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Leading Change
An approach to implementing sustainable change
Leland Sandler, Managing Partner of The Sandler
Group
2
“It is not the strongest of the species that survive,
nor the most intelligent, but the one most
responsive to change.”
- Charles Darwin
3
• Gain an understanding of
human resistance to change
• Learn:
- The change management process
- How to develop and execute a change
management plan
- When and how to use key Accelerated
Change Tools (ACT)
• Know where to go for additional information
Learning Objectives
4
Nearly two-thirds of all major changes
in organizations fail [1]
According to Hammer and Champy, only 20 – 30 percent of re-
engineering projects succeed. [2]
Only 23 percent of all mergers and acquisitions make back their
costs. [3]
Just 43 percent of quality-improvement efforts make
satisfactory progress. [4]
9 percent of all major software development applications in large
organizations are worth the cost. [5]
[1] Rick Maurer. Building Capacity for Change. Maurer& Associates. Arlington, VA. 2000.
[2] Hal Lancaster. “Reengineering Authors Reconsider Reengineering.” Interview with Michael Hammer and James Champy. The Wall Street Journal.
January 17, 1995.
[3] Anne Fischer. “How to make a Merger Work.” Fortune. January 24, 1994.
[4] Linda Moran, Jerry Hogeveen, Jan Latham, and Darlene Russ-Eft. Winning Competitive Advantage. Zenger Miller. 1994.
[5] Jim Johnson. “Chaos: The Dollar Drain of IT Failures.” Application Development Trends. January, 1995.
5
Why Do Changes Fail?
Change affects us mentally, emotionally and
behaviorally
No matter how positive the change
No matter how competent people are
No matter how committed people are
No matter how resilient people are
No matter how proactive people are
Therefore, we must manage the change!
Because any ‘sane’ person isn’t going to do
what doesn’t make sense to them!
6
Unmanaged Change Prolongs Unproductive Behavior,
Jeopardizing the Company’s Future
Time
EmployeeProductivity
Managed Change
Unmanaged Change
Acceptable Level of Performance
7
Before During After
Productivity
4.8 hours
Productivity
1.2 hours
Productivity
4.8 hours
Social, gossip, speculation
3.2 hours
Social
1.5 hours
Me
1.8 hours
Social
1.5 hours
Personal
1.7 hours
Who/What to do
1.8 hours
Personal
1.7 hours
* Based on data compiled by the U.S. Department of Labor over 18 years of work with organizational change.
Need to Manage People Through Change;
Organizational Change Decreases Productivity
8
How People React to Change
For more information call Interchange International, Inc. (800) 878-8422 © Copyright 1994 Interchange International, Inc.
9
For more information call Interchange International, Inc. (800) 878-8422 © Copyright 1994 Interchange International, Inc.
Stage 1: Loss 
Create Safety
• Reassure as much as possible
• Listen, don’t try to “fix it”
Stage 2: Doubt 
Provide Info
• Stay “in tune” with people’s
needs and attitudes
• Determine what info people are
still missing
Stage 3: Discomfort 
Motivate
• Praise and compliment
finished tasks
• Link tasks to the big picture
Managing Stages 1-3
Beware the Danger Zone!
10
Managing Stages 4-6
Stage 6: Integration 
Succeed with Stability
• Encourage ongoing education
• Reinforce desired behaviors
Stage 5: Understanding 
Succeed with Seeing
Benefits
• Celebrate victories
• Accentuate benefits
Stage 4: Discovery 
Succeed with Motivation
• Encourage new options/ideas
• Encourage individual strengths
11
Lessons Learned
Q X A = E
Quality
Technical Strategy
Acceptance
Cultural Strategy
Change Target
Effect
12
What are Accelerated Change Tools?
Common-sense tools for planning effective change
management
Large scale changes: mergers, corporate-wide
initiatives, cross-departmental processes, etc.
Medium/small scale: business process
improvements, departmental reorganization, etc.
Based on the most successful change management
techniques:
Beckhard and Harris (1987)
Jon Katzenbach (1994)
General Electric CAP Tools
John Kotter (1996)
13
The Accelerated Change Process
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
14
Prerequisites for Successful Change
Leading Change
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Successful Change
+
+
+
+
=
Engaged leadership who sponsors the change and
assembles the right team of people to make it happen.
Clearly articulating the desired outcome for the
change that is reasonable and legitimate.
Securing understanding and commitment from
key stakeholders to make it work.
Aligning management practices,
systems and processes to
reinforce the change.
Ensure accountability and
celebrate successes.
Building a Shared Need+
Providing a compelling reason for change that is
sufficient to overcome resistance to the change.
15
Accelerated Change Toolkit
Threat vs. Opportunity
Matrix
Vision
Statement
Structures Analysis
Elevator
Speech
Behavioral Change
Analysis
Leading Change
Building a Shared Need
Creating a Vision
Changing Systems/Structures
Monitoring Progress
Output becomes your Change Management Plan
(action items get incorporated into the Project Plan)
In-Scope /
Out-of-Scope
Critical Success
Factors
Responsibility Chart
or RASCI
Force-Field Analysis
Three D’s Matrix
Metrics Tracking
Technical, Cultural,
and Political Analysis
Mobilizing Commitment
Stakeholders Analysis/
Influence Strategy
Communication Plan
16
The Accelerated Change Process
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
17
Leading Change
Desired Outcome:
Engaged leadership who sponsors the change and
assembles the right team of people to make it happen
Tools:
These tools will help you get started on your project, and
determine the best sponsors and team support to recruit.
In-Scope /
Out-of-Scope
Critical Success
Factors
Responsibility Chart
or RASCI
• Purpose: Know what
you are supposed to
deliver and what the
boundaries are. Scope
impacts resources.
• Purpose: Understand
the “must-haves” for
success and who will
help provide support or
remove obstacles.
• Purpose: Identify clear
roles and
responsibilities. Fill in
any resource gaps.
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
18
Tool: In-Scope / Out-of-Scope
Draw a large square “picture frame” on a flip chart (or use tape
on a wall)
Use this metaphor to help the team identify what falls inside the
picture of their project and what falls out.
This may be in terms of type and extent of end results, people
impacted, time frame, product lines, sites, etc.
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
19
Capacity Planning:
In-Scope / Out-of-Scope Example
In-Scope
Functions/department
contributing to pipeline
projects
FTE Demand and Supply
Forecasting and Balancing
Out-of-Scope
Manufacturing
Other Resources
>Money
>Equipment
Resource Allocation by Name
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
20
Tool: Critical Success Factors (CSF)
Brainstorm Critical Success Factors or Major Milestones of progress
if this project is to succeed
Examples: Include the must-haves to be successful, key
measurements to meet, major milestones to achieve, critical
stakeholders’ support, desired behaviors, etc.
Translate CSFs into project action items
CRITICAL SUCCESS FACTORS
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
21
Tool: Action Plan
Issue:
Recommendation:
Benefit:
Required Resources:
Champion:
Action Plan:
Action Timing Responsible
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
22
Tool: Responsibility Chart
Sort out “who will do what” on the project, an action plan or key
decisions. It can help the team identify areas where they need to be
“politically” sensitive to the needs and desires of various groups and
individuals as they relate to activities, decisions and milestones of
the ACT project.
TASKS
NAMES
Responsible: Individuals who will execute the task
Accountable: Individuals who are ultimately accountable
for the successful completion of the task
Supports: Individuals that provide technical support or
information to the task and regularly
participate as project team members (but are
not fully accountable)
Consulted: Individuals who provide technical support or
information to the task as required (ad-hoc),
including outside consultants or vendors
Informed: Individuals who must be kept informed of the
status of the task
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
23
Do we all understand how change effects others?
Do we feel prepared and comfortable in leading the
change?
Are we spending the time necessary to make this
change effort successful?
Have we identified where key stakeholders are with
respect to the Change Cycle?
Are we spending enough time meeting with key
stakeholders and communicating the change?
