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Lean Change Management

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A lean change management approach (GAPPS)

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Lean Change Management

  1. 1. GAPSSGAPSS andand ChangeChange Using A Lean Approach to Managing Change
  2. 2. AgendaAgenda • Introduction to Change Management • GAPSS process • GAPSS individual change assessment
  3. 3. What is Change Management?What is Change Management? People side of change
  4. 4. Change management is:Change management is: The process, tools and techniques to manage the people-side of change to achieve the required business outcome.
  5. 5. Change management definitionChange management definition • The goal of change management is to help the individuals impacted by business and technical changes in their company to adapt and be successful Current stateCurrent state TransitionTransition Target stateTarget state Require a Project Management approach to change the organization structure, job roles, processes and systems Require a Change Management approach to help individuals impacted by the business and technical changes in their company to adapt and be successful Business & Technical Change People change
  6. 6. Primary reasons for change ManagementPrimary reasons for change Management •Manage resistance to change •Increase probability of success •Reduce transition time
  7. 7. Organizational change can beOrganizational change can be represented as three states of changerepresented as three states of change Current state Transition state Future state How things are done today? How to move from current to future? How things will be done tomorrow?
  8. 8. The organization’s future state isThe organization’s future state is actually the collection of manyactually the collection of many individual future statesindividual future states Future Current Transition FutureCurrent Transition Future Current Transition FutureCurrent Transition Future Current Transition FutureCurrent Transition Future Current Transition FutureCurrent Transition Future Current Transition FutureCurrent Transition Future Current Transition FutureCurrent Transition Future Organization
  9. 9. Consequences of not managing theConsequences of not managing the people side of changepeople side of change • Lower productivity • Passive resistance • Active resistance • Turnover of valued employees
  10. 10. Consequences of not managing theConsequences of not managing the people side of changepeople side of change •Disinterest in the current or future state •Arguing about the need for change •More sick days •Change not fully implemented
  11. 11. Consequences of not managing theConsequences of not managing the people side of changepeople side of change • People finding work arounds • People revert to the old way of doing things • The change being totally scrapped • Divides are created between ‘us’ and ‘them’
  12. 12. ChangeChange “Organizations don’t change - people within organizations change.” Any business change requires individuals to do their jobs differently to be successful
  13. 13. Change is not always easy!Change is not always easy!
  14. 14. The GAPSS ModelThe GAPSS Model GAPSS describes the required phases that an individual will go through when faced with change.
  15. 15. Our Change Management ModelOur Change Management Model • Our process approach outlines the specific actions that a change management resource or team would take for a particular project or initiative to help individuals build Grasp, Aspire, Proficiency, Skill and Supply reinforcement Grasp the situation Aspire to transform Proficiency learned Supply reinforcement Skill applied Change with Engagement GAPSS model
  16. 16. The GAPSS ModelThe GAPSS Model GAPSS is a foundational tool for understanding “how, why and when” to use different change management tools.
  17. 17. The five building blocks ofThe five building blocks of successful changesuccessful change Grasp the situation Aspire to transform with change Proficiency learned Skills applied with desired behaviors Supply reinforcement to sustain the change
  18. 18. TheThe GAPSSGAPSS ModelModel Grasp the situation of the need for change. • What is the nature of the change? • Why is the change happening? • What is the risk of not changing?
  19. 19. TheThe GAPSSGAPSS ModelModel Aspire to transform with change Think about the change your team is working on currently . Write a number 1 – 5 on the Post-It note to indicate your Awareness of this change.
  20. 20. The GAPSS ModelThe GAPSS Model Proficiency learned to support the change. • Personal motivation to support the change • Organizational drivers to support change
  21. 21. The GAPSS ModelThe GAPSS Model Skill applied with desired behavior Think about the change your team is working on currently . Write a number 1 – 5 on the Post-It note to indicate your Desire for this change.
  22. 22. The GAPSS ModelThe GAPSS Model Grasp the situation on how to change. • Knowledge, skills and behaviors required during and after the change • Understanding how to change
  23. 23. The GAPSS ModelThe GAPSS Model Grasp the situation Think about the change your team is working on currently . Write a number 1 – 5 on the Post-It note to indicate your Knowledge needed to implement this change.
  24. 24. The GAPSS ModelThe GAPSS Model to implement new skills. • Demonstrated ability to implement the change • Barriers that may inhibit implementing the change Aspire to transform with change
  25. 25. The GAPSS ModelThe GAPSS Model Think about the change your team is working on currently . Write a number 1 – 5 on the Post-It note to indicate your Ability to implement this change. Aspire to transform with change
  26. 26. The GAPSS ModelThe GAPSS Model to sustain the change. • Mechanisms to keep the change in place • Recognition, rewards, incentives, successes • Leaders to model the desired behaviors Supply reinforcement
  27. 27. The GAPSS ModelThe GAPSS Model Think about the change your team is working on currently . Write a number 1 – 5 on the Post-It note to indicate your feeling of Reinforcement for this change. Supply reinforcement
  28. 28. Connecting GAPSS and the current,Connecting GAPSS and the current, transition and future states.transition and future states. Current Transition Future G A P S S
  29. 29. GAPSS Gap Model ChangeChange ConfusionConfusion ResistanceResistance Fear/ Anxiety Fear/ Anxiety FrustrationFrustration BackslidingBacksliding Grasp Grasp Grasp Grasp Grasp Aspire Aspire Aspire Aspire Aspire Proficiency Proficiency Proficiency Proficiency Proficiency Skills Skills Skills Skills Skills Supply Supply Supply Supply Supply
  30. 30. Developing corrective actionsDeveloping corrective actions with GAPSSwith GAPSS If the gap is: Corrective actions: Grasp the situation Management communicates about the business reasons for change (why, risk of not changing, drivers of change); Face-to-face communications with immediate supervisors about how the change impacts you directly is what should occur Aspire to transform the to the desired change Look for pockets of resistance and identify the root cause; discuss your desire for resisting the change
  31. 31. Developing corrective actionsDeveloping corrective actions with GAPSSwith GAPSS If the gap is: Corrective actions: Proficiency learned Training on how to change and the skills needed after the change Skills applied On-the-job training and job aides to support the new behaviors; Coaching by supervisors; Troubleshooting Supply reinforcement Messages by senior leaders and supervisors that the change is here to stay; Individual coaching sessions to identity gaps
  32. 32. Applying GAPSS:Applying GAPSS: Not everyone moves through changeNot everyone moves through change at the same paceat the same pace Change with one person… Or five people… Or twenty people… Or 1000 people… S S P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G P S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A GS P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G S P P A G S S P A G S P P A G S P P A G S P P A G
  33. 33. Group Activity

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