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Behave For A Change Presentation For Web
 

Behave For A Change Presentation For Web

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Behave For A Change Presentation For Web Behave For A Change Presentation For Web Presentation Transcript

  • Behave for A Change Office of State Personnel
  • Today’s Discussion
    • The Change Situation
    • Change and Transition
    • Why People Resist Change
    • Kotter’s 8 Stages
    • Popular Mistakes
  • The Change Situation
    • Change hasn’t changed
    • Change upsets our understanding of the the reality of things
    • Change requires risks
    • Change unhinges us – it requires new behaviors
    • Change threatens us on all levels
  • Change…
    • Is a process, not an event
    • Is made by individuals, then organizations
    • Is a highly personal experience for those involved
    • Involves gradual growth in feelings and skills
  • It Isn’t the Changes That Do You In... It’s the Transitions
    • Change is situational
      • Move to a new site
      • Reorganization of roles on the team
      • Revisions to the pension plan
    • Transition is psychological
      • Has an emotional, feeling component
    • The Ending
      • Begin with the ending
      • Letting go; identify and acknowledge the loss
      • Give people something to take with them
    • The Neutral Zone
      • Opportunity, creativity, learning, involvement
    • The New Beginning
      • Develop new identity
    3 Phases of Transition
  • Why Do People Resist?
    • Feel they will suffer
    • Organization does not communicate clearly
    • Perceive more work with few opportunities
    • Required to give up ingrained habits
    • Organization lacks adequate rewards
    • Organization lacks sufficient resources
    • Solicit employee input
    • Script a clear, logical message
    • Provide rewards and incentives
    • Identify new behaviors to support the change
    • Develop rewards aligned with the change
    • Prioritize work based on available resources
  • Why Do People Resist?
    • Loss of job security
    • Employees harbor unresolved resentments
    • Change has poor introduction
    • Organization has poor internal communication
    • Communicate how employees and the organization will benefit from renewed relevance
    • Allow employees to express their grief
    • Acknowledge missteps; reaffirm commitment and clarify expectations & timeline
    • Delegate communication tasks to one person/team
  • Producing change
    • Is 80 percent leadership- establishing direction, aligning, motivating, and inspiring people-
    • And 20 percent management - planning, budgeting, organizing, and problem solving
    Unfortunately, in most of the change efforts, these percentages are reversed
  • What is change management?
    • A structured process and set of tools
    • for leading the people side of change.
  • Change Management Improves Your Odds
    • More than 70% of change efforts fail because of failure to focus on people issues
    • Why change efforts fail:
      • Resistance to change 82%
      • Inadequate sponsorship 72%
      • Unrealistic expectations 65%
      • Poor project management 54%
      • Inadequate business case 46%
      • No change management program 43%
  • Kotter’s 8 Stages of Change Management
    • Increase Urgency
    • Build the Guiding Team
    • Get the Vision Right
    • Communicate for Buy-In
    • Empower Action
    • Create Short Term Wins
    • Don’t Let Up
    • Make Changes Stick
  • Stage 1: Increase Urgency
    • Raise a feeling of urgency so folks say-
    • “let’s go”!
    • What Works:
    • Show others the need for change [use valid information and data]
    • Never underestimate how much complacency, fear and anger may exist
  • Stage 2: Build the Guiding Team
    • Form a group that has the capability
    • to guide the change process
    • What Works:
    • Showing enthusiasm and commitment
    • Modeling trust and teamwork
  • Team Functions
    • Task Orientation – Set clear and simple goals.
    • Roles - Assign a unique job to each team member.
    • Share Ideas – Brainstorm methods
    • Feedback – Share positive, frequent feedback on progress
    • High Expectations – Challenge team members to produce the best work possible
  • Managing Team Meetings
    • Call meetings only when they are needed
    • Invite only only those persons needed
    • Keep meetings on track
    • Prepare an agenda
    • Make your goal a short meeting
  • Stage 3: Get The Vision Right
    • Create the right vision and strategies
    • to guide action
    • What Works:
    • Trying to see -literally- possible futures
    • Vision so clear- it can be articulated in one minute or written on 1 page
  • Stage 4: Communicate for Buy-In
    • Communicate change vision and strategies to
    • create understanding and buy-in
    • What Works:
    • Keeping communication simple and heartfelt- not complex and technical
    • Know what your folks are “feeling”
    • Speak to anxieties, fear, confusion, anger
  • Communicating the Change
    • Identify the what and why of the change.
    • Target specific results.
    • Don’t dump information on people.
    • Welcome questions and feedback.
    • Acknowledge the feelings associated with the change
  • Communication Tips
    • Give constructive feedback. 
    • Be tolerant of mistakes.
    • Praise in public, criticize in private.
    • Once you've delegated, never take it back (except in impending disaster!)
  • Remember this… SHOW ME I might remember INVOLVE ME I will never forget TELL ME I will forget
  • Stage 5: Empower Action
    • Deal effectively with obstacles that block
    • action.
    • What Works:
    • Find folks with change experience who can state “we won and you can too”
  • Stage 6: Create Short-Term Wins
    • Produce short-term wins to energize the change
    • helpers, enlighten pessimists, defuse cynics
    • and build momentum
    • What Works:
    • Early wins that come fast
    • Wins that are visible to as many people as possible
    • Wins that speak to powerful players whose support you need but do not yet have
  • Stage 7: Don’t Let Up
    • Continue with wave after wave of change,
    • not stopping until the vision is a reality
    • What Works:
    • Looking for ways to keep the urgency up
    • As always- show ‘em, show ‘em, show ‘em
  • Stage 8: Make Change Stick
    • Be sure the changes are embedded so
    • that the new way of operating will stick
    • What Works:
    • Not stopping at Step 7- it isn’t over until the changes have roots
    • The Four Most Popular Mistakes for Failure
  • Writing A Memo Instead of Lighting A Fire
    • Change efforts fail at the first critical step - establishing a sense of urgency
    • Too often leaders launch their initiatives by calling a meeting then expect people to “buy-in”
  • Talking Too Much and Saying Too Little
    • Most leaders under-communicate their change vision by a factor of 10
    • An effective change vision must include new, aligned behaviors on the part of senior executives
    • Leading by example
    • People watch their bosses very closely
    • Inconsistent behavior by a manager fuel the cynicism and frustration
  • Declaring Victory Before the War Is Over
    • It is important to celebrate results but underestimating the difficulty and duration of organizational transformation can be catastrophic
    • If you settle for too little too soon, you will probably lose it all
    • Celebrating incremental improvements is good to mark progress and sustain commitment - but don't forget how much work is still needed
  • Looking For Villains In All The Wrong Places
    • The perception that organizations are filled with managers who resist all change is not only unfair but untrue
    • People at every level are engaged in change processes
    • That's why it is crucial to build a guiding coalition that represents all levels of the organization
  • Points to Remember
    • Change takes time and persistence
    • Individuals go through stages in the change process
    • Individuals have different needs at different stages
    • Successful change efforts require planning, organization, resources and action
    • Change is more likely to occur when a team is given responsibility for managing implementation
  • References
    • Kotter, John P., (2002) The Heart of Change , Real Life Stories of How people Change Their Organizations
    • Bridges, William (2003) Managing Transitions: Making the Most of Change 2 nd edition
  • Good Luck !