CHAPTER 3: CHANGE MODULE 4: CULTURE & SYSTEMS MASTERY

Transcription

1 Change MODULE 4: CULTURE & SYSTEMS MASTERY CHAPTER 3: CHANGE LEADING CHANGE Facts: Change is constant. The rate of change is accelerating. We work in an increasingly uncertain environment. We face increasing pressures to do more with less. We must innovate to thrive. Predictable things occur when change happens: We rarely make just one change. Change involves more than you expect. Most people resist change as a first instinct. We want to have a VOICE in changes that impact us and get upset when we don t. Toolkit 3 Things that have NOT changed in my life: 3 Things that HAVE changed in my life: Systems C opyright 2014 Highland Consulting Group, Inc 179

2 Module 4: Systems TOP 10 REASONS WE RESIST CHANGE 10. It caught me by surprise. 9. I don t like leaving my comfort zone. 8. I don t understand the need for change. 7. I understand the need; but I disagree with YOUR solution. 6. I don t understand what s in it for me. Toolkit 5. I don t believe it will happen anyway. 4. I lack confidence and/or trust in the leaders. 3. I fear failure. 2. I fear loss. Systems 1. I have no voice in the change that impacts me. The certainty of misery is better than the misery of uncertainty. - Virginia Satir, Psychologist C opyright 2014 Highland Consulting Group, Inc

3 Change 5 RESPONSES TO CHANGE Response Behaviors Attitude How to get Unstuck Victim Resists Change Feels angry or depressed Reverts to old ways of doing things Why is this happening to me? Why can t things stay the same? I just have to wait and see what they will do to me this time. The victim response may be considered THE SHADOW SIDE OF FEELER behavior. To get unstuck from this response, try to move toward THINKER behaviors, particularly taking charge of and responsibility for what s happening in your life. The critic response may be considered a THE SHADOW SIDE OF SENSING behavior. To get unstuck, try to move toward INTUITIVE behaviors, i.e. think about the possibilities and opportunities that are or could be open to you, how and what you could do to influence change. Critic Looks for reasons why change will not be a success Fails to see any positive outcome from the change This has never worked before and it won t work now. They don t know what is going on or what they are doing This will just make things worse Toolkit CRITIC VS. RESISTOR = naysaying vs. concern and solution The bystander response may be considered THE SHADOW SIDE OF INTUITIVE behavior. To get unstuck try to move TO SENSING. Get more details and information; ask what role you can play in the change efforts. Don t withhold your ideas. Bystander Acts reluctant to get involved Waits for others to take the lead If I ignore this change, it will go away. I won t jump in until I know it s safe. I ll wait until others have made the decisions Systems C opyright 2014 Highland Consulting Group, Inc 181

4 Module 4: Systems Charger Leaps before looking Pushes others too hard Does not listen to others I know best and I ll just force it to happen. I don t need more information. Do it my way, and do it now! The charger response may be considered a THE SHADOW SIDE OF THINKER behavior. To get unstuck try to move TO FEELER MODE and examine how change impacts others, i.e. ask people for input and engage them, listen to them before making changes. The navigator response is a balanced and centered place where people can respond effectively. Being in this mode helps the person help themselves, and help others move successfully through change. That can result in having more voice and influence on the process. Systems Toolkit Navigator Looks for ways to reduce negative reactions Explores reasons for change Finds ways to be useful in change Looks for opportunities to improve Forms positive and supportive relationships with those affected by the change This change presents opportunities to do things differently. It s a chance to do things better. I m bound to make mistakes, but I ll learn from them. I am in control of how I feel about the change. 182 C opyright 2014 Highland Consulting Group, Inc

