Leading Pain Free Organizational Change 2014
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Have you ever wished you could receive a palliative care consult to help your organization manage the pain and suffering of organizational change? The key to leading change is to do it within the context of your organization’s mission. Whether the change is the result of external factors (rate cuts, competition, regulatory scrutiny) or internal drivers (business development, program expansion, new partnerships), change can be painless (or at least tolerable). Discover specific strategies to change the culture of your organization from change-averse to change-ready.
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Leading Pain Free Organizational Change 2014
- 1. Leading Pain-Free Organizational Change Kathy Brandt, MS the kb group the-kb-group.com
- 2. Significant Change Can Include • Launching or stopping a new program/service • Reorganization • Change in leadership • Changing a vendor • Implementing a new regulatory change • Increased competition • Downsizing • What else?
- 3. Do You Enjoy Change?
- 4. Stressors • Anxiety connected with loss of control and other losses • Uncertainty about what the change means for them • Sudden, “out of the blue” changes • Lack of information that feeds the rumor mill • Changes in familiar (comfortable) processes • Concerns about the future • Real or perceived heavier workloads • Experience with previous changes
- 5. Successful Organizational Change • Is grounded in the vision/mission/values • Advances the strategic goals • Helps to differentiate the organization from competitors • Is implemented within the context of the organizational culture
- 6. What is Organizational Culture? • What we keep doing • What is rewarded • What we all know • Why we exist • What is “acceptable” • What protects us • Is shaped by society • Contains sub-cultures • Can and will evolve
- 7. Culture is Self-Reinforcing • We experience everything through the lens of the organizational culture… • which helps us interpret changes… • and informs our feelings about the change… • which justifies our actions… • which reinforces our beliefs about the culture
- 8. Break the (Negative) Cycle • Build momentum for change • Encourage a critical mass “Changing behaviors is necessary but not sufficient to build the momentum and critical mass required; mindsets need to be changed as well.” Corporate Culture and Its Impact on Strategic Change, © 2010, Conner Partners
- 9. Organizational change is predicated on an investment in, and commitment to, transforming from what is into what should be
- 10. Resistance to Change Staff Resistance Org Resistance Habits Finances Fear Security Selective hearing/pr ocessing Threats to budget Structural inertia Threat to expertise Group inertia Threat to power relationship
- 11. How Do You Overcome Resistance? 1. Frame the change • Why • Who • When • Why
- 12. How Do You Overcome Resistance? 1. Frame the change 2. Active support from all leaders
- 13. How Do You Overcome Resistance? 1. Frame the change 2. Active support from all leaders 3. Competent and credible change agents
- 14. How Do You Overcome Resistance? 1. Frame the change 2. Active support from all leaders 3. Competent and credible change agents 4. Effective and frequent communication
- 15. How Do You Overcome Resistance? 1. Frame the change 2. Active support from all leaders 3. Competent and credible change agents 4. Effective and frequent communication 5. Evaluate outcomes and modify as needed
- 16. Organizational Change Management • Strategy/Plan • Leadership • Communication • Education • Metrics • Accountability
- 17. Lewin’s Three Step Change Process Unfreeze Change Refreeze
- 18. Unfreez Lewin’s Model e • Define (or determine) the change • Secure buy-in from leadership • Create the “need” for change • Manage and understand the doubts and concerns
- 19. Lewin’s Model Change • Communicate • Dispel rumors • Empower action • Involve people
- 20. Lewin’s Model Refreeze • Anchor the change • Develop ways to sustain the change • Provide support and training • Celebrate success
- 21. Kotter’s Change Model • Create urgency • Build a coalition • Formulate a vision • Communicate • Empower by removing barriers • Create & celebrate wins • Reassess & adjust • Reinforce changes Unfreeze Change Refreeze
- 22. Action Research Diagnosing Planning Learning Evaluating Implementing
- 23. Putting it All Together • Acknowledge the stress that change brings • Make sure the change is helping you achieve your strategic goals • Recognize your organization’s culture related to change • Utilize the steps to overcome barriers to change • Implement a change process within the context of your organization
- 24. Resources and References • Corporate Culture and Its Impact on Strategic Change • What Is Company Culture, and How Do You Change It? • Organizational Change (Slideshare) • 8-Step Process for Leading Change • Ten Steps for Implementing Change
- 25. For More Information and the Handouts the-kb-group.com -- blog kb@the-kb-group.com
Editor's Notes
- cross their arms.” My operational definition of “crossed” is folding their arms together, as if they were bored or waiting for something. Once they have completed this task, ask them to “fold their arms the other way,” reversed of what they just performed. I guarantee that 90 percent of the class will struggle with it. Discussion Questions How did it feel when you were asked to cross your arms the other way? Did it come naturally or did you have to stop and think about it? Were you comfortable with doing this differently from your normal process? What are some things that make people resistant to change? What can you do to make it easier for people in your organization to accept the changes associated with Lean and Six Sigma? What kind of support is necessary to maintain the changes associated with Lean and Six Sigma? Facilitator Notes When people cross their arms, they do so naturally, without even thinking about it. When they are asked to fold them the other way they, for the most part, stop, refold their arms again and then try to figure out which arm was on top, which arm moves first and so on. Try this yourself and see. Encourage participants to consider and share their own personal emotions related to making changes.