Are we dealing appropriately with resistance?
Are we tracking progress and making course
corrections?
Leading Change
Check List ACT helps you answer these questions
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
24
The Accelerated Change Process
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
25
Building a Shared Need
Change occurs when
the benefits of change
outweigh the cost Cost of
change
Dissatisfaction
with status quo
Ease of
change
Desire for
change
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
26
Building a Shared Need
Desired Outcome:
Provide a compelling reason (“burning platform”) for change that
is sufficient to overcome resistance to the change.
Tools:
Threat vs.
Opportunity Matrix
3 D’s Matrix
• Purpose: Identify the
short and long term
costs and benefits of
the change.
• Purpose: Build a
strategy for
communicating the
need for change
through different
approaches.
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
27
Tool: Threat vs. Opportunity Matrix
Threat Opportunity
Short Term
Long Term
Identify the short- and long-term opportunities (benefits) for doing the
project.
Identify the short- and long-term threats (costs) if you did not do the project.
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
28
Tool: 3 D’s Matrix
Approach Strategy / Actions
Data/Diagnosis:
• Internal sources
• External networks
Demonstrate:
• Finding examples
(testimonials, pilots)
• Best practices
• Visiting other organizations
Demand:
• Leadership modeling
• “Walking the talk”
Develop different approaches for communicating the compelling reason
for change. People are persuaded by different kinds of information.
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
29
Exercise: 3 D’s Matrix
Approach Strategy / Actions
Data/Diagnosis:
• Internal sources
• External networks
Demonstrate:
• Finding examples
(testimonials, pilots)
• Best practices
• Visiting other
organizations
Demand:
• Leadership modeling
• “Walking the talk”
Objective
Build your strategy for
the Capacity Planning
Projects
Instructions
Break out into teams
Using ONE approach,
develop a technique for
how you will
communicate the
compelling need for
change.
At the end, one team will
share their results
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
30
Are we aligned in terms of the need for change?
Have we framed the need for change in such a way to address the
concerns of key stakeholders?
Is each team member willing to deliver the “key messages” regarding
the need for change if asked by someone outside the team?
Have we identified all of the key stakeholders affected by this
initiative, and do we understand importance each gives to this
initiative?
Creating a Shared Need involves framing the need
to appeal to the interest of key constituents.
Creating a Shared Need involves framing the need
to appeal to the interest of key constituents.
Building a Shared Need
Check List ACT helps you answer these questions
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
31
The Accelerated Change Process
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
32
Creating a Vision
Desired Outcome:
Clearly articulating the desired outcome for the change
that is reasonable and legitimate.
Tools:
Vision Statement Elevator Speech
• Purpose: Articulate
the compelling
reason for change in
a way that motivates
• Purpose: Ensure that
team members
spread a unified and
consistent message
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
33
Creating and Communicating a
Vision
Visions paint the compelling reason for change and
answer the question, “why change?”
The Vision describes what a company and their
customers would look like if the change effort was
wildly successful
Must be
Visionary
Meaningful
Motivational (even against
discouraging odds)
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
34
Key Phrases
Exercise
1. Imagine a point in the future when the
project has been very successful.
2. Find words to describe what you would
see, hear, feel as you observe key
constituents functioning in the
new,changed state.
3. Collate, debate, reach consensus, “test”
on others and modify.
1. Imagine a point in the future when the
project has been very successful.
2. Find words to describe what you would
see, hear, feel as you observe key
constituents functioning in the
new,changed state.
3. Collate, debate, reach consensus, “test”
on others and modify.
Backward Imaging
Exercise
Tool: Vision Statement
1. Individually jot down the key phrases that
capture the essence of why the team
exists.
2. Collect and collate into vision statement.
3. “Test” on customers, vendors, employees.
4. Modify as necessary.
1. Individually jot down the key phrases that
capture the essence of why the team
exists.
2. Collect and collate into vision statement.
3. “Test” on customers, vendors, employees.
4. Modify as necessary.
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
35
Tool: Elevator Speech
“Here’s what our project is about…” (Project vision/goal)
“Here’s why it’s important …” (Business issue/drivers)
“Here’s what success will look like…” (Project benefits)
“Here’s what we need from you…” (Varies by
stakeholder)
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
36
Has a vision been clearly articulated for the project?
Is the vision simple and straight forward?
Is the vision motivating and energizing?
Is the vision shared and understood across key
stakeholders?
Is the vision realistic and actionable?
How aligned is the team around the vision?
How aligned is leadership around the vision?
How can you sharpen and deepen the VISION
for your project?
How can you sharpen and deepen the VISION
for your project?
Creating a Vision
Check List ACT helps you answer these questions
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
37
The Accelerated Change Process
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
38
Mobilizing Commitment
Desired Outcome:
Securing understanding and commitment from key
stakeholders to make it work.
Tools: Technical, Cultural,
and Political Analysis
Stakeholders
Analysis
Influence Strategy
• Purpose: Identify, label and
understand sources of
resistance
• Purpose: Identify
stakeholders, their position
on the change and their
desired behaviors
• Purpose: Determine how to
move stakeholders from the
status quo to desired behaviors
Communication Plan
• Purpose: Develop plan for
communicating the change
and the project to
stakeholders
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
39
Graphically displaying attitudes toward
change:
It’s important to identify areas of resistance
and support.
Mobilizing Commitment
People
Innovators Resistors
Early
Adopters
Late
Adopters
Time
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
40
Source of resistance
Causes of resistance
(examples)
Examples from our project
Technical Aligning and structuring organization
• Skill does not currently exist
• Difficulty in learning new skills
• Sunk cost in existing systems
Political
Allocating power and resources
• Threats to existing power structure
• Threats to “Old Guard” from “New Guard”
• Existing relationships
Cultural Defining cultural norms
• Handling risk and uncertainty
• Locked in old mindset
• Inward focus vs. externally focused
• Relationship driven vs. market driven
Analyzing Situational Resistance to Change
Tool and Example:
Technical, Political, Cultural Analysis
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
41
Tool and Example:
Stakeholders Analysis
Name Strongly
Against
Moderately
Against
Neutral Moderately
Supportive
Strongly
Supportive
Person A X
Person B X
Person C X
Group D
X
X = Where they are today
O = Where we need them to be
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
42
Example: Influence Strategy,
Capacity Planning
Stakeholders Desired New
Behaviors
Issues/
Concerns
Identify “Wins” Influence
Strategy –
WHAT?
Influence
Strategy -
WHO?
Influence
Strategy – BY
WHEN?
Department
Representative
• Strong
contribution
and time
comitment to
project
• Champion
project with co-
workers
• Competing
priorities with
ongoing work
• Get
Supervisor to
allocate time to
work on project
• Transfer other
workload to
other in
department
Define
expectations
with person
and supervisor
Project Lead 2/10
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
43
Tool: Communication Plan
Audience Objective(s) Message(s) Media/ Vehicle Who When/ Where
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
44
Have we identified who will be the early and late adopters
change?
Have we identified who the Key Stakeholders are and
where they are relative to the proposed change?
What will be the sources of resistance?
Have we laid out a detailed and achievable communication
plan?
Mobilizing Commitment
Check List ACT helps you answer these questions
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
45
The Accelerated Change Process
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
46
Changing Systems and Structures
Desired Outcome:
Aligning management practices, systems and processes
to reinforce the change.
Tools:
Structures Analysis Force-Field Analysis
• Purpose: Identify
which systems and
processes need
changing to support
the change
• Purpose: Determine
what factors could
potentially hurt or
help the change
effort
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
47
Changing Systems and Structures
What needs to be changed/added/deleted within our Systems and
Structures to support our change initiative and reinforce desired
behaviors?
Staffing How we/acquire/place talent.
Development How we build competence/capability.
Measures How we track performance.
Rewards How we recognize/reward desired behavior.
Communication How we use information to build and sustain momentum.
