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
GAME KA NA BA FOR CHANGE?
FUNDAMENTAL ESSENTIAL PRACTICAL
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GAME KA NA BA FOR CHANGE?
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Navigating the change process
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Turbulence is to be expected..
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GAME LEVEL 1: GET YOUR GUIDE FLOW
NOTE: THIS IS INSIDE YOUR TRANSPARENT KIT.
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GAME LEVEL 2: GET THE 12 SITUATIONAL CARDS
PLEASE NOTE: YOUR TABLE GROUP LEADER WILL PLACE ALL CARDS IN THE MIDDLE OF THE TABLE.
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WELCOME TO THE
SITUATIONAL CARDS
EXERCISE
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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?
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
GAME KA NA BA FOR CHANGE?
Copyright © 2013-2015 Celemiab Systems AB 102200-37-02 Version 1.0
PART 2: SUCCESS FACTORS FOR CHANGE
GAME KA NA BA FOR CHANGE?
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GAME LEVEL 3: GET THE EXPLORING CHANGE WORKMAT®
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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
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COMMUNICATE THE BIGGER PICTURE
Do you invite people to “go up in the helicopter” to understand the vision in a greater context?
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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?
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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
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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…
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Address the human side of change
Do you tailor your communication to where people are, emotionally?
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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?
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The change curve
As described by Elisabeth Kübler-Ross
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The four rooms of change
As described by Claes F. Janssen
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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
Laying the foundation for success…
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Build a broad and strong sense of ownership
Do you identify who is on board already – and who you still need to ‘win over’?
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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?
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Diffusion of innovation – the adoption curve
As described by Everett M. Rogers
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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
Laying the foundation for success…
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Provide the right internal conditions
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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’?
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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.
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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.
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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
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GAME LEVEL 6: OPEN MENTIMETER (App or Browser)
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MENTIMETER APP IN PHONE
Code: 540151
CHOOSE 1 SITUATIONAL CARD PER PERSON AND THEN SUBIT.
Or www.menti.com
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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
Laying the foundation for success…
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
GAME KA NA BA FOR CHANGE?
Copyright © 2013-2015 Celemiab Systems AB
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
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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
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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.
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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”.
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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: ____________________
Copyright © 2013-2015 Celemiab Systems AB 102300-21-02 Version 1.0
Action What I/we will do:
By when, or how often:
Measures of success:
Copyright © 2013-2015 Celemiab Systems AB 102200-37-02 Version 1.0
GAME KA NA BA FOR CHANGE?
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