CHANGE ACCELERATION PROCESS Mobilizing Commitment with 6 sigma

1. CHANGE ACCELERATION PROCESS
Mobilizing Commitment

2. MOBILIZING COMMITMENT
TPC ANALYSIS
Source of
Resistance
Resistance to Change
Definition Causes of Resistance
Examples From
Our Project
Rating*
Technical
Aligning and Structuring Organization
• Habit and inertia
• Difficulty in learning new skills
• Sunk costs
• Lack of skills
Political
Allocating Power and Resources
• Threats to old guard from new guard
• Relationships
• Power and authority imbalance or self-preservation
Cultural
Articulating the Glue or Cultural Norms
• Selective perception
• Locked into old “mindset”
• Afraid of letting go
* Rating – Divide 100 points by how often this type of resistance exists in your business.

3. MOBILIZING COMMITMENT
TOOLS AND TECHNIQUES
Tactics & Tools Include:
Influence Strategy
Used For:
Identifying what are the
issues, who can best
influence, how can they
best be influenced
Stakeholder
Issues/
Concerns
Influence
Strategy
Identify
“Wins”
Strategy for Building a Coalition
Of Specific Key Stakeholders

4. MAKING CHANGE LAST
OVERVIEW
• WHY BOTHER?
Experience shows that successful, sustained change is difficult to achieve
without attention from the entire team.
Every change initiative will compete for time, resources and attention.
We often spend most available time on the launch of an initiative rather than
its institutionalization.
• WHAT ARE WE AFTER?
Consistent, visible, tangible reinforcement of the change initiative.
An integration of the new initiative with ongoing work patterns
Changes to organizational systems and structures that help make the
change a natural part of individual and team behavior.
Sustained Change Occurs When Change Leaders and Agents
Build And Implement Strategies for Making Changes Last

5. MAKING CHANGE LAST
ASSESSMENT
• TO WHAT EXTENT HAVE WE ACCURATELY ESTIMATED:
The magnitude of the total change effort?
The level of resistance this initiative will face?
The amount of time required to implement the change?
The level of clarity and alignment regarding the kind of implementation
process required?
• AND, ALSO…
How has the change effort been integrated into other business initiatives?
To what extent are needed resources made available?
To what extent have we altered (or used) existing systems and structures
as “levers for change”?
Early development And Implementation Of Strategies For MAKING
CHANGE LAST is Essential

6. MAKING CHANGE LAST
LEADING CHANGE
Making
Change
Last
Changing Systems & Structures
Understanding
Ability to Adjust
Clear Path
Forward
Motivation/
Energy
Clear
Continuous
Communication
Ongoing
Support/
Commitment
Reflection/
Integration

7. MAKING CHANGE LAST
FORCE FIELD ANALYSIS
• The Team Must Understand the Forces That Will “Enable” The Improved State
• The Team Must Understand the Forces That Could “Restrain” The Improved State
I’ve ALWAYS
DONE IT LIKE
THIS!! Why
change NOW?
This is a much
better way…we
need to give it a
try.

8. MAKING CHANGE LAST
FORCE FIELD ANALYSIS EXAMPLE
• Customers
want new
products 4
• Improve speed
2 of production
• Raise volumes
3 of output
• Maintenance
1 cost increasing
• Loss of staff 3
• Staff frightened of
new technology 3
• Environmental
impact of the new
techniques 1
• Cost 3
• Disruption 1
Plan: Upgrade
factory with new
manufacturing
machinery
Forces for Change
“Enablers”
Forces Against Change
“Restrainers”
Total: 10 Total: 11

9. MAKING CHANGE LAST
FORCE FIELD ANALYSIS EXAMPLE
WT Forces for Change
“Enablers”
Forces Against Change WT
“Restrainers”
Change Initiative
Total: Total:

10. MAKING CHANGE LAST
Open, Honest, Candid Discussion is Essential
Finally, A Decision Must Be Reached
Reduce The Strength Of The Restrainers
(or)
Increase The Strength Of The Enablers
When Possible, Trying To Reduce Restrainers is
The Better Choice