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Change Misa 2014

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A presentation for SCRD, British Columbia

A presentation for SCRD, British Columbia

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  • In the diagram, change happens on two dimensions: the business dimension (vertical axis) and the people dimension (horizontal axis). Successful change happens when both dimensions of change occur simultaneously. 
  • Studies show that effective change management with employees is one of the top three overall success factors for a project
  • Another thing to remember about people and change is that we base our present on our past experiences.
  • AdKAR Model puts the focus on people . People need...
  • Helps us to see change perceptual positions- What does that mean? Helps us to break change down into constituent partsHelps us to identify where the process is breaking down
  • If the gap is Awareness corrective action may include having Management communicate what the change is, why we are making the change, what the drivers of the change are, and what the risks are for not making the change. The most effective communication comes from your immediate supervisors as they can have the discussion of how this will impact you directly.If the gap is Desire your team should look for pockets of resistance and identify the root cause and have a discussion about the resistance so you can try to answer the “what’s in it for me?” question for those who are resistant.
  • If the gap is Awareness corrective action may include having Management communicate what the change is, why we are making the change, what the drivers of the change are, and what the risks are for not making the change. The most effective communication comes from your immediate supervisors as they can have the discussion of how this will impact you directly.If the gap is Desire your team should look for pockets of resistance and identify the root cause and have a discussion about the resistance so you can try to answer the “what’s in it for me?” question for those who are resistant.
  • If the gap is Knowledge your team should have a discussion about where the knowledge gap is (is it a lack of skill in handling change in general or specific skills needed to make the change?) then seek the trainings you will need.If the gap is Ability your team may want to look into ways provide more time to practice the new skills needed and also look for job aides that will support the skills you have already learned. You and your team may also need to set up coaching sessions and possibly troubleshoot where the problems you are having are.Finally if the gap is in Reinforcement you and your team will want to make sure that messages from the senior leaders and supervisors are consistently saying that the change is here to stay and continue to set up individual coaching sessions that will identify each persons gaps to try to move forward.
  • If the gap is Knowledge your team should have a discussion about where the knowledge gap is (is it a lack of skill in handling change in general or specific skills needed to make the change?) then seek the trainings you will need.If the gap is Ability your team may want to look into ways provide more time to practice the new skills needed and also look for job aides that will support the skills you have already learned. You and your team may also need to set up coaching sessions and possibly troubleshoot where the problems you are having are.Finally if the gap is in Reinforcement you and your team will want to make sure that messages from the senior leaders and supervisors are consistently saying that the change is here to stay and continue to set up individual coaching sessions that will identify each persons gaps to try to move forward.

Change Misa 2014 Presentation Transcript

  • 1. Change: How can we manage it effectively? Sue Leather, MISA Spring 2014
  • 2. Outline •What is change? •How do people react to change? •How can we manage change effectively?
  • 3. Response to change •Critic •Victim •Bystander •Navigator
  • 4. Outline •What is change? •How do people react to change? •How can we manage change effectively?
  • 5. Very common ‘Change is the only universal constant’ Heraclitus b. 535 BC
  • 6. Inevitable ‘All that is human must retrograde if it does not advance’ Edward Gibbon The Decline and Fall of the Roman Empire
  • 7. Dangerous ‘There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the innovation of a new order of things.’ Nicolo Machiavelli (1469-1527)
  • 8. Confusing ‘We trained very hard, but it seemed that every time we were beginning to form into teams we would be re- organised. I was to learn later in life that we tend to meet any new situation by re- organising, and a wonderful method it can be for creating the illusion of progress, whilst producing Gaius Petronius AD 66
  • 9. Key issue
  • 10. Key Issue •WIFM?
  • 11. Activity 1 • Think about yourself dealing with change at work. • Think about one change which was positive. What were the factors that made it positive? • Think about one change that was negative. What made it negative? • Discuss in groups. • One member of group makes notes of positive and negative factors on flip chart paper. (20 minutes)
  • 12. Activity 2 • Look at John Fisher’s Personal Transition Curve on Handout 1 • Do you recognize any of the phases in your own reactions to change? What about others’ reactions? • Discuss with a colleague. (10 minutes)
  • 13. Time for a break ?
  • 14. How can we manage change effectively?
  • 15. How can we manage change effectively?
  • 16. How can we manage change effectively? ‘Organizational change can only happen if employees shift their behaviour and mindset... So it is important to bring or attention to the level of the individual when attempting culture change.’ (Sabjanyi, 2006)
  • 17. How can we manage change? Experience Reflect on experience Evaluate, learn, conclude Integrate Anticipate Plan
  • 18. ADKAR Change Model A • Awareness of the need for change D • Desire to support and participate in the change K • Knowledge of how to change A • Ability to implement the change R • Reinforcement to sustain the change
  • 19. Activity 3 • Read the brief descriptions on Handout 2 of each key factor in ADKAR • Think about the change your team is working on currently . • Write a number 1 – 5 next to each key factor. 1 is low, 5 is high. • Discuss in your group. • (20 minutes)
  • 20. Managing people using ADKAR • Helps us to change perceptual positions • Helps us to break change down into constituent parts • Helps us to identify where the process is breaking down
  • 21. AdaptedfromProsci2008 ADKAR Gap Model Change Confusion Resistance Fear/ Anxiety Frustration Backsliding
  • 22. Activity 4 • Read Handout 3 and use the ADKAR model to analyse any potential gaps in your employee’s key factors for change. • Share with a colleague. • (20 minutes)
  • 23. Developing corrective actions with ADKAR AdaptedfromProsci2008 If the gap is: Corrective actions: Awareness Desire
  • 24. Developing corrective actions with ADKAR AdaptedfromProsci2008 If the gap is: Corrective actions: Awareness Management communicates about the business reasons for change (why, risk of not changing, drivers of change); Face-to-face communications with immediate supervisors about how the change impacts you directly is what should occur Desire Look for pockets of resistance and identify the root cause; discuss your desire for resisting the change
  • 25. Developing corrective actions with ADKAR AdaptedfromProsci2008 If the gap is: Corrective actions: Knowledge Ability Reinforcement
  • 26. Developing corrective actions with ADKAR AdaptedfromProsci2008 If the gap is: Corrective actions: Knowledge Training on how to change and the skills needed after the change Ability On-the-job training and job aides to support the new behaviors; Coaching by supervisors; Troubleshooting Reinforcement Messages by senior leaders and supervisors that the change is here to stay; Individual coaching sessions to identity gaps
  • 27. Applying ADKAR: Not everyone moves through change at the same pace AdaptedfromProsci2008 Change with one person… Or five people… Or twenty people… R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Or 1000 people…
  • 28. We talked about.... •What is change? •How do people react to it? •How can we manage change effectively?
  • 29. What are you taking away?
  • 30. Thank you!