NG BB 08 Change Management

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NG BB 08 Change Management

  1. 1. UNCLASSIFIED / FOUO National Guard Black Belt Training Module 08 Change Management UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUOCPI Roadmap – Define 8-STEP PROCESS 6. See 1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize Counter- the Performance Improvement Root Counter- Results Successful Measures Problem Gaps Targets Cause Measures & Process Processes Through Define Measure Analyze Improve Control ACTIVITIES TOOLS • Identify Problem •Project Charter • Validate Problem Statement •Project Selection Tools • Establish Strategic Alignment •Value Stream Map • Gather Voice of the Customer & Business •Various Financial Analysis • Create Goal Statement •Effective Meeting Skills • Validate Business Case •Stakeholder Analysis • Determine Project Scope •Communication Plan • Select and Launch Team •SIPOC Map • Develop Project Timeline •High-Level Process Map • Create Communication Plan •Project Management Tools • Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis • Complete Define Tollgate •RACI and Quad Charts •Strategic Alignment 2 Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO
  3. 3. UNCLASSIFIED / FOUOLearning Objectives  Identify the inherent structures of an organization and describe how they become barriers to improvement  Describe the characteristics and skills of a Change Agent Change is good, you go first. - Dilbert 3 UNCLASSIFIED / FOUO
  4. 4. UNCLASSIFIED / FOUOInherent Structures: Common Cultural Types Inherent structures of an organization dramatically affect how easy it is to introduce change  Clan – Strong allegiances, resistance to outsiders, feudalism  Ad Hocracy – Everything very dependent on the current situation, chaotic  Hierarchy – Chain of command, clear authority  Enterprise – Everyone a venture capitalist 4 UNCLASSIFIED / FOUO
  5. 5. UNCLASSIFIED / FOUOCulture Change Approach  Culture can affect how it is best to approach the introduction of change – Clan: ensure you’ve got the “parents” bought in and committed – Hierarchy: ensure you use the chain of command – Ad Hoc: ensure you’ve identified the “voices of authority” and have them speaking for you – Enterprise: ensure you’re strongly tied to business goals 5 UNCLASSIFIED / FOUO
  6. 6. UNCLASSIFIED / FOUOChange Readiness Formula  Formula: D + V * L > R D = Dissatisfaction with status quo V = Vision of the future L = Leadership R = Resistance to change 6 UNCLASSIFIED / FOUO
  7. 7. UNCLASSIFIED / FOUOExercise: Change Examples Characteristics of Characteristics of Successful Change Unsuccessful Change Initiatives Initiatives               10 Minutes 7 UNCLASSIFIED / FOUO
  8. 8. UNCLASSIFIED / FOUOCycle of Change Stage 1: Right Thing Wrong Thing Do the right Stage 2: thing and do Stage 1 Stage 2 Discover that it well. the right thing Done is now the Well wrong thing. Stage 4: Stage 4 Eventually do Stage 3 Stage 3: the new right Do the new right thing well. thing, but do it poorly first. Done Poorly From Black, J.S., & Gregersen, H.B. Leading Strategic Change: Breaking Through the Brain Barrier. New Jersey: Prentice Hall. 2002. 8 UNCLASSIFIED / FOUO
  9. 9. UNCLASSIFIED / FOUOBarriers to Change Right Thing Wrong Thing Stage 1 Stage 2 Done Fail to SEE Well Stage 4 Fail to Done FINISH Poorly Stage 3 9 UNCLASSIFIED / FOUO
  10. 10. UNCLASSIFIED / FOUOExamples of Barriers  Empire building  Excuses / scapegoats  Change resistance  Lack of openness and dishonesty  Politics and bureaucracy  Authoritarian, autocratic management  Little to no empowerment 10 UNCLASSIFIED / FOUO
  11. 11. UNCLASSIFIED / FOUOCounter-Measures for Change Right Thing Wrong Thing Stage 1 Stage 2 Fail to See - Done Make It Well Real! Stage 4 Fail to Finish - Make It Last! Done Poorly Stage 3 11 UNCLASSIFIED / FOUO
  12. 12. UNCLASSIFIED / FOUOElements Of Successful Change 1. Identify the leader for the change. 2. Build a mutual need for the change. 3. Create the vision of how things will look after the change. 4. Mobilize commitment for the change. 5. Align systems and structures to support the change. 6. Monitor progress. 7. Sustain the change. Adapted from GE Change Acceleration Process Fulmer, R.M. & Goldsmith, M. (2001). The Leadership Investment. New York: American Management Association. 12 UNCLASSIFIED / FOUO
