Leading Successful Change

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This slide set is part of the "Leading Successful Change" seminar, which is based on the award-winning story of "Our Iceberg is Melting" that illustrates how eight steps produce needed change under any conditions.

Leading Successful Change

  1. 1. Leading Successful Change Changing and Succeeding Under any Conditions Osama M. Ashri www.leadingchange21.wordpress.com www.linkedin.com/in/oashri @oashri
  2. 2. LSC Program Mission To inspire Saudi organizations to become adept at leading change so that they can thrive in today's ever-changing world
  3. 3. Program Agenda  Understanding Change: Fundamental Aspects  Change Leadership  Change Management Models  The Story “Our Iceberg is Melting” & Lessons Learned  Discussion and Reflections on the story  Kotter’s 8-Step Model for Successful Change  The Role of Thinking and Feeling in Change
  4. 4. Main Objectives  Understand and appreciate the need for change.  Identify the framework and background of change management.  Develop essential skills for handling the challenge of any change efforts successfully.  Learn how a shared fable can be a powerful instrument for making change happen.
  5. 5. Get the Most out of this Program Before the seminar:  You should have read the story or at least the summary During the seminar:  Take Notes  Reflect on what you have read  Work out the seminar’s activities
  6. 6. Get the Most out of this Program After the seminar:  Re-read your notes within 24 hours and summarize what you liked  Pass the knowledge on  Apply what you have learned
  7. 7. Program Method Facilitation
  8. 8. Understanding Change Fundamental aspects  Significance of Change  Resistance to Change  Meaning of Change  What is Change Management?  Forces for Change  The Relationship between Change Mgt & Project Mgt  Why Change Initiatives Fail?
  9. 9. The Odds of Success What is the success rate of change efforts? 1 in 3 (The McKinsey Quarterly 2008) 70% of Change Efforts Fail (Kotter 1996)
  10. 10. Change or Die! “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” - Jack Welch
  11. 11. Change or Die! “Handle the challenge of change well, and you can prosper greatly. Handle it poorly, and you put yourself and others at risk” - John P. Kotter
  12. 12. Change or Die! “The Stone Age did not end for lack of stone, and the Oil Age will end long before the world runs out of oil” A.Z. Yamani
  13. 13. Dead Companies
  14. 14. Source: www.CnnMoney.com Brands Disappeared in 2009!
  15. 15. Industries Disappearing!
  16. 16. Understanding Change  Change is pain, but Inevitable.  Therefore, certain skills must be developed especially adaptability and flexibility  This presentation will demonstrate how an effective and creative way for managing change can help make change happen
  17. 17. Challenge Write a one sentence definition of CHANGE
  18. 18. Meaning of Change [n] An event that occurs when something passes from one state or phase to another nge cha The ess c p ro Source: Hyperdictionary
  19. 19. Forces for Change External Forces CHANGE Internal Forces
  20. 20. Forces for Change (External)  Technology is changing jobs and organizations (e.g. e-commerce, e-business,…)  Competition in the global economy (e.g. Merger & Acquisition, WTO)  Economic Shock (e.g. Changes in oil prices,…)  Social Trends (Popularity of online social networking, e.g., Facebook, Linkedin…)  World Politics (e.g., Opening of markets in China, War on Terror…)
  21. 21. Forces for Change (Internal)  Nature (Demographics) of workforce (e.g., ageing employees, increase of the number of working women…)  A new vision and strategy (e.g., Privatization, M&A …)  Performance failures (e.g., Obsolete processes and inadequate information system)  Employee Dissatisfaction (e.g., High turnover, lower productivity, grievances…)  New Ideas challenging the organizational status quo
  22. 22. Types of Change Privatization New strategy Re-engineering Merger & Acquisition New Markets Quality Programs New Tech.
  23. 23. Some Changes in Health Care  Demographic Changes  Shifting demographics and an aging population  Healthcare workforce also is aging (U.S)  Workforce shortages in certain specialties  The Quest for Excellence    Competing on Value – Quality & Cost Becoming Centers of excellence or Providers of Choice The Move Toward Digitization (IT)  Departing from film-less and paperless.
