2. MOC: What is it? (the concrete stuff)
• MOC is the systematic application of a set of processes,
tools, and methods designed to increase the speed and
“stickiness” of change
– Enables rapid and improved adoption of solutions and changes
– Results in an increased acceptance level of final solution
– Reduces thrash created by changes
– Identifies and removes barriers to change
– Increases alignment
– Drives best practice sharing and skills transfer
February 9, 2004 Managing Organizational Change page 2
3. MOC: What is it? (the “squishy” stuff)
MOC is:
• A mindset
– constantly keeping the user or the customer as the focus of
attention
• A way of thinking about how we do business
– helping foster positive and collaborative relationships and
striving to learn from each other
• About seeing the big picture and how all the parts tie together
– systems thinking and a holistic view of business
• Often an art more than a science
There are 2 main dimensions to MOC: locus of attention and goals
February 9, 2004 Managing Organizational Change page 3
4. Dimensions defined: Locus of attention
There are distinct audiences that must be considered when
discussing MOC activities:
• Internal : Micro level – internal program or project core team
members; people who are actively engaged in doing the work
– Well functioning teams are more likely to have successful projects
– Well functioning teams do not always “just happen”
– Even well functioning teams can encounter rough spots and benefit
from effective MOC activities
• External: Macro level – external stakeholders; people not directly
involved in the team but who are considered stakeholders of the
work or targets of the change
– This is the group that often requires the most attention
– This is the group most likely to demonstrate resistance
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5. Dimensions defined: Goals
• Speed: activities that act to increase
the velocity of the work and adoption
of new behaviors
• Stickiness: activities that enable the new
behavior to be sustained and preserved
going forward, ideally with minimal external
support
February 9, 2004 Managing Organizational Change page 5
6. MOC Activities Matrix
Locus of Impact
Internal External
Speed Sponsor alignment and Stakeholder analysis
mapping Communication planning
Team dynamics Process design
Team building Change impact analysis
Facilitation Organizational readiness
Goal
Project/Program Training
retrospectives
Stickiness Skill transfer Reward and recognition systems
Modeling Imbed MOC mechanisms and tools
Consulting into new process/application
Coaching
Mentoring
February 9, 2004 Managing Organizational Change page 6
7. Internal Speed Activities
• Sponsor alignment and mapping: proper identification of
appropriate sponsorship for the change and an assessment of
sponsors’ commitment level and alignment – sets up opportunities
for facilitated dialog to get required buy-in
• Team dynamics and team building: activities designed to facilitate
and improve the team’s ability to work with one another – can be
especially important in virtual environments
• Facilitation: maximize effectiveness of meetings, ensuring that
time is used well and objectives are accomplished
• Project/program retrospectives: assess strengths and areas for
improvement with the goal of improving future programs and
projects
February 9, 2004 Managing Organizational Change page 7
8. Internal Stickiness Activities
• Skill transfer – educating team members on MOC activities and
processes so they can transfer them to their next project and
improve their own MOC capacity
• Modeling – MOC consultants should actively “practice what they
preach” though effective listening, communication, seeking
feedback and input, etc.
