GAME KA NA BA FOR CHANGE? BY JV WONG Release/2019/PLS...Created Date 6/7/2019 5:16:51 AM

Copyright © 2013-2015 Celemiab Systems AB 102200-37-02 Version 1.0

GAME KA NA BA FOR CHANGE?

BY JV WONG

Copyright © 2013-2015 Celemiab Systems AB

•  INTRODUCTION TO CHANGE

•  TURBULENCE IN CHANGE

•  SITUATIONAL CARDS

•  4 SUCCESS FACTORS OF CHANGE

•  CHANGE THEORIES •  OUR WHEEL OF

CHANGE

•  FENIX CASE STUDY

•  4 PERSPECTIVES •  ACTION PLAN

PER PERSON


FUNDAMENTAL ESSENTIAL PRACTICAL


Navigating the change process


Turbulence is to be expected..


GAME LEVEL 1: GET YOUR GUIDE FLOW

NOTE: THIS IS INSIDE YOUR TRANSPARENT KIT.


GAME LEVEL 2: GET THE 12 SITUATIONAL CARDS

PLEASE NOTE: YOUR TABLE GROUP LEADER WILL PLACE ALL CARDS IN THE MIDDLE OF THE TABLE.


WELCOME TO THE

SITUATIONAL CARDS

EXERCISE


LET’S FACE THE SITUATIONS! THE GUIDE QUESTIONS FOR YOUR CONVERSATIONS §  WHAT COULD BE HAPPENING IN

THIS SITUATION? §  WHAT COULD BE THE CONCERN

OR PROBLEM HERE? §  WHAT WOULD YOU SUGGEST WE

CAN DO?







CHANGE



PER PERSON



PART 2: SUCCESS FACTORS FOR CHANGE



GAME LEVEL 3: GET THE EXPLORING CHANGE WORKMAT®


Laying the foundation for success… To set up change projects for success, change management specialists agree that it’s of key importance to:  COMMUNICATE THE BIGGER PICTURE


COMMUNICATE THE BIGGER PICTURE

Do you invite people to “go up in the helicopter” to understand the vision in a greater context?


Communicate the bigger picture

ü  Share the vision (but first you need to put it into words…).

ü  Clarify the case for change, including reasons that lie outside the organization.

ü  Change initiatives need to be understood in relation to each other.

ü  …

What can we do more of, to communicate the bigger picture throughout the organization?


LEADING CHANGE (an 8-step process) Step 1 – Establishing a sense of urgency

Step 2 – Creating the guiding coalition

Step 3 – Developing a change vision

Step 4 – Communicating the vision for buy-in

Step 5 – Empowering broad-based action

Step 6 – Generating short term wins

Step 7 – Never letting up

Step 8 – Incorporating changes into the culture

As described by John P. Kotter


To set up change projects for success, change management specialists agree that it’s of key importance to:  Communicate the bigger picture

 Address the human side of change

Laying the foundation for success…


Address the human side of change

Do you tailor your communication to where people are, emotionally?


Address the human side of change

ü  Identify where people are emotionally – and communicate appropriately.

ü  Communicate even when there’s nothing new to say.

ü  Include the co-workers’ perspective: ”What’s in it for me?” ü  …

What can we do more of, to address the human side of change?


The change curve

As described by Elisabeth Kübler-Ross


The four rooms of change

As described by Claes F. Janssen


To set up change projects for success, change management specialists agree that it’s of key importance to:  Communicate the bigger picture

 Address the human side of change

 Build a broad and strong sense of ownership



Build a broad and strong sense of ownership

Do you identify who is on board already – and who you still need to ‘win over’?


Build a broad and strong sense of ownership

ü  Identify and address counter-forces early in the process – and bring them on board.

ü  Help everyone understand ’what this means for me, in my daily work’.

ü  Engage a network of ambassadors, recruited from formal and informal leaders.

ü  …

What can we do more of, to build a broad and strong sense of ownership?


