Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Ifma Workplace Change 041410


Published on

Recent presentation I gave @ IFMA Silicon Valley on Workplace Change

Published in: Business, Career
  • Be the first to comment

Ifma Workplace Change 041410

  1. 1. The world of workplace change understanding and anticipating the impacts of change IFMA Silicon Valley NetApp Sunnyvale, CA 14 April, 2010 Clark Sept, Principal Business Place Strategies, Inc. ●
  2. 2. 2 Business Place Strategies, Inc. ●
  3. 3. Work is social subjective norms attraction / perception (choice / opportunity) Individual organizational social culture identity acknowledgement/ influence (esteem / rewards) emotional experience Business Place Strategies, Inc. ●
  4. 4. The workplace experience Organization Work Physical & Process Tech Space The Employee Support Culture Systems Policies Business Place Strategies, Inc. ●
  5. 5. Workplace change management What is it? Goals: • An organized process to • Decrease time required to engage individuals and realize the benefits of the groups that will be impacted workplace initiative by up-coming changes to the • Increase overall level of workplace adoption • Interactive, responsive and • Encourage sense of integrated program which ownership of the outcomes, seeks to make transparent thus increasing satisfaction the overall impacts of workplace changes on behavior 5 Business Place Strategies, Inc. ●
  6. 6. The way from here 1. Work and the workplace experience 2. What is workplace change management? • Behavior + consequences • Biases • Habits and making decisions • Communication and change models 3. Simple principles for dealing with change 4. Planning for change 5. 5 things to keep in mind 6. Resources 6 Business Place Strategies, Inc. ●
  7. 7. just because you can … doesn’t mean you should 7 Business Place Strategies, Inc. ●
  8. 8. Behavior and technology “Forget Gum, … Dinged heads, twisted ankles and, most often, bruised pride” –New York Times, 1/17/09 8 Business Place Strategies, Inc. ●
  9. 9. Behavior and healthcare “Compliance rates on hand hygiene among health care workers hover between 40% and 50% nationally, despite Centers for Disease Control and Prevention guidelines and Joint Commission requirements. The CDC estimates the 1.7 million health care-associated infections annually -- and the 99,000 related deaths of hospital patients -- are caused in part by poor hand hygiene.” - American Medical News, 11/30/09 9 Business Place Strategies, Inc. ●
  10. 10. Behavior and energy “We know that people are not passive recipients of building design. They do run- arounds or disable energy technologies that are perceived as barriers to behavioral goals and needs … disabling lighting controls, de- lamping fixtures, or added fans and heaters to increase their comfort.” - Judith Heerwagen, PhD 10 Business Place Strategies, Inc. ●
  11. 11. Just nostalgia? Business Place Strategies, Inc. ● 11
  12. 12. Biases 12 Business Place Strategies, Inc. ●
  13. 13. Biases and point of view Bias in corporate decision-making is partly a function of: - Habit - Training - Executive selection - Corporate culture - Performance measures Mostly, biases are a product of human nature – hard-wired and highly resistant to feedback! “Silo thinking” is a good example of organizational bias – i.e. decision- making based on the insular needs of a particular group or department rather than a broader strategic approach Changing the angle of vision (point of view…) is helpful in neutralizing potential biases Bias versus instinct: what’s the difference? How do you know? … stereotypes, Business Place Strategies, Inc. ● identity, power-distance and individualism norms, etc.13
  14. 14. Biases and decision making Organization Org Physical & Tech Space Physical Work Support Process & Tech Space Systems Policies Culture Support Systems Culture Policies Work Process How are decisions made in your organization? 14 Business Place Strategies, Inc. ●
  15. 15. 15 Business Place Strategies, Inc. ●
  16. 16. Process decisions? Making : Analysis Decision-making around workplace change management is of central importance to the success of any workplace change initiative Extent to which managers applied 17 practices in making decisions? • 8 had to do with quantity and detail of analysis relating to the decision • 9 described decision making process Answer: process matters more than analysis … by a factor of six Process can be very helpful in overcoming bias Dan Lovallo and Olivier Sibony McKinsey Quarterly: The Case for Behavioral Strategy McKinsey & Co. 2010 16 Business Place Strategies, Inc. ●
  17. 17. Bias ? Habit ? 17 Business Place Strategies, Inc. ●
  18. 18. “The trick isn’t in the technology; it Habits is in the changing of habits.” Tom DeMarco & Timothy Lister (Peopleware: Productive Projects and Teams) Business Place Strategies, Inc. ●
  19. 19. Habits, or why does it matter? The 4 Stages of Competence 1. Unconscious incompetence 2. Conscious incompetence External changes challenge our sense 3. Conscious competence of confidence 4. Unconscious competence Business Place Strategies, Inc. ●
