Change Management and Knowledge Management Initiatives Nina Platt October 10, 2006

Thoughts on Change Management Change management is “… the process, tools and techniques to manage the people side of business change to achieve the required business outcome and to realize that business change effectively within the social infrastructure of the workplace.” “… the engineer’s approach to improving business performance and a psychologist's approach to managing the human-side of change ” Jeff Hiatt and Tim Creasey http://www.change-management.com/

Change management is

“… the process, tools and techniques to manage the people side of business change to achieve the required business outcome and to realize that business change effectively within the social infrastructure of the workplace.”

“… the engineer’s approach to improving business performance and a psychologist's approach to managing the human-side of change ”

Lest we Forget . . . It is the people-side of change that we often ignore as we look to innovate. Elizabeth Kübler-Ross Kurt Lewin William Bridges Dr. Jim Gordon

It is the people-side of change that we often ignore as we look to innovate.

Elizabeth Kübler-Ross

Kurt Lewin

William Bridges

Dr. Jim Gordon

Innovation Curve

The Grief Cycle Elizabeth Kübler-Ross & David Kessler, On Grief and Grieving: Finding the Meaning of Grief Through the Five Stages of Loss

The Positive Change Cycle Kris Magnusson, The Positive Change Cycle (based on work with Dr Jim Gordon www.iaevg.org/crc/files/Communication_Strategy_No.17_Magnusson828_2.pdf

Lewin's freeze phases Kurt Lewin Unfreezing Transitions Freezing

Kurt Lewin

Unfreezing

Transitions

Freezing

The Psychology of Transition William Bridges, Managing Transitions Saying goodbye Shifting into neutral Moving Forward

William Bridges, Managing Transitions

Saying goodbye

Shifting into neutral

Moving Forward

The Psychology of Transition Time Level of Management Ending Losing Letting Go The Neutral Zone The New Beginning

Moses in the Neutral Zone

How to Help People in Transition Learn to describe the change and why it must happen, and do so succinctly Be sure that the details of the change are planned carefully Understand what is ending (and what is not) and for who Make sure that steps are taken to help people respectfully let go of the past William Bridges and Susan Mitchell Bridges, “Leading Transition: A New Model for Change” Leader to Leader

Learn to describe the change and why it must happen, and do so succinctly

Be sure that the details of the change are planned carefully

Understand what is ending (and what is not) and for who

Make sure that steps are taken to help people respectfully let go of the past

Change doesn’t happen without Transitions Help people through the neutral zone with communication (rather than simple information) that emphasizes connections with and concern for the followers the "4 P's" of transition communications: The purpose : Why we have to do this The picture : What it will look and feel like when we reach our goal The plan : Step-by-step, how we will get there The part : What you can (and need to) do to help us move forward Bridges Continued

Help people through the neutral zone with communication (rather than simple information) that emphasizes connections with and concern for the followers

the "4 P's" of transition communications:

The purpose : Why we have to do this

The picture : What it will look and feel like when we reach our goal

The plan : Step-by-step, how we will get there

The part : What you can (and need to) do to help us move forward

Change doesn’t happen without Transitions Create temporary solutions to the temporary problems and the high levels of uncertainty found in the neutral zone Help people launch the new beginning by articulating the new attitudes and behaviors needed to make the change work Bridges Continued

Create temporary solutions to the temporary problems and the high levels of uncertainty found in the neutral zone

Help people launch the new beginning by articulating the new attitudes and behaviors needed to make the change work

Communication is Key The Purpose : Why we have to do this The Picture : How the attainment of our goal will look and feel The Plan : How we get there, step by step The Part : What you can and must do to help us move forward

The Purpose : Why we have to do this

The Picture : How the attainment of our goal will look and feel

The Plan : How we get there, step by step

The Part : What you can and must do to help us move forward

Communicate the Purpose – Expertise Locator Example As a firm grows into a size where the attorneys and staff no longer know everyone and what they can do, a system for sharing knowledge is needed. By enabling lawyers to identify sources of expertise within the firm, the expertise system will: Promote integration of practice groups and offices Increase interaction among individuals Enhance cross-marketing efforts Reduce the incidence of outside referrals Improve teamwork

As a firm grows into a size where the attorneys and staff no longer know everyone and what they can do, a system for sharing knowledge is needed. By enabling lawyers to identify sources of expertise within the firm, the expertise system will:

Promote integration of practice groups and offices

Increase interaction among individuals

Enhance cross-marketing efforts

Reduce the incidence of outside referrals

Improve teamwork

Communicate the Picture – Expertise Locator Example The system will: be Web-based work by indexing profiles, documents and databases that show where expertise can be found. Attorneys and staff will: be able to search by expertise or the knowledge needed be provided with a list of experts with links to profiles, documents, and other materials.

