Star Collaborative Presentation For Hu Gmn Techday 2010


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Dan Olson's presentation on change management for the HUGmn 2010 techday conference.

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Star Collaborative Presentation For Hu Gmn Techday 2010

  1. 1. STAR Collaborative’s Top 7 Change Management Tools to Improve Implementation Performance or, “ How I Learned to Stop Worrying and Love Change Management “ 03.11.10
  2. 2. The Case For Change Is a Case For Change <ul><li>“ The most important capacity a[n]…organization can have is a change capability. And it’s the one capability most organizations lack today. Forward-looking organizations are building and investing in their capability to manage change, but most are not.” </li></ul><ul><li>From Built to Change: How to Achieve Sustained Organizational Effectiveness by Edward E. Lawler III and Christopher G. Worley, Foreword by Jerry Porras, coauthor of Built to Last . </li></ul>Change management practices impact rational and emotional commitment, which in turn leads to effort and the intent to stay, resulting in performance and retention. 1 © 2009 STAR Collaborative
  3. 3. Fighting for Mindshare <ul><li>A 2006 study from Harvard Business Review found that 66% of all change initiatives fail to achieve their desired outcomes. 2 </li></ul><ul><li>In the same year, Accenture found that 57% of organizations experience a decline in workforce productivity during change management initiatives. 3 </li></ul>Too Many Competing Items, Coupled With A Lack of Prioritization, Water Down Benefits © 2009 STAR Collaborative
  4. 4. The Difficulty and Costs of Change 4 Pay now or pay later. There are costs no matter when you react to change. The trick is minimizing them. © 2009 STAR Collaborative Anticipatory Change Reactive Change Crisis Change Most difficult to get going Difficult to get going Easiest to get going Anticipatory Change Reactive Change Crisis Change Least Cost Moderate Cost Most Cost The Difficulty of Change The Costs of Change
  5. 5. Change tool #1: Learning Cycle SCCPMSD-V1-62790.1 Modified from Peter Senge’s The Fifth Discipline
  6. 6. Change Tool #2: Engagement Agreement <ul><li>Each member of the project team should write an engagement agreement to detail exactly what they will bring to the project, expected check-in points, milestones and goals. </li></ul>© 2009 STAR Collaborative
  7. 7. Change Tool #3: Change Magnitude Assessment © 2009 STAR Collaborative
  8. 8. Change Tool #3: Change Magnitude Assessment © 2009 STAR Collaborative
  9. 9. Change Tool #3: Change Magnitude Assessment © 2009 STAR Collaborative
  10. 10. Change Tool #3: Change Magnitude Assessment © 2009 STAR Collaborative
  11. 11. Change Tool #4: The Change Curve © 2009 STAR Collaborative Commitment Level Time 1 6 2 3 4 5 7 8 Contact Aware Understand Accept Adopt Launch Institutionalize Internalize
  12. 12. Change Tool #5: Stakeholder Assessment <ul><li>Review all players on a particular project. This is the preliminary list of all people who should be incorporated into the project plans. </li></ul>© 2009 STAR Collaborative
  13. 13. Change Tool #5.5: The Change Curves © 2009 STAR Collaborative a b c d e
  14. 14. Change Tool #6: Key Role Map <ul><li>Using your stakeholder assessment, identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change. </li></ul>© 2009 STAR Collaborative
  15. 15. Change Tool #7: Current & Future State Definitions <ul><li>Drive clarity within the project team on where you are starting with your project and what specific goals you want to accomplish. </li></ul>© 2009 STAR Collaborative
  16. 16. Current/Future State Definitions © 2009 STAR Collaborative Date: Date:
  17. 17. Change Tool #8: Behavioral Anchors <ul><li>Develop leading measures on what success and failure looks like for each impacted audience group. What should you see and hear from as your project is deployed? </li></ul><ul><li>Create concrete observable behaviors that will indicate if each of the impacted audiences are doing and saying what they should during each step of the change journey. </li></ul>© 2009 STAR Collaborative
  18. 18. Behavioral Anchors for Group A © 2009 STAR Collaborative # Change Curve Level What should we see and hear from this group? What should we watch out for? (Negative Behaviors) 1 Contact 2 Aware 3 Understand 4 Accept 5 Adopt 6 Launch 7 Institutionalize 8 Internalize
