Change management strategies for successful workplace transformation
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Changing your space inevitably requires organizational and operational changes in how people work. (Otherwise, why would you invest in the space changes in order to do the same things you can do today, in the same way?). However, robust change management is rarely integrated into the process so that space, operational, and organizational changes are conceived of, considered, and implemented together. This can come with great costs like operational inefficiencies, lost productivity, diminished staff engagement, and reduced user satisfaction – all of which undermine space investments. This interactive session will provide a basic overview of change management, including the history and theory behind it, the process and participants, the tools and techniques involved, and case studies drawn from a variety sectors and scales.
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Change management strategies for successful workplace transformation
- 1. ©brightspot 1 change management strategies for successful workplace transformation
- 2. ©brightspot 2 welcome! Adam Griff, Director, brightspot strategy, (@brightspotter) adam@brightspotstrategy.com
- 3. ©brightspot 3 a personal story of space and change management
- 4. ©brightspot 4 I moved my family this summer converted loft townhouse
- 5. ©brightspot 5 changing relationships and adapting behaviors converted loft townhouse
- 6. ©brightspot 6 You can’t successfully change spaces without changing your organization and operations
- 8. ©brightspot 8 today’s objectives: 1. Change management’s theoretical foundations and benefits in order to understand and make the case for it. 2. Basics of how to structure and deliver a change management process – who’s involved, when, for how much time, lessons learned, etc. 3. Tools and techniques to be employed in the change management process, including communications planning, participatory planning processes, piloting and prototyping, and measurement and assessment.
- 9. ©brightspot 9 theory of change
- 10. ©brightspot 10 understand the diffusion of innovations Internally motivated to change Inspired by the new and influenced by the media Adopt if practical and has been successful in practice Jumps in when sees “everybody” is doing it Waits until to forced to adopt
- 11. ©brightspot 11 understand the diffusion of innovations Internally motivated to change Inspired by the new and influenced by the media Adopt if practical and has been successful in practice Jumps in when sees “everybody” is doing it Waits until to forced to adopt Dad Mom Daughter Son
- 12. ©brightspot 12 consider Rogers’ 5 factors of adoption 1. Observability: can I see someone use/interact with it? 2. Triability: How easy is it to try out? 3. Complexity: how easy is it to understand? 4. Compatibility: how compatible is it with what I’m already using? 5. Relative advantage: what advantage does it have over what I’m already using? Diffusion of Innovations
- 13. ©brightspot 13 integrate change management into design Change Management Design Design Change Management Participatory Design By integrating change management and design in a participatory process, you can successfully address Roger’s 5 adoption factors.
- 15. ©brightspot 15 what is participatory design? CO-CREATION PROTOTYPING INTERACTIVE COMMUNICATION SELF DISCOVERY
- 16. ©brightspot 16 People adopt the change they shape
- 17. ©brightspot 17 four stages of participatory design
- 18. ©brightspot 18 methods and tools of the four stages
- 19. ©brightspot 19 understanding visioning planning and prototyping implementing
- 20. ©brightspot 20 self discovery Use digital tools to have users document their experiences
- 21. ©brightspot 21 focus on activities Identifying key activities and moments before spaces and features
- 22. ©brightspot 22 understanding visioning planning and prototyping implementing
- 23. ©brightspot 23 collaboration & consensus
- 24. ©brightspot 24 designing collaboration 1. leadership – separate or distributed? 2. cross-departmental - collaboration? 3. cross–level – status and user understanding?
- 25. ©brightspot 25 recognize that “story is strategy” “’Companies that don’t have a clearly articulated story don’t have a clear and well thought-out strategy,’ says Horowitz. ‘The company story is the company strategy.’” “The Work+ program integrates the university’s technology, training and facilities expertise in a way that enables colleges and units to redesign their workplace into a variety spaces…to be as effective as possible.”
- 26. ©brightspot 26 prioritize individual work and symbolize status example strategies Typical academic workplace
- 27. ©brightspot 27 walk the talk, share space and share ideas Technical University Delft
- 28. ©brightspot 28 promote interaction through density & amenities Google
- 29. ©brightspot 29 understanding visioning planning and prototyping implementing
- 30. ©brightspot 30 Experience Mapping Tangible Ideas Read Through Service Scripts Walk Through Low-Fi Mock-Up Dress Rehearsal Staff Actors Pilot Real Users increasing fidelity pilot types
- 31. ©brightspot 31 NCSU Hunt Library Refine operations and better understand infrastructure support for integrated service point
- 32. ©brightspot 32 Planned Parenthood corporate offices Leadership and organizational understanding and buy in.
