10 Things - Make Change Happen

7/31/2019 10 Things - Make Change Happen

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Ten Things Guide to Managing Change

John Mitchell 2

The 10 Things series

I hope you enjoyed and found Ten ThingsManagers do Wrong in Selection Interviewsinteresting and helpful. But have you put itinto practice?

This is the second of the series of punchybooklets on people management andpersonal effectiveness - the 10 Thingsseries designed for busy people.

It does not pretend to cover everything but gives a number of practical and hopefullyuseful ideas.

Failure to implement (F.T.I.) is one of the commonest mistakes in business. Beprepared to put the ideas into practice.

The contents of this free booklet are John Mitchell. You may reproduce extractsfrom it in newsletters etc as long as the source is acknowledged. If you know ofothers who might like a copy just get them to email me: [email protected] -dont forget we will need their business address so we can post it to them.

If you want help with implementation or further information just get in contact.

John MitchellPlymouth, Devon

ClarityPeople management skills

John MitchellMA FCIPD

01626 866720

[email protected]

www.jfmitchell.co.uk


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Preface

The critical moments: Most of us spend most of our working day doing things that arerelatively routine and predicable. Perhaps 20% of our timeis leading our people into new things managing change ofone sort or another. This is the 20% that really tests anddevelops our leadership skills. These are the jobs weremember and this is where our performance is most in thelimelight. or is it the spotlight?

Idea 1. The ability to change is the single most important feature of a sustainableorganisation in the twenty-first century in all sectors. Sustainability depends on it.

It is not necessary to change. Survival is not mandatory. (W Edwards Deming, 1900-1993).

Action: Look around you; you and your people have three options resist, cooperateor lead (ignoring is resisting). Choose which one is for you.

Idea 2. The planned approach to managing change (favoured by mostaccountants, engineers and project managers) is to anticipate, plan,implement, control and evaluate. One the other hand the emergentapproach recognises that change impacts on irrational human beings andthat the best laid project plans go astray. Therefore if you take the moreflexible emergent approach you will pay attention to engaging thestakeholders and trying to understand what makes them tick.

Idea 3. This booklet is written in a fairly prescriptive way (do this, then do that) as ifthere is one best practice way to effect change. That is the planned approach and itwont work if you adopt it rigidly. (Sorry!) What will work is if you understand theprinciples, adapt them for your situation, put them to work, monitor and adapt themas the situation unfolds.

Action: Take the best of both approaches as befits your situation at times using firmplans and at others building in slack and making it up as you go along.

Idea 4. Managing change can be a politically intensive activity. You may lose friends.This booklet is written to help you ensure your change is achieved without deceit,

subterfuge, smoke or mirrors.

Action: Please use the techniques herein ethically.

Idea 5. It is very common to ask people or systems to change beforeyou have made them ready. The result is frustrating resistance to thechange and a lot of anger, wasted time and disenchantment. It is liketrying to get a large lump of ice into a glass it can involve a lot ofeffort, time, hacking, cold fingers, danger and wasted ice. But there isa better way. Time invested in unfreezing the ice before you try andchange it makes the job of getting it into the glass childsplay it will

just pour in. Then you refreeze it and the job is done. No waste. Justa different way of doing it.


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This booklet is formatted around Kurt Lewins planned unfreeze-change-refreezeapproach. Once unfrozen the change stage is then much easier gravity will be onyour side. But you do need to do the refreezing afterwards. Otherwise people mayrevert to their old ways.

Action: Allow time to unfreeze people it will be time well invested.

I have also used Professor John Kotters established eight-stage approach tomanaging change.

Isnt changemanagement

just like project

management?

There are overlaps and certainly the planning disciplines of theproject manager will help if your change is complex and involvesmore than one strand of activity at a time. Changemanagement is to project management what leadership is togeneral management change and leadership emphasise the

inter-personal and inspirational aspects whilst general andproject management are somewhat larger and call for a widerrange of technical and technological skills.

If yours is a big change and it would help if you learned the skillsof project management just get in touch.

How relevant isneuro-linguistic

programming?

Perception and influencing others to see things differently arevery relevant to managing change. This booklet takes the welltrodden managerial rather than a psychological approach tomanaging change. Both have their place. Perhaps an NLP guideto handling personal change should follow! Certainly you shouldbe aware of transactional analysis.