- Anxiety connected with loss of control and other losses: — sense of security — sense of competence — relationships — sense of direction and control — territory — job Uncertainty about what the change means for them Sudden, “out of the blue” changes Lack of information that feeds the rumor mill Changes in familiar (comfortable) processes Concerns about the future Real or perceived heavier workloads Experience with previous changes
- Culture is consistent, observable patterns of behavior in organizations Culture is powerfully shaped by incentives – what is recognized and rewarded will be repeated Jointly-held beliefs and interpretations about “what is. Culture is a carrier of meaning. Cultures provide not only a shared view of “what is” but also of “why is.” Culture is a social control system – which means there will be the cool kids and the oddballs, there will be good behaviors, and bad behaviors – these things have helped the organization survive and can serve as a barrier to sustainability Culture is a shield – like an immune system – protects us from internal threats (viruses) and can turn on us and attack from within. Can also attack new ideas that can catalyze change Evolves based on external trends and threats Organizational culture is shaped by and overlaps with other cultures — especially the broader culture of the societies in which it operates. Departments, demographics, experience, etc Culture is dynamic – it can change, but it will put up a good fight! It can change slowly without anyone noticing and the changes may not be good!
- Momentum is the forward motion of energy toward the realization of your change. Critical mass is the point where there is enough momentum to assume successful realization of a change. The momentum that is built y the likelihood of achieving critical mass. At the individual level, critical mass occurs when people, on their own, begin to develop an internal drive (mindset) toward the desired outcome. At the organizational level, it occurs when the momentum across the organization provides the level of energy needed to achieve true realization results. Building the momentum and critical mass required for success can only happen when the necessary mindsets and behaviors are in place for supporting your new strategy. Culture can serve either as a catalyst for building momentum and critical mass, or as an inhibitor.