- 33. ©brightspot 33 Planned Parenthood corporate offices Converting private offices into collaboration spaces
- 34. ©brightspot 34 Ad-hoc meeting with improvisational seating Canvas offices Rotating trial at side by side desks Proving the idea
- 35. ©brightspot 35 Canvas post-occupancy evaluation Three hours of gained productivity time per week per person
- 36. ©brightspot 36 understanding visioning planning and prototyping implementing
- 37. ©brightspot 37 Promote alternative workspace strategies in new and renovated facilities work+ overview
- 38. ©brightspot 38 Brings together the space, technology, and training needed for productive work and provides a variety of places within "neighborhood" spaces Integration of space, HR, and IT No longer 1 person tied to 1 desk/office Not a "work from home" program work+ workplace changes Space HR IT
- 39. ©brightspot 39 Work+ doesn’t just expect people to work differently, it gives them the tools and training to do so. work+ training Understanding how to organize your day to work wherever you are most productive Assessing current filing practices and options and then creating future filing Learning how to set SMART goals to guide work and measure progress among a mobile workforce Learning tools for voice comms, data, and collaboration for activity-based working Collectively establishing the norms and culture for a space in order to make the most of it New Ways of Working Workplace Storage Managing Flexible Teams Workplace Technology Workplace Norms & Protocols
- 41. ©brightspot 41 work+ communication Clear identity and brand to complement the vision and story
- 42. ©brightspot 42 work+ communication Think about how much you need to communicate than multiply by 10
- 43. ©brightspot 43 • 9,000 ASF reconfiguration in the Donhowe Building resulting in 36% increase in space utilization. Utilizes new employee engagement tools and mobile work training. • Provide a variety of spaces to support different types of work, especially collaboration, quiet, and ad-hoc activities. • Rejuvenates space that has not been refreshed for ~ 20 years. OHR Work+ Demonstration Project I
- 44. ©brightspot 44 • More energizing workplace: satisfaction with the energy of the workplace went from 27% to 58% (but distractions also up slightly, by 17%) • Sense of “One OHR” increased, with more inter- department collaboration, coming somewhat at expense of intra-department cohesion • Perceived importance of working with colleagues increased, from 25% ranking it first to 45% ranking in first • Staff spend their time differently, for instance ~33% less time at desk & ~50% more time collaborating informally • Staff are saving time, including getting peer and manager feedback faster – down 69% from peers and 84% from managers OHR Work+ post-occupancy evaluation
- 45. ©brightspot 45 Roger’s 5 adoption factors
- 46. ©brightspot 46 activities to drive adoption Observability Triability Complexity Compatibility Relative Advantage Safaris Prototypes Visioning Process Mapping Experience Mapping Shadowing Pilots Naming Norms Workshop Measures of Success Participatory design activities that will facilitate innovation adoption
- 47. ©brightspot 47 You can’t successfully change spaces without changing your organization and operations
- 48. ©brightspot 48 three takeaways remember Rogers’ 5 considerations prototype & pilotpeople adopt the change they shape Observability Trialability Complexity Compatibility Relative advantage
Editor's Notes
- Very excited today because every single presentation has talked about the need for change management. Without execution the best plans are meaningless and even can be counterproductive, setting back the progress you are trying to make with your organization.
- You have heard so far a lot of quantitative, metric based analysis on space strategy. Change fundamentally is emotional. You can’t ignore the needs and fears of individual of asking them to change, especially when it comes to something like personal space and how they like to work. I like to share a personal story of change management as way to understand what at its heart is an emotional process for your organization.
- I moved my family this summer from a loft to a townhouse. Not far, just a couple miles within brooklyn, but I learned a lot about change and managing relationships with change.
- It’s not just about the quality of the space or the features. The real question is about how will my behaviors have to change and how will my relationships be affected. That’s what people really care about In an open single floor loft, everything happened together, but in the townhouse different activities would be in separate spaces on different floors. There was a lot of concern about how that would affect the time we spent together as a family. Example: a closed office can be about status, but it is also about a preference to work chaotically or messily.
- Space questions are really organizational questions. The two are deeply interlinked.
- Space is catalyst or most tangible form of organizational change. But how they happen together? Work together?
- That is the question we are going to answer today. How do space and organizational change work together to each other’s benefit. 3 objectives for today. Theoretical– theory and research behind change management. Process – how a change management process is structured. Tools and techniques – resources and techniques to accomplish it, key ones being communications, participatory design, and piloting.
- With the rapid pace of technological change, a huge amount of research on change and people’s ability to adopt to it. Diffusion of innovations – that not everyone approaches change the same way Enthusiasm, communication, and reasons. Go over chart quickly.