And isntchange justaboutleadership?

Managing change is one of the things that leaders have to do.So generic leadership skills are important.

This publication may be copied and distributed as long as theauthor is clearly acknowledged.


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Contents

1. Should we change?

2. Identify stakeholders

3. Prepare a force-field analysis

4. Expect resistance

5. Establish a sense of urgency

6. Form a guiding coalition

7. Create a vision and sell it

8. Empower others to act on the vision

9. Plan for and create short term wins

10. Institutionalise the changes


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Behold! I am your new boss.I have solutions that are looking for problems.

No 1. Ask, should we change?Keep your credibility - avoid inappropriate change

Idea 6. Is this change for changes sake? New managers (particularly atboard level) make changes in order to leave their mark, irrespective of theneed for those changes. (Leaving a legacy is important.) Then someone elsecomes in to sort out the mess. It is important to identify the real problembefore deciding how is should be solved.

Action: Test your real motivations for wanting to change things.

Idea 7. If you want to get the root cause of a problem use the 3-stage medicalprocess:1. Symptoms 2. Cause (diagnosis of real cause) 3. Treatment

Action: Ask, am I addressing the real problem here or just the symptoms?

Idea 8. Organisations have remarkably short memories. Has anything like this beentried before? If it was tried years ago and did not work why do you think it will bedifferent for you? Have you noticed that organisations repeat their mistakes as soon

as the corporate memory has been lost?

Action: Find out if anyone has tried this before. If the did, what happened?

Idea 9. Are you looking at the wider implications of your proposals? If you changesystem A what will be the wider implications for colleague B, customer C, manager Dand computer system E?

Action: Look at your changes in a wider business context.

Idea 10. Our forebears learned that the grass is always greener on the other side.

Remember the rule of unforeseen consequences when you tinker here there will belots of other unforeseen results over there, some of which will be good but most willbe bad and some may be critical.

Action: From the outset be looking out for the unforeseen consequences.

What king, going to make war against another king, sitteth not

down first, and consulteth whether he be able with ten thousand

to meet him that cometh against him with twenty thousand?Luke Chapter 14 Verse 31


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"Conventional people are roused to fury by departure from

convention largely because they regard such departure ascriticism of themselves." (Bertrand Russell)

No 2. Identify the stakeholdersWho will be affected by your idea?

Idea 11. Who will be affected by or want to be able to comment upon your proposedchange? These are your stakeholders.

Action:1. Take a piece of paper and list them all.2. Then put yourself in the shoes of each one.

Here is a detailed template as an example:

Contributor What is in itfor them ifwe succeed?

What is init for themif he fails?

What hiddenagenda(s)?

How mightthey let medown?

Actions for me

Web designer Another highprofile success

Fun!

Criticismfrom hismanagers

Futurecontractingout

Dislikes somemembers ofthe IT team,(including theIT manager)

Design:

Unattractive

Hard to

navigateLate

Incomplete

Over budget

Emphasiseshared success

Keep his

manager awareand on him

Have coffeewith ITmanager

Have writtenagreement withhis boss aboutour needs

(We deal more with stakeholder analysis in our project management programme.)

"Well begun is half done."(Aristotle (384-322BC))


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Common stakeholder attitudes that will need your attention:

1. Change fatigueIdea 12. Cynicism can be the legacy of previous change. Years ofrestructuring, streamlining and right sizing can result in a sceptical, risk-averseculture, outwardly or subversively opposed to any new initiative includingyours.

Action: You will need to address this cynicism in your unfreezing.

2. Risk averse cultureIdea 13. Some people will reject change because they think they heard that someoneonce said that they had heard that someone had tried to change somethingsomewhere in the organisation and it had not worked perfectly straightaway.Stakeholders may begin to ask, Will business suffer in the short term? Will our shareprice fall? Will workforce morale tumble? Worst of all, could I be blamed?Are people worried that this change might limit their career or that seniormanagement, shareholders, the unions, staff, the regulators or grandma wouldoppose the change?

Action: You will need to help people to see1. The necessity of taking some risk.2. How little risk is involved and3. How great are the potential gains.

3. Satisfaction with the status quo?Idea 14. Some people are sitting on their laurels. If you always do what you havealways done you will always get what you have always got.

Action: Build into the unfreezing process ways to get people to acknowledge theshortcomings of things as they stand.