  24. 24. “Calm water” metaphor envisions the organization as a large ship making a predictable trip across a calm sea and experiencing an occasional storm.
  25. 25. Permanent “whitewater”  We live in an era of “permanent whitewater”, a river of endless rapids with no patches of lakelike calm  The metaphor describes the organization as a small raft navigating a raging river with uninterrupted white-water rapids.  It takes into consideration the fact that environments are both uncertain and dynamic
  26. 26. Most Change Initiatives Fail ! Harvard’s John Kotter, in a study of one hundred top management-driven “corporate transformation” efforts, concluded that: • • • • More than half did not survive the initial phases. A few were “very successful,” A few were “utter failures.” The vast majority lay “…somewhere in between, with a distinct tilt toward the lower end of the scale”
  27. 27. Commonly Cited Reasons for Failure  Resistance by employees  Poor leadership skills/ Insufficient sponsorship  Lacking a vision  Unrealistic expectations  Poor project management / No Change Mgt Prog.  Business case not compelling  Ineffective communications
  28. 28. …and the results are…  Wasted time and resources  Low productivity and morale  Marginal results  Missed opportunities  Increased employee turnover
  29. 29. Perceptions of Change What are your reactions when you hear the word Change?  Positive reactions (e.g., Improvement, excitement, opportunity,…)  Negative reactions (e.g., Confusion, frustration, unnecessary,…)
  30. 30. Written in Chinese, the word crisis, is composed of two characters. One represents danger and the other represent opportunity
  31. 31. Resistance To Change Any change endeavor must deal with resistance and that resistance occurs for a reason  Fear of losing something of value (e.g., job security)  Change moves people out of their Comfort Zones  Lack of trusted, skilled leaders  Concerns about competence: change may demand skills that employees might not have  Lack of awareness about the change endeavor and why it is needed
  32. 32. Habit Selective Info Processing Security Individual Resistance Fear of the Unknown Economic Factors
  33. 33. Additional Factors “Things are fine the way they are, why change?” “What’s in it for me? What do I get out of this?” “Everyone thinks this way.” “They’re wrong, we’re right.” “How could we be wrong? We’re great at what we’re doing”
  34. 34. Threat to established resource allocations Threat to established power relationships Structural Inertia Organizational Resistance Threat to Expertise of specialized groups Limited focus of change Group Inertia
  35. 35. Change Management A structured approach to change in individuals, teams, organizations, and societies that enables the transition from a current state to a desired future state Examples New Behavior (Individual Perspective) New Business Process (Business Perspective) Passing a New Legislation (Societal Perspective)
  36. 36. Why Change Management To Implement Change Efforts Successfully  Increase probability of project / strategy success  Manage employee resistance to change  Build change competency onto organization  Meet Customers changing demands  Outperform competitors
  37. 37. Project Management Processes PM – CM Relationship Closing Controlling Successful Change Execution Planning Initiation Preparation Planning Implementation Sustaining Change Management Processes Denial – Resistance – Acceptance – Commitment Denial – Resistance – Acceptance – Commitment
  38. 38. Early Change Management Models
  39. 39. Lewin’s classic three-step model Unfreezing Unfreezing The status quo The status quo Increasing Driving forces Decreasing Restraining forces Movement Movement To a new state To a new state • Changing Unfreezing: Change efforts to overcome the pressures of both individual resistance and group conformity Refreezing Refreezing The new change The new change • Reinforcing • institutionalization Refreezing: Stabilizing a change intervention by balancing driving and restraining forces
  40. 40. Lewin’s classic three-step model Desired State Restraining forces Status quo (Equilibrium) Driving forces Time
  41. 41. Lewin’s classic three-step model Current State Unfreezing movement Refreezing
  42. 42. DVF Formula DxVxF>R D = Dissatisfaction with the status quo V = Vision of the desired future F = First steps in the direction of the vision R = Resistance to change (Richard Beckhard and David Gleicher, 1987)
  43. 43. DVF Formula DxVxF/R> 1 = Change is Possible
  44. 44. Managing the Inevitable Change is inevitable, inescapable Handle the challenge of change well, and you can prosper greatly. Handle it poorly, and you put yourself and others at risk (Kotter and Rathgeber: 3)
  45. 45. Change Leadership
  46. 46. Beyond Change Management The Change Leader The most effective way to manage change successfully is to create it One cannot manage change. One can only be ahead of it. In a period of upheavals… change is the norm…But unless it is seen as the task of the organization to lead change, the organization will not survive…A Change leader sees change as an opportunity. A change leader looks for change, knows how to find the right changes, and knows how to make them effective both outside the organization and inside. To make the future is highly risky. It is less risk, however, than not to try to make it… (Druker, Managing in the next society)
  47. 47. CLIP Dr. Kotter discusses some key points between Management and Leadership and why they are not interchangeable concepts.
