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Driving the Acceptance of Change


Dr. Michael Ohler, Principal BMGI Europe

Michael.Ohler@bmgi.com
http://www.bmgi.com
Open Access Learning: http://www.bmgi.org
The initial
brainstorm:
 Key words
     around
   “leading
   change”
Change initiatives fail
 because they don’t …
1)   Establish a strong sense of urgency
2)   Form a powerful guiding coalition
3)   Create a vision of the future state
4)   Communicate the vision well
5)   Empower others to act on the vision
6)   Plan for and create short-term wins
7)   Consolidate the improvement, produce more change
8)   Institutionalize the new approaches

From J. Kotter, "Leading Change:
Why Transformation Efforts Fail" , HBR 1995
Change spells instability


                          CHANGE
           Un-freeze                                 Re-freeze




 Current                  Transition Process                Future
  State                                                      state



Kurt Lewin, “On the special case of Germany”, 1943
Momentum is terribly hard to build.
Here is how things often evolve:
It starts with a big bang
-   All hands meeting, lead by the CEO
-   A great article in the company newsletter
-   Talk at coffee machines and in corner offices …

And a month later
-   It is all delegated to middle management
-   Controlling is tasked to produce powerpoint reports

It soon has become the most recent in a long chain of
Yet another „corporate initiative“.
What motivates you as a leader
does not necessarily motivate others
Story #1:
„Our historical advantage has eroded over time.
We need to regain a leadership position“.

Story #2:
„We are performing below industry standard.
We will need to change – or we will die“.

Leaders must be more specific.
And more creative.
Change begins with       YOU



         „Be the change you want
         to see in the world“
                            M. Gandhi
Spelling a compelling vision
is harder than most people think
                 “Vision without action
                 is merely a dream.
                 Action without vision
                 is merely passing the time.
                 Vision plus action
                 can change the world.”

                                      Joel Barker
So what about
the participants
experience of
change?

Case studies
provided by
participants
Mind the Change Process


             Institutionalizing
               The change


                    Sharing
                     Vision
                                  Inspiring
                                   Burning
          Gaining
                                  Platform
          Buy-in
Traits of a great vision

                                    Have reach
                             ring




                                                          d
                                                     & detaile
                                                                                               1. Leader Initiated
                       inspi
      ed



                 ive &




                                                   hensive
                                                                                               2. Comprehensive & Detailed
  har



           Posit
S




                                                                                               3. Have Reach
                                                 Compre




                                                                                         ted
                                                                             n   i   tia       4. Positive & Inspiring
                                                                      e   rI
                                                                     d
                                                                 Lea                           5. Shared by Everyone



                                                                                                * Ref- Joel Barker – Power of Vision
Nurture your
first followers




Video:
Leadership lessons from a
shirtless dancer
6 SYSTEM Factors – Changing Behavior

                                Shared Vision
                         S
                                    You are Accountable

                         Y
                                         Stakeholder Involvement

                         S                      Tools & Skills

                         T                           Enabling Behavior
                                                     (recognize & reinforce)

                         E                                 Measures &
                                                           Processes
                         M

These 6 SYSTEM Factors are critical to enable success in your organization. If not in
                  place, they will become barriers to change.
The Classic Change Journey
                              I. Initial           II. Denial
                              Excitement           • passiveness
                              • excitement         • indifference
                              • motivated          • numbness                        V. Commitment
                                                   • apathy                          •   excitement
                              • enthusiastic
                                                                                     •   enthusiasm
                                                                                     •   problem solving
                                                                                     •   teamwork
   Level of Performance




                                                                                     •   clear direction/focus
                                                                                                                        Progress
                                                                                                                        towards the
                                                                                                                        Future State

                                                                                         IV. Exploration
                                                                                         •   Energized
                                                                                         •   creative
                                                       Valley of Despair                 •   overworked but excited
                          III. Resistance                                                •   increased commitment
                          •    frustration                                               •   small wins
                          •    unable to see a positive outcome
                          •    negative questioning or doubting
                          •    stubbornness/complaining
                          •    anxiety
                                                                    * Reference: Mastering the Change Curve- Dr Jaffe
Stakeholder Management
  is a process – not a one-time event
                                               Identify
                                            stakeholders
           3. Implement
                                         1. Analyse
Implement / manage actions
   to achieve stakeholder                             Collect and analyse
      target positioning                               information on
                                                          stakeholdes



                                                     Develop objectives
                                                      for Stakeholder
                                                       management
                     Develop actions
                         to build
                   stakeholder support   2. Plan
Welcome to Change Pro!
Change Pro Overview
Group Debrief from Change Pro
Simulation




         Best ever result
Some lessons learnt from the Change
Pro simulation
                  …so change is not as easy
                  as it seems and most
                  importantly it takes
                  practice!
Management
versus Leadership
We brainstormed for
keywords on
„managing“ and
„leading“ change.