• Consulting – provision of expert assistance on MOC activities
• Coaching – provision of feedback and suggestions to those
responsible for implementation of MOC activities but who lack
extensive experience
• Mentoring – serving as mentor to those wishing to learn about
MOC activities
February 9, 2004 Managing Organizational Change page 8
9. External Speed Activities
• Stakeholder analysis – a process for determining who is impacted
by the project, what needs/concerns/issues exist, results in a
document that can help determine who to communicate with,
when, what and how much, can also help assess the climate for
change
• Communication planning – strategic communications facilitate
change, planning allows for systematic, consistent, impactful
messaging
• Process design – Systematic assessment of current processes,
inputs and outputs and articulation of future state processes,
inputs and outputs
February 9, 2004 Managing Organizational Change page 9
10. External Speed Activities
• Change impact analysis – determination of how and to what
degree the stakeholders are impacted by the project, results in
greater understanding of where to focus MOC efforts and where
the project might be at risk
• Organizational readiness assessment – checklist or document
that tracks what the organization needs to do in order to be ready
for the upcoming change (new tools, systems, passwords, etc),
generated in part from the output of the organizational impact
assessment
• Training – stakeholders must have appropriate skills needed to
adopt new behavior
February 9, 2004 Managing Organizational Change page 10
11. External Stickiness Activities
• Reward and recognition programs – creation of incentives
supporting adoption of new behaviors either through rewards,
recognitions, or performance criteria
• Imbed MOC tools into new process – in designing new process,
include activities such as communication systems, feedback
loops, and continuous improvement mechanisms into the new
process itself
February 9, 2004 Managing Organizational Change page 11
12. MOC Impact Matrix
Internal External
Speed Sponsor Stakeholder analysis Most MO C l eads focus
alignment and
mapping
Communication planning their attention here
Process design
Team dynamics Change impact analysis
Team building Organizational readiness
A key aspect of an MO C special ist’s
Facilitation Training work is to focus attention on ALL
Project/Program
retrospectives quad rants. Special ists have the ability
to look at the team and their
Stickiness Skill transfer
Modeling
Imbed MOC mechanisms
and tools into new activities and d etermine which
process/application
Consulting
Ex: does new process
quad rant needs attention and when it
Coaching
Mentoring
articulate how need s it. They have the abil to
ity
participants will be
informed and move among the quadrants at any
communicate given time.
MO C Special ists also spend a l of time here in
ot
ord er to increase the capacity for the work within the
organization. They are activel engaged in trying to
y
“work themsel ves out of a j
ob”.
February 9, 2004 Managing Organizational Change page 12
13. Elements required for successful change
In order for behavioral change to be successful, three elements
must be present
– Awareness – what is changing, when is it changing, what do I need to
do differently, why is it changing?
– Skills – how do I carry out this new behavior?
– Motivation – why should I change?
The vehicle for providing stakeholders with these elements is
communication, communication, and more communication.
Communication is the key for implementing successful changes,
whether they are organizational, policy, or technology changes.
February 9, 2004 Managing Organizational Change page 13
14. Change communication
Communication is a critical success factor for change. All
activities within MOC are rooted in strong communication,
both organizational and interpersonal. Without
communication, there is no MOC.
Development of good communications is a 7-step process:
4. Identify the need for a communication
5. Identify the audience
6. Identify key messages
7. Identify media
8. Create content
9. Send message
10. Respond to feedback
February 9, 2004 Managing Organizational Change page 14
15. Steps for creating a good communication
• Identify the need for a communication - Not all events or
activities need to be communicated - sensible decisions should
be made in order to avoid information overload, and message
immunity.
• Identify the audience - The audience may be all employees or
one particular section, department, job classification, or team.
There may be multiple audiences requiring different levels of
information and different delivery media.
• Identify key messages - Usually 3-5 key messages that sum up
the entire communication. If the audience is being asked to
take action, state explicitly what action is to be taken, by whom,
and when.
February 9, 2004 Managing Organizational Change page 15
16. Steps for creating a good communication
• Identify media - Using multiple media increases the
effectiveness of the communication. Media choice should be
based on consideration of the audience and the message
content. Not all audiences have equal access to all delivery
mechanisms and not all content is suited for all media.
• Create content - Simplicity is important. Avoid complex
sentence structure and jargon when possible – it needlessly
complicates the message and can alienate audiences. Do not
give people more information than they need. Information
should be presented based on what the audience needs to
know, not on what the sender wants to say.
February 9, 2004 Managing Organizational Change page 16
17. Steps for creating a good communication
• Send message - Send messages at appropriate times or
intervals, taking into account employees on alternative work
schedules. If action is requested, make sure message is sent
with enough time for people to respond.
• Respond to feedback - Respond to feedback (both positive and
negative) as soon as possible. Your audience has taken the
time to respond to your message and respecting that helps
reinforce the importance of the message.
February 9, 2004 Managing Organizational Change page 17
18. Summary
• Change is hard
• Communication is critical for change programs to be successful
• All MOC activities are rooted in good communication
• MOC activities are designed to increase the velocity and
stickiness of change
• Good MOC requires attention to activities that impact both the
immediate work team and the greater organization
• Change is hard but change can be managed
February 9, 2004 Managing Organizational Change page 18