  48. 48. Leading vs. Managing Change Leadership Management Produces Change and Movement Produces Order and Consistency Establishing Direction Planning/Budgeting Aligning People Organizing/Staffing Motivating and Inspiring Controlling/Problem Solving (Source: A Force for Change: How Leadership Differs from Management By John Kotter)
  49. 49. Leadership Management “Leaders are people who do the right thing; Managers are people who do things right.” - Warren Bennis “Leadership is about coping with change.” “Management is about coping with complexity.” - John Kotter “Leadership has about it a kinesthetic feel, a sense of movement… Managing is about handling things, about maintaining order about organization and control.” - Kouzes & Posner
  50. 50. Leadership Management “…Leaders are concerned with what things mean to people.” Managers are concerned about how things get done.” - Abraham Zaleznik “Leaders are the architects… Managers are the builders.” - John Mariotti “Leadership focuses on the creation of a common vision… Management is the design of work…it’s about controlling…” - George Weathersby (Source: The 8th habit by Stephen Covey)
  51. 51. Leadership & Management in Change Management 30% Leadership 70% Leadership and Management are complementary in change efforts
  52. 52. Leadership High Competency Innovative, adaptive, Innovative, adaptive, energetic, but if an energetic, but if an organization is large it organization is large it can be on the edge can be on the edge of chaos of chaos Meets today's commitments Meets today's commitments to stakeholders superbly to stakeholders superbly while also adapting to make while also adapting to make the enterprise stronger for the enterprise stronger for the future the future The enterprise will The enterprise will soon go out of business soon go out of business unless it is a monopoly unless it is a monopoly Solid company if it has Solid company if it has high market share, but high market share, but bureaucratic &controlling bureaucratic &controlling – unable to adapt to – unable to adapt to a changing environment a changing environment Low Competency Management High Competency Adapted from "A Force for Change-How Leadership Differs from Management" by John P. Kotter,. The Free Press, New York, 1990
  53. 53. The Triangle of Successful Change Leadership Project Management Change Management
  54. 54. The Boiled Frog Phenomenon ! The Phenomenon if a frog is placed in boiling water, it will leap out, but if it is placed in cold water that is slowly heated, it will stay and not become aware of the threat until it is too late. Lesson: Keep track of gradual changes before it is too late
  55. 55. Action Point Anticipate the future and be a change Leader
  56. 56. THE STORY OUR ICEBERG IS MELTING
  57. 57. Topics  The Story of “Our Iceberg is Melting”  Lessons Learned from the Story  Learning how the “story” applies to you!
  58. 58. About the Book Our Iceberg Is Melting Changing and Succeeding Under Any Conditions by John Kotter and Holger Rathgeber, published by ST. Martin’s press , copyright 2005.
  59. 59. Topics of the Book The book is about:  Leading and Managing Change  Corporate Culture  Management  Strategy  Leadership  Self-improvement
  60. 60. Why Fables  Make confusing subject clear  Memorable  Stimulate thought  Teach important lessons  Motivating
  61. 61. Story’s Setting  Site of the Story: Antarctica.  The Fable Characters: Emperor Penguins  Population: 286.
