Change Adoption. the people side of change. September 2010

Transcription

1 Change Adoption the people side of change September 2010

2 Objective Implementing change successfully means more than just making the change. To do it successfully you need to understand why you are making the change, influence others to adopt the change and leverage proven tools and processes. Understanding Change Adoption Being a Change Leader and Change Champion Change Model and Tools 2

3 What is Change Adoption? Change Adoption is a disciplined approach to the behavior side of change. Associates and leaders can drive Change Adoption by applying knowledge, tools and resources to accelerate stakeholders willingness to make a behavior change. Focusing on Change Adoption increases the likelihood those impacted by a change will sustain the needed behavior change to achieve lasting business results. 3

4 Why Change Adoption? The Bad News 50% to 75% of all change efforts do not deliver the expected results. In 70% of all mergers and acquisitions the synergies projected are not realized. The median success rate for all types of organizational change is 33%. 52% of failed projects are linked to ineffective change activities. The Good News. Organizations that manage the people side of change well consistently met or exceeded project objectives. Study by LaMarsh & Associates Study by Prosci Change Management 4

5 Why Change Adoption? Being able to manage the unpredictable human side becomes a significant differentiator between winners and losers. - Jack Welch, GE I was insufficiently appreciative of the human dimension. I ve learned that s critical the human side is much harder than the technology side and harder than the process side. It s the overwhelming issue. - Michael Hammer, Founder of the Reengineering Movement (Source: J. B. White, Wall Street Journal) 5

6 Why Change Adoption? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 17% Organizations That Met or Exceeded Objectives 45% 75% 88% Poor Fair Good Excellent Overall effectiveness of change management (change adoption) program Data from Prosci's 2007 Best Practices in Change Management benchmarking study 6

7 Common Challenges with Driving Change Capacity to absorb the change Multiple, seemingly disconnected, impacts - no clear view of the big picture Focus on point-in-time results vs. sustainability Stakeholders - at all levels - do not feel engaged at the right time the right way Things are done to them instead of with them Perceived history of change gone bad Things get tossed over the fence View it is someone else s accountability 7

8 Levels of Resistance Level 1 - Based on Information - I Don t Get It! Level 1 may come from: Lack of information Lack of exposure Confusion Level 2 - Physiological and Emotional Reaction to Change - I Don t Like It! Level 2 is an emotional and physiological reaction based on fear: Loss of power or control Loss of status Loss of face or respect Feeling of incompetence Feeling of isolation or abandonment Sense that they can t take on anything else Level 3 - Bigger Than the Current Change - I Don t Like YOU! Level 3 may come from: Personal history Cultural, ethnic, racial, gender differences Significant disagreement over values Transference - the person being resisted represents someone else such as a mother, father, former boss, etc. From Beyond the Wall of Resistance: Unconventional Strategies that Build Support for Change, Bard Books, Inc., Austin, Texas

9 Truths About Change Change agents must be conscious of both the senders and the receivers perspectives to effectively communicate and equip associates to make a change. Associate resistance is the norm, not the exception; some may never support the change. The degree of behavioral change required will drive the kind of change adoption efforts needed. The right answer is not enough to successfully implement change. Visible and active sponsorship is necessary for success; associates want to hear the big picture from senior leaders, and how I will be affected from their manager. Behavior that gets rewarded gets repeated. The only thing constant is change; organizations that build change capability create a competitive edge. 9

10 The Change Leader Role Critical Change Leader Behaviors Think for a moment about the most successful change leaders you have worked with: What made them so successful? What were the key behaviors they exhibited? 1. Engaged 2. Creates motivation for the change 3. Cares about the impact to people 4. Provides private support 5. Provides public support 6. Leadership 7. Leverages their network 8. Practices 360-degree coaching 9. Monitors progress and resistance 10.Reinforces change 10

11 Aligning People, Processes and Performance Why Bother? When the way we organize, train, develop, reward, compensate, promote etc. is changed, we are likely to see individual behavior change. Successful changes usually involve significant realignment of organizational infrastructure. Need to develop the capacity to change, not just the ability to change Can we build this change into our ongoing systems? What Are We After? Identification of key system and structure areas that must be addressed to assure long-lasting project completion and implementation. Utilization of system and structures best practices. Alignment of systems and structures with desired behaviors. Identifying and realigning key systems and structures is necessary for successful, long-lasting change. 11

12 Aligning People, Processes and Performance to Support the Changes: 7 Aspects 7. Resource Allocation Systems (budget, finance, strategy) 1. Staffing: Acquiring/Placing Talent 6. Information Systems (Technology) 2. Development: Building Competence/Capability 5. Designing Organizations (Structure) 3. Measures and Rewards 4. Effective Communication 12

13 Leading Individuals through Change Transitioning Through Change Endings Current state is going away Often experience surprise, anger, resistance to future state Communication is critical Neutral Zone Linus without his blanket Often experience fear, uncertainty, chaos Organization is at risk for decreased productivity, increased turnover Associate engagement is critical Beginnings Future state is here Old way has gone away Vision and path are known Early successful experience is critical Based on Transition Model by William Bridges 13

14 Change Adoption Model 14

15 Change Adoption Model Set-Up For Success Tools: GRPI Agreement (Goals, Roles, Process & Interpersonal Relationships) Project Scope Statement In & Out of Frame Risk / Reward Matrix Stakeholder Management Grid RACIE Assessment (Responsible, Accountable, Consulted, Informed & Enabler) Change Motivation Statement SWOT Analysis (Strengths, Weaknesses, Opportunities & Threats) GRPI Assessment 15

16 GRPI Agreement 16

17 Stakeholder Management Grid 17

18 Change Adoption Model Create The Vision Tools: Shared Vision Statement Vision Critical Success Factors Start / Stop / Continue Elevator Speech What s Changing / What s Not 18

19 Vision Critical Success Factors 19

20 Elevator Speech 20

21 Change Adoption Model Understanding The Impact Tools: Change Readiness Assessment Accept / Reject / Ignore Sources of Motivation Overcoming Resistance Diagnosis of Resistance People, Process & Technology Checklist Will / Skill Assessment Stakeholder Communication Matrix Change Target Pie Chart 21

22 Accept / Reject / Ignore 22

23 Overcoming Resistance 23

24 Stakeholder Communication Matrix 24

25 Change Adoption Model Drive The Commitment Tools: Stakeholder Analysis Influencing Strategy Communication Plan Helping / Hindering State of Change Agenda Change Sponsor Contracting Process Change Coaching Process 25

26 Change Adoption Model Sustain The Change Tools: Change Adoption & Sustainment Plan Change Adoption Metrics Change Adoption Leadership Assessment Change Adoption Sponsor Assessment 26

27 Process of Successful Change Set the Stage Create a Sense of Urgency Pull Together the Guiding Team Decide What to Do Develop the Change Vision and Strategy Make It Happen Communicate for Understanding and Buy In Empower Others to Act Produce Short-Term Wins Don t Let Up Make It Stick Create a New Culture From Our Iceberg is Melting, St. Martin s Press, New York, New York

28 Change Adoption 1) A Burning Platform is Driving the Change 2) A Compelling Vision is Pulling the Change 3) A Cascading Chain of Sponsorship Forms 4) A Change Team with a Change Architect 5) Key Stakeholders are Engaged and Have Influence 6) Stakeholders are Empowered to Change with Dignity 7) The Organization Becomes Aligned around the Change 8) The Magic of Time has a Chance to Work 28