@@Preparing People For Change V3


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  • @@Preparing People For Change V3

    1. 1. Preparing People for Change Collective Adaptation Through Positive Osmosis
    2. 2. The Change Process <ul><li>Sequence of organizational events or a psychological process that occurs over time. </li></ul>
    3. 3. Goal of Change Preparation: Ensure Collective Psychological Readiness For Change INTERRUPTION Minimize shock & awe <ul><ul><li>DISTRACTION </li></ul></ul><ul><ul><li>Minimize negative energy </li></ul></ul><ul><ul><li>MOMENTUM </li></ul></ul><ul><ul><li>Maximize collective mindset </li></ul></ul>COMMITMENT Maximize collective buy-in
    4. 4. Two Scenarios <ul><li>Grand River Hospital Dept. of Laboratories </li></ul><ul><li>External Driver </li></ul><ul><li>Transition from discrete departments to integrated healthcare delivery </li></ul><ul><li>Mitra Imaging Inc./AGFA HealthCare </li></ul><ul><li>Internal Driver </li></ul><ul><li>Transition from a single diagnostic imaging software provider to become part of an integrated software solution provider </li></ul>
    5. 5. Organizational Similarities <ul><li>Highly skilled professionals </li></ul><ul><li>Transition from the known to the unknown </li></ul><ul><li>Highly loyal to people within the organization </li></ul><ul><li>Well established workplace practices – both formalized and adhoc </li></ul><ul><li>External demands by customers, changes in the industry and other economic forces were forcing change upon the organization </li></ul>
    6. 6. 5 KEY TRUTHS must be accepted by all team members to unfreeze the institutionalized mindset: <ul><li>Transition will fundamentally change the way business is delivered </li></ul><ul><li>Transition will fundamentally change the way in which we work together </li></ul><ul><li>Transition will occur with or without me </li></ul><ul><li>We have a choice to get involved with determining our destiny or to leave our destiny to others </li></ul><ul><li>Our ability to adapt will determine the joy in the journey and the success of our final outcome </li></ul>
    7. 7. Areas of Anticipated Resistance <ul><li>Politics and self-interest </li></ul><ul><li>Low individual tolerance for change </li></ul><ul><li>Misunderstanding </li></ul><ul><li>Lack of trust </li></ul><ul><li>Different assessment of the situation </li></ul><ul><li>A resistant organizational culture </li></ul>
    8. 8. True Change Begins and Ends in the Mind <ul><ul><li>The collective mindset and team culture must be “change fit” to withstand the pace of transition and force of resistance. </li></ul></ul>
    9. 9. Minimize shock and awe - interruption <ul><li>Objective: To increase awareness by exposing the mindset to a new and different reality </li></ul><ul><ul><li>Diagnose the level of awareness – none, low, high </li></ul></ul><ul><ul><li>Mood – hostile or friendly </li></ul></ul><ul><ul><li>Try to anticipate individual response – excitement or grief, is it the beginning or the end? </li></ul></ul><ul><ul><li>Scope + impact of impending change = scale of interruption </li></ul></ul><ul><ul><li>Level of involvement of the team in change project </li></ul></ul>
    10. 10. Issue: interruption Strategy: Minimize shock and awe <ul><li>Start a dialogue of future scenario brainstorming (covert visioning) </li></ul><ul><ul><li>Systematic collection of information </li></ul></ul><ul><ul><li>relevant to impending organizational </li></ul></ul><ul><ul><li>change. </li></ul></ul><ul><ul><li>Review and analysis of new information </li></ul></ul><ul><ul><li>can contributes to unfreezing by showing </li></ul></ul><ul><ul><li>that a problem exists. </li></ul></ul><ul><ul><li>New information can also clarify the problem and begin to suggest possible alternatives for future scenarios </li></ul></ul><ul><ul><li>Let them subtly see their peers and the future e.g. Attending tradeshows, reading industry trend magazines, attend planning meetings etc. </li></ul></ul>
    11. 11. Issue: distraction Strategy: Minimize negative energy <ul><li>Objective: To determine the collective forces both for and against the impending transition </li></ul><ul><ul><li>Determine Your Team’s Collective Cohesiveness </li></ul></ul><ul><ul><li>Identify Opportunities for Honest Communication </li></ul></ul><ul><ul><li>Assess Current & Future Team Commitment </li></ul></ul>
    12. 12. Issue: distraction Strategy: Minimize negative energy <ul><ul><li>Determine Your Team’s Collective Cohesiveness </li></ul></ul><ul><ul><ul><li>Factors influencing collective cohesiveness </li></ul></ul></ul><ul><ul><ul><ul><li>Size of the transition threat </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Past transitional successes </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Member diversity </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Size </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Status of the team </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Influential leadership </li></ul></ul></ul></ul><ul><ul><ul><li>Types of Resistance </li></ul></ul></ul><ul><ul><ul><ul><li>Parochial self-interest </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Misunderstandings </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Low tolerance to change </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Different assessments of the situation </li></ul></ul></ul></ul>
