The Marvels of Managing Change Current as at May 2014.

The Marvels of Managing Change

•Current as at May 2014

Introduction & Overview

1. Why change?

2. Anticipating changea. Review your strategic plan

b. Keep an eye on the bigger picture

c. Common reasons for change

d. Types of change and adjustment

3. Change management basics

4. Stakeholder analysis

5. Develop a plan

6. 8 steps to change

7. Change and grief

8. Resistance to change

9. Communication

10.During the change

11.Monitoring and evaluating

12.Next stepsContact Suzanne at Performance Advantage on 0408 897 079 or [email protected] 2

mailto:[email protected]

Why Change?

• Change is an integral part of life regardless of whether we want it or not. Change is a given.

• If your organisation doesn’t change - it stagnates.

• Change can either happen to us or we can make change happen.

• Instigating change and managing change helps us to feel more empowered and in control of the natural process of change.

• What matters most is the attitude we have towards change. Many people find change threatening and anxiety provoking but it is possible to see it as an exciting opportunity.

Recommended reading: Dr Spencer Johnson “Who moved my cheese?”

Contact Suzanne at Performance Advantage on 0408 897 079 or [email protected] 3


Anticipating change

• Change is inevitable. The alternative is to stagnate.

• Change is the norm in today’s workplace.

• Organisations move through a number of recognisable stages of change as they grow and develop.

• Change is indicated when the current situation or status quo no longer fulfils the goals or objectives of the organisation.

• Internal or external driver for change…

• Planned change versus unexpected

• Incremental versus discontinuities or rapid changeContact Suzanne at Performance Advantage on 0408 897 079 or [email protected] 4


Anticipating change (cont.)

• It is important organisational leaders anticipate change and consistently look for opportunities to build organisational capacity.

• To help identify opportunities, strategic plans are a necessity. Your organisation needs both short and long term goals and targets.

“If you don’t know where you are going you will end up somewhere else.”

Yogi Berra



Review your strategic plan

• If you don’t have a strategic plan – get onto it!

• If you do have a strategic plan - analyse it and utilize it!

• “In reviewing your business plan, look at the previous goals for your business and compare these targets with actual results. When comparing goals with actual performance, ask:

1. What did the business do well? Can we do more of this, and can we do it even better?

2. Where can the business improve? What gaps in capabilities need to be addressed?

3. What didn't go as expected? What can we learn from this?

4. What changes are needed to achieve the growth you desire?”Source:

http://management101.com.au/management-101-articles/10-business-management/16-analysing-where-your-business-is-now





Keep an eye on the big picture

Some ideas for keeping abreast of change:

•Conduct a SWOT analysis (strengths, weaknesses, opportunities and threats) of your current business.

•Analyse what your competitors are doing.

•Keep abreast of what is going on in your sector (through peak bodies and networking orgs).

Recommended reading: Community collaboration: The changing context of local government and community sector partnerships.

Source:

http://www.dhs.vic.gov.au/__data/assets/pdf_file/0003/832170/Community-collaboration-The-changing-context-of-local-government-and-community-sector-partnerships-1-July-2013.pdf

•Keep abreast of what is happening within your existing funding bodies.

•Keep abreast of further funding opportunities. For example:

https://www.ourcommunity.com.au/

http://www.australiangovernmentgrants.org

http://www.business.gov.au/grantfinder/grantfinder.aspxContact Suzanne at Performance Advantage on 0408 897 079 or [email protected] 7




https://www.ourcommunity.com.au/

http://www.australiangovernmentgrants.org/

http://www.business.gov.au/grantfinder/grantfinder.aspx


Common reasons for change

• Improving efficiency or effectiveness

• Increasing profits to remain in business

• Increase control over processes (quality improvement)

• Maintain competitive advantage

• Creating more opportunities for the organisation or the staff

• Utilise technological advances

• Align with changes in policy

• Improve service

• Improve safety



9

Complete Ideas

Partial Ideas

High processimpact

Low process impact

Incremental Adaptive

Suggestive Structural

Little or no adjustment time

Low adjustmentmedium time

High adjustment time

Medium adjustment low time

Types of change & adjustment

Contact Suzanne at Performance Advantage on 0408 897 079 or [email protected]


Change Management basics

• Change is challenging and must be managed skilfully.

• Involve your people throughout the process – buy in is essential.

• Know where your organisation is at now and where you want it to be.

• Determine why, what and how you need to change.

• Write a change management plan so there is an agreed process for change.

• Communicate, communicate, communicate (throughout the change process - this is critical for effective change).

Source:

www.business.qld.gov.au/business/employing/staff-development/managing-people-through-change


http://www.business.qld.gov.au/business/employing/staff-development/managing-people-through-change


Stakeholder Analysis

•A stakeholder analysis is a useful tool to use when considering change. It is particularly useful for identifying who needs to be involved in the design and implementation of the change; it generates a list of those impacted by the change.

• To get a broad perspective, it is best to undertake this process with approximately five people.

•Groups with high-level commitment will of course be worth getting involved in the process and helping to promote the change. Groups with high levels of influence but low levels of commitment would warrant significant investment of energy to convince them of the benefits of the change.

• Groups with no commitment to the change may have some real reasons for this position. It is always worth investigating these reasons; they may help you prevent problems before they happen.



Develop a plan

Remember the foundation – consult your stakeholders and communicate.

Planning for change involves 6 steps:

1.Clarify reasons

2.Test your reasoning

3.List the steps

4.Cost-benefit analysis

5.Set goals and targets

6.Facilitate change

Source:





Develop a plan (cont.)

