Testing organizational readiness for change

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This is an addition to the previously published deck: A working change management framework (http://www.slideshare.net/eklemola/a-working-change-management-framework-25158331) and gives more insight into testing organizational readiness for change.

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Testing organizational readiness for change

  1. 1. © 2 0 1 3 E r j a K l e m o l a Asking the right questions & interpreting the results Testing organizational readiness for change
  2. 2. © 2 0 1 3 E r j a K l e m o l a Z One success story of change managed right; a working framework http://www.slideshare.net/eklemola/a-working-change-management-framework-25158331
  3. 3. © 2 0 1 3 E r j a K l e m o l a The Kübler-Ross change curve describes how people go from shock and denial through depression to integration. (Brown line in the picture) This is taught in each Change and Project Management course and is taken for granted. I don’t fully agree with it, though. In my opinion there are at least 3 types of people 1. The people who act like the ones described in the picture (Brown line) 2. The people who react stronger 3. The people who don’t mind that much (the gray dotted line) TEST & MEASURE! How can we manage people based on average, if we don’t know the standard deviation? Competence Time Why test readiness for change? Tools for testing & interpreting Question examples Characteristics of a test Reasons for testing
  4. 4. © 2 0 1 3 E r j a K l e m o l a • Thinking that everyone reacts the same way seems like an easy way out of a difficult situation ~the more efficient way is to create a test and measure where your target audience is at any given time. • People need different kind of guidance depending on their position on the curve ~giving the same guidance regardless of the targets position creates confusion, boredom or a rushing sensation. Why put anyone through something like that? Why test readiness for change? Tools for testing & interpreting Question examples Characteristics of a test Reasons for testing
  5. 5. © 2 0 1 3 E r j a K l e m o l a • Would you recognize at least these characters in any change program? Why test readiness for change? So, what should I do with the information? People who get it soon and jump onboard ~usually these make good change agents People who learn slower ~they like to analyze things and may seem to resist the change People who get really excited first ~and then get bored, because the change doesn’t happen fast enough Pk Z fi Tools for testing & interpreting Question examples Characteristics of a test Reasons for testing
  6. 6. © 2 0 1 3 E r j a K l e m o l a You need to talk to these characters differently: Why test readiness for change? PkYour “people who don’t mind that much”, require engaging and supportive communication. ~they have a high readiness rate; they get it already. Communicate when there’s a change in the plan. Create a 2-way communication channel for collecting their insight and maintaining their energy level. ZThe analytical people usually follow the normal Kübler –Ross curve ~they need reassuring, reasoning and extra support. You might want to keep an additional training session for these people only, because they need time to adapt to new ways. fiYour “extreme people” need crisis communication. ~when they get excited, their expectations need to be managed; when they fall into despair their feelings require extra empathy. They need multiple channels to let their steam out. If not managed correctly they may poison the program. If managed correctly they may be the best. Tools for testing & interpreting Question examples Characteristics of a test Reasons for testing
  7. 7. © 2 0 1 3 E r j a K l e m o l a • A good test is ▫ Appropriate for the situation ▫ Repeated often enough ▫ Used and communicated clearly Characteristics of a good test OK, but what should I ask? When should I ask? A good test gives answers to: (choose depending on the situation) • Organizational Culture • Perception towards the change program • Understanding the vision • Is there trust and respect • Why are we changing • Top Management support • Accepting the change • Managing the change Tools for testing & interpreting Question examples Reasons for testing Characteristics of a test
  8. 8. © 2 0 1 3 E r j a K l e m o l a • A good test gives you a clear vision regarding the current state of the organization ~the change program needs to react to any changes in the feelings of the target audience. • If the morale is getting lower, that needs to be addressed before moving forwards • If the morale and competence is the same or higher, there needs to be a celebration in order to keep it that way. Schedule testing and measuring to fit the program’s development from the very beginning. Characteristics of a good test Tools for testing & interpreting Question examples Reasons for testing Characteristics of a test
