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Change management: moving
from good intentions to
good results
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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 often bring about major enhancements to our lives. Many changes, from email to cell phones, from employee empowerment to Lean Six Sigma, have
altered our workplaces dramatically, and forever. Managing change, and managing it well, is becoming one of the most critical competencies for any organization.
And yet, while many organizations are increasingly exposing their
employees to change, they are not teaching their managers, Project managers and teams how to effectively manage the "people" side of change. We all have good intentions for managing change well, but sometimes our results fall short.
This session will discuss why change management needs to be a key
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What was advertised
(shorter version)I have good intentions
I think I am doing things to help people through change
BUT -- our changes don’t always work well, and our people complain about how the changes impact them
I don’t understand why?
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Today’s Discussion
Let’s diagnose this
Do some introspection
Discuss
Some ideas – won’t necessarily have all of
the right answers
And, develop action plans for ourselves to
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Takeaways
Key points you agree with
Key points you don’t
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A question for you:
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Another question for you:
Have your change management
efforts worked as well as you
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“8. My organization is good at managing the “people” side of change initiatives. ”
Almost 1/2 disagreed
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“People” Readiness for change
For corporate process improvement involving systems investments:
28%
are abandoned
41%
come in behind schedule
and/or over budget
80%
are NOT used in the way they
were intended, or NOT USED AT
ALL, 6 months after completion of
installation
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Here is what I believe change management is:
The process, tools and techniques to
manage the people-side of change to
achieve the required business
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Have our good intentions for
change management addressed this?
The process, tools and techniques to
manage the people-side of change to
achieve the required business
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Do our good intentions for change management address this?
Look carefully at the last part
The process, tools and techniques to
manage the people-side of change to
achieve the required business
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Or, do our good intentions for
change 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 approach successful?
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
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Summary of Key Points
Key point 1: To move from good intentions to good results, we have to realize that effective 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 (“the changees”) is living in the present
Key point 3: To move beyond good intentions, effective change management MUST be focused on helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools available to us
Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways
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Key point 1: To move from good
intentions to good results, we have to realize that effective change
management is more than just a few pieces of communication
Change management is the process,
tools and techniques to manage the
people-side of change to
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Benchmarking findings Causes of resistance
Employees:
1. Not aware of the business
need for change
2. Lay-offs were announced
or feared
3. Unsure if they had the
skills needed for success in the future state
4. Comfort with the current
state
5. Believed they were being
asked to do more with less, or do more for the same pay
Managers:
1. Loss of power and
control
2. Overloaded with current
responsibilities
3. Lacked awareness of the
need for change
4. Lacked the required
skills
5. Fear, uncertainty and
doubt
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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 (“the changees”) are living in the present
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Three Phases of Change: How
people experience change
Current State
Transition State
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Current State
Employees (including management and executives!)
generally prefer the current state, because that is where they live
Current State
Transition State
Future State
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Future State
The future state is unknown to the employee; will it be
better, or worse?
This is where Project teams “live”
Current State
Transition State
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Transition State
The transition state creates stress and anxiety
Current State
Transition State
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Key point 2, revisited: To move from good intentions to good results, we
have to realize that we may be “living” in the future state, while everyone else is living in the present
People will resist change, but not because they are being contrary
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Key point 3: Effective change
28 Successful change addresses both the technical
and the people side
Solution is designed, developed
and delivered effectively (Technical side)
Solution is embraced, adopted and utilized
effectively (People side)
= CHANGE SUCCESS
+
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Individual change management it the Centerpiece of success
The secret to successful change lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in
something much simpler:
How to facilitate change
with one person.
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Effective change management requires two perspectives
Individual perspective
How does one
person makes a change
successfully?
Organizational perspective
What tools we** have
to help individuals make changes
successfully?
** “we” means project leaders and team members, HR, OD, training, communications, managers,
31 31 The focus of Change management is on helping
individuals make their own personal transition
Organizational after the change is
implemented From:
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Key point 3, revisited: To move beyond good intentions, effective change
management MUST be focused on helping individuals change
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The five building blocks of successful
individual change
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
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ADKAR
Awareness of the need for change (why).
Desire to support and participate in the change
(our choice).
Knowledge about how to change (the learning
process).
Ability to implement the change (turning
knowledge into action).
Reinforcement to sustain the change
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Employees have preferred senders
of 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 and senior leaders when the message pertains to the
business need for change and alignment of the
change with the
organization's overall direction.
Employees’ immediate supervisors for messages that pertain to the
individual impact resulting from the change (discussing 'what's in it for me' with
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Communication checklist
Yes No Question:
Have you identified all of the different audiences you need to communicate with throughout the organization?
Have you identified who the ideal sender of communication messages will be?
Have you identified what are the most effective channels of communication?
