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Transcript of change management
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A Reconnaissance Survey of the Discipline of Change management
Lecture 1Atiq
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Did you ever face any difficult person?How did you manage him/her?
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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 you wanted?
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“8. My organization is good at managing the “people” side of change initiatives. ”
36%
20%24%
8%2%
10%
0%
10%
20%
30%
40%
StonglyDisagree
Disagree Neutral Agree StronglyAgree
Don't Know& N/A
Almost 1/2 disagreed
Managing change: people
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“People” Readiness for changeFor 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
-- Gartner Group, 2003
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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 outcome(s)
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Key PointsKey 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
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level
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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 achieve the required business outcome
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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
Can mere communications address these?
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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 future
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Three Phases of Change: How people experience
change
Current State
Transition State
Future 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
“better the devil you know is better than the devil you don’t”
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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
Future State
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Transition State
• The transition state creates stress and anxiety
Current State
Transition State
Future 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
“better the devil you know is better than the devil you don’t”
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Key point 3: Effective change management MUST be focused on helping individuals change
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Successful change addresses both the technical and the people side
Solution is designed, developed
and delivered effectively(Technical side)
Solution is accepted, 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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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, supervisors
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20
The focus of Change management is on helping individuals make their own personal transition
Organizational “The change” to how we
do business
IndividualCurrent Transition FutureCurrent Transition Future
How I do my job today
How I will do my job after the change is
implemented
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
From:
To:
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Key point 3, revisited: To move beyond good intentions, effective change management MUST be focused on helping individuals change
From an organizational perspective, we need to determine what “we”** can do to help individuals change
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Key point 4: Individual change is a process
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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
ADKAR is the (relatively) easy-to-remember acronym
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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?
Have you created mechanisms to enable two-way communication to take place?
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Not Everyone Changes at 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
Adnan 4 5 2 2 4
Babar 4 1 4 3 4
Chaudhry 2 2 3 3 4
Dilshad 5 1 4 2 3
Employee A D K A R Notes/actions
A 4 5 2 2 4
4 1 4 3 4
2 2 3 3 4
5 1 4 2 3
Recommendation:Create a Change Management Profile 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, we need to determine what “we”** can do to help individuals
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Key point 5: To move beyond good intentions, we need to understand, select and use the tools available to us
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Some Key Change Management Tools
Communications
Sponsor Roadmap
Coaching
Training
Readiness / Resistance Mgt.
These channels enableEffective change management
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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.
Communications
Sponsor Roadmap
Coaching
Training
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness
Desire
Knowledge
Ability
Reinforcement
Readiness / Resistance Mgt.
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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
Readiness / Resistance Mgt.
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Who is this “We”
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Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways
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Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Change management requires a system of ‘doers’
Each ‘gear’ plays a specific role based on how they are related
to change
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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
“We own the change management methodology and support its implementation in the organization.”
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Current common reality that we need to move beyondRole Common implementationChange 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
“I don’t even exist yet.”
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Executives and senior mgrsWhat 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
Not just signing cheques and project charters!
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Middle mgrs and supervisorsWhy are they important
They are close to the people who adopt the change They play a role in all types of change in the organizationThey need to be trained to 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-down changes
Micro – daily changes
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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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
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Project teamWhy are they important
Drive the technical side of change Design solutions Develop solutions Deliver solutions
Project management
Change management
Current Transition FutureCurrent Transition Future
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Project teamWhat 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 4. Integrate CMgt plans into project plan
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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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 ‘technical’ and ‘people’ puzzles
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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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 4. Support other ‘doers’
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Change management resourceWhat 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 realizing
benefits
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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Employee-facing vs. enablingEmployee-facing roles Enabling roles
One-to-one interactionsOne-to-many interaction
Observable behaviors
Creation and implementation of plans that are executed by
the employee-facing roles
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
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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?
How well do they
understand their role?
How effectively are they
fulfilling their role?
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Key point 6, revisited: To move beyond good intentions, we need the right people involved in the right ways
Middle managersand supervisors
Middle managersand supervisors
Changemanagement resource/team
Changemanagement resource/team
Executives andsenior managersExecutives andsenior managers
Project team
Project team
Projectsupport
functions
Projectsupport
functions
Do you have the right people involved in the right way?
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How will you know if your change has 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 progress accordingly …
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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?
Current Transition FutureCurrent Transition Future
Organizational
Current Transition FutureCurrent Transition Future
Organizational
#s#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?
Current Transition FutureCurrent Transition Future
Individual
Current Transition FutureCurrent Transition Future
Individual
A D K A R
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Framework for measurement
Organizational Individual
Process
Speed of adoption Utilization rate Proficiency
Individual change management:
-Awareness-Desire
-Knowledge-Ability
-Reinforcement
Outcome Business performance against objectives
Individual performance for
each job role
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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:-Awareness
-Desire-Knowledge
-Ability-ReinforcementMeasure 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
with immediate manager
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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 achieve the required business outcome
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Summary of Key Points: RevisitedKey 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
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level
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“Everyone thinks of changing the world, but no one thinks of changing himself.”
- Leo Tolstoy
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A stepped approach to change
StartX
A journey of a thousand miles occurs one step at a time.
Success