From this list of
keywords, we then
analyzed the difference
between what managers
and leaders do.
Review of
expectations
At the end of the workshop,
we reviewed expectations.

Full circle: expectations fully
met
Empty circle: expectation not
met at all.
BMGI Workshop
Amsterdam, June 22nd 2012


Driving the Acceptance of Change


THANK YOU FOR
COMING!
Dr. Michael Ohler, Principal BMGI Europe
Michael.Ohler@bmgi.com
http://www.bmgi.com

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Driving The Acceptance Of Change Workshop Report

  • 1. Driving the Acceptance of Change Dr. Michael Ohler, Principal BMGI Europe Michael.Ohler@bmgi.com http://www.bmgi.com Open Access Learning: http://www.bmgi.org
  • 2. The initial brainstorm: Key words around “leading change”
  • 3. Change initiatives fail because they don’t … 1) Establish a strong sense of urgency 2) Form a powerful guiding coalition 3) Create a vision of the future state 4) Communicate the vision well 5) Empower others to act on the vision 6) Plan for and create short-term wins 7) Consolidate the improvement, produce more change 8) Institutionalize the new approaches From J. Kotter, "Leading Change: Why Transformation Efforts Fail" , HBR 1995
  • 4. Change spells instability CHANGE Un-freeze Re-freeze Current Transition Process Future State state Kurt Lewin, “On the special case of Germany”, 1943
  • 5. Momentum is terribly hard to build. Here is how things often evolve: It starts with a big bang - All hands meeting, lead by the CEO - A great article in the company newsletter - Talk at coffee machines and in corner offices … And a month later - It is all delegated to middle management - Controlling is tasked to produce powerpoint reports It soon has become the most recent in a long chain of Yet another „corporate initiative“.
  • 6. What motivates you as a leader does not necessarily motivate others Story #1: „Our historical advantage has eroded over time. We need to regain a leadership position“. Story #2: „We are performing below industry standard. We will need to change – or we will die“. Leaders must be more specific. And more creative.
  • 7. Change begins with YOU „Be the change you want to see in the world“ M. Gandhi
  • 8. Spelling a compelling vision is harder than most people think “Vision without action is merely a dream. Action without vision is merely passing the time. Vision plus action can change the world.” Joel Barker
  • 9. So what about the participants experience of change? Case studies provided by participants
  • 10. Mind the Change Process Institutionalizing The change Sharing Vision Inspiring Burning Gaining Platform Buy-in
  • 11. Traits of a great vision Have reach ring d & detaile 1. Leader Initiated inspi ed ive & hensive 2. Comprehensive & Detailed har Posit S 3. Have Reach Compre ted n i tia 4. Positive & Inspiring e rI d Lea 5. Shared by Everyone * Ref- Joel Barker – Power of Vision
  • 12. Nurture your first followers Video: Leadership lessons from a shirtless dancer
  • 13. 6 SYSTEM Factors – Changing Behavior Shared Vision S You are Accountable Y Stakeholder Involvement S Tools & Skills T Enabling Behavior (recognize & reinforce) E Measures & Processes M These 6 SYSTEM Factors are critical to enable success in your organization. If not in place, they will become barriers to change.
  • 14. The Classic Change Journey I. Initial II. Denial Excitement • passiveness • excitement • indifference • motivated • numbness V. Commitment • apathy • excitement • enthusiastic • enthusiasm • problem solving • teamwork Level of Performance • clear direction/focus Progress towards the Future State IV. Exploration • Energized • creative Valley of Despair • overworked but excited III. Resistance • increased commitment • frustration • small wins • unable to see a positive outcome • negative questioning or doubting • stubbornness/complaining • anxiety * Reference: Mastering the Change Curve- Dr Jaffe
  • 15. Stakeholder Management is a process – not a one-time event Identify stakeholders 3. Implement 1. Analyse Implement / manage actions to achieve stakeholder Collect and analyse target positioning information on stakeholdes Develop objectives for Stakeholder management Develop actions to build stakeholder support 2. Plan
  • 18. Group Debrief from Change Pro Simulation Best ever result
  • 19. Some lessons learnt from the Change Pro simulation …so change is not as easy as it seems and most importantly it takes practice!
  • 20. Management versus Leadership We brainstormed for keywords on „managing“ and „leading“ change. From this list of keywords, we then analyzed the difference between what managers and leaders do.
  • 21. Review of expectations At the end of the workshop, we reviewed expectations. Full circle: expectations fully met Empty circle: expectation not met at all.
  • 22. BMGI Workshop Amsterdam, June 22nd 2012 Driving the Acceptance of Change THANK YOU FOR COMING! Dr. Michael Ohler, Principal BMGI Europe Michael.Ohler@bmgi.com http://www.bmgi.com