vansuch change management- 1-22-2009 v1

8/3/2019 Vansuch Change Management- 1-22-2009 v1

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Change management: movingfrom good intentions to

good results

Wednesday, January 21, 2009

Gary Vansuch


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What was advertised

All of us desire to see improvement in our lives and in our society. In

our workplaces, the pace of change is accelerating. This can oftenbring about major enhancements to our lives. Many changes, fromemail to cell phones, from employee empowerment to Lean Six Sigma,have altered our workplaces dramatically, and forever. Managingchange, and managing it well, is becoming one of the most criticalcompetencies for any organization.

And yet, while many organizations are increasingly exposing theiremployees to change, they are not teaching their managers, Projectmanagers and teams how to effectively manage the "people" side ofchange. We all have good intentions for managing change well, butsometimes our results fall short.

This session will discuss why change management needs to be a keycompetency for you and YOUR organization, and will share some tipsregarding how to improve the practice of change management in yourwork.


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What was advertised (shorter version)

I have good intentions

I think I am doing things to help peoplethrough change

BUT -- our changes dont always work well,and our people complain about how thechanges impact them

I dont understand why?

What can I do about it?


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Todays Discussion

Lets diagnose this

Do some introspection

Discuss Some ideas wont necessarily have all of

the right answers

And, develop action plans for ourselves tomove from Good Intentions to Good Results


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Takeaways

Key points you agree with Key points you dont

What are YOU going to do


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Customer pledge


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Lets start!


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A question for you:

What is Change management?


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Another question for you:

Have your change management

efforts worked as well as youwanted?


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8. My organization is good at managing thepeopleside of change

initiatives.

36%

20%

24%

8%

2%

10%

0%

10%

20%

30%

40%

Stongly

Disagree

Disagree Neutral Agree Strongly

Agree

Don't Know

& N/A

Almost 1/2 disagreed

Managing change: people


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People Readiness for change

For corporate process improvement involving systems investments:

28%are abandoned41%come in behind schedule

and/or over budget80%are NOT used in the way theywere intended, or NOT USED AT

ALL, 6 months after completion ofinstallation

-- Gartner Group, 2003


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Here is what I believe changemanagement is:

The process, tools and techniques to

manage the people-side of change toachieve the required businessoutcome(s)


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Have our good intentions forchange management addressed

this?

The process, tools and techniques to

manage the people-side of change toachieve the required businessoutcome


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Do our good intentions for changemanagement address this?

Look carefully at the last part

The process, tools and techniques tomanage the people-side of change toachieve the required business

outcome


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Or, do our good intentions forchange management look more like

this?

A email memo about the change, from the project team(or maybe, from a senior executive)

A bulletin board about the project or the change A website about the project or the change

Another email

Some quick training


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and, is this approachsuccessful?

A email memo about the change, from the project team(or maybe, from a senior executive)

A bulletin board about the project or the change A website about the project or the change

Another email

Some quick training


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Change management is not:

Managing the technical side of

change Just communication plans


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Summary of Key Points

Key point 1: To move from good intentions to good results, we have to realize that effectivechange management is more than just a few pieces of communication

Key point 2:To move from good intentions to good results, we have to realize that we (thechangers) may be living in the future state, while everyone else (the changees) is livingin the present

Key point 3:To move beyond good intentions, effective change management MUST be

focused on helping individualschange

Key point 4: Individual change is a process

Key point 5: To move beyond good intentions, we need to select and use the tools availableto us

Key point 6: To move beyond good intentions, we need the right people involved andengaged in the right ways

Key point 7: Begin with end in mind. Measure the right things for this change, at theorganizational level and the individual level


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Key point 1: To move from goodintentions to good results, we have to

realize that effective changemanagement is more than just a fewpieces of communication

Change management is the process,tools and techniques to manage thepeople-side of change to

achieve the required business outcome


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Benchmarking findingsCauses of resistance

Employees:

1. Not aware of thebusiness need forchange

2. Lay-offs wereannounced or feared

3. Unsure if they had theskills needed for successin the future state

4. Comfort with the current

state5. Believed they were

being asked to do morewith less, or do more forthe same pay

Managers:

1. Loss of power andcontrol

2. Overloaded with current

responsibilities3. Lacked awareness of the

need for change

4. Lacked the requiredskills

5. Fear, uncertainty anddoubt

Can mere communications address these?


