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Managing Organizational
Change (MOC) and Change
Communication




Leslie Lowdermilk
Feb 04
MOC: What is it? (the concrete stuff)

 •    MOC is the systematic application of a set of processes,
      tools, and methods designed to increase the speed and
      “stickiness” of change
      –    Enables rapid and improved adoption of solutions and changes
      –    Results in an increased acceptance level of final solution
      –    Reduces thrash created by changes
      –    Identifies and removes barriers to change
      –    Increases alignment
      –    Drives best practice sharing and skills transfer




February 9, 2004                 Managing Organizational Change       page 2
MOC: What is it? (the “squishy” stuff)

 MOC is:
 • A mindset
   – constantly keeping the user or the customer as the focus of
     attention
 • A way of thinking about how we do business
   – helping foster positive and collaborative relationships and
     striving to learn from each other
 • About seeing the big picture and how all the parts tie together
   – systems thinking and a holistic view of business
 • Often an art more than a science




 There are 2 main dimensions to MOC: locus of attention and goals

February 9, 2004             Managing Organizational Change          page 3
Dimensions defined: Locus of attention

 There are distinct audiences that must be considered when
  discussing MOC activities:

 •    Internal : Micro level – internal program or project core team
      members; people who are actively engaged in doing the work
      – Well functioning teams are more likely to have successful projects
      – Well functioning teams do not always “just happen”
      – Even well functioning teams can encounter rough spots and benefit
        from effective MOC activities

 •    External: Macro level – external stakeholders; people not directly
      involved in the team but who are considered stakeholders of the
      work or targets of the change
      – This is the group that often requires the most attention
      – This is the group most likely to demonstrate resistance

February 9, 2004                  Managing Organizational Change             page 4
Dimensions defined: Goals

    •   Speed: activities that act to increase
        the velocity of the work and adoption
        of new behaviors




                       •   Stickiness: activities that enable the new
                           behavior to be sustained and preserved
                           going forward, ideally with minimal external
                           support




February 9, 2004                   Managing Organizational Change         page 5
MOC Activities Matrix

                                                   Locus of Impact
                           Internal                                    External
              Speed        Sponsor alignment and                       Stakeholder analysis
                           mapping                                     Communication planning
                           Team dynamics                               Process design
                           Team building                               Change impact analysis
                           Facilitation                                Organizational readiness
  Goal




                           Project/Program                             Training
                           retrospectives


              Stickiness   Skill transfer                              Reward and recognition systems
                           Modeling                                    Imbed MOC mechanisms and tools
                           Consulting                                    into new process/application
                           Coaching
                           Mentoring



February 9, 2004                      Managing Organizational Change                               page 6
Internal Speed Activities

 •    Sponsor alignment and mapping: proper identification of
      appropriate sponsorship for the change and an assessment of
      sponsors’ commitment level and alignment – sets up opportunities
      for facilitated dialog to get required buy-in

 •    Team dynamics and team building: activities designed to facilitate
      and improve the team’s ability to work with one another – can be
      especially important in virtual environments

 •    Facilitation: maximize effectiveness of meetings, ensuring that
      time is used well and objectives are accomplished

 •    Project/program retrospectives: assess strengths and areas for
      improvement with the goal of improving future programs and
      projects


February 9, 2004               Managing Organizational Change           page 7
Internal Stickiness Activities

 •    Skill transfer – educating team members on MOC activities and
      processes so they can transfer them to their next project and
      improve their own MOC capacity

 •    Modeling – MOC consultants should actively “practice what they
      preach” though effective listening, communication, seeking
      feedback and input, etc.

 •    Consulting – provision of expert assistance on MOC activities

 •    Coaching – provision of feedback and suggestions to those
      responsible for implementation of MOC activities but who lack
      extensive experience

 •    Mentoring – serving as mentor to those wishing to learn about
      MOC activities

February 9, 2004               Managing Organizational Change          page 8
External Speed Activities

 •    Stakeholder analysis – a process for determining who is impacted
      by the project, what needs/concerns/issues exist, results in a
      document that can help determine who to communicate with,
      when, what and how much, can also help assess the climate for
      change

 •    Communication planning – strategic communications facilitate
      change, planning allows for systematic, consistent, impactful
      messaging

 •    Process design – Systematic assessment of current processes,
      inputs and outputs and articulation of future state processes,
      inputs and outputs



February 9, 2004               Managing Organizational Change          page 9
External Speed Activities