Designing How we organize to support the change (the “people
Organizations infrastructure”)
7. Information Systems How we utilize technology to enable changes to be
Technology successful and sustained.
Resource Allocation Have we adjusted or planned for our financial materials to
properly fund necessary resources.
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
48
System or
Structure
How should we use or modify systems / structures to support our vision
and objectives?
Staffing
Development
Measurements
Rewards
Communication
Designing
Organizations
Information
Systems
Resource
Allocation
Tool: Structures Analysis
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
49
Assess the forces or factors which will either help to
make change last or make it difficult to do so.
Remember to build an action plan to leverage what’s
helping and to minimize what’s hurting.
Tool: Force Field Analysis
Helping Hurting
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
50
System or Structure How should we use or modify systems / structures to support our vision and objectives?
Staffing
Development
Measurements
Rewards
Communication
Designing
Organizations
Information Systems
Resource Allocation
Exercise: Structures Analysis +
Force Field Analysis + Action Plan
Helping Hurting Action
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
51
Which Areas Provide the Greatest Impact?
Aspects of Systems and Structures
Tool: Structures Analysis (cont’d)
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
Designing
Organizations
Information
Systems
Resource
Allocation
High
Medium
Low
Development Measures CommunicationStaffing Rewards
Impact
Designing
Organizations
Information
Systems
Resource
Allocation
High
Medium
Low
Development Measures CommunicationStaffing Rewards
Impact
52
Safety Culture Example:
Prioritizing Systems and Structures
Aspects of Systems and Structures
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
High
Medium
Low
Designing
Organizations
Development Measures CommunicationStaffing Information
Systems
Resource
Allocation
Rewards
Impact
High
Medium
Low
Designing
Organizations
Development Measures CommunicationStaffing Information
Systems
Resource
Allocation
Rewards
Impact
53
Have we identified all key systems and structures which will
be impacted by the change?
Are we able to make appropriate changes to systems and
structures? Are we getting the support we need from
leadership to make needed changes?
Have we adequately aligned leadership incentives with the
change objectives?
Are we dealing effectively with those failing to adopt the
change?
Is training inadequate – do people feel adequately prepared
to take on their new job/roles?
Changing Systems and Structures
Check List ACT helps you answer these questions
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
54
The Accelerated Change Process
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
55
Monitoring Progress
Desired Outcome:
Ensure accountability and celebrate successes.
Tools:
Behavioral Change
Analysis
Metrics Tracking
• Purpose: Track
progress of change
process. Understand
where people are on
the change cycle so
plans can be updated
accordingly.
• Purpose: Track
operational or
financial progress of
overall change
initiative. Is the
change working?
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
56
* Option: write the actual behaviors you are observing at this stage of the project
Stakeholders
(from Stakeholder
Analysis)
Desired Behaviors
(from Influence
Strategy)
Progress
(Rate progress towards desired
behaviors on scale of 1-5)
1 = no change, 5 = desired
behaviors are apparent*
Actions
(e.g. Review output of ACT
tools used and action plans.)
Where are people in the Change Cycle?
Tool: Behavioral Change Analysis
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
57
Tool: Metrics Tracking
Metric How is it
measured?
How often should
you measure?
Source of data (who
owns it and is it
reliable?)
Other: _________
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
58
Have we effectively calibrated leadership’s expectations
regarding the change – are they wanting results before
changes have been fully implemented and absorbed by
the organization?
Is the tracking and communication of progress visible?
Are we maintaining momentum by celebrating early
wins?
Is Leadership engaged in communicating progress?
Are Leaders publicly recognizing and rewarding
contributions?
Is Leadership allowing the changes to become bedded
down before reassigning resources?
Monitoring Progress
Check List ACT helps you answer these questions
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
59
Accelerated Change Toolkit
Threat vs. Opportunity
Matrix
Vision
Statement
Structures Analysis
Elevator
Speech
Behavioral Change
Analysis
Technical, Cultural,
and Political Analysis
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Output becomes your Change Management Plan
(action items get incorporated into the Project Plan)
In-Scope /
Out-of-Scope
Critical Success
Factors
Responsibility Chart
or RASCI
Stakeholders Analysis/
Influence Strategy
Force-Field Analysis
Three D’s Matrix
Communication Plan
Metrics Tracking
60
Accelerated Change Process
Current State Transition State Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
61
Resources and Links
The Sandler Group: sandlergroup.net/
Leland Sandler Website: lelandsandler.com
LinkedIn: https://www.linkedin.com/in/lelandsandler
Crunchbase: https://www.crunchbase.com/person/leland-sandler
Facebook: http://facebook.com/thesandlergroup
Twitter: https://twitter.com/lelandsandler
Google+: https://plus.google.com/+LelandSandlerExecutiveAdvisor
Expertfile: http://expertfile.com/experts/leland.sandler
YouTube: https://www.youtube.com/channel/UC4pT3Ne6_jxSAKrWC2iQzWQ
My Presentations: http://www.slideshare.net/lsandler91/presentations
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

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Leland Sandler: An Approach to Implementing Sustainable Change

  • 1. Leading Change An approach to implementing sustainable change Leland Sandler, Managing Partner of The Sandler Group
  • 2. 2 “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” - Charles Darwin
  • 3. 3 • Gain an understanding of human resistance to change • Learn: - The change management process - How to develop and execute a change management plan - When and how to use key Accelerated Change Tools (ACT) • Know where to go for additional information Learning Objectives
  • 4. 4 Nearly two-thirds of all major changes in organizations fail [1] According to Hammer and Champy, only 20 – 30 percent of re- engineering projects succeed. [2] Only 23 percent of all mergers and acquisitions make back their costs. [3] Just 43 percent of quality-improvement efforts make satisfactory progress. [4] 9 percent of all major software development applications in large organizations are worth the cost. [5] [1] Rick Maurer. Building Capacity for Change. Maurer& Associates. Arlington, VA. 2000. [2] Hal Lancaster. “Reengineering Authors Reconsider Reengineering.” Interview with Michael Hammer and James Champy. The Wall Street Journal. January 17, 1995. [3] Anne Fischer. “How to make a Merger Work.” Fortune. January 24, 1994. [4] Linda Moran, Jerry Hogeveen, Jan Latham, and Darlene Russ-Eft. Winning Competitive Advantage. Zenger Miller. 1994. [5] Jim Johnson. “Chaos: The Dollar Drain of IT Failures.” Application Development Trends. January, 1995.
  • 5. 5 Why Do Changes Fail? Change affects us mentally, emotionally and behaviorally No matter how positive the change No matter how competent people are No matter how committed people are No matter how resilient people are No matter how proactive people are Therefore, we must manage the change! Because any ‘sane’ person isn’t going to do what doesn’t make sense to them!
  • 6. 6 Unmanaged Change Prolongs Unproductive Behavior, Jeopardizing the Company’s Future Time EmployeeProductivity Managed Change Unmanaged Change Acceptable Level of Performance
  • 7. 7 Before During After Productivity 4.8 hours Productivity 1.2 hours Productivity 4.8 hours Social, gossip, speculation 3.2 hours Social 1.5 hours Me 1.8 hours Social 1.5 hours Personal 1.7 hours Who/What to do 1.8 hours Personal 1.7 hours * Based on data compiled by the U.S. Department of Labor over 18 years of work with organizational change. Need to Manage People Through Change; Organizational Change Decreases Productivity
  • 8. 8 How People React to Change For more information call Interchange International, Inc. (800) 878-8422 © Copyright 1994 Interchange International, Inc.
  • 9. 9 For more information call Interchange International, Inc. (800) 878-8422 © Copyright 1994 Interchange International, Inc. Stage 1: Loss  Create Safety • Reassure as much as possible • Listen, don’t try to “fix it” Stage 2: Doubt  Provide Info • Stay “in tune” with people’s needs and attitudes • Determine what info people are still missing Stage 3: Discomfort  Motivate • Praise and compliment finished tasks • Link tasks to the big picture Managing Stages 1-3 Beware the Danger Zone!
