Post on 30-Dec-2015
description
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Managing Change:Munis Implementation
And Beyond
Managing Change:Munis Implementation
And Beyond
Manager and Supervisor TrainingWednesday, October 24, 2007
2
IntroductionsIntroductions
AgreeYa Solutions
• Stacy Bowman
• Chris Dennis
Team HR
• Judy Clarke
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AgendaAgenda
Orientation to change management
Change w/Munis
Change and transition management demystified
Change tools
The role of Manager/Supervisor in change
Wrap-up
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Why Change Management?Why Change Management?
Multiple studies show a direct correlation between
how well you manage change
and
whether or not you meet project objectives
5
Change Management FactsChange Management Facts
80%
20%
50%
50%
36%
64%
18%
82%
0%
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percentage of participants
Very poor Poor Average Very good Excellent
Change Management Effectiveness
Percentage failed to meet objectives Percentage met or exceeded objectives
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Path to ChangePath to Change
The Big Why?
The Big Why?
You are
here
TRANSITION- Data- Staff- Customers
Wherewe’regoing
Willingness
Resistance Communication
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What Changes with StreamLine?What Changes with StreamLine?
Data
• Where it resides
• How we access it
• What we can do with it
Staff
• What we no longer need to do
• What we continue to do
• What we do that we have never done
• What we can do on our own
Customers/Suppliers
• Interaction
• Process
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Specific Changes to ExpectSpecific Changes to Expect
Departments will enter more information
• Less paper to Finance
With HR/Payroll implementation the timekeeping process will change
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The Big Why?The Big Why?
9
MUNIS!
Group IV
1010
The Big Why?The Big Why?
Reduction in multiple inputs to system
Centralized repository of data and information
Increased ability to access and utilize data for analysis
Automated functions and provide self-service
Refined budgeting and reporting capabilities
Added functionality
Sustainable system
1111
When?When?
When will changes happen to budget process, procurement, timekeeping, etc.?
• Project team, Finance, HR Experience the most change
• In other departments? Peaks and valleys
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Project ScheduleProject Schedule
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Financials
Human Resources & Payroll
Business License
Utility Billing
Inventory & Work Orders
2007 2008 2009Phases
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Change Example:Implementation PhaseChange Example:Implementation Phase
Activity
Project Team
Users
Start End Ops
Analysis & Implementation Go Live
BusinessProcessRedesign
Planning Piloting
End User Training
Visioning
DataConversion
Testing On-GoingBusiness
In w/Munis Out w/G4
ProblemResolution
ProblemResolution
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The MUNIS ViewThe MUNIS View
Analysis & Implementation
Go Live
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Change and TransitionObjectivesChange and TransitionObjectives
Understand the difference between change and transition
Learn why change is so difficult for people
Understand the 3 phases of transition
Learn strategies to help facilitate/ manage the transition process for self and others
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Change and TransitionObjectivesChange and TransitionObjectives
Understand your role as a manager or supervisor during change
Preview a model for assessing and supporting change
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What Is Change?What Is Change?
Change: Something new starts or stops and takes place at a particular point in time.
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What is Transition?What is Transition?
Transition: Psychological process of trying to find meaning and ways to function in a new situation.
• Goes on inside a person, not outside
• Takes much longer
• Starts with an Ending
• Finishes with a Beginning
• In-between is the Neutral Zone
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Neutral Zone
Ending Beginning
Moving Through the Neutral ZoneMoving Through the Neutral Zone
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Three Phases of the Transition ProcessThree Phases of the Transition Process
2. NEUTRAL ZONE1. ENDING
3. BEGINNING
21Resistance
Exploration
DenialResolution and
Commitment
The Transition CurveThe Transition Curve
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Change ManagementChange Management
Establish the need for change
Design a change that effectively answers that need
Identify the impacts of the planned change
Plan how the changes will be implemented
Implement the changes
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Transition ManagementTransition Management
Develop and implement strategies for managing endings and losses
Develop and implement strategies for leading people through and profiting from the Neutral Zone
Develop and implement strategies for helping people to make a new beginning
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Transition StateTransition State
Characteristics of the Transition State include:
• Low stability
• Perceived high levels of inconsistency in the environment
• High emotional stress
• High, often undirected energy
• Control becomes a major issue
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Transition State, Part 2 Transition State, Part 2
• Past patterns of behavior become highly valued
• People conclude the worst
• Conflict increases
• Past patterns of behavior become highly valued
• People conclude the worst
• Conflict increases
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TransitionsTransitions
• Transitions begin in confusion and end in direction
• The key to transitions is to generate “movement” by accepting (although not necessarily agreeing with) the change
• You will need empathy and understanding
• You need to clarify why you are stuck so that you can “let go” and get unstuck
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Transitions, Part 2Transitions, Part 2
• Begin to connect the old with the new and look for the opportunities the change presents
• Guard against playing the victim
• Focus on what you can control
• Develop your personal resilience to deal with constant change
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Successful ChangeSuccessful Change
To successfully change, an organization needs its employees and managers to…
• See why they have to change
• Let go of the old ways
• Align with the new direction
• Adapt their values and behavior with the new ways
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And…And…
• Commit to what needs to be done to make it work
• Be active in creating success
• Learn new skills and mindsets
• Be ready for more change in the future
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What Will Help Me?What Will Help Me?