 •    Change impact analysis – determination of how and to what
      degree the stakeholders are impacted by the project, results in
      greater understanding of where to focus MOC efforts and where
      the project might be at risk

 •    Organizational readiness assessment – checklist or document
      that tracks what the organization needs to do in order to be ready
      for the upcoming change (new tools, systems, passwords, etc),
      generated in part from the output of the organizational impact
      assessment

 •    Training – stakeholders must have appropriate skills needed to
      adopt new behavior



February 9, 2004               Managing Organizational Change           page 10
External Stickiness Activities

 •    Reward and recognition programs – creation of incentives
      supporting adoption of new behaviors either through rewards,
      recognitions, or performance criteria

 •    Imbed MOC tools into new process – in designing new process,
      include activities such as communication systems, feedback
      loops, and continuous improvement mechanisms into the new
      process itself




February 9, 2004              Managing Organizational Change         page 11
MOC Impact Matrix

                   Internal          External
 Speed             Sponsor           Stakeholder analysis                              Most MO C l eads focus
                   alignment and
                   mapping
                                     Communication planning                            their attention here
                                     Process design
                   Team dynamics     Change impact analysis
                   Team building     Organizational readiness
                                                                              A key aspect of an MO C special   ist’s
                   Facilitation      Training                                 work is to focus attention on ALL
                   Project/Program
                   retrospectives                                             quad rants. Special ists have the ability
                                                                              to look at the team and their
 Stickiness        Skill transfer
                   Modeling
                                     Imbed MOC mechanisms
                                       and tools into new                     activities and d etermine which
                                       process/application
                   Consulting
                                     Ex: does new process
                                                                              quad rant needs attention and when it
                   Coaching
                   Mentoring
                                       articulate how                         need s it. They have the abil to
                                                                                                            ity
                                       participants will be
                                       informed and                           move among the quadrants at any
                                       communicate                            given time.


  MO C Special  ists also spend a l of time here in
                                   ot
  ord er to increase the capacity for the work within the
  organization. They are activel engaged in trying to
                                  y
  “work themsel   ves out of a j
                               ob”.
February 9, 2004                             Managing Organizational Change                                     page 12
Elements required for successful change

 In order for behavioral change to be successful, three elements
   must be present
      – Awareness – what is changing, when is it changing, what do I need to
        do differently, why is it changing?
      – Skills – how do I carry out this new behavior?
      – Motivation – why should I change?


 The vehicle for providing stakeholders with these elements is
  communication, communication, and more communication.
  Communication is the key for implementing successful changes,
  whether they are organizational, policy, or technology changes.




February 9, 2004                 Managing Organizational Change            page 13
Change communication

 Communication is a critical success factor for change. All
   activities within MOC are rooted in strong communication,
   both organizational and interpersonal. Without
   communication, there is no MOC.

 Development of good communications is a 7-step process:
 4. Identify the need for a communication
 5. Identify the audience
 6. Identify key messages
 7. Identify media
 8. Create content
 9. Send message
 10. Respond to feedback


February 9, 2004          Managing Organizational Change   page 14
Steps for creating a good communication

 •          Identify the need for a communication - Not all events or
            activities need to be communicated - sensible decisions should
            be made in order to avoid information overload, and message
            immunity.

 •          Identify the audience - The audience may be all employees or
            one particular section, department, job classification, or team.
            There may be multiple audiences requiring different levels of
            information and different delivery media.

 •          Identify key messages - Usually 3-5 key messages that sum up
            the entire communication. If the audience is being asked to
            take action, state explicitly what action is to be taken, by whom,
            and when.


February 9, 2004                    Managing Organizational Change             page 15
Steps for creating a good communication

 •          Identify media - Using multiple media increases the
            effectiveness of the communication. Media choice should be
            based on consideration of the audience and the message
            content. Not all audiences have equal access to all delivery
            mechanisms and not all content is suited for all media.

 •          Create content - Simplicity is important. Avoid complex
            sentence structure and jargon when possible – it needlessly
            complicates the message and can alienate audiences. Do not
            give people more information than they need. Information
            should be presented based on what the audience needs to
            know, not on what the sender wants to say.




February 9, 2004                   Managing Organizational Change          page 16
Steps for creating a good communication

 •          Send message - Send messages at appropriate times or
            intervals, taking into account employees on alternative work
            schedules. If action is requested, make sure message is sent
            with enough time for people to respond.