4. Pretending there are other things to sort out firstIdea 15. Will the movers and shakers on whom you will depend pretend that:1. Starting your change will require someone else to initiate or approve it?2. Something else must be sorted out first usually something massive?

5. Unjustified pessimismIdea 16. Some stakeholders will believe that things are impossible when they are

only complex and difficult.

6. Tactics designed to delay or derail your initiativeIdea 17. Leaving a good idea in the hands of someone to consider it, whilst his or herreal motive is to bury it out of sight; putting things off until tomorrow, when there willbe more time. However, tomorrow never comes.

Actions:1. Try to anticipate excuses and have your answers ready.2. Try to sideline such opposition by getting things moving by some other route.3. Dont be afraid to set reasonable deadlines for stakeholders to have sorted out their

problems or to come back with formal responses. Then hold them to those deadlines.


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They will never agree to that!

No 3. Analyse the forcesHow can you get leverage?

If you are going ahead with this change you now need to list the forces that will support your changeand the forces that will resist it.

What do youmean byforces?

Anything that will help or hinder you e.g.:

People (stakeholders - you have already listed these) Systems and structures Policies and procedures Resources: Financial, physical, IT or intellectual

Such as? Say you were considering moving to 24-hour working in a callcentre:

For: callers and their families, customer services, your neworganisational values system, the chief executive, the localcommunity, some managers and some staff, car parking.

Against: heads of department, trade unions, your budgetmanager, IT system, some managers, support staff, some

employees families, local residents, existing HR policies, ourgreen policy.

Then draw a force-field diagram to show how the forces areranged up:

Forces for change

Forces against change

Failed to

prepare?Prepare to fail


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Service users Customer servicesChief executive Organisational values Local communityService users families Some managers Car park managerSome staff (Named) board members

IT system Heads of department My budget managerSupport staff Some managers Local residentsSome employees families (Named) board members Current HR policiesTrade unions Green policy

What does thisshow?

Your job is to maximise the forces pushing down and minimisingthose resisting. This diagram gives you a visual picture of thebalance and should straightaway show you where the strongestforces are arranged (draw thicker arrows for stronger forces).

You can now begin to answer the questions, How can wemaximise the forces for and minimise the forces against? Howlong might that take? Who else do I need to get involved?

Action: Prepare a force-field diagram

Do I preparethis on myown?

Doing it with others will force you to justify your views aboutwhat the forces are, which direction they are facing and howstrong they are.

Like many visual aids the benefit is not the resulting piece of

paper but the understanding you will get through thebrainstorming and analysis to prepare it.

"Forgive him, for he believes that the customs of

his tribe are the laws of nature."George Bernard Shaw (1856-1950)


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I hate this place!

No 4. Expect resistance; work for acceptanceNote to self: This will take time and resilience

Idea 18. Life is a slowly turning kaleidoscope of changes for all of us. So dont thinkwhat you are doing is the only thing that is changing for your people. Other things atwork, in their life outside work, in their minds and bodies are changing. Some thingswill be big; others small. Your perception is not their reality.

Actions:1. Expect resistance (at least initially) resistance is OK2. Find out more about their take on the problem you are trying to solve

3. Go slow (now) to go fast (later)

Idea 19. People vary in their willingness to accept change. Some thrive on itand others will be put off balance by even the smallest variation. Eachperson is different - in body, emotions, mind, behaviour and situation soeach person will be affected differently by the change you want to bringabout.

Action: Get a few key people on your side and get them to be working on others

Idea 20. Change involves uncertainty will it work, will I lose my job, will I have to

work harder, will I look a fool because I wont understand the new ways etc? Somepeople have a greater ability to cope with such uncertainty. (Statistically these peopletend to rise to more senior positions there is a strong correlation between the abilityto live with risk and upward career progression.)

Actions:1. Reduce peoples level of uncertainty as much as you can by doing good analysisand planning (involving stakeholders whenever you can)2. Communicate information to replace uncertainty with knowledge

Idea 21. People operate in groups at work. You can win over the

individual but fail to win over the peer group.

Action: Give people the opportunity to work through their responses to your changecollectively and not just on a one-to-one basis.

Idea 22. What makes you feel most threatened? - it is often related to feeling

powerless.


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Action: Involve the people affected in decision making (dont present it as a donedeal). Help them to feel they have a voice that is important and will be listened to.