  62. 62. The Main Characters  Louis: Head Penguin, experienced and patient  Alice: Practical and aggressive. Concerned with results, gets the done  Buddy: un-ambitious, but well trusted and liked. Gets along with anybody job Alice
  63. 63. Characters in the Story…(Cont’d)  Fred: Curious and creative  Professor: Logical. Fascinated by interesting questions. Not social  Fred NoNo: Dead set against change or innovative thinking. NoNo
  64. 64. CLIP A preview of the story presented by the author
  65. 65. Our Iceberg Will Never Melt The 286 emperor penguins who lived in an iceberg in Antarctica for many years. The penguins believed that the iceberg would be their home forever – they were complacent. Then, one observant and curious bird named Fred discovered deep cracks in the iceberg and concluded from his study that the iceberg could be melting.
  66. 66. What Do I Do Now? I Know I have to do“ something. But I am in no position to make any pronouncements or dictate how others ”should act Because Fred lacked the authority to bring the information to the attention of others, he went to Alice, a member of the leadership council and who was known for getting things done, and showed her the problem.
  67. 67. Problem, What Problem? Alice talked to the members of the leadership council who were not convinced of the story and was able to arrange to have Fred present his findings to the council. Louis, the Head Penguin, called the meeting. Fred demonstrated the problem using a model of the iceberg. NoNo, a dead set penguin against change, attacked Fred’s information and said “this may not happen!”.
  68. 68. Problem, What Problem? Alice suggested that they convince as many penguins as possible that there is a big problem so that they would have a chance of finding a solution that many will accept, so Louis called for a general assembly where Fred with the help of Buddy, a well-trusted and liked bird, made the key point by freezing water in a bottle. Consequently, complacency was reduced and urgency was increased
  69. 69. Creating a Sense of Urgency
  70. 70. I Can’t Do the Job Alone Louis, Buddy, Alice, Fred, and the professor (a very logical and analytical bird) bonded as the change guiding team. They decided to talk to other penguins in the colony to find a solution, but most of the suggestions were about fixing the present iceberg.
  71. 71. The Seagull Then, a seagull flying overhead caught the attention of the birds. After questioning the seagull, the penguins were inspired by the way seagull clans live – Seagulls have scouts flying ahead of their clans looking for where they might live next. The change vision was created a “Nomadic life” where penguins move around and not stay in one place.
  72. 72. Getting the Message Out At an assembly meeting, Louis gave a motivating speech that gained the attention of the colony by reminding them that their values are not chained to the piece of ice that they were living in and they ’ll find other places to live that are safer and when necessary, they will move again. More than half of the colony was convinced. NoNo went crazy!
  73. 73. Getting the Message Out To communicate the change vision, and reinforce the message, Alice decided to put slogans on ice posters to remind the birds of the vision all the time.
  74. 74. Good News, Bad News As birds began to plan for the selection of scouts, the mapping of the trips to find new icebergs, and the logistics of moving the colony, obstacles arose:    The new task to explore new iceberg would leave the scouts with insufficient time to fish The KG teacher intimidated the children by telling horror stories of killer whales NoNo fueled confusion and fear
  75. 75. Good News, Bad News The obstacles prompted frustration among members of the planning group who started to outflow. To remove the obstacles:   Louis dismissed NoNo and appointed the professor as the whether forecaster. Buddy convinced the KG teacher to encourage the children in taking active role in these changing circumstances.
  76. 76. Good News, Bad News The children pushed their parents to break the tradition of sharing food with only their children and organized a “Heroes Day” to celebrate the return of the penguin scouts. The price of admission was two fishes per adult.
  77. 77. The Scouts The guiding team knew they needed an early victory to show progress. The “Heroes Day” worked well to supply the returning scouts with food and acclaim. The scouts told amazing tales about their journeys. They were excited about what they had done. Despite NoNo’s antics, enthusiasm soared and the guiding team succeed in creating a “shortterm win”
  78. 78. Life was boring. This is FUN. I Must Help.
