Day4 sp3 icgfm-workshop_organizationalchangemanagement_hudson_en


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Day4 sp3 icgfm-workshop_organizationalchangemanagement_hudson_en

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Day4 sp3 icgfm-workshop_organizationalchangemanagement_hudson_en

  1. 1. Organizational Change Management  Workshop Introduction ICGFM  May 19‐23, 2014 Richard Hudson – Evans Incorporated Jim Wright – Evans Incorporated Doug Hadden ‐ FreeBalance 1
  2. 2. What is Change Management? “The process of helping people  understand the need for change  and to motivate them to take  actions which result in sustained  changes in behavior”. 2 Successful change management helps organizations and  their people perform better.
  3. 3. The Reality of Change ‐ PerformanceP E R F O R M A N C E T I M E REALISTIC EXPECTED ACTUAL CHANGE  INTRODUCED CHANGE  INTRODUCED ACTUAL No Change Management REALIZED With Change Management Less disruption Faster change adoption Optimize results 3
  4. 4. The Reality of Change ‐ People Resistance Exploration Commitment Denial Preparation Acceptance 4
  5. 5. Change Management ‐ Common Pitfalls Planning Execution Start late Only focus on the rational Program design fails to include change Not dealing proactively with resistance Create too much fanfare Fail to understand information network No sense of urgency Over rely on structure and systems to change behavior Not involving all stakeholders Fail to target communications and provide feedback mechanisms Not creating a coalition of leaders Over rely on consultants Ignoring culture Fail to consider organizational capacity Forcing through too much change Declare victory too soon 5
  6. 6. Successful Change Management  Requires 1. Active Leadership 2. Deal with Resistance  ‐ managing stakeholders 3. Building Trust  4. Addressing Culture 5. Ensuring Readiness 6. Managing the Change Process 7. Effective Communications 6
  7. 7. Resistance ‐ Channel resistance constructively Think Feel Do Awareness of need for change Understand and commitment to change Translate thoughts and feelings into actions 7
  8. 8. Resistance ‐ Take targeted actions Manager Manager Supervisor Supervisor Technical Administrator Manager Manager Supervisor Supervisor Technical Administrator Change must be led and managed by staff within the impacted organizations Leaders Middle  Management Front‐Line  Staff Must become  advocates Civil Service Executive POLITICAL APPOINTEE 8
  9. 9. Resistance ‐ Reinforce Change ‐ Not Resistance 9  Communicate the vision  Manage the change through a  formal program  Align rewards systems  Provide training and support  Build change capability & resiliency Organization Groups  Sell the problem  Provide information  Encourage participation  Build trust, keep commitments  Anticipate, acknowledge and respect  feelings  Allow for negotiation  Build change capability & resiliency Individual
  10. 10. Successful Change Management  Requires 1. Active Leadership 2. Dealing with Resistance  ‐ managing stakeholders 3. Building Trust  4. Addressing Culture 5. Ensuring Readiness – assessing change risk 6. Managing the Change Process 7. Effective Communications 10
  11. 11. Medium RiskLow Risk Change Risk ‐ Innovations in readiness assessment 11 Portfolio View – Change Risk Readiness Assessment Change Analytics 1         Risk       5 ProgramComplexity Capacity for Change Medium Risk High Risk LOWHIGH LOW HIGH
  12. 12. Successful Change Management  Requires 1. Active Leadership 2. Dealing with Resistance  ‐ managing stakeholders 3. Building Trust  4. Addressing Culture 5. Ensuring Readiness – assessing change risk 6. Managing the Change process 7. Effective Communications 12
  13. 13. I. Contact II. Awareness III. Understanding V. Adoption VI. Institutionalization IV. Installation Unaware Confusion Negative  Perception Lack of  Support Change  Abandoned Preparation Acceptance Commitment Change communications ‐ Check in or checking out?Degree of Support for the Change Time 13
  14. 14. Regularity Message Type Deliverer Senior  Leadership Supervisors Impacted  Stakeholder Vision ‐ Benefits ‐ Plan ‐ Expectations  ‐ Confidence Updates ‐ Milestones  ‐ Successes ‐ Empathy ‐ Problems Consistent Cyclical On‐going Knowledge ‐ Experience  ‐ Issues ‐ Emotions ‐ Solutions Discoveries – Actions ‐ Resolutions AllSituational Change communications ‐ Targeted and on‐going 14
  15. 15. Workshop Directions Group Table Exercises 60 minutes 15
  16. 16. Workshop Directions ‐ Scenarios • Three unique change scenarios – one per table 1. Assess the change risk of procurement reform 2. Plan stakeholder engagement for a performance  budgeting reform 3. Manage the communications associated with the  introduction of accrual accounting • Table Worksheets – Description of the scenario – Directions for the team – Template to help analysis 16
  17. 17. Workshop Directions ‐ Expectations Team questions – What is your analysis of the situation described in the scenario  – What does the team recommend as specific change management  activities? – Compare and contrast the case study example with the situations of  the country participants around the table Report Out – Prepare a three minute summary of findings – Nominate a spokesperson to present for the team Support – Moderators to roam tables 17