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Key point 2:

To move from good intentions to goodresults, we have to realize that we (thechangers) may be living in the

future state, while everyone else (thechangees) are living in the presentfuture


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Three Phases of Change: Howpeople experience change

CurrentState

TransitionState

FutureState


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Current State

Employees (including management and executives!)generally prefer the current state, because that is wherethey live

CurrentState

TransitionState

FutureState

better the devil you know is better than the devil you dont


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Future State

The future state is unknown to the employee; will it bebetter, or worse?

This is where Project teams live

CurrentState

TransitionState

FutureState


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Transition State

The transition state creates stress and anxiety

CurrentState

TransitionState

FutureState


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Key point 2, revisited: To move fromgood intentions to good results, wehave to realize that we may be livingin the future state, while everyone elseis living in the present

People will resist change, but notbecause they are being contrary

better the devil you know is better than the devil you dont


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Key point 3: Effective changemanagement MUST be focused on

helping individualschange


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Successful change addresses both the technicaland the people side

Solution is designed,developedand delivered effectively

(Technical side)

Solution is embraced,adopted and utilized

effectively(People side)

= CHANGE SUCCESS

+

Project management

Change management

Current Transition FutureCurrent Transition Future

Individual PEOPLE change, NOT organizations


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Individual change management it theCenterpiece of success

The secret to successful change lies beyond thevisible and busy activities that surround change.Successful change, at its core, is rooted in somethingmuch simpler:

How to facilitate changewith one person.

R

A

K

D

A

From ADKAR: a model for changeby Jeff Hiatt


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Effective change managementrequires two perspectives

Individual perspective

How does one

person makes achangesuccessfully?

Organizational perspective

What tools we** have

to help individualsmake changessuccessfully?

** we means project leaders andteam members, HR, OD, training,communications, managers,supervisors


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The focus of Change management is on helpingindividualsmake their own personal transition

Organizational

The change to how wedo business

IndividualCurrent Transition FutureCurrent Transition Future

How I do my jobtoday

How I will do my jobafter the change is

implemented




From:

To:


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Key point 3, revisited: To move beyondgood intentions, effective changemanagement MUST be focused onhelping individualschange

From an organizational perspective, weneed to determine what we** can do tohelpindividualschange


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Key point 4: Individual change is a

process


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The five building blocks of successful

individual changeAwareness of the need for change

Desire to participate and support the change

Knowledge on how to change

Abilityto implement required skills andbehaviors

Reinforcement to sustain the change

ADKAR is the (relatively) easy-to-remember acronym


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Employees have preferred sendersof change messages

0% 10% 20% 30% 40% 50% 60%

Other

CM team leader

CM team member

Project team leader

Project team member

The employee's supervisor

Department head

Senior manager

Executive manager

CEO/President

Percent of respondents

Personal messages

Business messages

Top-level executives andsenior leaderswhen themessage pertains to thebusiness need for change

and alignment of thechange with theorganization's overall

direction.

Employees immediate

supervisors for messagesthat pertain to theindividual impact resultingfrom the change (discussing'what's in it for me' witheach employee).


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Communication checklist

Yes No Question:

Have you identified all of the different audiences you need tocommunicate with throughout the organization?

Have you identified who the ideal sender of communicationmessages will be?

Have you identified what are the most effective channels ofcommunication?

Have you created mechanisms to enable two-way

communication to take place?