  • 10. 10 Managing Stages 4-6 Stage 6: Integration  Succeed with Stability • Encourage ongoing education • Reinforce desired behaviors Stage 5: Understanding  Succeed with Seeing Benefits • Celebrate victories • Accentuate benefits Stage 4: Discovery  Succeed with Motivation • Encourage new options/ideas • Encourage individual strengths
  • 11. 11 Lessons Learned Q X A = E Quality Technical Strategy Acceptance Cultural Strategy Change Target Effect
  • 12. 12 What are Accelerated Change Tools? Common-sense tools for planning effective change management Large scale changes: mergers, corporate-wide initiatives, cross-departmental processes, etc. Medium/small scale: business process improvements, departmental reorganization, etc. Based on the most successful change management techniques: Beckhard and Harris (1987) Jon Katzenbach (1994) General Electric CAP Tools John Kotter (1996)
  • 13. 13 The Accelerated Change Process Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 14. 14 Prerequisites for Successful Change Leading Change Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Successful Change + + + + = Engaged leadership who sponsors the change and assembles the right team of people to make it happen. Clearly articulating the desired outcome for the change that is reasonable and legitimate. Securing understanding and commitment from key stakeholders to make it work. Aligning management practices, systems and processes to reinforce the change. Ensure accountability and celebrate successes. Building a Shared Need+ Providing a compelling reason for change that is sufficient to overcome resistance to the change.
  • 15. 15 Accelerated Change Toolkit Threat vs. Opportunity Matrix Vision Statement Structures Analysis Elevator Speech Behavioral Change Analysis Leading Change Building a Shared Need Creating a Vision Changing Systems/Structures Monitoring Progress Output becomes your Change Management Plan (action items get incorporated into the Project Plan) In-Scope / Out-of-Scope Critical Success Factors Responsibility Chart or RASCI Force-Field Analysis Three D’s Matrix Metrics Tracking Technical, Cultural, and Political Analysis Mobilizing Commitment Stakeholders Analysis/ Influence Strategy Communication Plan
  • 16. 16 The Accelerated Change Process Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 17. 17 Leading Change Desired Outcome: Engaged leadership who sponsors the change and assembles the right team of people to make it happen Tools: These tools will help you get started on your project, and determine the best sponsors and team support to recruit. In-Scope / Out-of-Scope Critical Success Factors Responsibility Chart or RASCI • Purpose: Know what you are supposed to deliver and what the boundaries are. Scope impacts resources. • Purpose: Understand the “must-haves” for success and who will help provide support or remove obstacles. • Purpose: Identify clear roles and responsibilities. Fill in any resource gaps. Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 18. 18 Tool: In-Scope / Out-of-Scope Draw a large square “picture frame” on a flip chart (or use tape on a wall) Use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc. Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 19. 19 Capacity Planning: In-Scope / Out-of-Scope Example In-Scope Functions/department contributing to pipeline projects FTE Demand and Supply Forecasting and Balancing Out-of-Scope Manufacturing Other Resources >Money >Equipment Resource Allocation by Name Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 20. 20 Tool: Critical Success Factors (CSF) Brainstorm Critical Success Factors or Major Milestones of progress if this project is to succeed Examples: Include the must-haves to be successful, key measurements to meet, major milestones to achieve, critical stakeholders’ support, desired behaviors, etc. Translate CSFs into project action items CRITICAL SUCCESS FACTORS Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 21. 21 Tool: Action Plan Issue: Recommendation: Benefit: Required Resources: Champion: Action Plan: Action Timing Responsible Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 22. 22 Tool: Responsibility Chart Sort out “who will do what” on the project, an action plan or key decisions. It can help the team identify areas where they need to be “politically” sensitive to the needs and desires of various groups and individuals as they relate to activities, decisions and milestones of the ACT project. TASKS NAMES Responsible: Individuals who will execute the task Accountable: Individuals who are ultimately accountable for the successful completion of the task Supports: Individuals that provide technical support or information to the task and regularly participate as project team members (but are not fully accountable) Consulted: Individuals who provide technical support or information to the task as required (ad-hoc), including outside consultants or vendors Informed: Individuals who must be kept informed of the status of the task Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 23. 23 Do we all understand how change effects others? Do we feel prepared and comfortable in leading the change? Are we spending the time necessary to make this change effort successful? Have we identified where key stakeholders are with respect to the Change Cycle? Are we spending enough time meeting with key stakeholders and communicating the change? Are we dealing appropriately with resistance? Are we tracking progress and making course corrections? Leading Change Check List ACT helps you answer these questions Current State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Creating a VisionCreating a Vision Leading Change Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 24. 24 The Accelerated Change Process Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 25. 25 Building a Shared Need Change occurs when the benefits of change outweigh the cost Cost of change Dissatisfaction with status quo Ease of change Desire for change Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 26. 26 Building a Shared Need Desired Outcome: Provide a compelling reason (“burning platform”) for change that is sufficient to overcome resistance to the change. Tools: Threat vs. Opportunity Matrix 3 D’s Matrix • Purpose: Identify the short and long term costs and benefits of the change. • Purpose: Build a strategy for communicating the need for change through different approaches. Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 27. 27 Tool: Threat vs. Opportunity Matrix Threat Opportunity Short Term Long Term Identify the short- and long-term opportunities (benefits) for doing the project. Identify the short- and long-term threats (costs) if you did not do the project. Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 28. 28 Tool: 3 D’s Matrix Approach Strategy / Actions Data/Diagnosis: • Internal sources • External networks Demonstrate: • Finding examples (testimonials, pilots) • Best practices • Visiting other organizations Demand: • Leadership modeling • “Walking the talk” Develop different approaches for communicating the compelling reason for change. People are persuaded by different kinds of information. Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 29. 29 Exercise: 3 D’s Matrix Approach Strategy / Actions Data/Diagnosis: • Internal sources • External networks Demonstrate: • Finding examples (testimonials, pilots) • Best practices • Visiting other organizations Demand: • Leadership modeling • “Walking the talk” Objective Build your strategy for the Capacity Planning Projects Instructions Break out into teams Using ONE approach, develop a technique for how you will communicate the compelling need for change. At the end, one team will share their results Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 30. 30 Are we aligned in terms of the need for change? Have we framed the need for change in such a way to address the concerns of key stakeholders? Is each team member willing to deliver the “key messages” regarding the need for change if asked by someone outside the team? Have we identified all of the key stakeholders affected by this initiative, and do we understand importance each gives to this initiative? Creating a Shared Need involves framing the need to appeal to the interest of key constituents. Creating a Shared Need involves framing the need to appeal to the interest of key constituents. Building a Shared Need Check List ACT helps you answer these questions Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 31. 31 The Accelerated Change Process Current State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 32. 32 Creating a Vision Desired Outcome: Clearly articulating the desired outcome for the change that is reasonable and legitimate. Tools: Vision Statement Elevator Speech • Purpose: Articulate the compelling reason for change in a way that motivates • Purpose: Ensure that team members spread a unified and consistent message Current State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 33. 33 Creating and Communicating a Vision Visions paint the compelling reason for change and answer the question, “why change?” The Vision describes what a company and their customers would look like if the change effort was wildly successful Must be Visionary Meaningful Motivational (even against discouraging odds) Current State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 34. 34 Key Phrases Exercise 1. Imagine a point in the future when the project has been very successful. 2. Find words to describe what you would see, hear, feel as you observe key constituents functioning in the new,changed state. 3. Collate, debate, reach consensus, “test” on others and modify. 1. Imagine a point in the future when the project has been very successful. 2. Find words to describe what you would see, hear, feel as you observe key constituents functioning in the new,changed state. 3. Collate, debate, reach consensus, “test” on others and modify. Backward Imaging Exercise Tool: Vision Statement 1. Individually jot down the key phrases that capture the essence of why the team exists. 2. Collect and collate into vision statement. 3. “Test” on customers, vendors, employees. 4. Modify as necessary. 1. Individually jot down the key phrases that capture the essence of why the team exists. 2. Collect and collate into vision statement. 3. “Test” on customers, vendors, employees. 4. Modify as necessary. Current State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 35. 35 Tool: Elevator Speech “Here’s what our project is about…” (Project vision/goal) “Here’s why it’s important …” (Business issue/drivers) “Here’s what success will look like…” (Project benefits) “Here’s what we need from you…” (Varies by stakeholder) Current State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 36. 36 Has a vision been clearly articulated for the project? Is the vision simple and straight forward? Is the vision motivating and energizing? Is the vision shared and understood across key stakeholders? Is the vision realistic and actionable? How aligned is the team around the vision? How aligned is leadership around the vision? How can you sharpen and deepen the VISION for your project? How can you sharpen and deepen the VISION for your project? Creating a Vision Check List ACT helps you answer these questions Current State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 37. 