Diffusion of innovation – the adoption curve

As described by Everett M. Rogers


To set up change projects for success, change management specialists agree that it’s of key importance to:

 Communicate the bigger picture  Address the human side of change

 Build a broad and strong sense of ownership  Provide the right internal conditions



Provide the right internal conditions


Provide the right internal conditions

ü  Devote enough resources at the front-end of the change process.

ü  Create an effective and clear transfer from ’project status’ into regular operations.

ü  Give clear and frequent feedback on the new behaviors or practices – and reward them!

ü  …

What can we do more of, to provide the right internal conditions for the change to ‘stick’?


GAME LEVEL 4: ARRANGE THE CARDS FROM 1-12

PLEASE NOTE: YOUR TABLE GROUP LEADER WILL BE THE ONE TO ARRANGE THE CARDS FROM 1-12.


GAME LEVEL 5: OPEN YOUR WHEEL OF CHANGE

PLEASE NOTE: YOUR TABLE GROUP LEADER WILL BE THE ONE TO OPEN AND LAY DOWN THE WHEEL OF CHANGE PAPER.


GUIDE for the WHEEL of CHANGE

•  In your WHEEL OF

CHANGE PAPER, write your table group number in the middle of wheel.

•  Refer to what you selected in mind as your top situational card.

•  Each person to own 1 slice of the wheel.

• Write your name, # of the selected card, and its quotation on top of the card.

•  The wheel will be filled with various situational card choices!

(EXAMPLE) TABLE 1


GAME LEVEL 6: OPEN MENTIMETER (App or Browser)


MENTIMETER APP IN PHONE

Code: 540151

CHOOSE 1 SITUATIONAL CARD PER PERSON AND THEN SUBIT.

Or www.menti.com


To set up change projects for success, change management specialists agree that it’s of key importance to:

 Communicate the bigger picture  Address the human side of change

 Build a broad and strong sense of ownership  Provide the right internal conditions








CHANGE



PER PERSON



GAME LEVEL 7: On Fenix Case EACH TABLE CLUSTER TO GET 1 PERSPECTIVE

TABLE CLUSTER 1: ANNE’S PERSPECTIVE TABLE CLUSTER 2: BEN’S PERSPECTIVE TABLE CLUSTER 3: CARA’S PERSPECTIVE TABLE CLUSTER 4: DAVID’S PERSPECTIVE


MEET OUR PEOPLE!

Anne C-level member of the management team

Ben Senior member or corporate HR

Cara Middle manager in product development

David Engineer in production


Creating the conditions for success GUIDE FOR THE EXERCISE: • You must belong inside a smaller cluster within your table.

• Cluster 1 will read about ANNE, Cluster 2 will read about BEN, Cluster 3 will read about CARA, and Cluster 4 will read about DAVID

• Each cluster will read the questions and will answer them by using POST ITs. Display these Post Its on the WorkMat® nee your assigned Fenix person.

• After the Post It exercise, discuss on some CHANGE LESSONS gained in our discussions.


GAME LEVEL 8: PER PERSON ACTION PLAN & REFLECTION FORM

PLEASE NOTE: 1.  YOUR INDIVIDUAL ACTION PLAN

AND REFLECTION FORM ARE IN A BROWN ENVELOPE.

2.  YOU WILL NOT ANSWER YOUR ACTION PLAN. YOU CAN BRING IT HOME FOR POST-DISCUSSION.

3.  YOU WILL ANSWER THE REFLECTION FORM, AND YOU CAN GIVE IT TO YOUR ROAMING “PEOPLE IGNITERS”.


Action plan Reflect on how you, personally – or as a team – can contribute to the success of the change process. What do you need to do more of, to bring people around you on board, and/or pave the way for new behaviors that will ‘stick’? Note up to four commitments below.

Name: ______________________________________ Name of government agency: ____________________


Action What I/we will do:

By when, or how often:

Measures of success:

GAME KA NA BA FOR CHANGE? BY JV WONG Release/2019/PLS...Created Date 6/7/2019 5:16:51 AM

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Transcript of GAME KA NA BA FOR CHANGE? BY JV WONG Release/2019/PLS...Created Date 6/7/2019 5:16:51 AM