 •          Respond to feedback - Respond to feedback (both positive and
            negative) as soon as possible. Your audience has taken the
            time to respond to your message and respecting that helps
            reinforce the importance of the message.




February 9, 2004                  Managing Organizational Change           page 17
Summary

 •    Change is hard

 •    Communication is critical for change programs to be successful

 •    All MOC activities are rooted in good communication

 •    MOC activities are designed to increase the velocity and
      stickiness of change

 •    Good MOC requires attention to activities that impact both the
      immediate work team and the greater organization

 •    Change is hard but change can be managed

February 9, 2004               Managing Organizational Change          page 18

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Managing Organizational Change Aug04

  • 1. Managing Organizational Change (MOC) and Change Communication Leslie Lowdermilk Feb 04
  • 2. MOC: What is it? (the concrete stuff) • MOC is the systematic application of a set of processes, tools, and methods designed to increase the speed and “stickiness” of change – Enables rapid and improved adoption of solutions and changes – Results in an increased acceptance level of final solution – Reduces thrash created by changes – Identifies and removes barriers to change – Increases alignment – Drives best practice sharing and skills transfer February 9, 2004 Managing Organizational Change page 2
  • 3. MOC: What is it? (the “squishy” stuff) MOC is: • A mindset – constantly keeping the user or the customer as the focus of attention • A way of thinking about how we do business – helping foster positive and collaborative relationships and striving to learn from each other • About seeing the big picture and how all the parts tie together – systems thinking and a holistic view of business • Often an art more than a science There are 2 main dimensions to MOC: locus of attention and goals February 9, 2004 Managing Organizational Change page 3
  • 4. Dimensions defined: Locus of attention There are distinct audiences that must be considered when discussing MOC activities: • Internal : Micro level – internal program or project core team members; people who are actively engaged in doing the work – Well functioning teams are more likely to have successful projects – Well functioning teams do not always “just happen” – Even well functioning teams can encounter rough spots and benefit from effective MOC activities • External: Macro level – external stakeholders; people not directly involved in the team but who are considered stakeholders of the work or targets of the change – This is the group that often requires the most attention – This is the group most likely to demonstrate resistance February 9, 2004 Managing Organizational Change page 4
  • 5. Dimensions defined: Goals • Speed: activities that act to increase the velocity of the work and adoption of new behaviors • Stickiness: activities that enable the new behavior to be sustained and preserved going forward, ideally with minimal external support February 9, 2004 Managing Organizational Change page 5
  • 6. MOC Activities Matrix Locus of Impact Internal External Speed Sponsor alignment and Stakeholder analysis mapping Communication planning Team dynamics Process design Team building Change impact analysis Facilitation Organizational readiness Goal Project/Program Training retrospectives Stickiness Skill transfer Reward and recognition systems Modeling Imbed MOC mechanisms and tools Consulting into new process/application Coaching Mentoring February 9, 2004 Managing Organizational Change page 6
  • 7. Internal Speed Activities • Sponsor alignment and mapping: proper identification of appropriate sponsorship for the change and an assessment of sponsors’ commitment level and alignment – sets up opportunities for facilitated dialog to get required buy-in • Team dynamics and team building: activities designed to facilitate and improve the team’s ability to work with one another – can be especially important in virtual environments • Facilitation: maximize effectiveness of meetings, ensuring that time is used well and objectives are accomplished • Project/program retrospectives: assess strengths and areas for improvement with the goal of improving future programs and projects February 9, 2004 Managing Organizational Change page 7
  • 8. Internal Stickiness Activities • Skill transfer – educating team members on MOC activities and processes so they can transfer them to their next project and improve their own MOC capacity • Modeling – MOC consultants should actively “practice what they preach” though effective listening, communication, seeking feedback and input, etc. • Consulting – provision of expert assistance on MOC activities • Coaching – provision of feedback and suggestions to those responsible for implementation of MOC activities but who lack extensive experience • Mentoring – serving as mentor to those wishing to learn about MOC activities February 9, 2004 Managing Organizational Change page 8
  • 9. External Speed Activities • Stakeholder analysis – a process for determining who is impacted by the project, what needs/concerns/issues exist, results in a document that can help determine who to communicate with, when, what and how much, can also help assess the climate for change • Communication planning – strategic communications facilitate change, planning allows for systematic, consistent, impactful messaging • Process design – Systematic assessment of current processes, inputs and outputs and articulation of future state processes, inputs and outputs February 9, 2004 Managing Organizational Change page 9