37 The Accelerated Change Process Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 38. 38 Mobilizing Commitment Desired Outcome: Securing understanding and commitment from key stakeholders to make it work. Tools: Technical, Cultural, and Political Analysis Stakeholders Analysis Influence Strategy • Purpose: Identify, label and understand sources of resistance • Purpose: Identify stakeholders, their position on the change and their desired behaviors • Purpose: Determine how to move stakeholders from the status quo to desired behaviors Communication Plan • Purpose: Develop plan for communicating the change and the project to stakeholders Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 39. 39 Graphically displaying attitudes toward change: It’s important to identify areas of resistance and support. Mobilizing Commitment People Innovators Resistors Early Adopters Late Adopters Time Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 40. 40 Source of resistance Causes of resistance (examples) Examples from our project Technical Aligning and structuring organization • Skill does not currently exist • Difficulty in learning new skills • Sunk cost in existing systems Political Allocating power and resources • Threats to existing power structure • Threats to “Old Guard” from “New Guard” • Existing relationships Cultural Defining cultural norms • Handling risk and uncertainty • Locked in old mindset • Inward focus vs. externally focused • Relationship driven vs. market driven Analyzing Situational Resistance to Change Tool and Example: Technical, Political, Cultural Analysis Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 41. 41 Tool and Example: Stakeholders Analysis Name Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive Person A X Person B X Person C X Group D X X = Where they are today O = Where we need them to be Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 42. 42 Example: Influence Strategy, Capacity Planning Stakeholders Desired New Behaviors Issues/ Concerns Identify “Wins” Influence Strategy – WHAT? Influence Strategy - WHO? Influence Strategy – BY WHEN? Department Representative • Strong contribution and time comitment to project • Champion project with co- workers • Competing priorities with ongoing work • Get Supervisor to allocate time to work on project • Transfer other workload to other in department Define expectations with person and supervisor Project Lead 2/10 Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 43. 43 Tool: Communication Plan Audience Objective(s) Message(s) Media/ Vehicle Who When/ Where Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 44. 44 Have we identified who will be the early and late adopters change? Have we identified who the Key Stakeholders are and where they are relative to the proposed change? What will be the sources of resistance? Have we laid out a detailed and achievable communication plan? Mobilizing Commitment Check List ACT helps you answer these questions Current State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Creating a Vision Mobilizing Commitment Building a Shared Need Changing Systems/Structures Monitoring Progress Future State
  • 45. 45 The Accelerated Change Process Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 46. 46 Changing Systems and Structures Desired Outcome: Aligning management practices, systems and processes to reinforce the change. Tools: Structures Analysis Force-Field Analysis • Purpose: Identify which systems and processes need changing to support the change • Purpose: Determine what factors could potentially hurt or help the change effort Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 47. 47 Changing Systems and Structures What needs to be changed/added/deleted within our Systems and Structures to support our change initiative and reinforce desired behaviors? Staffing How we/acquire/place talent. Development How we build competence/capability. Measures How we track performance. Rewards How we recognize/reward desired behavior. Communication How we use information to build and sustain momentum. Designing How we organize to support the change (the “people Organizations infrastructure”) 7. Information Systems How we utilize technology to enable changes to be Technology successful and sustained. Resource Allocation Have we adjusted or planned for our financial materials to properly fund necessary resources. Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 48. 48 System or Structure How should we use or modify systems / structures to support our vision and objectives? Staffing Development Measurements Rewards Communication Designing Organizations Information Systems Resource Allocation Tool: Structures Analysis Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 49. 49 Assess the forces or factors which will either help to make change last or make it difficult to do so. Remember to build an action plan to leverage what’s helping and to minimize what’s hurting. Tool: Force Field Analysis Helping Hurting Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 50. 50 System or Structure How should we use or modify systems / structures to support our vision and objectives? Staffing Development Measurements Rewards Communication Designing Organizations Information Systems Resource Allocation Exercise: Structures Analysis + Force Field Analysis + Action Plan Helping Hurting Action Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 51. 51 Which Areas Provide the Greatest Impact? Aspects of Systems and Structures Tool: Structures Analysis (cont’d) Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State Designing Organizations Information Systems Resource Allocation High Medium Low Development Measures CommunicationStaffing Rewards Impact Designing Organizations Information Systems Resource Allocation High Medium Low Development Measures CommunicationStaffing Rewards Impact
  • 52. 52 Safety Culture Example: Prioritizing Systems and Structures Aspects of Systems and Structures Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State High Medium Low Designing Organizations Development Measures CommunicationStaffing Information Systems Resource Allocation Rewards Impact High Medium Low Designing Organizations Development Measures CommunicationStaffing Information Systems Resource Allocation Rewards Impact
  • 53. 53 Have we identified all key systems and structures which will be impacted by the change? Are we able to make appropriate changes to systems and structures? Are we getting the support we need from leadership to make needed changes? Have we adequately aligned leadership incentives with the change objectives? Are we dealing effectively with those failing to adopt the change? Is training inadequate – do people feel adequately prepared to take on their new job/roles? Changing Systems and Structures Check List ACT helps you answer these questions Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 54. 54 The Accelerated Change Process Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 55. 55 Monitoring Progress Desired Outcome: Ensure accountability and celebrate successes. Tools: Behavioral Change Analysis Metrics Tracking • Purpose: Track progress of change process. Understand where people are on the change cycle so plans can be updated accordingly. • Purpose: Track operational or financial progress of overall change initiative. Is the change working? Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 56. 56 * Option: write the actual behaviors you are observing at this stage of the project Stakeholders (from Stakeholder Analysis) Desired Behaviors (from Influence Strategy) Progress (Rate progress towards desired behaviors on scale of 1-5) 1 = no change, 5 = desired behaviors are apparent* Actions (e.g. Review output of ACT tools used and action plans.) Where are people in the Change Cycle? Tool: Behavioral Change Analysis Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 57. 57 Tool: Metrics Tracking Metric How is it measured? How often should you measure? Source of data (who owns it and is it reliable?) Other: _________ Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 58. 58 Have we effectively calibrated leadership’s expectations regarding the change – are they wanting results before changes have been fully implemented and absorbed by the organization? Is the tracking and communication of progress visible? Are we maintaining momentum by celebrating early wins? Is Leadership engaged in communicating progress? Are Leaders publicly recognizing and rewarding contributions? Is Leadership allowing the changes to become bedded down before reassigning resources? Monitoring Progress Check List ACT helps you answer these questions Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State
  • 59. 59 Accelerated Change Toolkit Threat vs. Opportunity Matrix Vision Statement Structures Analysis Elevator Speech Behavioral Change Analysis Technical, Cultural, and Political Analysis Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Output becomes your Change Management Plan (action items get incorporated into the Project Plan) In-Scope / Out-of-Scope Critical Success Factors Responsibility Chart or RASCI Stakeholders Analysis/ Influence Strategy Force-Field Analysis Three D’s Matrix Communication Plan Metrics Tracking
  • 60. 60 Accelerated Change Process Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress
  • 61. 61 Resources and Links The Sandler Group: sandlergroup.net/ Leland Sandler Website: lelandsandler.com LinkedIn: https://www.linkedin.com/in/lelandsandler Crunchbase: https://www.crunchbase.com/person/leland-sandler Facebook: http://facebook.com/thesandlergroup Twitter: https://twitter.com/lelandsandler Google+: https://plus.google.com/+LelandSandlerExecutiveAdvisor Expertfile: http://expertfile.com/experts/leland.sandler YouTube: https://www.youtube.com/channel/UC4pT3Ne6_jxSAKrWC2iQzWQ My Presentations: http://www.slideshare.net/lsandler91/presentations Current State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future StateCurrent State Transition State Future State Leading Change Building a Shared Need Creating a Vision Mobilizing Commitment Changing Systems/Structures Monitoring Progress Future State

Editor's Notes

  1. Instructor tips: Make the session interactive by asking the participants questions or for examples from their experience with tools, projects, managing people, etc. Relate your own examples to illustrate your points. (Before the class starts: Write on board: name, dept and phone ext. of facilitators Write on board: introduction questions <see below> to guide participants) Welcome to ACT Training. xxx’s approach to implementing and sustaining change. Before we begin, let’s go around the room for introductions. This helps us understand everyone’s expectations and how much change management experience you have. Please provide your: Name Department Experience with change management (track responses on easel pad: high, medium, low) What change project they are currently working on Expectations for the session (track responses on easel pad) As facilitators, introduce yourselves and your background with ACT. Based on the introductions, you’re all pros. Change is painful and ACT will help you to accelerate a team through change.