Anticipating and preparing for change
Understanding my reactions and the reactions of others
Using tools to get the results we want from ourselves and others
“Working For Success”
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FuturescapePossible ERP ScenariosFuturescapePossible ERP Scenarios
Can’t do work
Work is trashed
Unnecessary work
Wow! I didn’t think the future would
be like this!
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Can’t Complete TaskCan’t Complete Task
Fear
• I’m failing
• System broken/ useless
Root cause?
• Incomplete/ ineffective training
• Task not necessary
• Project oversight
Positive response
• “Who can help clarify?”
• “How will I adapt?”
3333
System Fails or Generates Bad ResultSystem Fails or Generates Bad Result
Fear
• Data wrecked
• Unrecoverable error
Root cause?
• Incomplete testing
• Bad system setup
Positive response
• “Who needs to know?”
• “How can I describe the problem?”
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No Need For What I Used To DoNo Need For What I Used To Do
Fear
• Lose my job
• City Manager: ‘Forget losing your job, we need you’
Root cause?
• ERP success
• Increased efficiency
Positive response
• “What can I do next?”
• “Where am I needed?”
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StethoscopeListening To Your ResponseStethoscopeListening To Your Response
Good old days
Dishrag
Dr. Jekyll, Mr. Hyde
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The Good Old DaysThe Good Old Days
Symptoms
• Daydreaming about old system
• Using old/work-around system
Positive response
• Acknowledge resistance
• Engage with new system
Prevention
• Going away ceremony
• Dismantle work-around
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DishragDishrag
Symptoms
• Lethargy, sleepiness
• Say nothing, do nothing
Positive response
• Stomp foot, short powerwalk
• Make self accountable to colleagues
Prevention
• Start out accountable
• Find different role
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Dr. Jekyll, Mr. HydeDr. Jekyll, Mr. Hyde
Symptoms
• Agree in public, disagree in private
• Fantasize destructive behavior
Positive response
• Admit angst to self
• Drain angst away from colleagues/project
Prevention
• Say project issues in public
• Admit feelings fast
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Experience – The MindExperience – The Mind
“Most of the pain and distress we create is through the thoughts and stories we make up about the people, events, and circumstances around us” Christine Caldwell
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An EventAn Event
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Joe Cool
Ahhhhh
Jack the Knee-Jerk
Grrrrrr
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How We Create MeaningHow We Create Meaning
Describe
Acceptance
Responsive Action
Interpret
Judgment
Urge to Control
EVENT
What WeTell Ourselves
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Describing vs. InterpretingDescribing vs. Interpreting
Describing
Observing and reflecting on “what is”
Direct experience
Present time
Acceptance
Natural response
Interpreting
Creating a story about what we believe
Mix direct experience with history
Past and Future time
Judgment
Urge to control42
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Challenge InterpretationChallenge Interpretation
Am I sure?
Can I know absolutely for sure that this is true?
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BreakBreak
Return in 10 min.
Purpose?
• Clear the air
• Re-focus attention
• Use restroom
• Have a treat
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The Price of RigidityThe Price of Rigidity Suppleness is
paramount
• Bending without breaking
Practical
• Feel impact of rigidity and suppleness
Take-away
• Help the mind do what the body can do
A Practical in SupplenessA Practical in Suppleness
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Automatic Reactive Habit PatternsAutomatic Reactive Habit Patterns
Explode/Implode Get Busy
Avoid/Analyze
Emotional/Freeze
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How Do We Use Them?How Do We Use Them?
