Change Enablement Workshop Presentation

CHANGE ENABLEMENT
WORKSHOP:
XYZ

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Additional Expectations
This document is a partial preview. Full document download can be found on Flevy:
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*Adapted from William Bridges
Culture
Capacity
Leadership
Capacity
Individual
& Team Capacity
Future
State
Current
State
Leading
Designing
Realizing
Ending
Explo
ring
Beginning
Leadership Capacity
& Stake-holder
Support
Individual &
Team Capacity
Change
Architecture
Communication
Performance
Management & HR
Cultural
Alignment
The Change Enablement Framework
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ExerciseExercise
1. What were the key messages articulated in the film “Business of Paradigms”?
___________________________________________________________________________________________
___________________________________________________________________________________________
_______________________________________________________
2. What paradigm shifts do we see occurring at XYZ today as it moves from the current state to a new
future state?
___________________________________________________________________________________________
___________________________________________________________________________________________
_______________________________________________________
3. What paradigms could keep employees from seeing the need for change?
___________________________________________________________________________________________
___________________________________________________________________________________________
_______________________________________________________
4. What are some barriers that could prevent these shifts?
___________________________________________________________________________________________
___________________________________________________________________________________________
_______________________________________________________
“The Business of Paradigms”

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How Good are Organizations
at Managing Change?
Not Very Successful
0 20 40 60 80 100
Very Successful
Moderately Successful
No Response
(too soon to tell)
Unsure
Traditional approaches to change have proven unsuccessful

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• Assess Current State
• Define Future State
• Design Overall Change Architecture
• Develop Communication Strategy
• Build Leadership/Stakeholder Support
• Build Cultural Alignment
• Build Individual & Team Capacity
• Develop Performance Management and HR Systems
Individual
& Team Capacity
Change
Architecture
Communication
Human Resources
& Performance
Management
Culture
Alignment
Leadership &
Stakeholder
Support
What’s involved with
Organizational Transitions?

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II. Understand the elements of the
organizational transitions and what
needs to happen to align them with
the future state

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Definition: defining the nature and sequence of specific activities required to facilitate the change
process, acknowledging the need for transitional roles, relationships and structures, developing
change strategy and integration and relationship with other change efforts and prioritizing key
impact areas.
Issues Raised in Response to
Questions and Assessment Change Enablers Identified Change Barriers Identified Action Steps
Overall Gap Score
Change Enablement Gap Assessment Worksheet
Change Architecture

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Definition: assessing the impact of the current culture(s) within the organization/division on the
change process and the new values and behaviors which are required to ensure success of the
change effort.
Issues Raised in Response to
Questions and Assessment Change Enablers Identified Change Barriers Identified Action Steps
Overall Gap Score
Change Enablement Gap Assessment Worksheet
Cultural Alignment

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Sample ResultsSample Results

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Sample: Culture Capacity
Situational Diagnostic Assessments
• Barriers:
– 4 distinct divisional cultures..
– History of incomplete change efforts.
– Perception that company is in a state of constant flux (e.g. continual
reorganizations)
– Expectation that changes are implemented without input from those affected.
• Enablers:
– Employees realize change is vital to the future.
– Change is not always viewed as negative.

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Communication Strategy Benefits
& Consequences
Create an underlying foundation of trust
needed to engage all levels of the
organization in change
Minimize destructive rumor mills
Energize people for change
Support sharing and participationThis document is a partial preview. Full document download can be found on Flevy:

37
Building a Communication
Strategy
Exercise:
Identify the stakeholders for your change
initiative and the goal for each stakeholder
group (Awareness, Buy-In, Ownership)

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ExerciseExercise
Take 5-10 minutes to reflect upon a memorable or significant experience with change either
personally or professionally.
Write down responses to the questions documented below.
Pair up with a partner and discuss your change experience.
Be prepared to discuss and expand on your experience with the class.
1. How do you remember feeling during the beginning, the middle and the end of this transition period?
____________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________
______________________________________________________________________________________
2. What are some of the strategies that you used to help you through this transition period?
____________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________
______________________________________________________________________________________
3. How effective were you at managing through this transition?
____________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________
______________________________________________________________________________________
4. What hidden opportunities or possibilities did you find in the change?
____________________________________________________________________________________________________________________
________________________________________________________________________________________________
How Does Change Feel?
Phases of Transition