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Not Everyone Changesat the Same Pace

Awareness Desire Knowledge Ability ReinforcementPerson B Awareness Desire Knowledge Ability ReinforcementPerson B

Awareness Desire Knowledge Ability ReinforcementPerson D Awareness Desire Knowledge Ability ReinforcementPerson D

Awareness Desire Knowledge Ability ReinforcementPerson C Awareness Desire Knowledge Ability ReinforcementPerson C

Awareness Desire Knowledge Ability ReinforcementPerson A

Awareness Desire Knowledge Ability ReinforcementPerson H Awareness Desire Knowledge Ability ReinforcementPerson H

Awareness Desire Knowledge Ability ReinforcementPerson G Awareness Desire Knowledge Ability ReinforcementPerson G

Awareness Desire Knowledge Ability ReinforcementPerson E Awareness Desire Knowledge Ability ReinforcementPerson E

Awareness Desire Knowledge Ability ReinforcementPerson I Awareness Desire Knowledge Ability ReinforcementPerson I

Person F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability Reinforcement

Address the needs of each INDIVIDUAL


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Employee A D K A R Notes/actions

Adam 4 5 2 2 4

Beverly 4 1 4 3 4

Charles 2 2 3 3 4

Denise 5 1 4 2 3

Employee A D K A R Notes/actions

Adam 4 5 2 2 4

Beverly 4 1 4 3 4

Charles 2 2 3 3 4

Denise 5 1 4 2 3

Recommendation:

Create a Change ManagementProfile for Each Employee

Needs knowledge

Low desire

Questionable desire

Low desire


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Key point 4, revisited: Individual

change is a process

From an organizational perspective, weneed to determine what we** can do tohelp individuals


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Key point 5: To move beyond goodintentions, we need to understand,select and use the tools available to us


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Some Key ChangeManagement Tools

Communications

Sponsor Roadmap

Coaching

Training

Readiness / Resistance Mgt.

These channels enableEffective change management


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Mapping the tools to the personalchange elements (ADKAR)

These channels

enable projectteam to facilitate

organizationthrough phases

of ADKAR.

Communications

Sponsor Roadmap

Coaching

Training

Awareness

Desire

Knowledge

Ability

Reinforcement

Awareness

Desire

Knowledge

Ability

Reinforcement



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Key point 5, revisited: To move beyondgood intentions, we need to select and

use the tools available to us

Use the right tools, in right placeCommunications

Sponsor Roadmap

Coaching

Training



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Who is this We


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Key point 6: To move beyond good

intentions, we need the right peopleinvolved and engaged in the rightways

Ch i


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Middle managers

and supervisors

Middle managers

and supervisors

Change

management

resource/team

Change

management

resource/team

Executives and

senior managers

Executives and

senior managers

Project

team

Project

team

Projectsupport

functions

Projectsupport

functions

Change management requires a systemof doers

Each gear plays aspecific role based

on how they arerelated to change


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Change management roles

Role Ideal implementationChange mgmtresource/team

I develop the change management strategy andplans. I am an integral part of project success.

Executives and senior

managers

I launch (authorize and fund) changes.I sponsor change.

Middle managers andfront-line supervisors

I coach my direct reports through the changes thatimpact their day-to-day work.

Project teamI manage the technical side of the change. Iintegrate change management into my projectplans.

Project supportfunctions

I support different activities of the changemanagement team and project team.

* Changemanagement group,

dept or office

We own the change management methodologyand support its implementation in the organization.

C t lit th t


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Current common reality thatwe need to move beyond

Role Common implementationChange mgmtresource/team

I feel like Im on an island here people expect meto do everything and have all the answers.

Executives and senior

managers

I gave you funding and signed the charter now go

make it happen!Middle managers andfront-line supervisors

I feel like Im the direct target for some of thesechanges, and I wish I knew what was going on.

Project teamMy focus is just the technical side. Once I flip theswitch, Im moving on to the next project.


I get called in on projects and given one little task,but Im not sure how I fit in to the overall picture.

* Changemanagement group,dept or office

I dont even exist yet.