  79. 79. Producing Short-term Wins
  80. 80. The Second Wave A second wave of scouts from the many volunteers were organized and sent off on a mission to explore promising possibilities discovered by the first wave of scouts. The second wave succeeded in locating a suitable iceberg for the colony. Just before the start of a Antarctica ’s winter, the birds moved to their new home.
  81. 81. The Second Wave The following year, a better iceberg was found and the preparation for the move was less traumatic than the first. This demonstrated a critical step that the colony has taken: not becoming complacent again and not letting up
  82. 82. The Most Remarkable Change A number of measures were implemented to make the change stick. This included moving Guiding Team members into more influential positions. Fred was asked to serve on the Leadership Council as Head of Scouts. Louis retired, and Alice became the Head penguin
  83. 83. Lessons Learned
  84. 84. Lessons Learned Louis talked about Fred’s finding that the iceberg was melting, then how they: 1. 2. 3. Created a sense of urgency in the colony to deal with a difficult problem Put a carefully selected group in charge of guiding the change Found the sensible vision of a better future.
  85. 85. 4. 5. 6. 7. 8. Communicated that vision so others would understand and accept it Removed as many obstacles to action as was practical Created some sort of success quickly Never let up until the new way of life was firmly established Finally, ensured that the changes would not be overcome by stubborn, hard-to-die traditions
  86. 86. Louis felt that the most remarkable change of all was how so many members of the colony : 1. had grown less afraid of change, 2. were learning the specific steps needed to manage any large adjustments to new circumstances and; 3. Worked well together to keep leaping into a better future
  87. 87. Discussions, Applications & Reflections Learning How “Our Iceberg melting” Applies to You
  88. 88. Thinking Outside the Box  Three “ON” and “OFF” switches in one room  Three light bulbs, one wired to each switch. But in a different room  You can set the switches to anything you like. Then you must go into the room next door and say which bulb is connected to which switch. In one guess. How do you do it?
  89. 89. ROOM 2 ROOM 1
  90. 90. Is Your Iceberg Safe? Are you living on a melting iceberg or an iceberg that could melt? Melting Icebergs come in dozens of forms:  Product lines that are aging  Schools that are becoming irrelevant  Services that are decreasing in quality  A business strategy that makes increasingly little sense  A new strategy whose implementation is sinking into the ocean.
  91. 91. Exercise One: Questions on the Story 3.2 – File Three 3.2 – File Three
  92. 92. Who is Who?  Who are the NoNo’s around you?  Who are Alices?  Who are Freds?  Who are You?
  93. 93. Exercise Two: Who Is NoNo? 3.3 – File Three 3.3 – File Three Brainstorm as many responses as possible to the four suggested NoNo quadrants in the following slides Recall: NoNo is the penguin who resists to all change efforts
  94. 94. People/Culture • • • • • “Don’t confront problems” Reactive – “firefighting” Finger pointing/ Lack of Accountability “Don’t Disagree with your boss” Lack of trust • • • • • Obsolete Software not up to date Too complicated – not user friendly Not integrated ineffective back-up and data protection systems Technology Resources • HR (understaffed/overstaffed) • Shortage of Budget • Improper allocation of resources • Too much red tape • Poor performance management – not aligned with the desired behaviors • Reward system doesn’t encourage change Systems/Processes
  95. 95. Change in Your Organization Are People or systems in your organization creating obstacles to needed change? How are they dealt with in light of perceived threats and opportunities?
  96. 96. Self-Reflection What ideas, concepts, or examples resonated with you the most? Why?
  97. 97. The 8-Step process of successful change “Leaders who successfully transform businesses do eight things right” Kotter, Leading Change
  98. 98. SET THE STAGE 1. Create a Sense of Urgency. Help others see the need for change and the importance of acting immediately.