    13. 13. Issue: distraction Strategy: Minimize negative energy <ul><ul><li>Identify openings for honest communication about… </li></ul></ul><ul><ul><ul><li>Transitional Needs </li></ul></ul></ul><ul><ul><ul><li>Transitional Fears </li></ul></ul></ul><ul><ul><ul><li>Past history of change experiences - good and bad </li></ul></ul></ul><ul><ul><ul><li>Potential for obsolete practices and procedures </li></ul></ul></ul><ul><ul><ul><li>Opportunities for improvement </li></ul></ul></ul><ul><ul><ul><li>Transition Expectations and Outcomes </li></ul></ul></ul><ul><ul><ul><li>Strategies to deal with dysfunctional behavior and sub-optimal performance </li></ul></ul></ul>
    14. 14. Issue: distraction Strategy: Minimize negative energy <ul><ul><li>- Assess Current & Future Team Commitment </li></ul></ul><ul><ul><ul><li>Ask the tough questions: Unless there is a </li></ul></ul></ul><ul><ul><ul><li>commitment from team members to carry through </li></ul></ul></ul><ul><ul><ul><li>with the proposed solution to a problem, the team's </li></ul></ul></ul><ul><ul><ul><li>performance will diminish. </li></ul></ul></ul><ul><ul><ul><li>Be aware: Commitment to change is lacking is when team </li></ul></ul></ul><ul><ul><ul><li>members agree without hesitation about the need for change </li></ul></ul></ul><ul><ul><ul><li>Fear of a loss of mastery, status – Encourage pre-experimentation to allow people to adapt and learn through trial and error, then develop confidence to succeed before beginning the real project task. </li></ul></ul></ul><ul><ul><ul><li>Keep your ear to the grapevine – diffuse rumors with the truth to minimize energy consumption </li></ul></ul></ul>
    15. 15. Issue: Momentum Strategy: Maximize collective mindset <ul><li>Objective: To identify and exploit the collective personalities, values, and talents within the team to create increased momentum for change </li></ul><ul><ul><li>Without fail, model trust and respect and implement it as a core relationship competency – key stone behavior for all cooperation and commitment within the team during the transition period </li></ul></ul><ul><ul><li>* STOP HERE IF TRUST AND RESPECT </li></ul></ul><ul><ul><li>ARE NOT A DEMONSTRATED CORE </li></ul></ul><ul><ul><li>COMPETENCIES WITHIN YOUR TEAM </li></ul></ul>
    16. 16. Maximize collective mindset – momentum <ul><li>Begin to develop the high performance team mindset – all for one and one for all </li></ul><ul><li>Look for a emerging transformational leader </li></ul><ul><li>Frame the Message - present resisting change as a lost opportunity for improvement </li></ul><ul><li>Consider the pace of change </li></ul><ul><li>Create positive energy relationships by ensuring a climate of cooperation, compassion, </li></ul><ul><li>tolerance, forgiveness, and gratitude </li></ul><ul><li>Encourage friendship building </li></ul><ul><li>Think holistically - provide an opportunity for everyone to participate and be involved – no missing links </li></ul>
    17. 17. Issue: commitment Strategy: Maximize collective buy-in <ul><li>Take the temperature of the day </li></ul><ul><li>Continue to model trust, respect, enthusiasm, confidence and other positive influential behaviors </li></ul><ul><li>Be prepared to negotiate – define the goal not the path </li></ul><ul><li>Immediately and publicly recognize creativity, innovation, positive team language and other positive behaviors </li></ul><ul><li>Be available 24/7 to discuss and clarify rumors and misinformation </li></ul><ul><li>Promote ownership of the change process – greater involvement = greater commitment. </li></ul><ul><li>Co-opt selective resistors to lead change initiative </li></ul><ul><li>Coercion as a last resort – change or else </li></ul>
    18. 18. Strategy: Ensure collective readiness for change <ul><li>Build the Case for Change </li></ul><ul><li>Define new roles and behaviors </li></ul><ul><li>Benchmark Best Practices </li></ul><ul><li>Institute Symbolic Events </li></ul><ul><li>Understand the concept of change management - create a new language </li></ul><ul><li>Understand the gaps and or challenges that must be overcome – “what will it take” </li></ul><ul><li>Confirm support from the top </li></ul><ul><li>Understand how we will support each other when the going gets tough </li></ul><ul><li>Understand how we will celebrate each other and the small and big wins and milestones along the way </li></ul>