CHANGE ENABLEMENT
WORKSHOP:
XYZ
4
Additional Expectations
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.c...
7
*Adapted from William Bridges
Culture
Capacity
Leadership
Capacity
Individual
& Team Capacity
Future
State
Current
State...
10
ExerciseExercise
1. What were the key messages articulated in the film “Business of Paradigms”?
_______________________...
13
How Good are Organizations
at Managing Change?
Not Very Successful
0 20 40 60 80 100
Very Successful
Moderately Success...
16
• Assess Current State
• Define Future State
• Design Overall Change Architecture
• Develop Communication Strategy
• Bu...
19
II. Understand the elements of the
organizational transitions and what
needs to happen to align them with
the future st...
22
Definition: defining the nature and sequence of specific activities required to facilitate the change
process, acknowle...
25
Definition: assessing the impact of the current culture(s) within the organization/division on the
change process and t...
28
Sample ResultsSample Results
This document is a partial preview. Full document download can be found on Flevy:
http://f...
31
Sample: Culture Capacity
Situational Diagnostic Assessments
• Barriers:
– 4 distinct divisional cultures..
– History of...
34
Communication Strategy Benefits
& Consequences
Create an underlying foundation of trust
needed to engage all levels of ...
37
Building a Communication
Strategy
Exercise:
Identify the stakeholders for your change
initiative and the goal for each ...
40
ExerciseExercise
Take 5-10 minutes to reflect upon a memorable or significant experience with change either
personally ...
43
All changes, even the most longed for, have their
melancholy; for what we leave behind is a part of ourselves;
we must ...
46
Guilt Anxiety
Stress
Resentment Self-absorption
Common Reactions in the Neutral
Zone
This document is a partial preview...
49
Change Agent Development
Identify change agents who are opinion
leaders
Train them in understanding transitions and
per...
52
Ending Transition Zone New Beginning
Possible starting points
Phases of Transition
UncertaintyUncertainty
SkepticismSke...
55
Ending Transition Zone New Beginning
Reflection ExerciseReflection Exercise
Phases of Transition
This document is a par...
58
Endings
“Action Steps”
Endings
“Action Steps”
7. Communicate again and again
8. Be visible
9. If appropriate, ask for a...
61
Possible starting points
Ending Transition Zone New Beginning
SkepticismSkepticism ExplorationExploration
Transition Zo...
64
1. Provide a sense of direction and guidance
2. Provide “interim” structures
3. Create an action plan for responding to...
67
Possible starting points
Ending Transition Zone New Beginning
Accomplishment
High Energy
Learning
Relief
Unsure
Ambival...
70
New Beginning
“Action Steps”
New Beginning
“Action Steps”
5. Acknowledge and reward people
6. Celebrate change with pub...
73
Communication
Communication as a Change Leader
This document is a partial preview. Full document download can be found ...
76
Examples of Mental Models
Working long hours
means you are
a better employee
Information
is power
Television provides n...
79
#1
Proceed without
them
Step involving them in
any decision making
Make them comply
or exclude them
They don’t want the...
82
Advocacy and Inquiry
ADVOCATEADVOCATEADVOCATE
INQUIRYINQUIRYINQUIRY
Make my views known
to others
Seek to understand th...
85
Reveal your thinking, your
assumptions; walk up the ladder
slowly, describing the data you
observed
Make your reasoning...
88
Insight To Effective
Communication #1
Q. How many of you have two
conversations at any one time, one with
the person yo...
91
Insight To Effective
Communication #4
Q.What affect does not revealing it have on
the issue/conversation at hand?
• Iss...
94
Organizational Leadership
During Change
• Create a compelling case for change
• Establishing a vision of the future
• D...
97
Example is not the main thing in influencing
others, it’s the only thing
- Albert Schweitzer
This document is a partial...
1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Fi...
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Change Enablement Workshop Presentation

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The objectives of the workshop are to
- Understand the current state and future state at XYZ and why we need to look specifically at Change Enablement
- Understand the elements of the organizational transitions and what needs to happen to align them with the future state
- Understand the personal transitions needed to reach the future state

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Change Enablement Workshop Presentation

  1. 1. CHANGE ENABLEMENT WORKSHOP: XYZ
  2. 2. 4 Additional Expectations This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  3. 3. 7 *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 O r g a n iz a tio n a l T r a n s itio n O r g a n iz a tio n a l T r a n s itio n P e r s o n a l T r a n s itio n P e r s o n a l T r a n s itio n This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  4. 4. 10 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” This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  5. 5. 13 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  6. 6. 16 • 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? This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  7. 7. 19 II. Understand the elements of the organizational transitions and what needs to happen to align them with the future state This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  8. 8. 22 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  9. 9. 25 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  10. 10. 28 Sample ResultsSample Results This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  11. 11. 31 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. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  12. 12. 34 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: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  13. 13. 37 Building a Communication Strategy Exercise: Identify the stakeholders for your change initiative and the goal for each stakeholder group (Awareness, Buy-In, Ownership) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  14. 14. 40 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  15. 15. 43 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) Phases of Transition 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  16. 16. 46 Guilt Anxiety Stress Resentment Self-absorption Common Reactions in the Neutral Zone This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  17. 17. 49 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  18. 18. 52 Ending Transition Zone New Beginning Possible starting points Phases of Transition UncertaintyUncertainty SkepticismSkepticism ExplorationExploration CommitmentCommitment Phases of Transition This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  19. 19. 55 Ending Transition Zone New Beginning Reflection ExerciseReflection Exercise Phases of Transition This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  20. 20. 58 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 Phases of Transition This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  21. 21. 61 Possible starting points Ending Transition Zone New Beginning SkepticismSkepticism ExplorationExploration Transition Zone “Common Emotions” Transition Zone “Common Emotions” Creativity Innovation Anxiety Resistance Confusion Phases of Transition This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  22. 22. 64 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” Phases of Transition This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  23. 23. 67 Possible starting points Ending Transition Zone New Beginning Accomplishment High Energy Learning Relief Unsure Ambivalence ExplorationExploration CommitmentCommitment New Beginning “Common Emotions” New Beginning “Common Emotions” Phases of Transition This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  24. 24. 70 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 Phases of Transition This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  25. 25. 73 Communication Communication as a Change Leader This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  26. 26. 76 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  27. 27. 79 #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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  28. 28. 82 Advocacy and Inquiry ADVOCATEADVOCATEADVOCATE INQUIRYINQUIRYINQUIRY Make my views known to others Seek to understand the views of others This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  29. 29. 85 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  30. 30. 88 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? This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  31. 31. 91 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. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  32. 32. 94 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 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  33. 33. 97 Example is not the main thing in influencing others, it’s the only thing - Albert Schweitzer This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/change-enablement-workshop-presentation-688
  34. 34. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com

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