Change Agents Wanted!

Transcription

1 Change Agents Wanted! Recreation Nova Scotia Annual Conference, 2013 Presented by Edie Doepker Principal, Doepker-Brimacombe Group

2 It s not so much that we re afraid of change, or so in love with the old ways, but it s that place in between we fear it s like being in between trapezes. It s Linus when his blanket is in the dryer. There s nothing to hold on to. M. Ferguson The Doepker-Brimacombe Group 2

3 What s My Background? Career Municipal Government Chief Administrative Officer, Morinville, AB General Manager Leisure & Parks Services, Coquitlam, BC University Executive Director Business Family Centre, Sauder School of Business, University British Columbia Sessional Instructor, University of Alberta Not-for-profit Saskatchewan Parks & Recreation Association Private Consulting Education BPAS (Bachelor Physical Activity Studies) MBA (Master Business Administration) Volunteer LIN Board Member (Leisure Information Network) The Doepker-Brimacombe Group 3

4 What s My Experience With Change Management? Individuals, teams, organizations Organization structure Technology Community processes Policy implementation Work flow processes Legislative change Project management New facilities Operational change Cultural change Strategic priorities The Doepker-Brimacombe Group 4

5 This Session will cover 1. What it means to be a change agent. 2. The key factors common to managing change. 3. How we can lead change successfully. The Doepker-Brimacombe Group 5

6 What does it mean to be a Change Agent? The Doepker-Brimacombe Group 6

7 What is a Change Agent? Definitions from the literature: A change agent is anyone who has the skill and power to stimulate, facilitate, and coordinate the change effort. The individual that undertakes the task of initiating and managing change in an organization is known as a change agent. A change agent will sustain the organization s current performance and assure its future performance by: Enabling people to work effectively as they plan, implement and experience change. Increasing people s ability to manage future change. The Doepker-Brimacombe Group 7

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9 Questions for you? What types of change have you led or been impacted by? What worked well in each change situation? What could have been improved upon? The Doepker-Brimacombe Group 9

10 What Competencies Are Required for Effective Change Management? There are definable competencies for effective CM that can be understood and learned. What were the most significant attributes or characteristics of the change agent that ensured a positive result? The Doepker-Brimacombe Group 10

11 What competencies or capabilities do you need as a recreation professional to be an effective change agent? The Doepker-Brimacombe Group 11

12 Change Agent Competencies Trustworthiness Resilience Conflict management Coaching Facilitation Communication skills Emotional Intelligence Solve Problems Tolerance for ambiguity Service mindset Love of learning Discipline Determination Self-Knowledge and mindfulness Realistic optimism Strategic thinking Diagnose problems Stewardship Integrative thinking Culture awareness Influences others Good judgment School of Hard Knocks The Doepker-Brimacombe Group 12

13 You Are Uniquely Positioned Because Of Your. Relationships in the community Work across the organization engineering/public works, facilities, finance, strategic planning, human resources, planning, etc. Community development skills Facilitation skills Strategic planning skills Human resource skills Teamwork Collaboration Communication skills Operational processes & planning Etc. The Doepker-Brimacombe Group 13

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15 Why Is Change So Difficult? Asking organizations to change the way they conduct their business is similar to asking individuals to change their lifestyle. Resistance to change is a natural human phenomenon. Change creates uncertainty. Success often looks and feels like failure until the change is very nearly completed. The Doepker-Brimacombe Group 15

16 What is Change Management? A comprehensive, cyclic and structured approach for transitioning individuals, groups and organizations from a current state to a future state - with intended benefits. The sequence of steps or activities that a change management team or project leader can follow to apply CM to a project or change initiative. CM helps organizations to integrate and align people, processes, structure, culture and strategy. The Doepker-Brimacombe Group 16

17 The Elements of an Organization The Doepker-Brimacombe Group 17

18 The Elements of an Organization Structure is the traditional view of an organization. It is the "faces and spaces" diagram shown as an organization chart. It defines the boundaries of authority and decision-making and identifies the key personnel responsible for the business. Work processes describe how work gets done in an organization. They range from a few high-level cross-functional integrated core processes that drive the business down to detailed departmental processes and procedures. People identifies the skill sets needed for the company and the numbers of people with various skills. The essence of this category is about getting the right people doing the right job in the right place. Tools represents physical facilities and capital equipment - hardware and software systems, management and reporting systems, written documents such as policies, procedures and manuals, and compensation tools. The Doepker-Brimacombe Group 18

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20 Change Agents Be Aware! The key factors common to successfully managing change are: 1. Planning 2. Defined Governance 3. Committed Leadership 4. Informed Stakeholders 5. Aligned Workforce The Doepker-Brimacombe Group 20

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22 Planning Planning is Critical Set a clear vision Identify the case for change Develop a change plan Document your plan The Doepker-Brimacombe Group 22