Idea 23. Significant change perceived as a threat (e.g. redundancy or a loss ofstatus) often produces a chain of responses (DADA):

Denial Anger Depression AcceptanceActions:1. Expect people to be disinterested at the outset2. Ride out their anger towards you or the organisation it is a natural outpouring offeelings. Do not give up3. Expect depression and all that goes with it reduced quality, productivity andcreativity for example. Put in place ways to support people through their periods ofdepression or anxiety4. Be prepared to negotiate to get peoples acceptance. But not too early

Quick summary:You have looked at whether or not to initiate change, who is involved,whether or not they are for or against your change and you are now prepared to be patient.(Four points through our ten and you havent started the change yet!)

Lets start the unfreezing process creating dissatisfaction, getting your team together andgenerating a vision for the future.

You can teach old

dogs new tricks.

It just takes longer.


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I really dont see the need to change. It will cost toomuch and it may not work.

No 5. Establish a sense of urgencyYou need dissatisfied people

Idea 24. Next you must mobilise the forces that for change and reduce the forcesagainst it. Here is a simple and very useful tool. For people to support you they willneed four things:

D xVx K> CAction: If you want a sense of urgency your job is (ethically!) to:

Increase peoples:

Dissatisfaction with things as they are (D) Awareness and belief in the vision of a brighter future (V)

Willingness to take the first small step (K)

Decrease everyones:Worries about the cost of change (C)

NB. If the value of any component on the left (dissatisfaction, vision or knowledge offirst step) is zero, change will not happen.

Action: Think! Where are the scores low or zero?

Do I try to doall four at thesame time?

No.

Idea 25. It is obvious that you are motivated to move towards something you desireand away from something you dislike. Usually motivation involves both the push andthe pull force. Busy and resource starved people are more likely to be motivatedinitially to move away from something that is currently unsatisfactory than towardssomething vague in the future.

Action: At the outset concentrate upon getting people to look critically at the statusquo. (You can deal with vision and the first step later.)

Dissatisfactionwith statusquo

Vision of the future

Their

perception ofcost of change

Knowledge of first step to take


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None of us is as powerful as all of us

No 6. Form a guiding coalitionYou need others to help you

Idea 26. Assemble a group with enough power to lead the changeeffort. Power is not just from their position in the hierarchy.Some people are respected and influential because of their pastachievements, their knowledge or their contacts.

Action: Identify one or more key people who can leverage the change.

Idea 27. They will need to be psychologically and practically engaged in theprogramme. They may need some warming up! So treat them like other people make sure they are dissatisfied with the status quo first.

Action:1. Get face to face with the potential members of the coalition2. Get them to sense the shortcomings of the status quo before you launch into any

project committee meeting

Idea 28. The coalition will need to work as a team.

Actions:1. Check that there are no significant issues between coalition members that mightderail your project2. Do some team forming and norming before you expect them to start performing.(This does not need to be expensive, diverting or prolonged.)

Idea 29. People do not need to be in control if they trust those who are in control.

(And being lazy creatures people we like it if other people are doing all the work aslong as we trust them!). So the more your guiding coalition is trusted the more theywill get done.

Action: Consider who is on your guiding coalition and run it so that it gets maximumtrust from stakeholders particularly the key ones.

"Knowledge is proud that he has learned so much; Wisdom is humblethat he knows no more." William Cowper, poet (1731-1800)


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"True wisdom consists not in seeing what is immediately

before our eyes, but in foreseeing what is to come."(Terence, Roman dramatist, 185-129 BC)

No 7. Create a vision and sell itGet to feel what the future could be like

Now people are a little dissatisfied with the status quo your job is to inspireothers to think of a better future and then to be willing to create it.(Putting together the plan for getting there comes later.)

Idea 30. Your vision is your picture of what things could be like. In your mind youcan use your senses:

Pictorial (better teamworking, new ways of working, an IT system that works) Set of sensations (delighted customers, an engaged workforce, reduced stress,

going home on time, satisfied employee representatives)

Physical things that can be touched (a new office building, new equipment, newenvironment)

Sounds, smell or even tastes!

You will then have to turn that into the common currency of business communication words. Your vision statement must be inspiring something that people will wantto work towards.