5 Change Becoming a navigator requires 4 key actions. You need to 1. Know how you feel 2. Assess the impact of the change 3. Talk with those impacted by the change and ask what they feel and think 4. Take positive action move forward - engage others It is not uncommon to react to change by experiencing and expressing all 5 responses in a relatively short time. Think about a change you have recently experienced or know you are about to experience. What is the change? Toolkit Who is involved in the change? What response(s) to this change have you noticed in yourself and others? How can YOU move into NAVIGATOR mode? Being a Navigator during change demonstrates your Emotional Intelligence and grows trust in your leadership. Systems C opyright 2014 Highland Consulting Group, Inc 183

6 Module 4: Systems LEADING CHANGE How can YOU lead change successfully without upsetting everyone who is touched by it? A great place to start is to PULL vs. PUSH change initiatives. Fill your bucket with the bottomless well of wisdom found in the minds and hearts of your people and then watch your influence and trust grow! For decades, significant research on the nature and reality of change within our organizations has told us the same story. In every sector and any kind of enterprise, at least 70% of the change efforts we undertake FAIL!! This is true because most change efforts are top-down, are poorly conceived and/or poorly executed. PROCESS OF ADOPTION 28 Systems Toolkit This bell curve illustrates how change is adopted over time. The first 5% are the innovators, often the change initiators, the next 10% are the early adopters, people who decide to jump on board early on. The next 35% are the early majority who decided, often because their peers are on board, that it s time to join in. Much slower to come on board are the 35% late majority. Then there are the 10% resistors and finally, the 5% who are sometimes called organizational terrorists. They may come along eventually, but don t count on it plan for it. 184 C opyright 2014 Highland Consulting Group, Inc

7 Change LEADING CHANGE To reach your change tipping point, where more people are on board than off, you will need: INVOLVEMENT which Facilitates UNDERSTANDING which is necessary for ACCEPTANCE COMMITMENT and must precede which is an essential condition for Toolkit OPTIMAL RESULTS TO ENSURE THIS WILL HAPPEN, YOU MUST COMMUNICATE, COMMUNICATE, COMMUNICATE AND THEN COMMUNICATE SOME MORE. Let people know: WHO will be affected. HOW will they be affected. Systems WHEN it will happen. HOW will it be managed. WHO will have what roles and responsibilities. C opyright 2014 Highland Consulting Group, Inc 185

8 Module 4: Systems LEADING CHANGE Toolkit 5 Key components to any change process Compelling vision Engagement of people Planning Communication Implementation ENGAGE-EMPOWER-EMBED 1. Engage all impacted people in the vision, design, planning, implementation and evaluation of the changes 2. Empower all impacted people to take risks, innovate, and take action 3. Embed what works and remove what doesn t work within your systems, processes, and policies People Tend to Change When They understand the need They are truly heard and involved They trust the change leader They understand the consequences of not changing The perceived gains exceed the perceived losses When peers adopt the change Common Sense Considerations Prevent and avoid surprises Be honest and transparent Involve those who are in any way affected Be patient and persistent Ask for and listen to the VOICES of your people every single step of the way Systems DESIGNING ORGANIZATIONAL CHANGE Key Players in any Change Initiative or Project: IS An Initiating Sponsor is an individual or group who has the ultimate responsibility to legitimize a change. The Initiating Sponsor has the power to engage the change for everyone involved in the project. SS A Sustaining Sponsor is an individual or group who ensures that an Initiating Sponsor s directives are implemented on time and within budget in his/her respective area. CA The Change Agents are the individuals or groups responsible for implementing the change. CT The Change Targets are the individuals or groups who must change. 186 C opyright 2014 Highland Consulting Group, Inc

9 Change 5 CHANGE QUESTIONS Directions: Use this worksheet to select and describe a change project for your team. For each item, make notes or comments about what or your group needs to know or do to lead the change. Use your answers as a starting point to decide which change project you will map out. Describe the desired change: Who are the principal stakeholders affected by the change? Toolkit What are the reason(s) for the change? Proposed ideas for leading the change: What are the key questions you must answer to lead this change? Systems C opyright 2014 Highland Consulting Group, Inc 187

