change management

CHANGE MANAGEMENT BBA313.

Unit 2. You as a Change Agent

1. Definition of Change Agent.

2. Recognizing a need or opportunity for change.

3. Starting and leading the change.

4. Communicating change.

5. Motivating others to change.

6. Developing a change plan. Planning and preparing for

change.

7. Discussion on the competencies required of a Change

Agent. Use of different leadership styles depending on the

circunstances. Influece and negotiation strategies.

8. Core concepts: tannenbaun & Schmidt Continuum.

Unit 2.

YOU AS A CHANGE AGENT

Who Is a Change Agent?

• A change agent, also known as an advocate of change, is a person

who acts as a catalyst for the change management process.

• They help an organization, or part of an organization,

transform how it operates by inspiring and influencing others.

• A change agent will promote, champion, enable, and support an

organization’s change implementation.

Responsibilities of Change Agents

Key activities that a change agent performs include:

• Communicating how change is beneficial for both the organization

and employees;

• Listening to the involved team members and employees to gain

feedback and incorporate it in the implementation process;

• Understanding employees’ reactions to change and reducing

resistance to change;

• Actively engaging with employees by conducting change

management exercises;

• Encouraging and supporting employees to become change

champions and promote it;

• Identifying and leading other change agents and change

consultants to success;

• Providing feedback on challenges facing the change management

lead.

Q: With sufficient information any employee can be an effective

agent for change.

A. False B. True

Roles in Change Management

A whole system of people in the organization support employees in making

this transition. From the highest level of leadership to frontline supervisors,

making changes well relies on a coordination of actors all moving in unison in

an unique and fulfilling roles.

Change Management

resource/Team

Executives And

Senior Managers

Managers and

Supervisors

Project Support

Project Team

Role Descriptions

Role Description

Change Management Resource

Team.

I develope the change management plans

and strategy. Integral part of enablig project

success.

Executives & Senior Managers. I launch (authorize and fund) changes and I

actively sponsor chenge with our people.

People Managers. I coach my direct reports through the

changes that impact their day to day work.

Project Team.

I manage the technical side of the change. I

integrate change management into my

project plans.

Project Support.

I use my expertise to enhance activities

that drive change in collaboration with the

change team.

The Change Management Office.

We own the change management

methodology and support its

implementation in the organization.

Change Management Board

9

Change Manager

(Chair)

Release ManagerBusiness Case Representative

Project Manager Application

Manager

Executive assistants

Finance Manager Service Level

Manager

Q. ____ views organizations passing

through well- defined stages from

birth to growth, maturity, then

decline or death .

Click on the radio button to select the

correct answer!

Life-cycle theory

Chaos theory

Institucional theory

Market share theory

Change Management Resource Team

Role Expectations.

• Apply a structured change management methodology.

• Formulate a strategy.

• Develop plans.

• Support other roles.

Role Expectation.

Executives & Senior Managers.

• Participate actively, and visibly throughout the project.

• Build a coalition of sponsorship and manage resistance.

• Communicate directly with employees.

Role Expectation.

Managers & Supervisors. • Communicator.

• Advocate.

• Coach.

• Liaison.

• Resistance Manager.

Q: Depending on leaders style, All employees are able to adapt

to change at the same pace.

A. False B. True

Role Expectation.

Project Team. • Design the actual change.

• Manage te technical side.

• Engage with the Change Management Resource Team.

• Integrate change management plan into project plans.

Role Expectation.

Project Support Functions.

Internal Comunication Specialist……..HRBP………Org. Development Staff...

Training Specialist……..Business Analyst……Subject Matters Experts.

• Incorporate their experience and expertise.

• Contribute knowledge.

• Offer tools.

Defining Role Of Leadership in Change

1

7

Step 1: Identify

Identify the key leaders you’ll need to

support the change.

Step 2: Set priorities

Determine those leaders who can derail

the project (the key influencers) as

opposed to those who can simply

grumble and mumble. The key

influences will pull the latter along.