  2. Ask: Please read the quote. What is Charles Darwin trying to say? Answer: Organizations like ours are realizing that being able to change and adapt quickly is critical to our survival in today’s marketplace. This is part of what Kevin Sharer means to be “nimble.”
  3. (Review the learning objectives.) We call this change methodology, “Accelerated” Change Tools because by doing the planning and work up-front, you can go fast later by anticipating and addressing road blocks and avoiding rework. Many of you are working on a change effort right now. As you get ideas from this session, the case study examples and from personal examples that people will be sharing, please write it down. Then by the end of the session, you’ll have a start of your own action plan. You have two books in front of you. 1) The one with the tabs serves as a desk reference. It’s very detailed with explanations, checklists, tools and templates. It will be your detailed guide when you plan and execute your change effort. 2) By request from previous classes, the second binder is a hard copy of today’s presentation.
  4. Here are statistics from various journals. They basically point to the fact that the majority of organizational changes fail, so we have our work cut out for us. What kinds of change efforts were these? (Re-engineering projects, mergers, etc.) Don’t we at xxx tackle all of these kinds of changes? Pretty daunting. The last statistic in red was taken directly from an xxx survey. 44% of staff disagreed with the statement, “xxx has a good track record of implementing change”. We don’t do the necessary planning or follow through.
  5. Why do changes fail? Because any sane person isn’t going to do what doesn’t make sense for them. As Change Managers, it’s our job to make it make sense for them!
  6. Let’s look at it in a slightly different way. This chart shows employee productivity over time. Assume the solid flat/straight line represents acceptable level of productivity The solid line represents employee productivity with managed change While the dotted line depicts employee productivity with unmanaged change As you can see, both result in a dip in employee productivity. During that transition period, people are wondering, “What’s going to happen to me?” and “Will I be successful after the change?” During managed change, people are able to anticipate the change, understand what it’s going to mean, and prepare for the change. This is very different from unmanaged change where you just let things happen and people don’t know what to expect. The recovery back to acceptable level of productivity in managed change is much quicker and gets back on track. Not so in unmanaged change. By managing the change and this transition period, we can accelerate the change process.
  7. This example from the U.S. Department of Labor shows what happens to a worker’s productivity before, during, and after an organizational change. During the time of change it becomes all about what is going to happen to me. Notice the loss in productivity hours and the shift to social/speculation time. In a fast moving company like xxx, in a competitive market this increase in inward focus, if sustained for too long, can put the organization at risk. That is why the Executive Committee wants us to get good at managing change. We know there will be a dip in productivity as we go through change but how quickly we can recover and get to the future state is critical.
  8. People react, respond and adjust to change in a sequence of six predictable stages. The Change Cycle model identifies the thoughts, feelings and behaviors associated with each stage of change. You can learn more about the Change Cycle in the xxx class called “Personal Skills for Managing Change,” which is now only being offered upon request.
  9. Stage 1 – Loss: You admit to yourself that regardless of whether or not you perceive the change to be good or 'bad," there will be a sense of loss of what "was.” People tend to be quiet during this phase. Stage 2 - Doubt: You doubt the facts, doubt your doubts and struggle to find information about the change that you believe is valid. Stage 3 - Discomfort: You will recognize Stage 3 by the discomfort it brings. The change and all it means has now become clear and you learn to assimilate this new information in a meaningful way. The Danger Zone represents the pivotal place where you make the choice either to move on to Stage 4 and discover the opportunities the change has presented or, to choose fear and return to Stage 1. Once people get over this Hump (danger zone), they become self-sufficient during stages 4-6. To be successful, a leader needs to micromanage people during the first 3 stages. Be there for them everyday.
  10. (Tie back to the exercise): Based on your observations with successful and unsuccessful changes, the majority of the elements were behavioral as opposed to technical. Very often we just focus as an organization on the technical strategy. We focus on structure, change of process, reporting relationships. We are good at the tangible objective things. We tend to fail or miss the mark on the behavioral side that often comes with change such as leadership support or a clear vision. Use examples of projects participants may be working on to differentiate between technical and cultural/behavioral strategies). The Accelerated Change Tools is really about addressing the behavioral side of change.
  11. ACT or the Accelerated Change Tools are common-sense tools for planning effective change management. Change management is about moving people from the status quo to the future, desired state – that is, getting them to make the change. The ACT process and tools you’ll learn today will help accelerate people through the change. Change management can be applied to any size changes. The process and tools you’ll learn today are based on the most successful change management techniques from G.E., John Kotter and other experts.
  12. This is what the Accelerated Change process looks like. There are six process steps which focus on moving people through the transition from current state to future state. Ask: Any observations? Answer: These process steps are continuous (not meant to be prescriptive). One step doesn’t end when another begins. To be effective, you’ll need to manage each area on an ongoing basis. This model was developed internally as a composite of many sources as indicated in the back of the book. As I mentioned before, these are all tools and methods successfully used by GE, 3M, and many at xxx in driving change. Change fails when we don’t address the entire change process from the current state to the future state. Managers would often skip straight to “Changing Systems/Structures.” They would simply implement the change and then wonder why the change wouldn’t stick or why end-users weren’t following directions. Through change management planning, we address the entire change process.
  13. If you look at each stage, they are the same success factors that you identified during our exercise on the elements of successful change. Leading change means having the right leader set the model and select the right project team. Building a share need is about having a compelling reason for people to change (the “burning platform”). It must make sense to them and they need to see a personal benefit from it. Creating a vision lets people visualize the outcome and see that it’s a good thing. Mobilizing commitment is about gaining stakeholder and customer support for the change. Changing systems and structures ensures that we have the infrastructure and culture that supports the change. People will not change if they need to work around an existing system to make the change, are not rewarded for changing, if they lack training to know how make the change, or if their managers don’t do the change themselves. Monitoring progress enables you to measure how well we are doing in making the change stick. We nip problems in the bud and celebrate success to motivate and reward desired behaviors and results. All of these factors add up to a successful change. (Transition to next slide.)