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All changes, even the most longed for, have their
melancholy; for what we leave behind is a part of ourselves;
we must die to one life before we can enter into another.
Anatole France (French writer)
What are your endings?
A chapter in your life
Success based on current skills and abilities
A role
Comfort with the current situation
Something important to you

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Guilt Anxiety
Stress
Resentment Self-absorption
Common Reactions in the Neutral
Zone

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Change Agent Development
Identify change agents who are opinion
leaders
Train them in understanding transitions and
personal change
Set up an infrastructure for on-going
support and feedback

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Ending Transition Zone New Beginning
Possible starting points
UncertaintyUncertainty
SkepticismSkepticism ExplorationExploration
CommitmentCommitment

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Reflection ExerciseReflection Exercise

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Endings
“Action Steps”
Endings
“Action Steps”
7. Communicate again and again
8. Be visible
9. If appropriate, ask for assistance from the local HR
manager and, or, the Employee Assistance Program

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SkepticismSkepticism ExplorationExploration
Transition Zone
“Common Emotions”
Transition Zone
Creativity
Innovation
Anxiety
Resistance
Confusion

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1. Provide a sense of direction and guidance
2. Provide “interim” structures
3. Create an action plan for responding to change in your
workplace
Transition Zone
“Action Steps”
Transition Zone
“Action Steps”

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Accomplishment
High Energy
Learning
Relief
Unsure
Ambivalence
ExplorationExploration
CommitmentCommitment
New Beginning
New Beginning

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New Beginning
“Action Steps”
New Beginning
“Action Steps”
5. Acknowledge and reward people
6. Celebrate change with public displays that acknowledge
groups and individuals who have helped make change
happen
7. Monitor the change process and continue to reinforce
enthusiasm for the change
8. If appropriate, request assistance, and/or refer individual
to the EAP

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Communication
Communication as a Change Leader

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Examples of Mental Models
Working long hours
means you are
a better employee
Information
is power
Television provides no
educational value
Money = happiness
Siblings are naturally
competitive
The earth is flat

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#1
Proceed without
them
Step involving them in
any decision making
Make them comply
or exclude them
They don’t want the
organization to be successful
They haven’t taken time
to understand the
reasons for the project
They are being resistant
They are not giving the
change their full backing
They seem less enthusiastic
about the change

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Advocacy and Inquiry
ADVOCATEADVOCATEADVOCATE
INQUIRYINQUIRYINQUIRY
Make my views known
to others
Seek to understand the
views of others

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Reveal your thinking, your
assumptions; walk up the ladder
slowly, describing the data you
observed
Make your reasoning explicit
Publicly test your assumptions
and encourage others to explore
your ideas
Reveal where you are least clear
in your thinking
“Here’s what I think and here’s
how I got there.”
“I came to this conclusion
because...”
“What do you think about what I
just said?”
“Here’s one aspect you might be
able to help me through...”
What to do What to say
Advocating Protocols

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Insight To Effective
Communication #1
Q. How many of you have two
conversations at any one time, one with
the person you are talking to and one in
your head?
Q. Does the conversation in your head
reflect what you really think?
Q. When does it occur?

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Insight To Effective
Communication #4
Q.What affect does not revealing it have on
the issue/conversation at hand?
• Issues are not fully explored;
• People are not honest with each other;
• Conversations far removed from reality take place;
• People don’t contribute their true feelings to a situation;
• Decision are made which are not owned by every body and
which are not based on all the information available;
• If you do not reveal what you truly think you can be letting
your team or colleagues down.

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Organizational Leadership
During Change
• Create a compelling case for change
• Establishing a vision of the future
• Determine stakeholders and obtain support
• Identify and train change agents
• Coach people through the transition
• Obtaining/fostering stakeholder support

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Example is not the main thing in influencing
others, it’s the only thing
- Albert Schweitzer

1
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