10 Module 4: Systems DESIGNING ORGANIZATIONAL CHANGE When your team/group has decided on the change project you will practice fill out steps A-G to create a MAP for the change. Toolkit Change management involves describing and defining the major components of the change process and preparing the organization. It is designed to clarify key components and parameters of change. Successful change management requires sponsors and change agents to discuss and agree upon the following: What is the change? What are the goals of the change? Systems How are we going to accomplish the change? How are we going to evaluate and measure the results of the change? How are we going to reinforce and support the outcomes of the change? 188 C opyright 2014 Highland Consulting Group, Inc

11 Change Step A: Definition of the change What is the VISION for the current change situation? Write a clear, succinct, and compelling description of the situation in terms of what, when, where, who, and how. List the major values underlying the change. Indicate why the organization should be concerned about the change what does it stand to gain by completing it and lose by not completing it? Is the change worth the cost, time, and effort? Toolkit Systems C opyright 2014 Highland Consulting Group, Inc 189

12 Module 4: Systems Step B: Organizational Analysis 1. What is the primary reason (problem or opportunity) driving this change, i.e., what is the burning platform? 2. What individuals or groups will be affected by the change, i.e., who are the primary Change Targets (CT) of the anticipated change? Toolkit 3. Who are the key players? List the Initiating Sponsors (IS) and Sustaining Sponsors (SS) who will legitimize and influence the change. List the Change Agents (CA) who will initiate the change? 4. Which individuals and groups are most critical to the success of the change? Systems 5. On a separate sheet draw a map of the roles and relationships between the Initiating Sponsors (IS), Sustaining Sponsors (SS), Change Targets (CT), and Change Agents (CA). Indicate relationships with direct control by a solid line, and relationships with indirect control by a dotted line. 6. Based on your role map, identify where you have appropriate sponsorship and support and where you don t have appropriate sponsorship and support. Draw a circle around the individuals or groups that are critical to the success of the project. 7. What strategies can be implemented to develop the necessary support for the change? How will the process get buy-in from the Change Targets (CT)? 190 C opyright 2014 Highland Consulting Group, Inc

13 Change DESIGNING ORGANIZATIONAL CHANGE Initiating Sponsors Sustaining Sponsors Change Agents Change Targets Toolkit Systems C opyright 2014 Highland Consulting Group, Inc 191

14 Module 4: Systems Step C: change plan What are the goals and objectives of the change, i.e., what do we want to accomplish as a desired end-result of this change? Toolkit Systems What are the boundaries, constraints (limiting factors), conditions and requirements that the change must meet in terms of cost, time effort, risk, employee morale, etc., to be acceptable? What are the key components (or milestones) of this change that must be in place for it to succeed, i.e., what primary achievements are essential to the success of the change? Identify the approximate time frames or deadlines of these components. Goals Constraints Milestones & Time Frame 192 C opyright 2014 Highland Consulting Group, Inc

15 Change Step D: assess key components For each achievement or milestone, list the competencies that are necessary for its success, and identify the benefits, costs, and critical success factors (CFS). Key Achievements Competencies Benefits Costs/Risks CFS Toolkit Step E: Scenario Based on the previous analysis of key achievements, write a scenario of the ideal outcome of this change. Make it a story of how you would like to see the change unfold. Systems C opyright 2014 Highland Consulting Group, Inc 193

16 Module 4: Systems Step F: Change specifics 1. What actions need to be taken to implement the change; when do they need to be taken, by whom, and with what resources? Actions to be taken When (timing) Who (responsibility) Systems Toolkit 2. What supportive action will be required to implement the action plan, and from whom? Supportive action required From person/groups 194 C opyright 2014 Highland Consulting Group, Inc

17 Change 3. How will the change plan be communicated to others in the organization? What resistance can be expected? What can be done to facilitate the action plan and reduce resistance? What could be done to facilitate the change? Step G: Evaluation of change plan How can we test or measure the effectiveness of the outcomes of the change effort both now and in the future? How will we know when the change has been successfully completed? Toolkit When and how often should we meet to review and communicate the results of the change plan? Who else needs to know the results? How should the results be communicated? If the change plan is successful, what should be done to reinforce it? Communicate the results? Reward those responsible for its success? Systems C opyright 2014 Highland Consulting Group, Inc 195