  99. 99. The Approach Generating a sense of urgency around needed change  Identify the gap between the current organizational performance & the desired performance e.g., Information about trends developing in the market  Identify the sources of organizational complacency e.g., Company measures itself against low standards  Clarify the roles of leaders and managers in implementing a change initiative e.g., coach and monitor other leaders in what it takes to be champions for change
  100. 100. CLIP Dr. Kotter gives some tips and insights about Urgency The future belongs to those who see possibilities before they become obvious - Jim Rohn
  101. 101. Case Study One “Gloves on the Boardroom Table” 3.5 – File Three 3.5 – File Three
  102. 102. What works…  Show others the need for change with a compelling objects that they can see, feel and touch  Show evidence that demonstrates that change is required  Never underestimate complacency and look for ways to reduce it
  103. 103. SET THE STAGE 2. Pull Together the Guiding Team. Make sure there is a powerful group guiding the change—one with leadership skills, bias for action, credibility, communications ability, authority, and analytical skills.
  104. 104. Characteristics of effective guiding coalitions  Expertise for creating the vision & removing barriers to the vision  Credibility for communicating the vision  Formal authority and managerial skills for decision making, problem solving, planning & control  Leadership to drive the change process
  105. 105. DECIDE WHAT TO DO 3. Develop the Change Vision and Strategy Clarify how the future will be different from the past, and how you can make that future a reality
  106. 106. Leadership Management Vision Strategies Plans Budgets The direction of the change effort How to achieve the vision Steps to implement the strategies Financial piece of the plan The relationships of vision, Strategies, Plans & Budgets
  107. 107. MAKE IT HAPPEN 4. Communicate for Understanding and Buy-in. Make sure as many others as possible understand and accept the vision and the strategy.
  108. 108. Communication is key to ensuring that everyone has a clear understanding of the change vision
  109. 109. CLIP Dr. Kotter gives important tips about how to communicate a new vision
  110. 110. Effective communication of the vision  Use every possible communication channel  “Walk the talk” & “Lead by example”  Keep it simple  Repeat, Repeat, Repeat
  111. 111. Case Study Two “Preparing for Q and A” 3.6 – File Three 3.6 – File Three
  112. 112. MAKE IT HAPPEN 5. Empower Others to Act. Remove as many barriers as possible so that those who want to make the vision a reality can do so.
  113. 113. Formal Structure (System) Reluctant Boss Employees boxed in A lack of skills Personnel & Information systems Barriers to Empowerment
  114. 114. What helps…  Communicate a sensible vision to employees  Make structures compatible with the vision  Provide the training employees need  Align information & personnel systems to the vision  Confront supervisors who undercut needed change
  115. 115. MAKE IT HAPPEN 6. Produce Short-Term Wins. Create some visible, unambiguous successes as soon as possible.
  116. 116. Time (in years) Short-Term win @ … Short-Term win @ ... Short-Term win @ 20 mo. Short-Term win @ one year CHANGE Vision
  117. 117. Approach  Planning for visible improvements in performance – Millstones (e.g., increased revenue, increased productivity rates)  Achieving those wins  Communicating the wins visibly and convincingly  Embedding the learning into the plan going forward.
  118. 118. Case Study Three “The List on the Bulletin Boards” 3.7 – File Three 3.7 – File Three
  119. 119. The role of short term-wins  Provide evidence that sacrifices are worth it  Reward change agents  Help fine-tune vision and strategies  Undermine cynics and resistors  Keeping bosses on board  Build momentum
  120. 120. MAKE IT HAPPEN 7. Don’t Let Up. Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality.
  121. 121. Don’t declare victory with the first clear performance improvement Until changes sink deeply into a company’s culture, new approaches are fragile and subject to regression
  122. 122. What helps…  Consolidate gains and produce more change  Use increased credibility from early wins  Promote employees who can implement the vision  Ensure that change is reaching all levels in the organization and seek feedback on its effectiveness  Reinvigorate the change process with new projects and change agents
  123. 123. MAKE IT STICK 8. Create a New Culture. Hold on to the new ways of behaving, and make sure they succeed, until they become a part of the very culture of the group.