Action:1. Stop and imagine how things might be2. Be bold break out of the usual boundaries3. Include things to appeal all the key stakeholders4. Capture that in words5. Now make the statement shorter and more inspirational.

Dont I need aplan first?

No.

.

Idea 31. If others properly catch your vision they will work out a plan to get there. Insome ways it is useful not to have a plan at this stage, because people get diverted intocritiquing the plan before they are properly sold on the vision. Then, when the planningand execution get difficult, their vision is not strong enough to carry them through andthe change is abandoned.

Action: If you have a plan (and most people even at the early stage!) keep quiet about it

So lets move on to getting the plan together:

Good business leaders create a vision, articulate the vision, passionatelyown the vision, and relentlessly drive it to completion. (Jack Welch)


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Whatever you want the answer is no!

No 8. Empower others to act on the visionPlan the journey and get approval

You have some dissatisfaction with where things are now and you have a picture of the destination.Planning is mapping out the journey between where you are now and where you want to be. It is alsoabout getting together the resources you will need one of which is stakeholder support.

You will have your own ideas about the best way to formulate a plan and to get it accepted. (For ideason planning methodologies you may want to get in touch with us about project management.)

Idea 32. Your coalition is already striving to get the trust of stakeholders. Now letsconsider how best to get them involved in the decision-making.Action: Plot your strategy on the following line. The further right you go the lessengagement you will achieve.

Negotiate Jointproblemsolve

Consult Tell

No progresscan be madewithout allsides being inagreement

Managementcome to staffwith theproblem andtogether theywork out thesolution.

Managementcome to staffwith theirproposals totest thereaction andsee how theycan beimproved.

Managementinform staffwhat they havedecided isgoing tohappen

Proposalscome from

Both Both Management Management

Power toimplementrests with

Both Management Management Management

The more left you are the lower the likelihood of discovering too late thatstakeholders disagreed with your change from the outset.

Idea 33. How good will you be at communicating with staff? Is it usual to keep staffin the dark until the last minute? It is risky to release information gradually - the

grapevine might get there before you do; with another message.


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Action: Engage with stakeholders in a staged way but as early as you can.

Idea 34. Use many different ways to communicate face-to-face, email, meetings,newsletter, posters etc. Many stakeholders will ignore the first few times they hearyour messages. So make sure they are tuned in to your messages before you moveon into the detail. Avoid repeating the same message stakeholders will get bored.

Action: Communicate in different ways and before moving on identify ways of findingout the extent to which they have understood your message. Avoid finding out toolate that they are not engaged.

Idea 35. Your enthusiasm should be infectious.

Action: Make a conscious effort to do or say at least one thing to make yourenthusiasm obvious to everyone you deal with in relation to the change. Have fun.

Idea36. Expectancy theory tells us your stakeholders will think in this way:1. If I take action

2. What will be the result? 3. How much do I want that?

4. Is that worth more to me than the cost of changing?The outcome of this unconscious thought process may vary from group to group andeven from person to person. So,

Action: Sell the benefits (not the features) of your change in terms each stakeholdergroup can relate to. Encourage them to say I want some of that!

Idea 37. You may need to address systems and structures that will seriouslyundermine your change.

Action: Always be watching out for the bigger blocks that might stall your change anddo something about each one dont ignore them

Idea 38. Your coalition will have the responsibility for moving things along. That maymean getting people to take some calculated risks or be creative. That is inevitable.Nothing ventured, nothing gained.

Action: Encourage risk taking and creativity.


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Attitude errors

1. Inadequate preparation

Belief that the change will just happen without an awareness that there is a realproblem, a vision, a plan, hard work and opposition.

2. Avoiding leadership

Setting up a committee to avoid personal leadership and stifle change withbureaucracy.

3. Action without vision

Acting before there is a vision or a reasonable plan. You need to get things done. Butyou need to plan well not just work hard.

4. Ignoring change in the hope it will go away

5. A blame culture

If it works no one will notice; if it fails you will get the sack. Result? No change.

6. Satisfaction with the quick fixBehaving as if the real problems are addressed by introducing a poster, T-shirt, ITsystem, coffee mug, half-day seminar, new policy or publishing a newsletter articlewith photographs of smiling stakeholders.


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It is no use tinkering. Things will only get betterwhen we get the really big issues sorted out.