- http://www.pmi.org/~/media/PDF/Publications/Enabling-Change-Through-Strategic-Initiatives.ashx
- Adapted from 2009 Prentice-Hall Inc. All rights reserved Forms of Resistance to Change: Overt and Immediate Voicing complaints, engaging in job actions Implicit and Deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism Deferred resistance clouds the link between source and reaction
- Education and Communication Show those effected the logic behind the change Participation Participation in the decision process lessens resistance Building Support and Commitment Counseling, therapy, or new-skills training Implementing Change Fairly Be consistent and procedurally fair Manipulation and Cooptation “Spinning” the message to gain cooperation Selecting people who accept change Hire people who enjoy change in the first place Coercion Direct threats and force
- Education and Communication Show those effected the logic behind the change Participation Participation in the decision process lessens resistance Building Support and Commitment Counseling, therapy, or new-skills training Implementing Change Fairly Be consistent and procedurally fair Manipulation and Cooptation “Spinning” the message to gain cooperation Selecting people who accept change Hire people who enjoy change in the first place Coercion Direct threats and force
- Education and Communication Show those effected the logic behind the change Participation Participation in the decision process lessens resistance Building Support and Commitment Counseling, therapy, or new-skills training Implementing Change Fairly Be consistent and procedurally fair Manipulation and Cooptation “Spinning” the message to gain cooperation Selecting people who accept change Hire people who enjoy change in the first place Coercion Direct threats and force
- Education and Communication Show those effected the logic behind the change Participation Participation in the decision process lessens resistance Building Support and Commitment Counseling, therapy, or new-skills training Implementing Change Fairly Be consistent and procedurally fair Manipulation and Cooptation “Spinning” the message to gain cooperation Selecting people who accept change Hire people who enjoy change in the first place Coercion Direct threats and force
- Education and Communication Show those effected the logic behind the change Participation Participation in the decision process lessens resistance Building Support and Commitment Counseling, therapy, or new-skills training Implementing Change Fairly Be consistent and procedurally fair Manipulation and Cooptation “Spinning” the message to gain cooperation Selecting people who accept change Hire people who enjoy change in the first place Coercion Direct threats and force
- Agreement on a common vision for change -- no competing initiatives. Strong executive leadership to communicate the vision and sell the business case for change. Communication – before, during and after A strategy for educating employees about how their day-to-day work will change. A concrete plan for how to measure whether or not the change is a success -- and follow-up plans for both successful and unsuccessful results. Three models
- Kurt Lewin in 1950s Ice block – to snow cone – need to unfreeze, make the change and then refreeze for change to happen
- Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and one's relations to others Unfreeze 1. Determine what needs to change. Survey the organization to understand the current state. Understand why change has to take place. 2. Ensure there is strong support from upper management. Use Stakeholder Analysis and Stakeholder Management to identify and win the support of key people within the organization. Frame the issue as one of organization-wide importance. 3. Create the need for change. Create a compelling message as to why change has to occur. Use your vision and strategy as supporting evidence. Communicate the vision in terms of the change required. Emphasize the "why". 4. Manage and understand the doubts and concerns. Remain open to employee concerns and address in terms of the need to change.
- Communicate often. Do so throughout the planning and implementation of the changes. Describe the benefits. Explain exactly the how the changes will effect everyone. Prepare everyone for what is coming. 2. Dispel rumors. Answer questions openly and honestly. Deal with problems immediately. Relate the need for change back to operational necessities. 3. Empower action. Provide lots of opportunity for employee involvement. Have line managers provide day-to-day direction. 4. Involve people in the process. Generate short-term wins to reinforce the change. Negotiate with external stakeholders as necessary (such as employee organizations).
- Anchor the changes into the culture. Identity what supports the change. Identify barriers to sustaining change. 2. Develop ways to sustain the change. Ensure leadership support. Create a reward system. Establish feedback systems. Adapt the organizational structure as necessary. 3. Provide support and training. Keep everyone informed and supported. 4. Celebrate success!
- Establish a sense of urgency Form a coalition Create a new vision Communicate the vision Empower others by removing barriers Create and reward short-term “wins” Consolidate, reassess, and adjust Reinforce the changes Inspire! Craft and use a significant opportunity as a means for exciting people to sign up to change their organization. Funnel the energy you inspired. Assemble a group with the power and energy to lead and support a collaborative change effort. Plan! Shape a vision to help steer the change effort and develop strategic initiatives to achieve that vision. Communicate! and enlist support. Raise a large force of people who are ready, willing and urgent to drive change. Facilitate action! Remove obstacles to change, change systems or structures that pose threats to the achievement of the vision. Celebrate! Consistently produce, track, evaluate and celebrate volumes of small and large accomplishments – and correlate them to results. Success today = success in the future Keep moving! Use increasing credibility to change systems, structures and policies that don’t align with the new vision; hire, promote and develop employees who can implement the vision; reinvigorate the process with new projects, themes and volunteers. Communicate! Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.
- Action or participatory research is learning by doing -- identify a problem, develop a resolution, implement the solution and then analyze the final results. The action research process consists of five steps in the cycle: diagnosing, action planning, taking action, evaluating, and specifying learning. The process is known for on-the-job research, and not the scientific method type study created in a lab.