1. Clarify your reasons for change

Consider SWOT – strengths, weaknesses, opportunities and threats.

2. Test your argument for change

Measure reasons for change against business and market knowledge, seek pertinent and reliable information and advice.

3. List the steps to change

Generate options that will capitalise on opportunities and utilize your organisation’s strengths. Address weaknesses and threats identified.

Source:





Develop a plan (cont.)

4. Undertake a cost-benefit analysis

Analyse your options using a cost-benefit approach.

5. Set and clarify goals and targets

Consider the outcomes you want to achieve to set clear goals and targets. Ensure they are SMART (specific, measurable, agreed, realistic and timebound).

6. Facilitate change

In reality you are already instigating change through the planning process. Once the changes have been decided upon and approved the process of facilitating change begins...

Source:





8 steps to change

Based on 30 years of research, Dr John Kotter has come up with 8 steps to successful change:

1. Establish a sense of urgency

Inspire people to see the need for change and they will want to act.

2. Build the guiding team

Assemble a team of people to lead the change effort and encourage others. Ensure you have the right mix of people and skills.

3. Develop a change vision

Get the team to create a vision that will direct change strategies. A clear, concise vision will serve 3 purposes: it will simplify, motivate and unite.

4. Communicate for buy-in

Make sure as many people as possible understand the vision and strategy. Make communication clear, concise and consistent.



8 steps to change (cont.)

5. Empower action

Remove obstacles that may hinder change, encourage feedback, provide support, recognize progress.

6. Generate short term wins

Change can be a long term process so it is crucial to set some easily achievable outcomes along the way that can be celebrated.

7. Never give up

Encourage and foster resilience and persistence.

8. Incorporate change into the culture

Make your organisational culture one that values change and innovation.

Sources:

http://www.businessballs.com/changemanagement.htm

http://www.kotterinternational.com/our-principles/changesteps



http://www.kotterinternational.com/our-principles/changesteps


Change and grief

• Any change involves a loss of something (and very often a gain, although the gain may be difficult to see at first).

• Loss of any sort can trigger grief responses.

• It is widely recognised that changes in the work environment such as restructures, changes in role and job loss can give rise to grief.

Source:

http://www.beyondblue.org.au/the-facts/grief-and-loss?gclid=CP30l7eTnr4CFdgjvQodehIACw




Food for thought

“Your staff may invest themselves in their role in your business. Be aware that their jobs may contribute

significantly to their financial security, identity, sense of purpose, self-confidence and professional development.

Changes that affect their roles may have a big professional and personal impact....

The staff who make the greatest contribution to your business are usually heavily invested in their role and

your business operations. Often these staff are the most challenged by change.”

Source:





Common responses to loss

When facing the prospect of change employees may feel any of the following:

•Shock

•Denial

•Disbelief

•Confusion

•Sadness

•Anger

•Fear

•Isolation

•Depression/anxiety

Source:





Resistance to change

Resistance may occur due to staff:

•Perceiving they will be worse off (may be financial, freedom, power, status, responsibilities).

•Fearing more work.

•Having to change habits and move out of comfort zones.

•Failing to align to the organisation’s vision of change.

•Perceiving that the change is being forced upon them.

•Lack of communication.

Resistance is best managed with careful planning and clear communication.



Communicating change

The way you manage change will influence the impact it has on your staff.

Communication is key

(are you sensing a theme?)

The first step is to create awareness of what needs to change and why.

Throughout the change process, communicate clearly what will change, how it will change and when it will change.

Clear communication on what employees can expect helps their adjustment by managing some of the uncertainty.



Communication tips

• Use face-to-face communication for sensitive issues.

• Hold regular staff meetings and briefings.

• Encourage Managers and Supervisors to check in with staff about how they are managing the changes, how they are feeling and ask for any feedback.

• Use workshops to aid understanding, create plans and encourage commitment.

• Provide updates on progress.

• Get together and celebrate successes.

• Be clear and consistent.

Sources:






During the change…

• Contingency plans….. Plan B!!!

• Give the team time to get up to speed

• Encourage. You’re a champ. Tell me what you think.

• Does the team have what it takes to master this change?

• Ensure objectives/timetable are measured.


Monitoring & evaluating

Monitoring and evaluating change should be straightforward if you have planned appropriately and set key goals, targets and timeframes.

– Diarize timeframes and follow-up on outcomes.

– Choose mistakes to be an opportunity to learn and do it differently.

– Celebrate the victories (big and small) with your team.

– Communicate outcomes (did we mention communication before?)


Evaluation methods

The checklist method:

•The Checklist Method allows using lists of actions to analyze potential effectiveness of projects.

•Tick or no tick!!

•Use priorities for projects and assess the rates of safety, security, efficiency, and coordination.

Kirkpatrick’s change evaluation model:

•Reaction evaluation is how the delegates felt about the change experience.

•Learning evaluation is the measurement of the increase in knowledge - before and after.

•Behaviour evaluation is the extent of applied change back on the job

•Results evaluation is the effect on the business or environment by the trainee.


Next steps

1. Get clear on how you:

•can take advantage of the opportunities within change

•plan for change

•facilitate effective change.

2. Get support when needed

Performance Advantage offers services to help you through change including (but not limited to):

•Strategic planning

•Succession planning

•Communication skills

•Change management coaching

Call Performance Advantage on 0408 897 079.

26Contact Suzanne at Performance Advantage on 0408 897 079 or [email protected]

The Marvels of Managing Change Current as at May 2014.

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Transcript of The Marvels of Managing Change Current as at May 2014.