23 Helps organizations to: Take stock of their current position. Preparation for Change Identify what is to be achieved, and what the future position following the change is expected to be. Detail precisely the who, what, when, where, why and how of achieving and implementing the change objectives. Assess the impact of the change on the organization and the people within it, as well as other stakeholders. Ensure alignment with the organization s business model/strategy. The Doepker-Brimacombe Group 23

24 What are some of the results when change is poorly managed? The Doepker-Brimacombe Group 24

25 Poorly Managed Change Poorly managed change can result in negative consequences including: Turnover of valued employees. Lower productivity. Resistance in all forms (passive, overt, mild, serious). Disinterested, unengaged, detached employees. Increased absenteeism. Cancellation of projects. Slow or non-adoption of new methods and procedures. Little or negative return on investment (ROI). The Doepker-Brimacombe Group 25

26 Anticipate Potential Barriers and Risks Lack of good sponsorship. Cultural resistance to change. Political infighting and turf wars. Poor communication. Inadequate training. Lack of acceptance of business changes and poor performance at the end-user level. Poorly defined organizational objectives. The Doepker-Brimacombe Group 26

27 Anticipate Potential Barriers and Risks cont d Change team diverted to other projects or insufficient time allocated to change process. Failure to build change readiness. Unclear vision of the future. Poor project management skills. Hope rested on a one-dimensional solution. Poor measures and/or measurement process. Lack of synergy within the affected group and dominant individuals. The Doepker-Brimacombe Group 27

28 Where Does Change Come From? Strategic Plan Mission, Vision, Values Goals/Key Priority Areas Strategies/Objectives Outcomes/Measures/Indicators Action Plan/Initiatives/Tactics Policies & Procedures Change Initiatives The Doepker-Brimacombe Group 28

29 Have A Clear Vision The starting point and focus of successful change planning is having a clear vision about what the scope and impacts of the future changed state will be. The change vision must align with the organization s overall vision and mission, with the desired culture and values of the change, reflecting the vision and mission statements. The Doepker-Brimacombe Group 29

30 Document the Case for Change and the Vision To ensure clarity about the change it should be documented. This includes outlining: 1. Why the initiative is being undertaken - What are the business drivers? 2. What outcomes and objectives the change is seeking to achieve? 3. How the change will benefit all stakeholders? The Doepker-Brimacombe Group 30

31 External Drivers of Change Shifting public policy Social change Legislative/regulatory changes Healthcare system pressures Shifting populations i.e. rural/urban Diverse ethnicities Aging populations Stress & desire for balanced lifestyle Threatened natural resources Sustainability issues Infrastructure Environment Cultural/social Financial Global competiveness Global communications Technological advances Social networking Income polarization growing between have s and have not s The Doepker-Brimacombe Group 31

32 Internal Drivers Hidden components are often missing in change initiatives - Strategy - Goals - Technology - Structure - Policies & Procedures - Products - Financial resources These components are found in most change initiatives Organizational Structure & Human Relations - Values - Perceptions - Beliefs & assumptions - Feelings - Informal interactions - Attitudes - Group norms It s easy to forget that these components seriously impact change implementation The Doepker-Brimacombe Group 32

33 Develop Change Plan At its most basic level the Change Plan should state: The objectives to be achieved by the change. The proposed new direction, core business, structure and staffing arrangements to accommodate the change. How the change is to be implemented. How the change will be communicated to the workforce and other stakeholders. The resources to be used, and the timelines. The relevant human resources principles and policies to be applied, particularly in relation to staffing issues. Performance indicators and measures. The Doepker-Brimacombe Group 33

34 Making Performance Measurement an Integral Part of the Process Should NOT be handled as an after thought to the process. Helps in refining thinking with respect to the expected outcomes. Give thought to what the indicators might be and whether the data sources exist and how data collection might be handled. The Doepker-Brimacombe Group 34

35 Defined Governance The Doepker-Brimacombe Group 35

36 Defined Governance Strong governance promotes positive change Establish appropriate organizational structures, roles and responsibilities for the change, that encourage stakeholders and support the change effort. Ensure these roles and structures are well understood. The Doepker-Brimacombe Group 36

37 Change Governance Strong governance and reporting arrangements need to be established to drive and monitor change. The normal hierarchy of reporting relationships & control may be broken or modified. Establish appropriate roles, responsibilities and a structure within the organization to ensure a successful change. The Doepker-Brimacombe Group 37

38 Basic Governance Structure For Change Steering Committee Change Agent Work Stream Owner Work Stream Owner Work Stream Owner The Doepker-Brimacombe Group 38