The system will:

be Web-based

work by indexing profiles, documents and databases that show where expertise can be found.

Attorneys and staff will:

be able to search by expertise or the knowledge needed

be provided with a list of experts with links to profiles, documents, and other materials.

Communicate the Plan – Expertise Locator Example A team of attorneys and staff will be assembled to determine critical issues, such as the following: the architecture of the system the data sets to be included (e.g., human resources, time and billing, client relationship management, and document management) the information that will be used from the profiles Once a design is in place the KM team will work closely with developers. Team members will subsequently work to test the system and develop and implement a rollout plan.

A team of attorneys and staff will be assembled to determine critical issues, such as the following:

the architecture of the system

the data sets to be included (e.g., human resources, time and billing, client relationship management, and document management)

the information that will be used from the profiles

Once a design is in place the KM team will work closely with developers.

Team members will subsequently work to test the system and develop and implement a rollout plan.

Communicate the End-Users Part – Expertise Locator Example “ What do I have to do?” Participate in planning, development, and rollout (if asked), provide content on your expertise, and learn how to use the new system. “ What’s in it for me?” When everyone shares what they know, you learn more about your colleagues, keep client work within the firm, reduce the time you spend learning about a new topic, and give yourself more billable time.

“ What do I have to do?”

Participate in planning, development, and rollout (if asked), provide content on your expertise, and learn how to use the new system.

“ What’s in it for me?”

When everyone shares what they know, you learn more about your colleagues, keep client work within the firm, reduce the time you spend learning about a new topic, and give yourself more billable time.

Change Models Three Basic Types Top-Down Models: "It's all about leadership" Capacity-Building Models: Transformational learning Strategic Models: Follow the steps

Three Basic Types

Top-Down Models: "It's all about leadership"

Capacity-Building Models: Transformational learning

Strategic Models: Follow the steps

Top-Down Model Example Bill Blundell, , the Chairman of the Standards Advisory Board for Modern Comptrollership Determine generally where you are going Measure the gap Develop the objective or strategies to close the gap Change the organizational structure Measure how you are doing Repeat Possible issue : Takes leadership willing to work

Bill Blundell, , the Chairman of the Standards Advisory Board for Modern Comptrollership

Determine generally where you are going

Measure the gap

Develop the objective or strategies to close the gap

Change the organizational structure

Measure how you are doing

Repeat

Possible issue : Takes leadership willing to work

Capacity-Building Model Example Bruce Avolio, Full Leadership Development and Transformational and Charismatic Leadership . Inspirational motivation – providing a compelling mission, optimism, enthusiasm, and emotional appeal Individualized consideration –responding to individual needs Idealized influence – walking the talk Intellectual stimulation –challenging people to find new solutions, to view problems from new perspectives, and enabling the expression of followers' negative emotions and concerns. Possible issue – takes time

Bruce Avolio, Full Leadership Development and Transformational and Charismatic Leadership .

Inspirational motivation – providing a compelling mission, optimism, enthusiasm, and emotional appeal

Individualized consideration –responding to individual needs

Idealized influence – walking the talk

Intellectual stimulation –challenging people

to find new solutions,

to view problems from new perspectives, and

enabling the expression of followers' negative emotions and concerns.

Possible issue – takes time

Strategic Model Example : John Kotter’s Eight Stage Process of Creating Major Change Create urgency Anchor new approaches in culture Consolidate gains; produce more change Generate short term wins Empower broad based action Form vision and strategy Communicate the vision Broad-based coalition Source: Leading Change; John Kotter 2 5 4 1 3 6 7 8

Strategic Model Example : John Kotter’s Eight Stage Process of Creating Major Change Possible issues Takes leadership Takes time Takes willingness to communicate

Possible issues

Takes leadership

Takes time

Takes willingness to communicate

With all these models … Which one works? It depends: on the initiative on the culture of your organization Kotter’s may work best in legal organizations.

Which one works? It depends:

on the initiative

on the culture of your organization

Kotter’s may work best in legal organizations.