  9. 9. © 2 0 1 3 E r j a K l e m o l a Examples of test questions 1/2 Organizational Culture Example questions: Scale 1 - 5 Examples of interpretation: Innovating & risk taking The degree to which I take risks and innovate: none (1)-------------(5) a lot Innovative people may be more eager to learn new things. Risk avoiding people need clearer instructions. Carrying responsibility A degree to which I like following orders (1) rather than making decisions on my own (5) Followers want you to lead, decision makers may go their own way... Attention to detail The degree to which I exhibit precision, analysis and attention to detail: none (1)-------------(5) a lot Do you have a process organization? They need flowcharts. Outcome orientation The degree to which I focus on results (1) or outcomes rather than on the techniques and processes used to achieve them. (5) Outcome oriented people are more prone to cut corners. People orientation The degree to which I take into consideration the effects of our decisions or actions on people: none (1)-------------(5) a lot If this result is low, work on that first. Any change program needs understanding and companionship. Team orientation The degree to which I like activities to be organized around groups (1) rather than individuals. (5) Team oriented people like workshops; individuals might prefer on-line training. Aggression The degree to which I am easygoing (1) rather than competitive. (5) Give competitive people challenges; easygoing people feel pressured in a competition situation. Stability The degree to which my activities emphasize growth (1) in contrast to maintaining the status quo. (5) Growth orientation equals readiness for change. Tools for testing & interpreting Reasons for testing Characteristics of a test Question examples
  10. 10. © 2 0 1 3 E r j a K l e m o l a Examples of test questions 2/2 Change Program Example questions: Examples of interpretation: Feelings towards the program How are you doing? How are we doing as a company? Do you believe in your own capabilities? Is the morale on a good enough level for the change? If not, work on this first. Understanding vision What needs to change? Which change is more important than the other? How fast should we change? YES ASK EVERYONE! The easiest way to get buy-in is to let the target decide on the direction and schedule. Increases readiness a lot. Trust and respect Are you willing to help others through the change? Who needs the change: you, others or the organization? These questions help people to internalize the vision of the change. Reason for change What is achieved by changing in your opinion? What are the risks if we don’t change? Again this helps to understand why. Gives an idea of how well the vision has been internalized. Top management support Is this company capable of changing? Do the change agents have enough authority? Is the change supported by everyone? Is your compensation in line with the new requirements? YES, courageously, ASK EVERYONE! These question create an environment of openness and mutual trust and respect. That’s what you need, right? Accepting change Is the overall rating of the change positive or negative? What in this for you? Accepting change equals readiness for change. Managing change How are we doing? Is anything missing? Are we communicating enough? Do you know what’s happening next? Get feedback also from your own performance as a change or project manager. Tools for testing & interpreting Reasons for testing Characteristics of a test Question examples
  11. 11. © 2 0 1 3 E r j a K l e m o l a • Create the test(s) preferably with an on-line tool ~they allow you to compare the results and save a lot of time. • Ask descriptive background questions, which on the other hand ensure anonymity. Good background questions are the likes of: ▫ Organizational unit ▫ Organizational status: management, staff ▫ Years working for the company: new employees are usually readier for change, but on the other hand lack authority to lead it as change agents. Tools for testing and interpreting 1/2 Reasons for testing Characteristics of a test Question examples Tools for testing & interpreting
  12. 12. © 2 0 1 3 E r j a K l e m o l a • Repeat the test often enough ~you need time to take corrective action, if something needs attention. • Remember the Kübler-Ross curve ~it’s ok for the morale and competence to fall during the middle part of the program; expect this and react only, if the results is alarmingly lower than on the previous round. • Have your finger on the pulse. ~have a corrective plan ready, even if you don’t need it. Tools for testing and interpreting 2/2 Reasons for testing Characteristics of a test Question examples Tools for testing & interpreting
  13. 13. T h i s p r e s e n t a t i o n w a s w r i t t e n a n d c r e a t e d b y E r j a K l e m o l a , w o r k i n g a s a n I C T A d v i s o r f o r S o f i g a t e O y The test subjects should know, why they are answering to the questions. Hence, communicate the aim, results and the direction of readiness openly. Remember that change management takes time and it needs to be scheduled just like any other project or as a part of another project plan (an ICT implementation for example). Remember to create an appropriate set of questions for each change program. This is your guiding vision. Without this knowledge, you’re shooting blindfolded. Conclusions and last words

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