No 9. Plan for and create short-term winsYou will need some quick wins

Idea 39. If you wait for the full-orbed plan you might never doanything. You can't expect to sustain enthusiasm for a seven-yearstrategic plan without some visible recognition of short-term wins.

Action:1. Watch for the point when there is a sense of dissatisfaction and a vision2. Then decide the first steps on the journey. Do not delay waiting for the full plan.3. Then flaunt those quick wins.

Idea 40. Remember the value of piloting. You may want to pilot the change andprepare your more formal roll out plan only after the pilot. By reducing risk this maybring you allies.

Action: Consider a pilot scheme

Idea 41. Some people valuing only the big gestures and are not interested inincremental kaizen change. Transformation can consist of ten thousand littleimprovements. Visibility if crucial.

Action: Unless yours is a deep transformational programme, go for quick wins.

Idea 42. It is easy to forget your allies and their value however small their apparentcontribution.

Actions:1. Recognize and reward employees involved in the improvements however small.2. Employ, develop and promote those whose behaviour is aligned with your vision.

Idea 43. Quick wins give you street cred and new allies that may then sponsor thebigger change. Always be doing something!

Action: Flaunt the quick wins publicly.

Idea 44. If your piloting or quick wins are working your credibility will increase. You


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can use this social capital to change systems, structures, policies etc.

Action:1. Monitor your credibility during the quick win period.

Idea 45. If your change involves values and behaviours your guiding coalition has a

responsibility to model these.

Action: Make sure your coalition is practicing what your change programme preaches.

Stimulate but do not overwhelm.

Idea 46. It is important that you and your coalition enjoy the change process.

Action: If the change process is getting you down, stop and ask why. Then do

something about it

"My interest is in the future because I am

going to spend the rest of my life there."

Charles F Kettering, US engineer (1876-1958)


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Old habits die hard

No 10. Institutionalise the new approachesRefreeze things before they melt away

You need to refreeze people and systems into the new ways institutionalisingthem. (That said, you would not want to create a political state with heavycentral control, appointment only of party members and the total abolition ofdissent!)

Idea 47: Emphasise the positives.

Actions:1. Watch out for evidence of the connection between change and business success.2. Where you find them, publicise them.

Idea 48: New leaders will need to be aware of the vision and succession plans shouldnot ignore those who are already living it out.

Actions:1. Proof your selection criteria to ensure they include attitudes and behaviours

relevant to the changes.2. Look at who is going into the key posts and make sure they are proofed against areturn to the old regime.

Idea 49: It is easy for the old ways to remain in policies, procedures, training etc.

Actions:1. Consider where documents were designed around the old ways and2. Update them

Idea 50: Have a progress report in team meetings.

Actions:1. Add this to team meeting agenda2. Keep it on the agenda (perhaps quarterly) until the changes are institutionalised

"We are what we repeatedly do.

Excellence, then, is not an act, but a habit."Aristotle (384-322BC)


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Conclusion

Thank you for reading through this booklet. I hope it gives you some practical ideas.If you would like to discuss these, any other aspect of people management anddevelopment or if you would like to discuss help with training in this or other topics,please do not hesitate to get in touch.

John Mitchell

Dawlish, Devon

The author runs a management training business based in Devon specialising inpeople management skills. He spent 12 years in personnel and development rolesat the headquarters of the Metropolitan Police before becoming a lecturer in humanresource management in 1995. He holds an MA in Human Resource Managementand is a Chartered Fellow of the Chartered Institute of Personnel and Development.He is an examiner in human resource management, employee reward andperformance management for an international examining board. He providesmanagement training to a range of organisations but specialises in the higher

education sector.

He invites readers to communicate with him about any aspect of this series of 10 Things publications.

John Mitchell- advice, learning materials, training and coaching:People management

Recruiting

Selecting

Delegating

Appraising

Teamworking

Maximising staff performance

Promoting equality and diversity

Developing an HR strategy

Managing change

Personal effectiveness Influencing others

Presenting with impact

Managing stress

Managing your time

And finally stick with it:

"What we obtain too cheap we esteem too little; it is dearness only that gives everythingits value." Thomas Paine, British author, political theorist (1737Thomas Paine, British author, political theorist (1737Thomas Paine, British author, political theorist (1737Thomas Paine, British author, political theorist (1737----1809)1809)1809)1809)

10 Things - Make Change Happen

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