Change management lunch n learn session 1 09 28 2012
Got Any Change, Mister?New perspectives on change management Part 1 September 28, 2012
The Compulsory Dilbert All the right words, but …Source: Dilbert by Scott Adams - July 11, 2010
Today’s Agenda• Putting “change” in perspective• Where is change in the PMBOK?• Elements of change management• Tools and resources – a preview "The rate of change is not going to slow down anytime soon.“ - John P. Kotter
What’s Change(d)?• Your role in the Clerk’s office• Your perspective on “change”• Your goal(s) for this lunch n’ learn series“There are still some executives who are waiting forthings to return to „normal.‟ Its not going to happen.Constant change is the new normal.” - Scott Anthony
What is Change Management? • Change management is the process, tools and techniques to manage the people-side of change to achieve the required business outcome. • Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.Source: Prosci
Resistance is … ?• Why do people resist change? Rational Technical side: What needs to happen? Emotional Human side: What happens to me?"People dont resist change. They resist being changed!"— Peter Senge
Why Do People Resist Change?• Organizational culture • Rewards disconnect and/or climate • Lack of trust• Job security at risk • Previous experiences• Fear of the unknown • Timing and conflicting• Fear of failure priorities“Change all you want, just know that execution happens atthe speed of making sense.” - Bill Jensen
Three Key IngredientsSource: Organizational Change Management – Luc Gallopin
WTF: What the FUH … FUD?F earU ncertaintyD oubt
Predictors of Failure? Organizations that failed to execute change management Organizations that successfully executed change managementSource: The McKinsey Quarterly (June 2006) global survey of businessexecutives. Organizing for successful change management.
Predictors of Failure? The 11 most unsuccessful companies in the McKinsey study had poor change management, which showed up as the following: • Lack of commitment and follow through by senior executives; • Defective project management skills among middle managers; • Lack of training of and confusion among frontline employees.Source: The McKinsey Quarterly (June 2006) global survey of businessexecutives. Organizing for successful change management.
Determinants of Success? Organizations that failed to execute change management Organizations that successfully executed change managementSource: The McKinsey Quarterly (June 2006) global survey of businessexecutives. Organizing for successful change management.
Determinants of Success? The 11 most successful companies in the study had excellent change management programs: • Senior and middle managers and frontline employees were all involved; • Everyone’s responsibilities were clear; • Reasons for the project were understood and accepted throughout the organization.Source: The McKinsey Quarterly (June 2006) global survey of businessexecutives. Organizing for successful change management.
In a Nutshell …Element: Goal or objective:"The Change" To improve the organization in some fashion - for instance reducing costs, improving revenues, solving problems, seizing opportunities, aligning work and strategy, streamlining information flow within the organizationProject To develop a set of specific plans and actions to achieve "the change"Management given time, cost and scope constraints and to utilize resources effectively (managing the technical side of the change)Change To apply a systematic approach to helping the individuals impacted byManagement "the change" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the people side of the change)Source: Prosci
So, Where Are WE Today?Our use of change management is …1. Ad-hoc or absent2. Isolated or inconsistent3. Frequent, with promising practices4. Standard Operating Procedure (SOP), consistent5. A core competency and best practice model
Another Dilbert … The project manager‟s nightmareSource: Dilbert by Scott Adams - October 23, 1994
Let’s Not …• Start without a • Confuse “stroke of the strategy pen” with “behavioral• Forget to make a change” initiatives compelling case for • Ignore the human change element of change• Ignore the culture • Start too late
Let’s Try This Instead …• Develop a short-term • Ensure strong and long-term strategy sponsorship and support from “as is” – “to be” • Be proactive when it• Convey a sense of comes to people urgency • Begin the change• Leverage the culture management process now
Preview of What’s Next• Preparing for change• Managing the change• Reinforcing change
ADKAR (Prosci Method)• Awareness The “why” of change – need• Desire Willingness to be part of the change• Knowledge The “how” of change - skills• Ability (and) Opportunity to implement• Reinforcement Sustain the change
ADKAR (Prosci Method)Awareness • Access to information (strategy, vision, goals) • Input/feedback from customers and stakeholders • Communication – not a one time eventDesire • Let go of the status quo • Demonstrate leadership, executive support • Shared vision for the future stateKnowledge • Tools and resources • Training (formal and informal) • Active involvementAbility • Environment to apply new tools, approach • Coaching and mentoring • Accountability at the team, organization levelReinforcement • Celebrating victories • Reward and recognition • “Total rewards” and performance management