  20. 20. What makes habits habit-forming? • 90% of our day = routine • Habits can’t be un-learned – (limbic system - a group of interconnected structures that mediate emotions, learning and memory) • New habits CAN replace old habits – Conscious re-patterning needed to overcome “limbic lag” • Getting out of the rut: – Practice leads to … habits, “burned in” to the brain (meaning: we no longer have to think about what we’re doing) – old habits aren’t changed quickly or easily, and are stronger when we are tired or stressed – more often successful when undertaken as a group rather than individual effort Business Place Strategies, Inc. ●
  21. 21. Habits and the choices we make • We make choices based on our natural inclinations • Impacts of choice: – The environment / context informs our choices – Impacts personal choices have on others – Productivity–disruption trade- offs • Awareness and etiquette • Individual choices and community culture: working Example: better together! Choosing which space: - How many people? - Activity? - Duration? Business Place Strategies, Inc. ●
  22. 22. Choosing the right habits • What do I / we want? … bad habits to “plow under” … good habits to keep … new habits to cultivate • How? … prepare … act (involves thinking) … practice – i.e. keep going Business Place Strategies, Inc. ●
  23. 23. 23 Business Place Strategies, Inc. ●
  24. 24. Who’s your audience? 1. Leader 2. Manager 3. Staff 4. Admin 5. Project Manager 6. Others (HR, IT, Finance, vendors …)? 24 Business Place Strategies, Inc. ●
  25. 25. Workplace change models • Roll-out • Visionary • Facelift • Community • Workstyle Development • New ways of working 25 Business Place Strategies, Inc. ●
  26. 26. 26 Business Place Strategies, Inc. ●
  27. 27. Simple principles 1. Engage people, don’t “tell” them 2. No two organizations are alike According to a recent survey conducted by McKinsey & Company, up to 2/3 of change initiatives fail because of management’s insistence on cookie-cutter approaches to change management that emphasize “efficiency” over effectiveness 3. Address change openly, honestly and consistently 27 Business Place Strategies, Inc. ●
  28. 28. Planning for change 1. Understand how people use / abuse resources today (keep / “plow under”) 2. Understand life and work styles, and how behaviors and culture influence resource use 3. Rethink and change how resources are used (cultivating new habits) 4. Strategize how to reach individuals and groups that will be impacted to help them make the transition 28 Business Place Strategies, Inc. ●
  29. 29. Five things to keep in mind 1. What’s the nature of the change? Simple? Complex? 2. What level of investment can and should you commit to? Financial and political capital: most change is political 3. What are the soft spots that can be used for leverage, and the hard spots that need careful and on-going attention? Trade-offs are important 4. Who should participate at what level and how? No engagement: No change 5. How much time do you have, and is it enough? The more complex, the more time is needed 29 Business Place Strategies, Inc. ●
  30. 30. Resources McKinsey Quarterly Current Reading List: • The Case for Behavioral Strategy, • Leadership and Self-Deception, The Dan Lovallo and Olivier Sibony, Arbinger Institute, 2002 2010 • Distracted, Maggie Jackson, 2008 How We Decide, Jonah Lehrer, 2009 • The Inconvenient Truth about • Change Management, Scott Keller • Switch: How to Change Things When Change is Hard, Chip and Dan Heath, and Carolyn Aiken, 2009 2010 • The Public Participation Handbook, New Ways of Working Network James Creighton, 2005 is a membership • Managing Transitions, William Bridges, 2003 organization of organizational The Heart of Change, John Kotter and innovators who take an integrated • Dan Cohen, 2002 approach to workplace change. • Leading with Cultural Intelligence, David Livermore, 2010 • Cultures and Organizations, Hofstede and Hofstede, 2005 30 Business Place Strategies, Inc. ●
  31. 31. BPS White Papers 31 Business Place Strategies, Inc. ●
  32. 32. How we got here 1. Work and the workplace experience 2. What is workplace change management? • Behavior + consequences • Biases • Habits and making decisions • Communication and change models 3. Simple principles for dealing with change 4. Planning for change 5. 5 things to keep in mind 6. Resources 32 Business Place Strategies, Inc. ●
  33. 33. BPS representative clients Cisco: since 1997, work includes change management to drive broad organizational buy-in to next generation work environment GSA: MOBIS contract holder since 2005. Work includes workplace strategy, research, tool development (incl. change management) and training. Agency work includes DISA, BPD, US Courts, Forest Service HP: “As a direct result of the workshop BPS Pragmatic change management program put on for us, we’ve completely changed developed to align leadership, management the way we think about our real estate.” and staff in major real estate consolidation McKinsey & Company: Parke Boneysteele COO, West Coast Operations, McKinsey & Company Real estate and workplace advisory services 33 Business Place Strategies, Inc. ●
  34. 34. …any questions? Business Place Strategies, Inc. ● 34
  35. 35. 35 Business Place Strategies, Inc. ●