Understanding and Managing Change

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Has this happened to you? You try to implement a change in your organization and it fails. And, to make matters worse, you can't figure out why. It may be that your great idea didn't mesh well with your organization’s culture or a host of other reasons. Jennifer Bonine shares a toolkit to help you determine which ideas will—and will not—work well within your organization. This toolkit includes five rules for change management, a checklist to help you analyze the type of change process needed in your organization, a set of questions you can ask to better understand your executives’ goals, techniques for overcoming resistance to change, and the formal roles necessary to enable successful change. These tools—together with an awareness of your organization’s core culture—allow you to identify the changes you can successfully implement. Cultural awareness helps you align your initiatives with the objectives of the organization, make your team successful, and demonstrate the value of the change, which is increasingly more important in these challenging economic times.

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Understanding and Managing Change

  1. 1.     MO Half‐day Tutorial  6/3/2013 1:00 PM                "Understanding and Managing Change"       Presented by: Jennifer Bonine Up Ur Game Learning Solutions                   Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  2. 2. Jennifer Bonine Up Ur Game Learning Solutions Jennifer Bonine is a partner and VP of global delivery for Up Ur Game Learning Solutions, a global people development company that offers F2F and virtual models for team and personal development. Jennifer began her career in consulting, implementing large ERP solutions. She has held director level positions leading development, quality assurance and testing, organizational development, and process improvement teams for Fortune 500 companies in several domains. In a recent engagement for one of the world’s largest technology companies, Jennifer served as the Strategic Quality and Process Improvement Executive. Throughout her career, she has had the opportunity to build several global teams from the ground up while managing the required organizational change.  
  3. 3. Understanding, Leading, and Managing Change Jennifer Bonine jennifer@upurgame.org www.upurgame.org © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. Topics Change (What is it) Communication Strategies Techniques for overcoming resistance © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 1
  4. 4. Change is a Process © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. Impact of Culture on Introducing Organizational Change © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 2
  5. 5. Culture © The Insights Group Ltd, 2009. All rights reserved. 5 Do your values and proposed initiatives align to your organizations culture © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 3
  6. 6. People, Process, Technology 7 Different Types of Change Initiatives Team Synergies in process and tools – due to acquisitions or mergers Creating new paradigms – developing new ways to add value or need to improve customer satisfaction Strategic Planning – new plan is required due to organizational changes or new competitors in your industry © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 4
  7. 7. Rules of Engagement Do no harm Commitment – Seen by everyone All Change involves personal choices – make sure it makes sense to people The relationship between change and behavior will not happen over night Connect the change to business/learning strategies and incentives Involvement breeds commitment Make sure the change results in tangible benefits or increased capacity © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. The Emotional Response to a Positively Perceived Change © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 5
  8. 8. The Emotional Response to a Negatively Perceived Change Edited from E.K. Ross © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. Critical Dimensions for Successful Change Agents Respect Differing Frames of Reference Develop Plans of Action Establish Synergistic Relationships Multiple Communication Styles Build Commitment Anticipate and Manage Resistance Understand Power and Influence © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 6
  9. 9. Communication Strategy • Identified fit for change to Culture • Selected an initiative that aligns to the culture • Have sponsors for the initiative What’s Next ? Biggest element that determines success or failure: Communication Plan and Strategy © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. Interpersonal Communication According to Albert Mehrabian: • 7% Words - Literal • 38% Tone of Voice - Interpretation • 55% Context, Body Language Interpretation • In other words… Communication is 7% about WHAT you say and 93% about WHO you say it to! 14 7
  10. 10. EXERCISE • Circle the words on the page that you identify most with and that describe you best • Can circle as many as you want or as few (no minimum or maximum) © The Insights Group Ltd, 2009. All rights reserved. cheerful challenging reflective firm objective accommodating tactful accurate active driving factual well-argued patient structured constant calculating diplomatic influencing courageous mobile loyal logical forceful co-operative friendly calm impulsive © The Insights Group Ltd, 2009. All rights reserved. stable daring conventional consistent analytical realistic reliable sensitive convincing persuasive assertive fun steady cautious purposeful strong-willed caring concise determined enthusiastic outgoing © The Insights Group Ltd, 2009. All rights reserved. harmonious amenable sociable optimistic decisive correct engaging exact © The Insights Group Ltd, 2009. All rights reserved. 8
  11. 11. Using Proven Tools to Target Communication Cool Blue Introversion and Thinking Style is task-focused, calm under pressure, thoughtful and objective. Earth Green Introversion and Feeling An approach favoring depth, reflection, harmony and consensus. © The Insights Group Ltd, 2009. All rights reserved. Fiery Red Extraversion and Thinking High activity, working with others, being logical and focusing on facts. Sunshine Yellow Extraversion and Feeling Couples sociability and consideration for others with action-orientation and entertaining. © The Insights Group Ltd, 2009. All rights reserved. Communication Profile as a tool • Focuses on improving personal, interpersonal and team effectiveness • Provides a simple framework and common language – Verbal and Visual • Developed specifically for the work environment © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 9