How we keep out the unknown and unfamiliar
How we attempt to control the rate of change
How we allow ourselves time to digest and integrate
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Emotional Guidance ScaleEmotional Guidance Scale
1. Joy/Knowledge/Empowerment/Freedom/Love/Appreciation2. Passion
3. Enthusiasm/Eagerness/Happiness4. Positive Expectations/Belief
5. Optimism 6. Hopefulness 7. Contentment 8. Boredom
9. Pessimism10. Frustration/Irritation/ Impatience11. “Overwhelment”
12. Disappointment 13. Doubt 14. Worry 15. Blame 16. Anger 17. Discouragement
18. Revenge19. Hatred/Rage
20. Jealousy 21. Insecurity/Guilt/Unworthiness 22. Fear/Grief/Depression/ Despair/Powerlessness
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Wise InvestmentsCommunicating for SuccessWise InvestmentsCommunicating for Success
Focus on fact
Focus on future
Reach for root cause
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Focus On FactFocus On Fact
Expected benefit
• De-personalize challenges
• Faster problem solving
How to reach out
• Separate “what is so” from “how I feel about it”
• “Here are three examples of…”
Success
• Facts acknowledged
• Emotional level unchanged or reduced
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Focus On FutureFocus On Future
Expected benefit
• Smoother transition to Munis
• Faster transition to Munis
How to reach out
• Illustrate what will be better
• Demonstrate path to future
Success
• Future vision acknowledged
• Glimmers of optimism
MUNIS!
Group IV
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Reach for Root CauseReach for Root Cause
Expected benefit
• Faster problem resolution
• Minimize rework
How to reach out
• “Could ___ have caused the problem?”
• “Do we understand why this happened?”
Success
• Focus shifts from “!#@!! symptom!” to satisfying hunt
• Root cause identified
5353
Finding BalanceFinding Balance
Work » Work » Collapse
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Finding Balance: Active RestFinding Balance: Active Rest
Work
Active Rest
Work
Active Rest
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Active RestActive Rest
Move
• Stretch
• Take a walk
• Exercise
Connect to Nature
• Sit in the park
• Stare at a picture
• Imagine
• Look out the window
• Focus beyond the horizon
Music
• Relaxing
• Energizing
Get Centered
Appreciation
• Family, friends, pets
• Health
• Proximity of Starbuck’s
Take One Conscious Breath
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Writing ExerciseWriting Exercise
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The Supervisor/Manager’s Role During ChangeThe Supervisor/Manager’s Role During Change
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Supervisor and Manager’s RoleSupervisor and Manager’s Role
People want to hear about strategic changes from Executive Leadership
People want to hear about changes to their job from those closest to them – their supervisor
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POPULATION
POPULATION
0%Total
Resistance
50%Indifference
100%Eager
Readiness
Pushed by Pain
Drawn by Vision
Normal Distribution
Late Majority
Early Adaptors
Early Majority
Transition TimeTransition Time
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Change and Transition InfluencesChange and Transition Influences
Influence is based on:
• Communication
• Respect
• Trust
• Rewards
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Being a Leader During ChangeBeing a Leader During Change
Building and maintaining trust requires that leaders be committed to the change
Leaders must be models and show commitment for the change
Leaders must show consistency in what they say and do
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Being a Leader During ChangePart 2Being a Leader During ChangePart 2
• Listen, be visible, acknowledge difficult times
• Be honest as possible
• Say “I don’t know” if you don’t
• Have an “open door” policy, pass on information
• Ask questions and solicit employees’ views and concerns – respond to concerns
• Allow for the expression of emotions
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ADKAR ModelADKAR Model
Awareness
Desire
Knowledge
Ability
Reinforcement
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ADKAR Model, Part 2ADKAR Model, Part 2
Awareness – of the need for change
Desire – to support the change
• personal motivation
• organizational drivers
Knowledge – on how to change
Ability – to implement new skills
Reinforcement – to sustain the change
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Applying ADKARApplying ADKAR
ADKAR for Personal Change
Exercise
66
What’s Next?What’s Next?
How to talk with employees about change
Key messages about the change
Identify who is impacted and how
Prepare to meet with your group
Prepare to meet one-on-one
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Burning Questions…Burning Questions…
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What’s on your mind?