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Leading ChangeDaren Lewisdaren@leadingvisually.com
Agenda• Introduce a model of the components ofsuccessful change (Ambrose 1987, Managing Complex Change)• Explore use of th...
Components of a change strategyAmbrose 1987, Managing Complex ChangeVision Skills Incentive Resources Action Plan+ + + + =...
What happens when a component is missing?Vision Skills Incentive Resources Action Plan+ + + + = Results/ChangeVision Skill...
Understanding emotional responsesConfusionResistanceFrustrationAnxietyFalse startUnderstanding, preparingfor, and respondi...
VisionVision = A compelling future state which provided direction anda sense of unity. What is the vision?Lack or failure ...
SkillsSkills = To change we must move into new territory whichoften requires new skills. Does the team have those skills?L...
IncentiveIncentive = What’s the value? What’s in it for me?Lack of Incentive = Why do the work if there is no value, nocon...
ResourcesResources = What do I have to work with?Lack of Resources = Without the physical and emotionalresources to accomp...
Action PlanPlan = Do we have a clear, manageable, measurable plan?Lack of a Plan = Without a plan it is impossible to gain...
Using the model
Using the model: planning for changeWhen preparing for change ask:• Are all the elements in place?• Can you articulate eac...
Using the model: troubleshooting1. Identify the emotions2. Work backwards to identify the problem(s)Vision Skills Incentiv...
Using the model: understanding yourselfAre you being asked to change andfinding yourself at odds with theprogram?•Identify...
Let’s troubleshoot
Troubleshoot a change initiativeWhat did you learn?Vision Skills Incentive Resources Action Plan+ + + + = Results/Change
Q & ADaren Lewisdaren@leadingvisually.com503.358.9565m
Leading Change
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Leading Change

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A presentation that explores the model Ambrose laid out for managing complex change. This is an update of a deck I posted to SlideShare in June 2008 that has had 8K+ views and 400+ downloads: http://www.slideshare.net/usefulguy/leading-change-463168

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  • This PowerPoint deck was originally developed in 2008 based on a diagram attributed as Ambrose, D. (1987). Managing complex change. Pittsburgh, PA: Enterprise Group. The original version, uploaded to SlideShare in 2008, has been viewed over 7,000 times. I ’ve used a number of versions of this deck in training of Coast Guard Auxiliarists in the Pacific Northwest.
  • A successful change strategy has five core elements: Vision + Skills + Incentive + Resources + Action Plan (note: Each is covered in the following slides) 1. Vision. What is the guiding vision? Does it provide valid goals and objectives? What are the goals and objectives? Is it a shared vision? has everyone bought into these? Are these goals achievable, measurable and manageable? 2. Skills What skills are needed? What skills do the staff/community have? What skills will the staff/community be provided with? How will you provide them? What support systems, processes etc are staff/community provided with? 3. Incentives. What are the incentives for adoption of the project? are they: tangible - financial, temporal, classroom facilities or intangible - recognition, prestige, personal achievement 4. Resources. What are the resources that are available? Are they suitable and appropriate? Are they reusable, flexible, engaging, portable? How are they distributed or accessed? Do they through availability and distribution enhance integration and adoption? What resources are you going to add? Is the distribution of resources equitable? Do the resources suit the needs of all aspects of the community? 5. Action Plan. What is the action plan? Has the staff/community been involved in developing this? Have they bought into this? Is it valid given the rapidly changing nature of the ICT? Is it measurable and manageable?
  • Missing one or more of these elements when leading a change effort creates an emotional response. By understanding the potential emotional responses we can: better plan change efforts diagnose what was missing in a troubled change effort advocate for proper analysis before launching a change effort
  • Understanding, preparing for, and responding to emotional responses is key to leading change Let ’s look at each element and the potential emotional response individually
  • From the matrix, we see that vision – a compelling future state – provides direction and a sense of unity in a group. Without it, people are likely to feel confused. 1. Vision. What is the guiding vision? Does it provide valid goals and objectives? What are the goals and objectives? Is it a shared vision? has everyone bought into these? Are these goals achievable, measurable and manageable
  • Change requires that people move into new territory, but if they don ’t feel that they have the necessary skills to effectively carry out their part, they will more than likely experience anxiety. 2. Skills What skills are needed? What skills do the staff/community have? What skills will the staff/community be provided with? How will you provide them? What support systems, processes etc are staff/community provided with?
  • Additionally, if there is no incentive, if people don ’t see the value of the change – what’s in it for them – they are bound to be resistant to it. Incentives, while giving a rational for change, also help to build consensus. 3. Incentives. What are the incentives for adoption of the project? are they: tangible - financial, temporal, or intangible - recognition, prestige, personal achievement
  • Resources are those things that people feel they will need to carry out a change initiative. They could be physical or emotional resources. Without them they are likely to feel frustrated. 4. Resources. What are the resources that are available? Are they suitable and appropriate? Are they reusable, flexible, engaging, portable? How are they distributed or accessed? Do they through availability and distribution enhance integration and adoption? What resources are you going to add? Is the distribution of resources equitable? Do the resources suit the needs of all aspects of the community?
  • Finally, without a clear action plan, people will experience false starts – a sense of being on a treadmill, not really being able to get any traction. 5. Action Plan. What is the action plan? Has the staff/community been involved in developing this? Have they bought into this? Is it valid given the rapidly changing nature of the technology? Is it measurable and manageable?
  • Here are three examples of using the model: Planning a change initiative Troubleshooting a change initiative in trouble or a “failed” initiative Understanding your own reactions to change
  • Thre
  • In this exercise ask the audience to suggest a problematic change effort or particular episode and discuss the elements. Preferably this is a change effort is generally understood or shared by the audience. It can also be useful to discuss a shared change effort that was successful and how the elements were met (or unmet).
  • Transcript of "Leading Change"