Eight Stages of Creating Change Implementation in a KM Initiative Establish a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate the change vision Empower broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture Communicate the business problem that the KM initiative will solve to the right audience Establish a team with the knowledge to initiate change and the power to make KM happen Develop the firm’s vision for KM and the strategies for implementation Share the vision and how it will affect the participants. Give the KM team the authority to initiate the changes. Work with the practice groups that are most likely to accept KM and celebrate their achievements. Use success to create more success Make the KM initiatives a part of the daily work process of the firm.

Establish a sense of urgency

Create the guiding coalition

Develop a vision and strategy

Communicate the change vision

Empower broad-based action

Generate short-term wins

Consolidate gains and produce more change

Anchor new approaches in the culture

Communicate the business problem that the KM initiative will solve to the right audience

Establish a team with the knowledge to initiate change and the power to make KM happen

Develop the firm’s vision for KM and the strategies for implementation

Share the vision and how it will affect the participants.

Give the KM team the authority to initiate the changes.

Work with the practice groups that are most likely to accept KM and celebrate their achievements.

Use success to create more success

Make the KM initiatives a part of the daily work process of the firm.

Practice Areas Intranet Sites Focus on overview, team members, marketing, best practices, opportunities, success stories, research, current awareness, etc. Represent teams that are made up of members from one group and teams that have members that cross several groups Issue: It is fairly easy to create the sites if you can get attorney time, but, what if the organization doesn’t work through practice areas? This is where change management becomes part of the KM process.

Focus on overview, team members, marketing, best practices, opportunities, success stories, research, current awareness, etc.

Represent teams that are made up of members from one group and teams that have members that cross several groups

Issue: It is fairly easy to create the sites if you can get attorney time, but, what if the organization doesn’t work through practice areas? This is where change management becomes part of the KM process.

Potential Challenges Requiring Change Becoming entrepreneurial Innovate Embrace risk & engage uncertainty Think strategically Taking turns leading Operating as a team Move away from the individual practice Focus on team success Make cross marketing a norm

Becoming entrepreneurial

Innovate

Embrace risk & engage uncertainty

Think strategically

Taking turns leading

Operating as a team

Move away from the individual practice

Focus on team success

Make cross marketing a norm

The 8 Steps Create a Sense of Urgency Create Broad-based Coalition Form Vision & Strategy Change in Legal Environment Client Expectations Creates better environment for marketing and competitive intelligence Top down or grassroots? Look for and enlist partners who are interested in doing business by practice area Work as a team to develop plan

Create a Sense of Urgency

Create Broad-based Coalition

Form Vision & Strategy

Change in Legal Environment

Client Expectations

Creates better environment for marketing and competitive intelligence

Top down or grassroots?

Look for and enlist partners who are interested in doing business by practice area

Work as a team to develop plan

The 8 Steps Communicate the Vision Empower Broad-based Action Use the “4 P’s” to communicate – the more ways you do it the more successful you will be. Identify leaders Identify expertise and experience Leave visioning and implementation to each practice area Provide support as needed Mentor

Communicate the Vision

Empower Broad-based Action

Use the “4 P’s” to communicate – the more ways you do it the more successful you will be.

Identify leaders

Identify expertise and experience

Leave visioning and implementation to each practice area

Provide support as needed

Mentor

The 8 Steps Generate short-term wins Consolidate gains; produce more change Anchor new approaches in culture Work with a small number of practice areas to successfully develop their business Celebrate success Begin process again with additional practice areas Define best practices in the forming new practice areas

Generate short-term wins

Consolidate gains; produce more change

Anchor new approaches in culture

Work with a small number of practice areas to successfully develop their business

Celebrate success

Begin process again with additional practice areas

Define best practices in the forming new practice areas

Changing Culture Culture is: Who we are What we believe How we act

Culture is:

Who we are

What we believe

How we act

Three Levels of Culture Edgard Schein, Organization Culture & Leadership

The Chicken or the Egg “… changing the culture of an organization requires a transformation of the organization itself—its purpose, its focus on customers and results … Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.” Frances Hesselbein, The Key to Cultural Transformation, Leader to Leader, No. 12 Spring 1999.

“… changing the culture of an organization requires a transformation of the organization itself—its purpose, its focus on customers and results … Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”

Frances Hesselbein, The Key to Cultural Transformation, Leader to Leader, No. 12 Spring 1999.