Step 3: Meet with leaders

Meet with these leaders, or have the key

sponsor meet with them to enroll them into

your project.

Step 4: Call to action

Clearly request what you’ll need from

them. (See the list above).

Step 5: Visibility

Help them to be visible with little work on

their end. Prepare talking points, keynotes

and so on.

Step 6: Feedback

Provide feedback and coaching on how

their behavior is working to influence

stakeholders.

Q: Power-coercive strategies rely on achieving the intended

outcomes through the compliant behavior of those who have

less power.

A. False B. True

Strategic Planning

Situation Analysis • Swot/Weak Signal •Clients meetings •Competitor analysis

Other Data •Internal reports •Business plans •Market intelligence Strategic Options •Business model •Focus on most feasible options over 12 months period

Budgets

KPI´s & Metrics

Critical Success

Factors

12 months action

plan

Plans classified on the basis of levels in the organization

STRATEGIC PLANS TACTICAL PLANS OPERATIONAL PLANS

Focus of attention. Strategic goals. Tactical goals. Operational goals.

Levels of managers.

They are framed by top level managers.

They are framed by middle- level managers.

They are framed by lower-level managers.

Time frame. They are prepared for a long period of time.

They are prepared for an intermediate period ranging from 1 to XX years.

They are prepared for period of less than 1 year.

Scope. They relate to overall organizational goals.

They relate to departmental goals.

They relate to goals of sub-units of each department.

Environment.

They relate organization with the external environment.

They focus on both the internal and external environment.

They focus on effective use of resources, focusing the internal environment.

The Change Management Model

Starting and Leading the Change.

Eight steps to effective change management.

What works What does not work Common Pitfalls

 Creating a compelling

story.

 Never underestimating

how much complacency, fear,

and anger exists.

 Creating the vision.

 Focusing exclusively on building

a “rational” business case, getting

top management approval, and

racing ahead while mostly ignoring

all the feelings that are blocking

change.

 Ignoring a lack of urgency and

jumping immediately to creating a

vision and strategy.

 Thinking that you can do little if

you’re not the leader.

Underestimating the

difficulty of driving

people from their

comfort zones.

 Becoming paralyzed

by risks.

Step one: Increase Urgency Raising a feeling of urgency is the first and most

critical step in a successful change effort. With low urgency and complacency,

the change effort cannot get off the ground.

Tip: “Begin with the end in mind” - Steven Covey’s Seven Habits of Highly Effective People.

Q: What are the components of an organization vision ?

1. What,

2. Who,

3. How,

4. What for,

5. When,

6. Promise of service.

Starting and Leading the Change.

What works What does not work Common Pitfalls

 Showing enthusiasm

and commitment to help

draw the right people into

the group.

 Modeling the trust and

teamwork needed in the

group.

 Guiding change with weak

task forces, single individuals,

complex governance structures,

or fragmented top teams.

 Not confronting the situation

when power centres undermine

the selection of the right team.

 Trying to leave out or work

around the head of the unit to

be changed.

Underestimating

the difficulty of driving

people from their

comfort zones.

 Becoming

paralyzed by risks.

Eight steps to effective change management.

Step two: Build the Guiding Team. It is important to get the right people in

place who are fully committed to the change initiative, well-respected within

the organization, and have power and influence to drive the change effort at

their levels.

Tip: Draft a large, diverse team made up of individuals at all levels and with

different skills.

Starting and Leading the Change.

Eight steps to effective change management.

What works What does not work Common Pitfalls

 Trying to see – literally –

possible futures.

 Visions that are so clear

that they can be articulated

in five minutes or written

up on one page.

 Visions that are moving

– such as a commitment to

serving people.

 Assuming that linear or logical

plans and budgets alone

adequately guide behavior when

you are trying to leap into the

future.

 Overly analytical, financially

based vision exercises.

 Presenting a vision

that’s too complicated

or vague to be

communicated in five

minutes.