Middle managers

and supervisors

Middle managers

and supervisors

Executives and

senior managers

Executives and

senior managers


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Executives and senior mgrs

What is their role

1. Participate actively and visiblythroughout the project

2. Build a coalition of sponsorship andmanage resistance

3. Communicate directly with employees

Not just signing checks and project charters!

Change

management

resource/team

Change

management

resource/team

Project

team

Project

team

Project

support

functions

Project

support

functions

Middle managers

and supervisors

Middle managers

and supervisors

Executives and

senior managers

Executives and

senior managers


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Middle mgrs and supervisors

Why are they important

They are close to thepeople who adopt the

change They play a role in alltypes of change in the

organizationThey need to be trainedto be successful

Executives and senior leadersExecutives and senior leaders

Front-line employeesFront-line employees

Middle managers and supervisors

Executives and senior leadersExecutives and senior leaders

Front-line employeesFront-line employees

Middle managers and supervisors

Macro top-downchanges

Micro daily changes

Change

management

resource/team

Change

management

resource/team

Project

team

Project

team

Project

support

functions

Project

support

functions

Middle managers

and supervisors

Middle managers

and supervisors

Executives and

senior managers

Executives and

senior managers


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Middle mgrs and supervisors

What are their roles

Role 1 Communicator

Role 2 Advocate

Role 3 Coach

Role 4 Liaison

Role 5 Resistance manager

Change

management

resource/team

Change

management

resource/team

Project

team

Project

team

Project

support

functions

Project

support

functions

Middle managers

and supervisors

Middle managers

and supervisors

Executives and

senior managers

Executives and

senior managers


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Project team

Why are they important

Drive the technical side of change

Design solutions

Develop solutionsDeliver solutions

Project management

Change management


Change

management

resource/team

Change

management

resource/team

Project

team

Project

team

Project

support

functions

Project

support

functions

Middle managers

and supervisors

Middle managers

and supervisors

Executives and

senior managers

Executives and

senior managers


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Project team

What is their role

1. Design the actual change

2. Manage the technical side of the

change Charter, business case, schedule, resources,

work breakdown structure, budget, etc.

3. Engage with CMgt team/resource4. Integrate CMgt plans into project plan

Change

management

resource/team

Change

management

resource/team

Project

team

Project

team

Project

support

functions

Project

support

functions

Middle managers

and supervisors

Middle managers

and supervisors

Executives and

senior managers

Executives and

senior managers


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Project support functions

Examples

HR

OD

Training Communication

SMEs

Bring specific experience,knowledge, tools andexpertise to the project

Sometimes act as the

change mgmt resource

Key pieces of thetechnical and peoplepuzzles

Change

management

resource/team

Change

management

resource/team

Project

team

Project

team

Project

support

functions

Project

support

functions

M i h l


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Mapping change management roles

1. Authorize and fund2. Participate actively

and visibly3. Create coalition4. Communicate directly

1. Design the change2. Manage technical side3. Engage with CM4. Integrate CM

1. Communicator2. Advocate

3. Coach4. Liaison5. Resistance manager

1. Experience2. Knowledge3. Tools4. Expertise

1. Apply methodology

2. Formulate strategy3. Develop plans4. Support other doers

Middle managers

and supervisors

Middle managers

and supervisors

Change

management

resource/team

Change

management

resource/team

Executives and

senior managers

Executives and

senior managers

Project

team

Project

team

Project

support

functions

Project

support

functions

Middle managers

and supervisors

Middle managers

and supervisors

Executives and

senior managers

Executives and

senior managers


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Change management resource

What is their role

Enableothers

Help managers

and supervisors

Effectively coach their employeesthrough transitions

Help execs andsenior leaders

Effectively fulfill the role ofsponsor of change

Help projectteams

Make the bridge betweenimplementing a solution and

realizing benefits

Change

management

resource/team

Change

management

resource/team

Project

team

Project

team

Project

support

functions

Project

support

functions

Middle managers

and supervisors

Middle managers

and supervisors

Change

management

resource/team

Change

management

resource/team

Executives and

senior managers

Executives and

senior managers

Project

team

Project

team

Projectsupport

functions

Projectsupport

functions


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Employee-facing vs. enabling