39 Basic Change Governance Roles Steering Committee - provides overall oversight for the change process, setting the direction and providing leadership. It also ensures that the change process remains aligned with the organization s strategic vision and direction. Change Sponsor - has ultimate responsibility for the change and for building commitment for the change, particularly from leaders across the organization. Change Agent - responsible for managing the overall day to day change management process and implementation, including coordination of any different work streams that may be required. Work Stream Owners - depending on its complexity a change initiative may be broken down into work groups or streams, i.e. sets of activities that lead to an outcome, and to which clearly identifiable outputs can be associated. The Doepker-Brimacombe Group 39

40 Change Sponsor Direct responsibility and accountability for the change must be clearly defined and accepted at an appropriately high-level within an organization. For a large and/or complex project, it may be a member of the senior executive. For small projects, a line manager may fill this role. Is ultimately accountable for the change; and is responsible for exhibiting visible sponsorship and advocacy for the change effort, assessing and mitigating any resistance to the change, overseeing the business and project management issues that arise outside the formal business of the Steering Committee. In most cases this will be the person who has discretionary control over the bulk of the resources that will be expended in the change process. Typically the Change Sponsor is the chair of the Steering Committee. The Doepker-Brimacombe Group 40

41 Steering Committee The Steering Committee is the key body within the change governance structure that is responsible for the business issues associated with the change. It ensures the achievement of change outcomes/benefits. Its responsibilities include: approving the budget. defining and realising outcomes/benefits. ensuring appropriate risk management processes are applied. quality and timelines. making any policy and resourcing decisions. assessing requests for changes to scope. The Doepker-Brimacombe Group 41

42 Change Agent Provide day to day project management and support for the change effort. Responsible for planning, organising and coordinating the activities associated with the change including ensuring that the change management process addresses business process, workforce and infrastructure changes, and monitors implementation progress and risks. Coordination of communications relating to the change - ensuring that information is shared with all relevant stakeholders. Commonly reports through the Change Sponsor to the Steering Committee to escalate issues for discussion and decision. The Doepker-Brimacombe Group 42

43 Work Stream Owners Work stream owners may be organizational units, specific task forces or individuals, depending on the nature of the change. Work stream owners are specialist work groups responsible for implementing their work, delivering on the outputs assigned to them, delivering responsibilities within timelines and achieving the milestones. Report to the Change Agent on the progress of the work stream against the Change Agent s plan. The Doepker-Brimacombe Group 43

44 Committed Leadership As human beings, our greatness lies not so much in being able to remake the world as in being able to remake ourselves. Mahatma Gandhi The Doepker-Brimacombe Group 44

45 Committed Leadership Change starts at the top Leaders must visibly support the change. Ensure continuous engagement regarding the change. Assess readiness for the change and make adjustments accordingly. Take action to resolve issues. The Doepker-Brimacombe Group 45

46 Leadership Role Repeatedly cited as the number one contributor to change success. Need to engage early in the project life cycle. Change starts at the top. Must be the visionaries, champions and role models for the change initiative. The Doepker-Brimacombe Group 46

47 Visible Support - Setting the Example Requires a large commitment from an organization s leaders, regardless of whether the change is occurring in one section or across the whole organization. Support from leaders at all levels is critical to the acceptance of change within an organization. Support and communicate the benefits of change to their peers and employees - change needs to be cascaded through the organization, with real change happening at each level. The Doepker-Brimacombe Group 47

48 Continuous Engagement Key responsibilities for an organization s leaders throughout the change process are to: Assess readiness and make adjustments. The state of readiness for change will shift over time, and may differ in different parts of the organization. Take action to resolve issues. Throughout the change, issues will arise that will require the organization s leaders to intervene and take decisive action. The Doepker-Brimacombe Group 48

49 Informed Stakeholders The Doepker-Brimacombe Group 49

50 Informed Stakeholders Poor Communication = Poor Change Communication should be integral to the change plan not an afterthought. Know your stakeholders. Communicate the vision, benefits and impacts. Communicate frequently, actively and across multiple channels. Monitor the response. The Doepker-Brimacombe Group 50

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52 The Purpose of Change Communication Communication is the key way that people are engaged in the change. Effective communication is designed to create awareness and understanding in order to get subsequent supportive action. To achieve effective communication requires a deliberate plan for determining who needs to understand the what, why, when and how of the change. The Doepker-Brimacombe Group 52

53 Project managers recommended: In a study with 411 Fortune 500 companies undergoing major change projects, the number one reason for resistance to change was lack of awareness of why the change was being made. The Doepker-Brimacombe Group 53

54 Communication Context Stakeholders are the people that are directly involved in and affected by the change project. Engage stakeholders, in order to implement changes effectively. Stakeholders need to understand the reasons why the change is happening and its benefits. Important that both internal and external stakeholders are kept informed and provided with messages and information that allow them to feel engaged. The Doepker-Brimacombe Group 54