    1. 1. Leading ChangeDaren Lewisdaren@leadingvisually.com
    2. 2. Agenda• Introduce a model of the components ofsuccessful change (Ambrose 1987, Managing Complex Change)• Explore use of the model for planningand for troubleshooting• …an invitation to troubleshoot
    3. 3. Components of a change strategyAmbrose 1987, Managing Complex ChangeVision Skills Incentive Resources Action Plan+ + + + = Results/Change
    4. 4. What happens when a component is missing?Vision Skills Incentive Resources Action Plan+ + + + = Results/ChangeVision Skills Incentive Resources Action Plan+ + + + = ConfusionVision Skills Incentive Resources Action Plan+ + + + = AnxietyVision Skills Incentive Resources Action Plan+ + + + = ResistanceVision Skills Incentive Resources Action Plan+ + + + = FrustrationVision Skills Incentive Resources Action Plan+ + + + = False startAmbrose 1987, Managing Complex Change
    5. 5. Understanding emotional responsesConfusionResistanceFrustrationAnxietyFalse startUnderstanding, preparingfor, and responding toemotional responses is keyto leading change…our people are not robots
    6. 6. VisionVision = A compelling future state which provided direction anda sense of unity. What is the vision?Lack or failure of Vision = Leaves people feeling confused“Why?”“What are they thinking?”“Here we go again?”Vision Skills Incentive Resources Action Plan+ + + + = Confusion
    7. 7. SkillsSkills = To change we must move into new territory whichoften requires new skills. Does the team have those skills?Lack of Skills or Training = Without the skills, or the promiseof skills from a source we trust, we will feel anxiety…“I can’t”“I don’t know how”“Will there be a place for me?”Vision Skills Incentive Resources Action Plan+ + + + = Anxiety
    8. 8. IncentiveIncentive = What’s the value? What’s in it for me?Lack of Incentive = Why do the work if there is no value, noconsensus is built.“Don’t waste our time”“I just want to do the job, not deal with all this…”Vision Skills Incentive Resources Action Plan+ + + + = Resistance
    9. 9. ResourcesResources = What do I have to work with?Lack of Resources = Without the physical and emotionalresources to accomplish the change people will be frustrated“They ask the world and give us nothing to work with”“How can they expect us to do…?”Vision Skills Incentive Resources Action Plan+ + + + = Frustration
    10. 10. Action PlanPlan = Do we have a clear, manageable, measurable plan?Lack of a Plan = Without a plan it is impossible to gain traction“We keep talking but nothing is happening”“We are going in circles”Vision Skills Incentive Resources Action Plan+ + + + = False start
    11. 11. Using the model
    12. 12. Using the model: planning for changeWhen preparing for change ask:• Are all the elements in place?• Can you articulate each element to your team?Vision Skills Incentive Resources Action Plan+ + + + = Results/ChangeAmbrose 1987, Managing Complex Change
    13. 13. Using the model: troubleshooting1. Identify the emotions2. Work backwards to identify the problem(s)Vision Skills Incentive Resources Action Plan+ + + + = ConfusionVision Skills Incentive Resources Action Plan+ + + + = AnxietyVision Skills Incentive Resources Action Plan+ + + + = ResistanceVision Skills Incentive Resources Action Plan+ + + + = FrustrationVision Skills Incentive Resources Action Plan+ + + + = False startWork it backwardsAmbrose 1987, Managing Complex Change
    14. 14. Using the model: understanding yourselfAre you being asked to change andfinding yourself at odds with theprogram?•Identify your emotions•Work backwards to identify theproblem or problems•Can you fix them? Do you knowwhat to ask to have changed/added/removed to make theprogram work?ConfusionResistanceFrustrationAnxietyFalse start
    15. 15. Let’s troubleshoot
    16. 16. Troubleshoot a change initiativeWhat did you learn?Vision Skills Incentive Resources Action Plan+ + + + = Results/Change
    17. 17. Q & ADaren Lewisdaren@leadingvisually.com503.358.9565m
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