Employee-facing roles Enabling roles

One-to-one interactions

One-to-many interaction

Observable behaviors

Creation andimplementation of plansthat are executed by theemployee-facing roles

Middle managers

and supervisors

Middle managers

and supervisors

Change

management

resource/team

Change

management

resource/team

Executives and

senior managers

Executives and

senior managers

Project

team

Project

team

Project

support

functions

Project

support

functions

Middle managers

and supervisors

Middle managers

and supervisors

Change

management

resource/team

Change

management

resource/team

Executives and

senior managers

Executives and

senior managers

Project

team

Project

team

Project

support

functions

Project

support

functions

Homework: Where is your


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Homework: Where is yourgroup?

Role: Who: Understanding: Effectiveness:

Change mgmtresource/team

Executives andsenior managers

Middle managers andfront-line supervisors

Project team


* Change mgmt group,dept or office

Who in theorganizationplays each

role?

How well dothey

understandtheir role?

Howeffectivelyare they

fulfilling theirrole?


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Key point 6, revisited: To move beyond

good intentions, we need the rightpeople involved in the right ways

Middle managers

and supervisors

Middle managers

and supervisors

Change

management

resource/team

Change

management

resource/team

Executives and

senior managers

Executives and

senior managers

Project

team

Project

team

Project

support

functions

Project

support

functions

Do you have the right peopleinvolved in the right way?


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How will you know if your changehas been effective?


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Begin with the end in mind.

-- Stephen R. Covey from The Seven Habits of Highly Effective People.

Key point 7:


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Begin with the end in mind.-- Stephen R. Covey from The Seven Habits of Highly Effective People.

and, measure your progressaccordingly

T i f


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Two points of measurement:Organizational perspective

Outcome:

Did the project deliver the

intended results? Process:

Was the project delivered ontime and on budget?

Were milestones met alongthe way?


Organizational


Organizational

#s

T i t f t


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Two points of measurement:Individual perspective

Outcome: Are employees doing their

work the new way requiredby the project?

Process:

How well did employeesmake the transition?

How well did we** supportthat transition?


Individual


Individual

A D K A R

Framework for measurement


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Organizational Individual

Process

Speed of adoption Utilization rate Proficiency

Individual change

management:-Awareness

-Desire-Knowledge

-Ability-Reinforcement

Outcome Business performanceagainst objectives

Individualperformance for

each job role



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Organizational Individual

Process

Speed of adoption Utilization rate Proficiency

Measured by group, function,and or location

Individual changemanagement:-Awareness

-Desire

-Knowledge-Ability

-Reinforcement

Measure byassessment

Outcome

Business performance against objectives,

such as:

Financial Performance

Quality of product, service Quality of worklife Speed of implementation

Etc.

Individual performance for

each job rolePerformance towardsobjectives, as definedin personal objectives

with immediatemanager


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Key point 7, revisited: Begin with end

in mind. Measure the right things forthis change, at the organizational leveland the individual level

Change management is the process,tools and techniques to manage the

people-side of change to

achieve the required business outcome

Summary of Key Points: Revisited


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Summary of Key Points: Revisited

Key point 1: To move from good intentions to good results, we have to realize thateffective change management is more than just a few pieces of communication

Key point 2:To move from good intentions to good results, we have to realize that we(the changers) may be living in the future state, while everyone else (thechangees) are living in the present

Key point 3:To move beyond good intentions, effective change management MUST befocused on helping individualschange

Key point 4: Individual change is a process

Key point 5: To move beyond good intentions, we need to select and use the toolsavailable to us

Key point 6: To move beyond good intentions, we need the right people involved andengaged in the right ways

Key point 7: Begin with end in mind. Measure the right things for this change, at theorganizational level and the individual level


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Everyone thinks ofchanging the world,

but no one thinks ofchanging himself.

- Leo Tolstoy

vansuch change management- 1-22-2009 v1

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