  19. 19. Steps Up the Change Curve: What Should You See and Hear? © 2009 STAR Collaborative These guidelines are general behavioral anchors and should be modified based on your culture, bandwidth, and readiness for change. What good looks like: What to watch out for: Contact Leaders have built a culture of transparency and clearly communicate company priorities. Employees are unaware of strategic priorities or are unclear on what is most important. Aware Employees have received baseline communication about the change effort that is to come. Employees are surprised by the new change effort or hear it through the rumor mill. Understand People can clearly articulate what change is coming, how it affects them, and how to prioritize it. Employees are unclear how the change affects them in their role or how it fits into the company’s priorities. Accept Impacted audiences are willing and able to process the change and are actively participating in the process. There is active resistance or apathy to the coming change. People have checked out. Adopt The proposed change has become the new way of doing things. People are actively engaged and excited. Old systems, tools or processes are still being used instead of the new change. Launch The new system , process or toll begins. Institutionalize The new tool, process or system becomes the standard operating procedure for the organization’s culture. Old systems and tools are still being used. Active resistance or apathy towards the new change. Internalize The new tool, process or system becomes the standard operating procedure for each individual. Old systems and tools are still being used. Active resistance or apathy towards the new change.
  20. 20. Change Tool #9: Culture Assessment 6 © 2009 STAR Collaborative Behaviors & Attitudes Current Culture Future Culture Contributors Detractors Watchers 1 Identify the new desired culture you are trying to create. 2 Evaluate the current culture (behaviors, attitudes, contributors, detractors, watchers). 3 Detail what changes need to be made to move from current to new. 4 Identify key individuals’ roles in change (block it, watch it, help it, make it happen) 5 Determine effective ways to move stakeholders to appropriate level of support. 6 Detail what changes need to be made to move from current to new.
  21. 21. Change Tool #10: Base Deck Communication <ul><li>Prepare a baseline of communication vehicles by compiling elevator messages, future state definitions and the like. </li></ul><ul><li>Using the key role map audiences, prepare unique messaging in the language of the recipient. </li></ul>© 2009 STAR Collaborative
  22. 22. Change Tool #11: Communication Plan <ul><li>Combining the key role map, the behavioral anchors and the communication plan strategy, this document will detail all communication milestones. </li></ul><ul><li>Imbed the communication plan into the broader project plan and ensure that it is seamlessly deployed and evaluated within the program itself. </li></ul>© 2009 STAR Collaborative
  23. 23. Communication Plan: Message Framework © 2009 STAR Collaborative Positioning: What is the burning imperative of this project? What does future state look like? Twitter-Sized Description: Key words or phrases that makes this project important. Audiences: What interests each audience listed in the key role map? Benefits and Attributes: Key messages about what the project offers from the point of view of the audience. Features: Talking points or detailed messages about the benefits in the language of the audience.
  24. 24. Change Tool #12: Sponsor Contracting <ul><li>Goal: Help leaders understand what and when they should be expressing, modeling and reinforcing for this project. </li></ul><ul><li>Break their work into manageable chunks. </li></ul><ul><li>Give them their “Say’s and Do’s” </li></ul><ul><li>Contract it in writing </li></ul><ul><li>Add it to the communication plan </li></ul><ul><li>Add it to the project plan </li></ul><ul><li>Measure it with behavioral anchors </li></ul><ul><li>Monitor it with scorecards and status reports </li></ul>© 2009 STAR Collaborative
  25. 25. STAR Collaborative in Monday’s STAR Tribune Business Section © 2009 STAR Collaborative
  26. 26. STAR Collaborative, LLC Partner of choice for the collaborative network 18120 46 th Ave N., Plymouth, MN 55446 p: 763.515.7838 f: 757-299-0932 twitter: STARcollab <ul><li>References and Sources </li></ul><ul><li>Corporate Leadership Council 2004 Employee Engagement Framework and Survey, Corporate Leadership Council research </li></ul><ul><li>“ The Hard Side of Change Management,” Harvard Business Review, October 2006. </li></ul><ul><li>Accenture, “The High-Performance Workforce Study 2006,” 2006. ~Sirkin, Keenan & Jackson </li></ul><ul><li>Diagrams from Leading Strategic Change: Breaking Through the Brain Barrier by J. Stewart Black and Hal B. Gregersen. © 2003. </li></ul><ul><li>“ Change Management: Case for Action and Manager’s Toolkit,” Corporate Executive Board/Corporate Leadership Council Report, 2007. </li></ul><ul><li>Modified from The New Leader’s 100-day Action Plan: An On-Boarding Process for Leaders at Every Level, by George Bradt, Jayme A. Check, Jorge Pedraza. 2006. </li></ul>