  14. For each step in the change process, there are tools to help achieve the objective for that step. There are more ACT tools that are explained in your reference binders. The most commonly used tools are shown here. The output from each tool becomes a part of your change management plan and its action items get incorporated into your project plan. On the next slide, I’ll introduce today’s case study, the xxx Thousand Oaks Safety Culture project. Using that project, we’ll walk through each step of the change process and use some of the tools during class exercises. (Transition to next slide.) Any questions? (No need to review each step and corresponding tools)
  15. This is what the Accelerated Change process looks like. There are six process steps which focus on moving people through the transition from current state to future state. Ask: Any observations? Answer: These process steps are continuous (not meant to be prescriptive). One step doesn’t end when another begins. To be effective, you’ll need to manage each area on an ongoing basis. This model was developed internally as a composite of many sources as indicated in the back of the book. As I mentioned before, these are all tools and methods successfully used by GE, 3M, and many at xxx in driving change. Change fails when we don’t address the entire change process from the current state to the future state. Managers would often skip straight to “Changing Systems/Structures.” They would simply implement the change and then wonder why the change wouldn’t stick or why end-users weren’t following directions. Through change management planning, we address the entire change process.
  16. As you prepare to lead a change effort, ask yourself: do we have the right folks with the right skills to lead the change? This is checking in to see if you have the right people, are they clear in what their role is and understand the goal, and the scope of the project. You want to make sure this group is aligned because you as a leader are not just leading the change, but the team is also responsible for leading the change effort. These tools are listed under the “Getting Started” tab of your binder reference. (Review tools – DO NOT READ.)
  17. The In-Scope / Out-of-Scope tool helps us identify what we are supposed to deliver and what the boundaries are. (Explain how to use.)
  18. The In-Scope / Out-of-Scope tool helps us identify what we are supposed to deliver and what the boundaries are. (Explain how to use.)
  19. CSFs help you understand the “must-haves” for success and who will help provide support or remove obstacles. Let’s do an exercise identifying Critical Success Factors using the Safety Culture project. (Transition to next slide.)
  20. For all the ACT tools, create an Action Plan that can get incorporated into your overall project plan. Here’s a sample Action Plan tool that’s universal and can be used in conjunction with any ACT tool. You can keep it simple and only use the right side to identify an Action, its timing and responsible owner for any issue or solution that comes up.
  21. When defining roles and responsibilities, use a responsibility chart to determine who will do what. You can define people’s role by using these labels (1-6) or by using the RASCI definitions (next slide).
  22. For each stage of the change process, there’s a checklist for your reference.
  23. This is what the Accelerated Change process looks like. There are six process steps which focus on moving people through the transition from current state to future state. Ask: Any observations? Answer: These process steps are continuous (not meant to be prescriptive). One step doesn’t end when another begins. To be effective, you’ll need to manage each area on an ongoing basis. This model was developed internally as a composite of many sources as indicated in the back of the book. As I mentioned before, these are all tools and methods successfully used by GE, 3M, and many at xxx in driving change. Change fails when we don’t address the entire change process from the current state to the future state. Managers would often skip straight to “Changing Systems/Structures.” They would simply implement the change and then wonder why the change wouldn’t stick or why end-users weren’t following directions. Through change management planning, we address the entire change process.
  24. Be sure that benefits of change outweigh the cost of changing (or cost of not changing). People will only change if they want to change, are unhappy with the status quo, and if it’s easy to make the change.
  25. So building a shared need is a wake-up call, it starts to create the dissatisfaction with the status quo because there’s a better way of doing things and that it’s not hard to do. (Review tools – DO NOT READ.)
  26. The Threat vs. Opportunity matrix will help identify the cost vs. benefits of the change. In the end, the opportunities should outweigh the threats. Otherwise, you have a project that is set up to fail.
  27. Now that you’ve identified the benefits of the change, how you use that information to persuade people of the problem and solutions is critical. The 3-D matrix helps you develop the different ways to communicate the compelling reason for change. There are three basic approaches: Data or Diagnosis on the problem you are trying to solve. Show the data that it’s a problem and some people will rally behind it. Demonstrate by showing what’s worked before or by benchmarking best practices of other organizations. Demand by a leadership mandate or endorsement. Some people will change because “Kevin Sharer” told us to or because management is behind it. By using all three approaches, you’ll be able to compel most people into believing in the change.
  28. Review objectives and instructions. At the end of the exercise, have ONE team report out their recommendation.
  29. Here’s the checklist for “Building a Shared Need.”
  30. This is what the Accelerated Change process looks like. There are six process steps which focus on moving people through the transition from current state to future state. Ask: Any observations? Answer: These process steps are continuous (not meant to be prescriptive). One step doesn’t end when another begins. To be effective, you’ll need to manage each area on an ongoing basis. This model was developed internally as a composite of many sources as indicated in the back of the book. As I mentioned before, these are all tools and methods successfully used by GE, 3M, and many at xxx in driving change. Change fails when we don’t address the entire change process from the current state to the future state. Managers would often skip straight to “Changing Systems/Structures.” They would simply implement the change and then wonder why the change wouldn’t stick or why end-users weren’t following directions. Through change management planning, we address the entire change process.
  31. A good vision really paints a compelling reason for the change. Groups should spend invest the time to determine that compelling reason. I also recommend testing your compelling reason on people. (Review tools – DO NOT READ.)
  32. Visions help people visualize the need for change and describes what the future state looks like. Vision statements must be visionary, meaningful and motivational. (Do not show the Rhode Island example yet) Explain: Do you remember when we had a shortage of Enbrel? How many patients were on our waitlist? (40,000) At the time, the Rhode Island plant which made Enbrel was still Immunex and they were being acquired by xxx. Can you imagine how difficult it must have been as an Immunex employee to stay motivated when you couldn’t make enough Enbrel for patients and on top of that, you were getting taken over by another company? The Rhode Island plant had a vision statement that kept them going – do you know what it is? It has since become the mantra for the rest of xxx. (Get answers from audience.) You’re right (click to show vision statement) – it’s “Every patient, every time” Since then, xxx has been able to meet the demand of Enbrel patients so there is no longer a wait list.
  33. Has anyone gone through a visioning exercise? This describes a couple of visioning techniques. One technique is to brainstorm key phrases, as you think about the project ask why does exist? Collect the key elements and then test them with customers. This is a typical sales technique, like customer focus groups, to test key messages. Backward imaging exercise is one that people often use. Start with the end in mind, what does that future state look like? What does it feel like to work in the organization in the future state? Then collect, debate, reach consensus on what those vision statements look like. Then the next step is really how do we take a step back, what is the midpoint in creating the tangible milestones that will move you towards that vision. That is backward imaging.
  34. The one we are going to work on today is called the elevator speech. Who can tell me why it’s called an elevator speech? Yes, if you were in the elevator and you have just a brief amount of time to talk about your project, then an elevator speech makes sure that all team members are sending a concise and consistent message. Being concise about what your project is about why it is important, what success will look like and here’s what I need from you. The last part will change depending on your key stakeholders for you project.
  35. Here’s the checklist for “Creating a Vision.”
  36. This is what the Accelerated Change process looks like. There are six process steps which focus on moving people through the transition from current state to future state. Ask: Any observations? Answer: These process steps are continuous (not meant to be prescriptive). One step doesn’t end when another begins. To be effective, you’ll need to manage each area on an ongoing basis. This model was developed internally as a composite of many sources as indicated in the back of the book. As I mentioned before, these are all tools and methods successfully used by GE, 3M, and many at xxx in driving change. Change fails when we don’t address the entire change process from the current state to the future state. Managers would often skip straight to “Changing Systems/Structures.” They would simply implement the change and then wonder why the change wouldn’t stick or why end-users weren’t following directions. Through change management planning, we address the entire change process.
  37. Mobilizing commitment is about getting a critical mass of people to support your change effort. What do I mean by critical mass? Both formal and informal leaders. Formal leaders are those with positional authority. Informal influencers are those in the ranks doing the work. You may need their buy in to monitor the day to day things that need to happen. What is needed to be successful includes a coalition of committed leaders, a means to identify potential pockets of resistance. Keep in mind resistance can take many different forms. You also need the public and private support of a critical mass of key influencers. (Review tools – DO NOT READ.)