  13. 13. UNCLASSIFIED / FOUOPrinciples to Implementing Change To successfully implement change:  The organization’s vision must be compelling enough to generate the excitement needed to propel people through the chaos of change  Formal structures must support the change  Management behavior must match their words  Employees must understand and really desire to make the change  Recognition must be frequent and supportive  Communication strategies must be developed and implemented in all areas 13 UNCLASSIFIED / FOUO
  14. 14. UNCLASSIFIED / FOUOChange Agent Characteristics and Skills Successful Change agents have the following characteristics and skills:  Credibility - with key sponsors and team members  Awareness - of the organization’s culture and the needs of the team  Enthusiasm - for the project and the business overall  Reliability - to do the job they say they will do  Flexibility - to do the job when and where needed  Communication Skills - to use clear language and actively listen to others 14 UNCLASSIFIED / FOUO
  15. 15. UNCLASSIFIED / FOUOCycle of Change 15 UNCLASSIFIED / FOUO
  16. 16. UNCLASSIFIED / FOUOChange Management Objectives Change Management applies structured approaches to prepare an organization’s people for change. • Sponsorship: Inviting − Build commitment and support for the Participation Commitment change effort with formal and informal leaders − Build a Change Network and ensure that Buy-In communications are cascaded • Change Readiness: Generating − Assess and monitor the workforce’s Understanding Understanding readiness for and acceptance of the change − Provide stakeholder feedback to Awareness Communications and Sponsorship Informing (program and decision/site levels) in order to address CM issues Time • Communications: - Provide the right information, to the right people, at the right time, to build awareness, understanding, buy-in, and commitment - Primary Audience: Stakeholders impacted (directly and indirectly) by the changes 16 UNCLASSIFIED / FOUO
  17. 17. UNCLASSIFIED / FOUO Organization Change Strategy Framework Plan, Align and Mobilize Yesterday and Today Vision Tomorrow  Recent performance business trends and Design  Future policy  Existing policy, Develop  Future enterprise operating models, Commit capability and Lead, goals capacity and and capacity communicate Implement  Future operating capabilities and engage models, capacity  Change history Design and capabilities  External constraints Focus on organization and outcomes governance Transform and culture Case for Change benefits Benefits Delivered Align individuals  Major technology initiative Manage and teams  Qualitative measures  Merger or acquisition performance  Quantitative measures  Enterprise repositioning  Stakeholder alignment Enhance and Evolve 17 UNCLASSIFIED / FOUO
  18. 18. UNCLASSIFIED / FOUOCommitment or Compliance? Compliance Commitment “I have to do it this new way” “I want to do it this new way” Reaction Action “I will react to this change - if I must” “I will act to achieve this change” Testing Testing “I must absorb this change” “I will put myself at stake for this change” Negative perception Positive perception “I feel threatened by this change” “I see the opportunity in this change” Engagement “I see the implications for me/us” • Each stage requires energy Understanding • At each stage there is a price for “I know why and what will change” continuing or dropping off Awareness “I am being told about something” While building commitment is usually the goal of the change management effort, it is expensive. Do not pay for more commitment than you need. 18 UNCLASSIFIED / FOUO
  19. 19. UNCLASSIFIED / FOUOTakeaways  Understand inherent structures that impede change efforts  Recognize and overcome barriers to improvement  Know the characteristics and skills of a Change Agent Communicate, Communicate, Communicate! 19 UNCLASSIFIED / FOUO
  20. 20. UNCLASSIFIED / FOUO What other comments or questions do you have? 20 UNCLASSIFIED / FOUO

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