Step three: Get the Vision Right .While creating a shared need and

urgency for change may push people into action, it is the vision that will

steer them into the new direction.

Tip: Position the change around a compelling picture of the desired future

state

Starting and Leading the Change.

Eight steps to effective change management.

Step four: Communicate for Buy-In. Communicate your vision and strategy to

the organization in order to gain understanding and buy-in. Sending clear,

credible, and heartfelt messages about the direction of change establishes

genuine gut-level buy-in, which sets the stage for the following step: getting

people to act.

What works What does not work Common Pitfalls

 Developing a

communications strategy.

 Keeping communication

simple and heartfelt.

 Speaking to anxieties,

confusion, anger, and

distrust.

 Under communicating, which

can easily happen.

 Accidentally fostering

cynicism by not “walking the

talk”.

Behaving in ways

contrary to the vision.

Tip: Create tools that help people tailor information to their specific

needs – rather than forcing more generic memos and reports into over-

stuffed email and in-boxes.

Starting and Leading the Change.

Eight steps to effective change management.

Step five: Empower Action. It should be seen as removing barriers to those

whom we want to assist in pushing the change effort. Removing obstacles

should inspire, promote optimism and build confidence around the change

effort.

What works What does not work Common Pitfalls

 Finding individuals with change

experience who can bolster

people’s self-confidence with “we-

won you-can-too” anecdotes.

 Recognition and reward

systems that inspire, promote

optimism, and build self-

confidence.

 Feedback that can help people

make better decisions.

 Trying to remove all

the barriers at once.

 Giving in to your own

pessimisms and fears.

 Failing to address

powerful individuals

who resist the change

effort.

Tip: Recognize and reward excellence.

Starting and Leading the Change.

Eight steps to effective change management.

What works What does not work Common Pitfalls

 Early wins that come fast.

 Wins that are as visible as

possible to as many people as

possible.

 Wins that are meaningful to

others.

 Launching many

projects all at once.

 Providing the first win

too slowly.

 Leaving short-term

successes up to

chance.

 Failing to score

successes early

enough into the

change effort.

Step six: Create Short –Term Wins. Short-term wins nourish faith in the

change effort, emotionally reward the hard workers, keep the critics at bay,

and build momentum. By creating short-term wins, and being honest with

feedback, progress is achieved and people are inspired.

Tip: Focus on one or two goals instead of all, and make sure no new initiatives

are added until one of those goals is achieved and celebrated.

Starting and Leading the Change.

Eight steps to effective change management.

What works What does not work Common Pitfalls

 Aggressively ridding yourself of work that wears you down-tasks that were relevant in the past but not now, tasks that can be delegated.

 Looking constantly for ways to keep urgency up.

 Using new situations opportunistically to launch the next wave of change.

Convincing yourself

that you’re done when

you aren’t.

Declaring victory

too soon – with the

first performance

improvement.

Step seven: Don’t Let Up. In successful efforts, people build on this

momentum to make the vision a reality by keeping urgency up, eliminating

unnecessary, exhausting work and not declaring victory prematurely.

Tip: Replace a time-consuming and painstakingly detailed monthly activity

report with a one page summary that highlights only major milestones and key

information.

Starting and Leading the Change.

Eight steps to effective change management.

Step eight: Make Change Stick. By creating a new, supportive, and

sufficiently strong organizational culture, the change should remain. A

supportive culture provides roots for the new ways of operating.

What works What does not work Common Pitfalls

 Telling vivid stories about the

new organization, what it does,

and why it succeeds.

 Making absolutely sure you

have the continuity of behaviour

and results that help a new

culture grow.

 Trying to change

culture as the first step in

the transformation

process.

 Not creating new

social norms and

shared values

consistent with

changes.

Tip: When introducing new hires to the organization, use videos that contain

heartfelt messages from clients whose lives the department has impacted.

https://tinyurl.com/yc7d5w47

Change Management Questionnaire Checklist

L. Beitsch and J. Moran.

April 2017.