  38. Here is a typical representation of stakeholders that you want to change over time. For your project, where would you put your emphasis in trying to move constituents to the future state? Usually, people focus on resistors because they take the most convincing. But remember we are talking about critical mass. So people who are in the late adopters stage is the area you want to flip to see things your way. Because then you will have a greater number of people on board, and those who are still resistors will stick out like sore thumbs. The closer you are to implementation the more obvious resistors will be. (They will begin sitting together at the meetings). When the majority or critical mass comes on board, than the resistors will eventually follow the crowd. Transition to next slide: How to get people on board? First, identify the resistance areas (next slide).
  39. The TPC Analysis is just like an organizational impact analysis. It helps you assess the overall situation that you’re walking into with your project and understand what the key areas of resistance are.
  40. The stakeholders analysis lets you and your team identify who the key stakeholders are and where they stand on your change effort. How do you define a stakeholder? It’s anyone who can be affected by the change or who can affect the success of the change. A good measurement of people’s support is how willing they are to give money, time or resources to the effort (not just their verbal endorsement). (Pointing to chart) Some people need to move to a neutral positions, while others need to provide more support or maintain their current level of support. The influence strategy tool helps you figure out how to get them from one point to the other (next slide).
  41. (Review example.)
  42. Explain: First we identified the issues with the TPC analysis, then we identified the stakeholders and how to influence them. Now, the communication plan will help us communicate to those stakeholders.
  43. Here’s the checklist for Mobilizing Commitment on your project.
  44. This is what the Accelerated Change process looks like. There are six process steps which focus on moving people through the transition from current state to future state. Ask: Any observations? Answer: These process steps are continuous (not meant to be prescriptive). One step doesn’t end when another begins. To be effective, you’ll need to manage each area on an ongoing basis. This model was developed internally as a composite of many sources as indicated in the back of the book. As I mentioned before, these are all tools and methods successfully used by GE, 3M, and many at xxx in driving change. Change fails when we don’t address the entire change process from the current state to the future state. Managers would often skip straight to “Changing Systems/Structures.” They would simply implement the change and then wonder why the change wouldn’t stick or why end-users weren’t following directions. Through change management planning, we address the entire change process.
  45. Successful change often requires realignment of the organization to support the change. Individual behaviors won’t change unless changes are also made in the company. We’ll go into identifying the different types of management practices, systems and processes in a moment. The tools we’ll use for this stage includes… (Review tools – DO NOT READ.)
  46. Here’s a checklist of eight categories to stir up ideas about how changes in these areas might support your change efforts. (Use an example to illustrate changing systems and structures. Below is an example anyone can use.) Let’s say our desired change is to be healthier. Who’s New Year’s resolution is to work out more or lose weight? (See raised hands.) Me too. (Make this section interactive by asking participants to anticipate these answers. Due to time constraints, DON’T go through all examples in detail.) So, for staffing, I might hire a personal trainer or a weight coach to help me. In the area of development, I need to learn how to eat more healthy so I might take classes or read books. I’ll track my performance by monitoring my weight and cholesterol levels. As a reward, I might give myself a spa day for lowering my weight and cholesterol. To maintain my momentum, I’ll post inspirational messages or share my progress with friends. To redesign my organization or household, I’ll remove all junk food and stock up on fruit and vegetables. I’ll also get my family and friends to police me so I don’t cheat and eat junk food. I’ll leverage technology by using an online exercise journal that tracks my progress. And since it’ll cost more to eat healthy and for the personal trainer, I’ll allocate more money into my budget.
  47. Using this tool, you can identify which systems and processes need changing to support the change.
  48. Who’s used a Force Field Analysis before? What did you think? Was it helpful? The Force Field Analysis helps determine what factors could potentially hurt or help the change effort. Imagine the “helping” forces are pushing your project toward success, while the “hurting” forces are pushing your project toward failure. As a result, you want to build an action plan that leverages what’s helping and is decreasing what’s hurting.
  49. For this exercise, we’ve combined three different tools: 1) Structures Analysis, 2) Force Field Analysis and 3) the Action Plan. This shows that tools are flexible – make whatever changes you want to serve your purpose. The objective in this exercise is to identify what needs to be changed within our Systems and Structures to support the Safety Culture initiative and reinforce desired behaviors. It’s important to have the right team in the room to do this analysis or else it will be one-sided (e.g. if there is a large IS or Training component, you need representation from IS and training, etc.) Instructions: Please do not peek on the next page for answers. (There are no right answers.) Choose one system or structure category. Within that category, identify what’s helping the Safety Culture, what’s hurting the Safety Culture and what actions should be taken to leverage the what’s helping and to decrease what’s hurting. You have 10 minutes. At the end of the exercise, have one team report out their findings and proposed action
  50. Since we all have limited resources and time, we can’t change every area of the organization. So now we can rank the eight categories. Are some of them more important than others. What are the big ticket items to support the change?
  51. Here, the Safety Culture group rank the categories and those priorities were translated into their action planning.
  52. Here’s the checklist for Changing Systems and Structures. All the factors for managing change should now be in place.
  53. This is what the Accelerated Change process looks like. There are six process steps which focus on moving people through the transition from current state to future state. Ask: Any observations? Answer: These process steps are continuous (not meant to be prescriptive). One step doesn’t end when another begins. To be effective, you’ll need to manage each area on an ongoing basis. This model was developed internally as a composite of many sources as indicated in the back of the book. As I mentioned before, these are all tools and methods successfully used by GE, 3M, and many at xxx in driving change. Change fails when we don’t address the entire change process from the current state to the future state. Managers would often skip straight to “Changing Systems/Structures.” They would simply implement the change and then wonder why the change wouldn’t stick or why end-users weren’t following directions. Through change management planning, we address the entire change process.
  54. Monitoring progress is essential for understanding: How do we know we were successful, how do we know we are making a difference, how do we know we are delivering on the results we thought we would? Tracking the change process is a good way to communicate to stakeholders and to convince them into helping to drive the change effort. When people see small wins and benefits in what you have implemented, it begins to build momentum. Monitoring Progress helps us know whether we are delivering on the change plan so we can take corrective action as needed. We also celebrate our successes during this stage so desired behaviors are reinforced and people stay motivated. (Review tools – DO NOT READ.)
  55. The Behavioral Change Analysis focuses on the people side of the change.
  56. This tool is not listed in your reference binder. This is a simple template for tracking quantitative project metrics. The Metrics Tracking tool is good for focusing on the operational or financial side of the change. CLASS DISCUSSION: Ask: What do you think would be appropriate metrics for the Safety Culture project? What should be measured? On the next slide, you’ll see a list of potential metrics that were brainstormed for the Safety Culture project. (Next Slide)
  57. Here’s the checklist for Monitoring Progress.
  58. That’s the ACT process. Did we achieve our learning objectives and meet expectations? (Review notes around expectations from beginning of class.)
  59. Here’s a checklist of eight categories to stir up ideas about how changes in these areas might support your change efforts. (Use an example to illustrate changing systems and structures. Below is an example anyone can use.) Let’s say our desired change is to be healthier. Who’s New Year’s resolution is to work out more or lose weight? (See raised hands.) Me too. (Make this section interactive by asking participants to anticipate these answers. Due to time constraints, DON’T go through all examples in detail.) So, for staffing, I might hire a personal trainer or a weight coach to help me. In the area of development, I need to learn how to eat more healthy so I might take classes or read books. I’ll track my performance by monitoring my weight and cholesterol levels. As a reward, I might give myself a spa day for lowering my weight and cholesterol. To maintain my momentum, I’ll post inspirational messages or share my progress with friends. To redesign my organization or household, I’ll remove all junk food and stock up on fruit and vegetables. I’ll also get my family and friends to police me so I don’t cheat and eat junk food. I’ll leverage technology by using an online exercise journal that tracks my progress. And since it’ll cost more to eat healthy and for the personal trainer, I’ll allocate more money into my budget.