  124. 124. Change becomes “the way we do things around here” Two important factors: 1. Prove it. Showing people how the new approaches, behaviors, and attitudes have helped improve performance. 2. Plan for Succession. Taking sufficient time to make sure that the next generation of top management really does personify the new approach
  125. 125. The Eight Steps In-Depth
  126. 126. Kotter’s 8 Steps Lewin’s DVF > R Unfreeze Dissatisfaction 1. Establish a sense of urgency 2. Pull together the guiding team 3. Develop the change vision and strategy 4. Communicate the change vision 5. Empowering others to act The status quo with status quo Vision
  127. 127. Force Field Analysis of Change RESTRAINING FORCES DRVING FORCES 1- Allowing Complacency 1- Creating a sense of urgency 2- Clinging to the Status quo 2- Creating the guiding coalition 4- Poor Communication 5- A few leaders are expected to create the change 6- Reaching goals without creating increments 7- Declaring Victory too Soon: complacency after initial gains 8- Treating the change as an event without an end point 3- Developing a vision & strategy 4- Communicating the change Vision for “buy-in” 5- Empowering board-based action e gna h C 3- Lacking a change vision 6- Generating short-term wins at increments 7- Building upon short term wins for more change 8- Anchoring new approaches in the culture
  128. 128. Exercise Three: Success Factors As best you can, write down the key success factors or actions that need to take place at each step of the change process. 3.4 – File Three 3.4 – File Three
  129. 129. Step Key success factors / actions ONE Show unpleasant facts (e.g., shrinking margins, decreasing market share) TWO Find the right people, create trust, develop a common goal THREE Create vision-form strategies-plan & budget FOUR Deliver a Presentation, hold a Q&A session FIVE SIX SEVEN EIHGT
  130. 130. The Change Scorecard The Change Scorecard focuses your attention on unresolved or incomplete steps in the change process. Team can more easily talk about what is going on and what needs to happen.
  131. 131. Mark Set the stage Level of Compl- Sense of Guiding etion Urgency Team 100 75 50 25 0 Make it Happen Decide what to do Vision & Strategy Buy-in Empower others to act Shortterm wins Make it Stick Don’t let up 75 50 50 25 Your Leading Successful Change Scorecard Anchored in culture
  132. 132. Thinking and Feeling in the Context of Change Two Approaches to Change
  133. 133. The Role of Thinking and Feeling Thinking differently can help change behavior and lead to better results. Feeling Differently can change behavior more and lead to even better results
  134. 134. CLIP Dr. Kotter explains why winning over the hearts and minds during a change effort is so important
  135. 135. Analysis-Think-Change Analyze Collect data and analyze it Think Present the information logically to change People’s behavior CHANGE Changed thinking, in turn, can change behavior
  136. 136. See-Feel-Change SEE Create surprising, compelling and, if possible, visual experiences FEEL The experiences change how people feel about a situation CHANGE A change in feelings can lead to a significant change in behavior
  137. 137. SEE Employees see a videotape of an angry customer FEEL Employees are surprised – fearful & mad “we gotta do something” CHANGE Employees started looking for problems, listening to customers and are convinced to change e.g., Angry Customer Videotape spurs action
  138. 138. Approaches to Change: Remarks  Changing Behavior is less a matter of giving people analysis to influence feelings  Thinking and feeling are essential, but the true heart of change is in emotions  In the business world the analysis-think-change approach is used more frequently  Therefore, shifting focus to see-feel-change approach takes a very cautious effort
  139. 139. Summing Up
  140. 140. Check for Understanding  Understanding change       Meaning of Change Forces for change Resistance to change Lewin’s Model of change Leading vs. Managing change The Story: Our Iceberg is Melting   The power of fables The story
  141. 141.  The eight-step model for successful change          Create a sense of urgency Pull together the guiding team Develop the change vision and strategy Communicate for understanding and buy-in Empower others to act Produce short term wins Don’t let up Create a new culture The role of thinking and feeling   The Analysis – Think – Change dynamic The See – Feel – Chang dynamic
  142. 142. Getting Inspired (Reinforcing the message of the story)
  143. 143. A Final Thought CHANGE is a Journey Not a destination
  144. 144. Additional Resources
  145. 145. Related Links www.ouricebergismelting.com www.leadingboldchange.com www.theheartofchange.com www.johnkotter.com
  146. 146. Bon Voyage! Good Luck with Continuing your positive response to change

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