Mobilizing Commitment

CHANGE ACCELERATION PROCESS

MOBILIZING COMMITMENT TPC ANALYSIS

Source of Resistance

Definition Causes of Resistance Examples From Our Project

Rating*

Technical Aligning and Structuring Organization •  Habit and inertia •  Difficulty in learning new skills •  Sunk costs •  Lack of skills

Political Allocating Power and Resources •  Threats to old guard from new guard •  Relationships •  Power and authority imbalance or self-

preservation

Cultural Articulating the Glue or Cultural Norms •  Selective perception •  Locked into old “mindset” •  Afraid of letting go

* Rating – Divide 100 points by how often this type of resistance exists in your business.

Resistance to Change

MOBILIZING COMMITMENT TOOLS AND TECHNIQUES

Tactics & Tools Include: Influence Strategy

Used For: Identifying what are the issues, who can best influence, how can they best be influenced

Stakeholder Issues/

Concerns Influence Strategy

Identify “Wins”

Strategy for Building a Coalition Of Specific Key Stakeholders

MAKING CHANGE LAST OVERVIEW

•  WHY BOTHER? Experience shows that successful, sustained change is difficult to achieve without attention from the entire team. Every change initiative will compete for time, resources and attention. We often spend most available time on the launch of an initiative rather than its institutionalization.

•  WHAT ARE WE AFTER? Consistent, visible, tangible reinforcement of the change initiative. An integration of the new initiative with ongoing work patterns Changes to organizational systems and structures that help make the change a natural part of individual and team behavior.

Sustained Change Occurs When Change Leaders and Agents Build And Implement Strategies for Making Changes Last

MAKING CHANGE LAST ASSESSMENT

•  TO WHAT EXTENT HAVE WE ACCURATELY ESTIMATED:

The magnitude of the total change effort? The level of resistance this initiative will face? The amount of time required to implement the change? The level of clarity and alignment regarding the kind of implementation process required?

•  AND, ALSO… How has the change effort been integrated into other business initiatives? To what extent are needed resources made available? To what extent have we altered (or used) existing systems and structures as “levers for change”?

Early development And Implementation Of Strategies For MAKING CHANGE LAST is Essential

MAKING CHANGE LAST LEADING CHANGE

Changing Systems & Structures

Making Change

Last Ability to Adjust

Understanding

Clear Path Forward

Motivation/ Energy

Clear Continuous

Communication

Ongoing Support/

Commitment

Reflection/ Integration

MAKING CHANGE LAST FORCE FIELD ANALYSIS

I’ve ALWAYS DONE IT LIKE THIS!! Why change NOW?

This is a much better way…we need to give it a try.

•  The Team Must Understand the Forces That Will “Enable” The Improved State •  The Team Must Understand the Forces That Could “Restrain” The Improved State

MAKING CHANGE LAST FORCE FIELD ANALYSIS EXAMPLE

• Customers want new products 4

• Improve speed of production 2

• Raise volumes of output 3

• Maintenance cost increasing 1

• Loss of staff 3 • Staff frightened of new technology 3

• Environmental impact of the new techniques 1

• Cost 3 • Disruption 1

Plan: Upgrade factory with new manufacturing

machinery

Forces for Change “Enablers”

Forces Against Change “Restrainers”

Total: 10 Total: 11

MAKING CHANGE LAST FORCE FIELD ANALYSIS EXAMPLE

WT Forces for Change “Enablers”

Forces Against Change WT “Restrainers”

Total: Total:

Change Initiative

MAKING CHANGE LAST

Open, Honest, Candid Discussion is Essential Finally, A Decision Must Be Reached

When Possible, Trying To Reduce Restrainers is The Better Choice

Reduce The Strength Of The Restrainers (or)

Increase The Strength Of The Enablers