  • 10. External Speed Activities • Change impact analysis – determination of how and to what degree the stakeholders are impacted by the project, results in greater understanding of where to focus MOC efforts and where the project might be at risk • Organizational readiness assessment – checklist or document that tracks what the organization needs to do in order to be ready for the upcoming change (new tools, systems, passwords, etc), generated in part from the output of the organizational impact assessment • Training – stakeholders must have appropriate skills needed to adopt new behavior February 9, 2004 Managing Organizational Change page 10
  • 11. External Stickiness Activities • Reward and recognition programs – creation of incentives supporting adoption of new behaviors either through rewards, recognitions, or performance criteria • Imbed MOC tools into new process – in designing new process, include activities such as communication systems, feedback loops, and continuous improvement mechanisms into the new process itself February 9, 2004 Managing Organizational Change page 11
  • 12. MOC Impact Matrix Internal External Speed Sponsor Stakeholder analysis Most MO C l eads focus alignment and mapping Communication planning their attention here Process design Team dynamics Change impact analysis Team building Organizational readiness A key aspect of an MO C special ist’s Facilitation Training work is to focus attention on ALL Project/Program retrospectives quad rants. Special ists have the ability to look at the team and their Stickiness Skill transfer Modeling Imbed MOC mechanisms and tools into new activities and d etermine which process/application Consulting Ex: does new process quad rant needs attention and when it Coaching Mentoring articulate how need s it. They have the abil to ity participants will be informed and move among the quadrants at any communicate given time. MO C Special ists also spend a l of time here in ot ord er to increase the capacity for the work within the organization. They are activel engaged in trying to y “work themsel ves out of a j ob”. February 9, 2004 Managing Organizational Change page 12
  • 13. Elements required for successful change In order for behavioral change to be successful, three elements must be present – Awareness – what is changing, when is it changing, what do I need to do differently, why is it changing? – Skills – how do I carry out this new behavior? – Motivation – why should I change? The vehicle for providing stakeholders with these elements is communication, communication, and more communication. Communication is the key for implementing successful changes, whether they are organizational, policy, or technology changes. February 9, 2004 Managing Organizational Change page 13
  • 14. Change communication Communication is a critical success factor for change. All activities within MOC are rooted in strong communication, both organizational and interpersonal. Without communication, there is no MOC. Development of good communications is a 7-step process: 4. Identify the need for a communication 5. Identify the audience 6. Identify key messages 7. Identify media 8. Create content 9. Send message 10. Respond to feedback February 9, 2004 Managing Organizational Change page 14
  • 15. Steps for creating a good communication • Identify the need for a communication - Not all events or activities need to be communicated - sensible decisions should be made in order to avoid information overload, and message immunity. • Identify the audience - The audience may be all employees or one particular section, department, job classification, or team. There may be multiple audiences requiring different levels of information and different delivery media. • Identify key messages - Usually 3-5 key messages that sum up the entire communication. If the audience is being asked to take action, state explicitly what action is to be taken, by whom, and when. February 9, 2004 Managing Organizational Change page 15
  • 16. Steps for creating a good communication • Identify media - Using multiple media increases the effectiveness of the communication. Media choice should be based on consideration of the audience and the message content. Not all audiences have equal access to all delivery mechanisms and not all content is suited for all media. • Create content - Simplicity is important. Avoid complex sentence structure and jargon when possible – it needlessly complicates the message and can alienate audiences. Do not give people more information than they need. Information should be presented based on what the audience needs to know, not on what the sender wants to say. February 9, 2004 Managing Organizational Change page 16
  • 17. Steps for creating a good communication • Send message - Send messages at appropriate times or intervals, taking into account employees on alternative work schedules. If action is requested, make sure message is sent with enough time for people to respond. • Respond to feedback - Respond to feedback (both positive and negative) as soon as possible. Your audience has taken the time to respond to your message and respecting that helps reinforce the importance of the message. February 9, 2004 Managing Organizational Change page 17
  • 18. Summary • Change is hard • Communication is critical for change programs to be successful • All MOC activities are rooted in good communication • MOC activities are designed to increase the velocity and stickiness of change • Good MOC requires attention to activities that impact both the immediate work team and the greater organization • Change is hard but change can be managed February 9, 2004 Managing Organizational Change page 18