Again with the Chicken or the Egg “ it is the performance that changes the culture, not the reverse.” Frances Hesselbein

“ it is the performance that changes the culture, not the reverse.”

Frances Hesselbein

Change Management & Social Networks Change and the transitions it creates is individual But, Networks influence how individuals change including: How fast How happily How productively How intelligently

Change and the transitions it creates is individual

But, Networks influence how individuals change including:

How fast

How happily

How productively

How intelligently

Change Management & Social Networks “… the most effective change agents are those individuals who have placed themselves at the center of intricate webs of relationships.” “ How to help employees build and maintain these unique relationships may be the most effective change-management "technique" a leader could learn. “ Carol Kinsey Goman, “The Importance of Social Networking in Change Management”, The Sideroad.

“… the most effective change agents are those individuals who have placed themselves at the center of intricate webs of relationships.”

“ How to help employees build and maintain these unique relationships may be the most effective change-management "technique" a leader could learn. “

Carol Kinsey Goman, “The Importance of Social Networking in Change Management”, The Sideroad.

Change Management & Social Networks Relationships among individuals based on mutual trust shared work experiences common physical and virtual spaces “ are in many senses the true structure of today's organizations. Carol Kinsey Goman continued

Relationships among individuals based on

mutual trust

shared work experiences

common physical and virtual spaces

“ are in many senses the true structure of today's organizations.

Carol Kinsey Goman continued

Change Management & Social Networks Change agent = Champion Social networks based on knowledge, trust, relationships and community Attributes needed by champion to make change happen through social networks: Trustworthy Credible Motive not self-serving but driven by the desire to find the most effective way of getting things done

Change agent = Champion

Social networks based on knowledge, trust, relationships and community

Attributes needed by champion to make change happen through social networks:

Trustworthy

Credible

Motive not self-serving but driven by the desire to find the most effective way of getting things done

Techniques for Managing Change in Social Networks Create opportunities to develop relationships further within the group – especially if the network is newly formed Practice area retreats Communities of Interest built around expertise Joint learning experiences around topics of similar interest Individual educational opportunities around how to build a network

Create opportunities to develop relationships further within the group – especially if the network is newly formed

Practice area retreats

Communities of Interest built around expertise

Joint learning experiences around topics of similar interest

Individual educational opportunities around how to build a network

Resources Kotter, Leading Change . Harvard Business School Press, 1996. Platt, "Change Strategies are the Key to KM," 2004, at http://www.llrx.com/features/changestrategies.htm Nelson & Aaron, The Change Management Pocket Guide: Tools for Managing Change . Change Guides LLC, 2005. Kelly, "Masterclass: Change Management, Parts 1 & 2," I nside Knowledge , April & May 2006. Bridges & Bridges, "Leading Transition: A New Model for Change," Leader to Leader Spring 2000, at http://www.pfdf.org/leaderbooks/L2L/spring2000/bridges.html Dreyfuss, "How to Understand and Manage Organizational Change and Its Effect on People," Gartner Research, 2005. Lientz & Rea, Breakthrough IT Change Management: How to Get Enduring Change Results . Elsevier, 2004. Cameron & Green, Making Sense of Change Management: A Complete Guide . Kogan Page, 2003.

Kotter, Leading Change . Harvard Business School Press, 1996.

Platt, "Change Strategies are the Key to KM," 2004, at http://www.llrx.com/features/changestrategies.htm

Nelson & Aaron, The Change Management Pocket Guide: Tools for Managing Change . Change Guides LLC, 2005.

Kelly, "Masterclass: Change Management, Parts 1 & 2," I nside Knowledge , April & May 2006.

Bridges & Bridges, "Leading Transition: A New Model for Change," Leader to Leader Spring 2000, at http://www.pfdf.org/leaderbooks/L2L/spring2000/bridges.html

Dreyfuss, "How to Understand and Manage Organizational Change and Its Effect on People," Gartner Research, 2005.

Lientz & Rea, Breakthrough IT Change Management: How to Get Enduring Change Results . Elsevier, 2004.

Cameron & Green, Making Sense of Change Management: A Complete Guide . Kogan Page, 2003.

Parting thoughts … “ Never doubt that a small, group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead

“ Never doubt that a small, group of thoughtful, committed citizens can change the world.

Indeed, it is the only thing that ever has.”

Margaret Mead