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Not Everyone Changes
at the Same Pace
Awareness Desire Knowledge Ability Reinforcement
Person B Awareness Desire Knowledge Ability Reinforcement
Person B
Awareness Desire Knowledge Ability Reinforcement
Person D Awareness Desire Knowledge Ability Reinforcement Person D
Awareness Desire Knowledge Ability Reinforcement
Person C Awareness Desire Knowledge Ability Reinforcement
Person C
Awareness Desire Knowledge Ability Reinforcement
Person A
Awareness Desire Knowledge Ability Reinforcement
Person H Awareness Desire Knowledge Ability Reinforcement
Person H
Awareness Desire Knowledge Ability Reinforcement
Person G Awareness Desire Knowledge Ability Reinforcement
Person G
Awareness Desire Knowledge Ability Reinforcement
Person E Awareness Desire Knowledge Ability Reinforcement
Person E
Awareness Desire Knowledge Ability Reinforcement
Person I Awareness Desire Knowledge Ability Reinforcement
Person I
Person F Awareness Desire Knowledge Ability Reinforcement
Person F Awareness Desire Knowledge Ability Reinforcement
Person F Awareness Desire Knowledge Ability Reinforcement Person F Awareness Desire Knowledge Ability Reinforcement
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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 Management
Profile for Each Employee
Needs knowledge Low desire
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Key point 4, revisited: Individual change is a process
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Key point 5: To move beyond good intentions, we need to understand,
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Some Key Change
Management Tools
Communications
Sponsor Roadmap
Coaching
Training
Readiness / Resistance Mgt.
These channels enable
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Mapping the tools to the personal
change elements (ADKAR)
These channels enable project team to facilitate
organization through phases
of ADKAR.
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Key point 5, revisited: To move beyond good 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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Key point 6: To move beyond good intentions, we need the right people
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Change management requires a system of ‘doers’
Each ‘gear’ plays a specific role based
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Change management roles
Role Ideal implementationChange mgmt resource/team
“I develop the change management strategy and plans. I am an integral part of project success.”
Executives and senior
managers “I launch (authorize and fund) changes.”“I sponsor change.”
Middle managers and
front-line supervisors “I coach my direct reports through the changes that impact their day-to-day work.”
Project team “I manage the technical side of the change. I integrate change management into my project plans.”
Project support
functions “I support different activities of the change management team and project team.”
* Change
management group, dept or office
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Current common reality that
we need to move beyond
Role Common implementation
Change mgmt resource/team
“I feel like I’m on an island here – people expect me to 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 and
front-line supervisors “I feel like I’m the direct target for some of these changes, and I wish I knew what was going on.”
Project team “My focus is just the ‘technical’ side. Once I flip the switch, I’m moving on to the next project.”
Project support functions
“I get called in on projects and given one little task, but I’m not sure how I fit in to the overall picture.”
* Change
management group, dept or office
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Executives and senior mgrs
What is their role
1. Participate actively and visibly
throughout the project
2. Build a coalition of sponsorship and
manage resistance
3. Communicate directly with employees
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Middle mgrs and supervisors
Why are they important
They are close to the
people who adopt the change
They play a role in all
types of change in the organization
They need to be trained
to be successful
Macro – top-down changes
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Middle mgrs and supervisors
What are their roles
Role 1 – Communicator Role 2 – Advocate
Role 3 – Coach Role 4 – Liaison
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Project team
Why are they important
Drive the technical side of change
Design solutions
Develop solutions
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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/resource
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Project support functions
Examples
HR OD
Training
Communication SMEs
Bring specific experience,
knowledge, tools and expertise to the project
Sometimes act as the
change mgmt resource
Key pieces of the
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Mapping change management roles
1. Authorize and fund 2. Participate actively
and visibly
3. Create coalition
4. Communicate directly
1. Design ‘the change’ 2. Manage ‘technical side’ 3. Engage with CM
4. Integrate CM
1. Communicator 2. Advocate
3. Coach 4. Liaison
5. Resistance manager
1. Experience 2. Knowledge 3. Tools
4. Expertise 1. Apply methodology
2. Formulate strategy 3. Develop plans
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Change management resource
What is their role
Enable others…
Help managers and supervisors
Effectively coach their employees through transitions
Help execs and senior leaders
Effectively fulfill the role of ‘sponsor of change’
Help project teams
Make the bridge between implementing a solution and
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Employee-facing vs. enabling
Employee-facing roles Enabling roles
One-to-one interactions One-to-many interaction
Observable behaviors
Creation and
implementation of plans that are executed by the
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Homework: Where is your
group?
Role: Who: Understanding: Effectiveness:
Change mgmt resource/team Executives and senior managers
Middle managers and front-line supervisors
Project team
Project support functions
* Change mgmt group, dept or office
Who in the organization
plays each role? fulfilling their
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Key point 6, revisited: To move beyond good intentions, we need the right
people involved in the right ways
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“Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
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“Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
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Two points of measurement: Organizational perspective
Outcome:
Did the project deliver the
intended results?
Process:
Was the project delivered on
time and on budget?
Were milestones met along
the way?
Organizational
Organizational
#s
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Two points of measurement: Individual perspective
Outcome:
Are employees doing their
work the “new way” required by the project?
Process:
How well did employees
make the transition?
How well did we** support
that transition?
Individual
Individual
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Framework for measurement
Organizational Individual
Process
Speed of adoption Utilization rate
Proficiency
Individual change management:
Outcome Business performance
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Framework for measurement
Organizational Individual
Process
Speed of adoption Utilization rate Proficiency
Measured by group, function, and or location
Individual change management:
Measure by assessment
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 role
Performance towards objectives, as defined in personal objectives
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Key point 7, revisited: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level
Change management is the process,
tools and techniques to manage the
people-side of change to
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Summary of Key Points: Revisited
Key point 1: To move from good intentions to good results, we have to realize that effective 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 (“the
changees”) are living in the present
Key point 3: To move beyond good intentions, effective change management MUST be focused on helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools available to us
Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways
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