  12. 12. What Do You Think? Harvard Business Review 2002 What percentage of business issues are due to the lack of inter-personal communication skills not the competencies of the parties? 87% © The Insights Group Ltd, 2009. All rights reserved. Understanding The Steps to Personal and Team Effectiveness Step 3 Learn how to adapt your behaviour to interact more effectively with others Step 4 Take action and put your learning into practice Step 1 Explore and discover more about yourself Step 2 Learn how to recognize and appreciate others’ differences © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 10
  13. 13. Recognizing Types Every time you meet someone you have the opportunity to practice your skill of recognizing and adapting to their color energies. © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. Recognizing Types Step One... Do they “speak to think” (red/yellow) or “think to speak “(blue/green) Step Two... Are they more formal (blue/red) or relaxed/informal (green/yellow) Formal Quick Speak To think Quiet Think to Speak Relaxed © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 11
  14. 14. Thinking and Feeling Thinking Preference Informal, Personal, Considerate, Involved, Subjective, Caring, Accommodating, Harmonious, Relationships, Morale Formal, Impersonal, Analytical, Detached, Objective Strongminded, Competitive, Correct, Task, Systems, Feeling Preference Compass Learning Guide – The Psychology of Self Understanding – Section 1.3 © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 12
  15. 15. News Flash: Cambridge University Research Aoccdrnig to a rscheearch sduty at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef but the wrod as a wlohe. *Be clear in your communication strategies. People will fill in the blanks with their own perception And reality about the change © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. Strategies to Overcome Resistance Don’t overwhelm people – understand the organizations absorption capability Education and awareness Listen and get to the root of the resistance Target messages/communication by personality type Socialize your ideas with different people ahead of time Provide a feedback mechanism © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 13
  16. 16. Conclusion Cost of failure is high -organizations will lose confidence in leadership if management cannot successfully fulfill the promises of their announced intentions Make sure the change aligns with your culture Be aware of and manage resistance actively Target communications by personality type Ensure you have adequate sponsorship © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. Jennifer@upurgame.org © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. 14
  17. 17. What is the culture of your current Organization? 1. Characteristics 2. Beliefs 3. Norms or traditions 4. Values Does this differ among teams, business units, under different executives? List your proposed initiatives or changes you want to make in your organization. Do they align to the culture you described above? How to Observe Your Current Organizational Culture You can obtain a picture of your current organizational culture in several ways. To participate in the assessment of your organizational culture, you must: • Try to be an impartial observer of your culture in action. Look at the employees and their interaction in Susan M. Heathfield. “How to Understand Your Current Culture” http://humanresources.about.com/od/organizationalculture/a/culture_create.htm
  18. 18. your organization with the eye of an outsider. Pretend you are an outsider observing a group that you have never seen before. • Watch for emotions. Emotions are indications of values. People do not get excited or upset about things that are unimportant to them. Examine conflicts closely, for the same reason. • Look at the objects and artifacts that sit on desks and hang on walls. Observe common areas and furniture arrangements. • When you observe and interact with employees, watch for things that are not there. If nobody mentions something that you think is important (like the customers), that is interesting information. It will help you understand your organization's culture. Assess Your Organizational Culture You can assess your current organizational culture in several ways. Participate in a Culture Walk: One way to observe the culture in your organization is to take a walk around the building, and look at some of the physical signs of culture. • How is the space allocated? Where are the offices located? • How much space is given to whom? Where are people located? • What is posted on bulletin boards or displayed on walls? Susan M. Heathfield. “How to Understand Your Current Culture” http://humanresources.about.com/od/organizationalculture/a/culture_create.htm
  19. 19. What is displayed on desks or in other areas of the building? In the work groups? On lockers or closets? • How are common areas utilized? • What do people write to one another? What is said in memos or email? What is the tone of messages (formal or informal, pleasant or hostile, etc.)? How often do people communicate with one another? Is all communication written, or do people communicate verbally? • What interaction between employees do you see? How much emotion is expressed during the interaction? These are just a few of the questions to answer when you observe and assess your organizational culture. Take a culture walk frequently to observe organizational culture in action. Culture Interviews: Interview your employees in small groups. It is just as important, during these interviews, to observe the behaviors and interaction patterns of people as it is to hear what they say about the culture. Since it is usually difficult for people to put into words what the culture is like, indirect questions will gain the most information. The following are examples of indirect questions you can ask during a culture interview. • What would you tell a friend about your organization if he or she was about to start working here? • What is the one thing you would most like to change about this organization? • Who is a hero around here? Why? • Susan M. Heathfield. “How to Understand Your Current Culture” http://humanresources.about.com/od/organizationalculture/a/culture_create.htm
  20. 20. What is your favorite characteristic that is present in your company? • What kinds of people fail in your organization? • What is your favorite question to ask a candidate for a job in your company? Culture Surveys: Written surveys taken by people in the organization. Create the survey using the information collected during your culture walk and interviews. • Susan M. Heathfield. “How to Understand Your Current Culture” http://humanresources.about.com/od/organizationalculture/a/culture_create.htm

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