- Make it real, apply it to my family. Dad- it’s going to be great, there are good reasons both financially and convenience, close to work and schools. Daughter – is it cool? Will my friends be jealous? I want to try and be a part of the new thing. Mom – well, it makes sense in theory but prove to me this will work. It won’t be a disaster. Son – I hate it, but fine if the whole family is doing it I don’t want to be left behind by myself. Plan for this, incorporate it into your thinking for change management. It’s never going to be like flipping a switch, it’s incremental because people themselves come along at different times. ----- Meeting Notes (11/16/15 14:00) -----
- Universal – what they are all share regardless of their group. Review 5. All are about the user. This is about how the change affects the user, not the organization. People will evaluated based on their personal needs and goals. Make it real – first 3, can I see it, can I play with it, do I understand it? Prove to me the benefits - will it work for how I like to work? Is it better than what I have now? How do you do this? Address these five factors in your process.
- Participatory design process. Too often design and change management are seen as two different processes, but they are combined through participatory design
- Involving all your stakeholders in the research, thinking, and design. Not just finding what they want but teaching them how to be active members in the design process. Creators – working side by side with designers they understand the various trade offs and the process. Prototyping – designers of process even as they learn new processes. Communication – not one way, two ways, back and forth
- Understanding – agreement about the current state, the possibilities. Visioning – chose where we want to go. Planning & Prototyping – not just plans but making. Trialing. You should have a lot of real data before you get to the full implementation. Implementing – executing the plan.
- Staff at New York Public Library. Look at sorts of spaces that are not libraries. Leverage users as researchers. Self discovery – don’t just ask them what they want, teach them how to better understand what they want. Send them out to look at things and make discoveries. Make the relevant benefits tangible. Help us understand what’s important, keys for compatibility. Make it real.
- Google offices. People talk about features, i.e. closed office, but you want to shift that conversation to activities. Why do you need a closed office? What kind of activities does that support? Is there another way to support them? A better way?
- SFMOMA. There new addition. Vision has to be a collaborative process. Build those working relationships.
- Designing collaboration Leadership – appropriate to have their own visioning session Departmental –Libraries you would bring academic staff and IT together. Cross level - heirarchies between faculty and students or staff that would be hard to bridge.
- University of minnesota – work+ Strategy is the story. It’s not just a list of benefits, its about how things are changing.
- Every space has a story whether its made explicit or not.
- Delft University of Technology Designers designing open access, technologically connected, collaborative space. Live it themselves. Shared space between employees and sometimes even with users fosters collaboration and interaction across various teams and departments
- Google offices in London Google promotes interaction through density and amenities
- Planning & prototyping Really focus on prototyping and piloting
- All kinds of forms and levels of fidelity. From just mapping people’s experience, drawing it on a plan with photos. To staff internal rehearsals and practicing. To full on live pilots.
- Reasons for pilots. Integrated mobile service point. Try it out in existing space. Really understand the technology and FFE needs. Even after it opened, flexibility built in to change it. - enable side by side consultation. Share screens.
- New collaboration spaces and transition from private to open offices
- Took the private offices and put them in public space. Moved them out over a weekend. New collaboration offices. Temporary people are willing to try.
- Digital strategy firm. Observation about side by side work. What is proof? More research that goes on and on or trying it out? Rotating desks that everyone could try out in weekly intervals.
- Gain 3 hours per week of productivity time.
- The centerpiece of our efforts to adapt our spaces to how people work today and to minimize the need for “net new” space is our Alternative Work Place Strategies program, which we have branded Work+ As part of our efforts to advance space utilization initiatives, the Office of Space Management was merged into Capital Planning and Project Management this past year. This move s intended, among other goals, to better integrate space and work space planning into the capital project processes.
- Compatibility & Relative Advantage from Roger’s Compatibility – do I have the tools I need? Relative Advantage – not just showing but you have to train people to take advantage of it. Teach them how to work differently. Working New ways of Working – GSK, calendaring in 30 min increments. What is it’s a 5 minute talk? Where should I be for what kind of work? Introverts – finding the quiet team they need. Learning to collaborate. Managing flexible teams – how am I going to manage my team where I don’t always know where they are sitting? Norms and Protocols – GSK talked about this. Don’t camp out. How messy can my space be? How do we share equipment, how does purchasing work? Tools Storage – making Technology – IMVS – room scheduling software, collaboration tools like shared screens or google hangout when people arent in same space.
- Norms – Really think these through and do it collaborative with lots of engagement. You will be surprised at the number of issues. Surveys, workshops, interviews. Focus groups.
- Make the communication tangible different. Visual commiunication, words, need to speak to the identity of your new vision.
- Communicate, communicate, communicate. At the same time, be strategic, provide the right kind of information to the people when they want and need it. It can’t be white noise. Example of audience segmentation.
- Implementation -
- One OHR – goals to drive collaboration across departments. Collaboration within department did suffer a little bit. But this about understanding really what you are priorities, what are giving up and what are you gaining.
- A lot of change management questions. Happy to answer them. Informal office hours to discuss your issues and possible solutions.