18 Module 4: Systems Kotter model for leading change Establishing a Sense of Urgency: a) Examining market and competitive realities b) Identifying and discussing crises, potential crises, and opportunities Toolkit Systems 2. Forming a Powerful Guiding Coalition: a) Assembling a group with enough power to lead the change effort b) Encouraging the group to work together as a team 3. Creating a Vision: a) Creating a vision to help direct the change effort b) Developing strategies to achieve that vision 4. Communicating the Vision: a) Using every vehicle possible to communicate the vision and strategies b) Teaching the new behaviors by the example of the guiding coalition 5. Empowering Others to Act on the Vision: a) Getting rid of obstacles to change b) Changing systems and structures that seriously undermine the vision c) Encouraging risk-taking and non-traditional ideas, activities, actions 6. Planning for and Create Short-term Wins: a) Planning for visible performance improvements b) Creating those improvements c) Recognizing and rewarding employees involved in improvements 7. Consolidating Improvements and Produce More Change: a) Using increased credibility to change systems, policies that don t fit b) Hiring, promoting, and developing employees who can support vision c) Reinvigorating the process with new projects, and change agents 8. Institutionalizing New Approaches: a) Articulating the connections between new behaviors & corporate success b) Developing the means to ensure leadership development and succession 196 C opyright 2014 Highland Consulting Group, Inc

19 Change GE model for leading change 28 Success Factors Leading Change (Who is responsible?) Key Questions Do we have a leader? Who owns and champions the change? Who publicly commits to making it happen? Who will garner the resources to sustain it? Who will put in the time to follow through? Creating a shared need (Why do it?) Shaping a vision (What will it look like when we re done?) Mobilizing commitment (Who else needs to be involved?) Do employees See the reason for the change? Understand why it is important? See how it will help them short & long term? Do employees See the outcomes of the change in terms of what they will do differently? Get excited about the results of the change? Understand how it will benefit stakeholders? Do the sponsors of the change... Recognize who else needs to be committed? Know how to build a coalition of support? Have the ability to enlist key individuals? Have ability to build a responsibility matrix? Toolkit Modifying systems and structures (How will the change be integrated?) Monitoring progress (How will the change be measured?) Making it last (How will it get started and last?) Do sponsors of the change... Understand how to link it to other systems such as staffing, training, appraisal, rewards, structure, and communications? Recognize the systems implications? Do the sponsors of the change... Have a means of measuring its success? Plan to benchmark progress against both results and the process of implementation? Do the sponsors of the change... Recognize the first steps in getting started? Have a short and long term plan to keep attention focused on the change? Have a plan to adapt the change over time? Systems C opyright 2014 Highland Consulting Group, Inc 197

20 Module 4: Systems MANAGING THE CHANGE PROCESS 1. Make it clear that every person s contribution is important and valued. Listen and pay attention to what each person says. Try to get at underlying assumptions. Strive for understanding. 2. Discuss the issues in an open and honest manner. Avoid personal attacks. 3. Work from agreement to disagreement, i.e., determine what the team agrees on before dealing with disagreements. 4. Use disagreements and conflict as an opportunity to learn and a challenge to find a better way. Resolve disagreements through appealing to mutual values and common or larger goals and/or research findings and data. 5. Strive for what is best for project and team in terms of its system of values. Toolkit Systems 6. Check for understanding regularly by having members summarize viewpoints and undertake special tasks. Put agreements in writing and encourage individuals and the team to hold each other accountable for results. 7. Strive for consensus: a willingness to support the predominant thinking of the team pending further evaluation, i.e., accept the group s decision/action as a hypothesis that needs to be acted upon to be tested. 8. Build on the ideas of other team members and risk presenting breakthrough ideas. 198 C opyright 2014 Highland Consulting Group, Inc