

Analysing Analysing Analysing Analysing

the Plan (what the Plan (what the Plan (what the Plan (what

could go wrong?)could go wrong?)could go wrong?)could go wrong?)

Organisation Organisation Organisation Organisation

Breakdown Breakdown Breakdown Breakdown

Structure (Structure (Structure (Structure (who)who)who)who)



WHO does WHAT ROLE

Team Members

Tasks

A R C

R A R R I

R A C I

R R R A R R

R A R

R A

C A R I

A R R

R R A R

A R C

A R R R R

C I A R

Responsible

Accountable

Consult

Inform

Who Does What? Who Does What? Who Does What? Who Does What? ---- RACI ChartRACI ChartRACI ChartRACI Chart



Risk ManagementRisk ManagementRisk ManagementRisk Management

Four Main StepsFour Main StepsFour Main StepsFour Main Steps

1. Identification

2. Analyse

3. Determine Response

4. Report



At the end of each stage of the project (Define, Measure etc)

the belt should hold a gate review with the key stakeholders to:

1. Review project progress

2. Review and report on the application of the technical tools

& what has been learned

3. Check progress to plan (schedule and cost/benefits)

4. Review the benefits case and decide whether to continue

with or to stop the project based on the results of the

analysis to date

The sponsor should be involved in the tollgate review and is

ultimately accountable for making the decision to stop the

project if required

Conducting Gate ReviewsConducting Gate ReviewsConducting Gate ReviewsConducting Gate Reviews

Make Stop/Go Make Stop/Go Make Stop/Go Make Stop/Go

decision at decision at decision at decision at

each tollgate each tollgate each tollgate each tollgate

reviewreviewreviewreview

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Section 5

The Project Team

Building an effective GB project team



With the project problem specified & the

project scope identified, focus on the team

you require:

• Who will you need?

• Ask what will they bring?

• Do they own the process?

• Are they affected by the process?

• Who is best placed to champion your

issues?

The Project TeamThe Project TeamThe Project TeamThe Project Team

Remember, leaving key people out could Remember, leaving key people out could Remember, leaving key people out could Remember, leaving key people out could jeopardise the success of your projectsjeopardise the success of your projectsjeopardise the success of your projectsjeopardise the success of your projects



The 3 key questions to focus on in assembling & developing a team are:The 3 key questions to focus on in assembling & developing a team are:The 3 key questions to focus on in assembling & developing a team are:The 3 key questions to focus on in assembling & developing a team are:

• Do I have the right mix of skills & experience

to ‘do the job’ within my team?

• Are their team working strengths compatible

with peak performance?

• Am I supporting the teams development

with effective leadership?

Creating Effective TeamsCreating Effective TeamsCreating Effective TeamsCreating Effective Teams



Honey’s Team Analysis:Honey’s Team Analysis:Honey’s Team Analysis:Honey’s Team Analysis:

• Identifying team strengths

• Identifying gaps

Understanding Team RolesUnderstanding Team RolesUnderstanding Team RolesUnderstanding Team Roles



Reviewing Honey’s Team RolesReviewing Honey’s Team RolesReviewing Honey’s Team RolesReviewing Honey’s Team Roles

LeadersLeadersLeadersLeaders DoersDoersDoersDoers

ThinkersThinkersThinkersThinkers CarersCarersCarersCarers



• Making sure that objectives are clear & agreed upon & that everyone

is involved & committed

• Bringing team members in by inviting their comments & soliciting their

ideas

• Grasping the nettle by raising issues & problems that the team ought

to face & tackle

• Listening to team members’ opinions & checking that they have been

understood

• Steering conversations through to consensus decisions by

encouraging team members to say what they really think & genuinely

agree on a course of action

• In difficult situations leading from the front by deciding what needs to

be done

LeadersLeadersLeadersLeaders



• Urging the team to get on with the task in hand

• Doers are action orientated

• Tend to be totally concerned with the task (the ‘what’) often at the

expense of the process (the ‘how’)

• They are impatient with waffle & tend to swing into action without thinking

through things carefully or considering an alternative course of action

DoersDoersDoersDoers



• Thinkers are good at producing carefully considered ideas & weighing

up & improving ideas from other people

• They rarely have the most to say. They tend to be the quietest members

in the team

• When they speak, they come up with winning ideas & tend to be

listened to

ThinkersThinkersThinkersThinkers



• Carers are people orientated

• They tend to be alert to relationships within the team & to be good at

cheering people up, easing tensions & maintaining harmony

• Carers therefore, help the leader to counterbalance the Doers & the

Thinkers in the team who tend to be task & not people orientated

CarersCarersCarersCarers

EXERCISE

Breakout Activity: Effective TeamsBreakout Activity: Effective TeamsBreakout Activity: Effective TeamsBreakout Activity: Effective Teams

• What would be the impact on performance if the team

working strengths in the team where dominated by one

particular type

• What would be the impact on performance if the team if

a particular trait where missing?

Output captured on a Whiteboard for presenting back

Group EXERCISE

10 minutes



Project teams and their leaders function most effectively when the following

four stages of planning have been addressed :

GGGGoals – What is the team going to accomplish? What is its core mission?

RRRRoles – Who will do what on the team? Are the roles and responsibilities

clear?

IIIInterpersonal relationships – How do the team members get along?

PPPProcess – How will the team work together to solve problems / make

decisions?

The GRIP model for developing Project TeamsThe GRIP model for developing Project TeamsThe GRIP model for developing Project TeamsThe GRIP model for developing Project Teams

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Section 1.9Section 1.9Section 1.9Section 1.9

Summary & PlanningSummary & PlanningSummary & PlanningSummary & Planning



You should now be able to:

Section ObjectivesSection ObjectivesSection ObjectivesSection Objectives

Conduct a Force Field Analysis

Identify & engage appropriate senior sponsorship for

improvement projects

Conduct a stakeholder analysis & manage a stakeholder

action plan

Develop a project plan

Select & engage a suitable improvement project team

EXERCISE

Suggested Homework Summary Suggested Homework Summary Suggested Homework Summary Suggested Homework Summary

Part 1Part 1Part 1Part 1


• Create a Stakeholder Relationship map

• Identify Key Stakeholders and potential Sponsors

Part 2Part 2Part 2Part 2

Consider the key stakeholders for your project:Consider the key stakeholders for your project:Consider the key stakeholders for your project:Consider the key stakeholders for your project:

• Identify an individual or group you would like to engage

• Use the 3 step model & the questions it contains to plan

how you could secure a positive response from them

understanding change and engaging key stakeholders in

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