55 Understanding the Audience - Stakeholder Analysis A stakeholder analysis is typically performed as a foundation for overall communications planning for change. A stakeholder analysis is a useful way to: Determine specific stakeholders or stakeholder groups, and their relationship to the change. Identify their current attitudes toward the change and level of influence. Identify their communication needs, and any risks associated with not meeting their needs. Determine the general means for delivering change messages that will meet the needs, as well as appropriate timing. The Doepker-Brimacombe Group 55

56 Why do Stakeholders resist change? The Doepker-Brimacombe Group 56

57 Stakeholders may feel they: Reasons for Resistance Have not been consulted or involved in the change or its design, nor have any shared opinions or views been considered. Cannot identify with WIIFM (what s in it for me). Do not feel the wider community would see the value of the proposed change. Like the present status quo and question their confidence and competency in the new context. Do not trust/respect/like the person/group proposing the change. Have not been given the support or time to adjust to the changes. Are expected to change too many things at the same time. Do not have clarity about change aims and objectives. Believe other things need changing more urgently. Do not think the time is right for this particular change. The Doepker-Brimacombe Group 57

58 Change Communication Fundamentals The elements common to successful communication approaches : Clearly communicate the change vision and do it early. Outline the benefits and impacts of the change. Ensure the organization s leaders actively communicate throughout the change process. Use multiple channels to communicate the change message. Provide opportunities for dialogue. Repeat change messages often. Monitor and measure the effectiveness of communications. The Doepker-Brimacombe Group 58

59 Aligned Workforce The Doepker-Brimacombe Group 59

60 Aligned Workforce Understand the human impacts Conduct proper workforce planning, involving: Needs assessment based upon the change. Workforce development that aligns with the change. The Doepker-Brimacombe Group 60

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62 People Impacts Develop a workforce plan specifically designed to steer the organization toward achieving the change vision. Workforce planning ensures the organization has an adequately skilled workforce to support its post-change needs. The plan should address the issue of redirecting resources in situations where the change creates a gap in the skills and needs of the organization. The Doepker-Brimacombe Group 62

63 Workforce Planning A first step in the workforce planning process is conducting an organizational needs assessment. Through this assessment, organizations can determine the desired workforce size, skills and competencies needed in the future to support the changed environment and it can determine the staffing required. The Doepker-Brimacombe Group 63

64 Basic Assessment Questions Future Resource Roles and Needs: What new roles are needed? What are the responsibilities assigned to each role? How many people are required in each of these roles? Are work location changes required? Will a different work structure focus people on what is important? Is there an adequate supply of people for the new roles? Skills and Competencies: What new competencies will be required for the roles? What skills, education, knowledge, or work experiences should the resources have for each identified competency? The Doepker-Brimacombe Group 64

65 Workforce Development Workforce development may involve: Performance management Creating individual development plans Training and education The Doepker-Brimacombe Group 65

66 Sustain the Change The Doepker-Brimacombe Group 66

67 Sustain the Change To reinforce the change and embed a culture that motivates and sustains the change, it helps to: Develop employee performance plans that align with the change goals. Assign quantifiable and measurable objectives for employee performance that support the change. Recognize and reward positive approaches and performance in the change process. The Doepker-Brimacombe Group 67

68 Ongoing Monitor and Review Assessing your results, implementing corrective action and celebrating success are all key parts to monitor and review the change. Gathering evidence can be carried out by: Collecting feedback from users anecdotal or survey. Carrying out compliance audits on new processes, systems and job roles. Reviewing areas of resistance and work with sponsors and direct supervisors to work through any strategies. Identifying areas of success for the project. Make these visible in the organization to reinforce the change. Conduct a lessons learned for use on future projects. The Doepker-Brimacombe Group 68

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70 Committed Leadership Change starts at the top Leaders must visibly support the change Ensure continuous engagement regarding the change Assess readiness for the change and make adjustments accordingly Take action to resolve issues Planning Planning is Critical Set a clear vision Identify the case for change Develop a change plan and measures Document your plan Managing Change - The Key Factors Defined Governance Strong governance promotes positive change Establish appropriate organisational structures, roles and responsibilities for the change, that encourage stakeholders and support the change effort Ensure these roles and structures are well understood Informed Stakeholders Poor Communication = Poor change Communication should be integral to the change plan not an afterthought Know your stakeholders Communicate the vision, benefits and impacts Communicate frequently, actively and across multiple channels Monitor the responses Aligned Workforce Understand the human impacts Conduct proper workforce planning, involving: o Needs assessment based upon the change o Workforce development that aligns with the change The Doepker-Brimacombe Group 70

71 The Change Agent works with an organization s stakeholder groups to help them understand what the change means for them, helping them make and sustain the transition and works to overcome any challenges involved. The Doepker-Brimacombe Group 71

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74 Stay in touch at Find me on linkedin: Edie Doepker The Doepker-Brimacombe Group 74