Communication Strategy

Effective communication during a change effort will serve to provide

employees with timely and accurate information, which can positively

influence whether the organization can maintain employee productivity

and morale and overcome resistance to change.

Q: During the change process the benefits of maintaining the

status quo is usually perceived to be greater than the benefits

of change.

A. False B. True

The following five areas outline questions and key information for you

to consider when building and delivering a communications strategy

designed to inform and guide employees through a change event:

1. Building a Strategy;

2. Involving Key Stakeholders in Communications Efforts;

3. Determining Message Content;

4. Identifying Most Effective Communications Channels;

5. Ensuring Follow Up.

Communication Strategy

Topic Questions

What do we need to accomplish? What is the current state?

What is the desired state?

What do we need to communicate? Who relays which messages?

With whom do we need to communicate?

In what order do we communicate with

our audiences?

When are messages communicated?

With what frequency?

What tools/channels do we use?

How can communications accomplish

the desired state?

Drive behavior change?

Educate and engage?

Generate awareness?

Mobilize commitment?

Do we understand the following about

our audience?

Who are they?

What do they know/understand already?

What drives/motivates them?

How will we measure whether the

communications strategy achieves its

objectives?

Building a Strategy

Q: Understanding the needs and expectations of stakeholders

is important during any change process but it is too time

consuming to conduct a stakeholder analysis as this will delay

the implementation of change.

A. False B. True

Involving Key Stakeholders in Communications

Efforts

Have you considered all key stakeholders impacted by the change effort?

Do all areas (executives, HR, and managers) collaborate to communicate a

consistent message?

Has HR provided managers with tools and training to adequately prepare

them to support all communications?

To assist in ensuring that the change effort is

communicated to the employees in a timely

and effective manner, a communications

strategy is critical.

Template for Building a Communications

Strategy.

 Checklist for Communicating Change.

 Additional Communication Tips.

Determining Message Content

Do communications detail the rationale behind the change? Do the

messages achieve the following:

 Give reasons for the change and explain the benefit?

 Ask for staff’s help in making the change work effectively?

 Show support for the change? (i.e., help others accept the

change).

Does the communications strategy effectively relay how the

change will affect employees and the business in the short and

long term?

Does the strategy meet the following?

 Provide as many details as possible;

 Supply realistic detail of both the positives and negatives of the

change;

 Let employees know that the organization understands the

range of emotions associated with the change.

Identifying Most Effective Communication Channels

Have you and your change team determined how to clearly

communicate what is expected of employees and resources

available to them?

Have you considered the most effective channels of

communication following questions outlined below:

Identifying Most Effective Communication Channels

Has the organization determined the appropriate communication

channel mix to reach diverse, dispersed employee groups?

Does the communications strategy ensure that important

messages are repeated through a variety of communication

vehicles to ensure that employees receive the message?

Does the organization have an infrastructure in place in order to

provide timely, honest communication with employees?

Does the strategy include a timeline detailing when critical

messages should go out?

Ensuring Follow-Up

Once you have implemented your communication strategy, it is critical that

you monitor its impact on an on-going basis. Questions you might consider

asking to gauge the effectiveness of the strategy might include:

Is the department prepared to engage employees by doing the following:

Asking questions?

 Listening to employee concerns?

 Acknowledging each contribution and highlighting advantages and

disadvantages of various suggestions?

Does the department consider the following:

 Plan to assess employees’ reactions to change (via surveys, focus groups, etc.)

 Continually monitor key metrics related to communications objectives and make

necessary adjustments as employees react to different messages.

 Proactively and reactively adjust the communications strategy based on

employee responses.

 Express appreciation for employees’ assistance and cooperation in

implementing the change.

When people are confronted with the need or opportunity to change, especially

when its ‘enforced’ by the organization, they can become emotional, so can the

managers who try to manage the change.

The workers need to constantly adapt themselves to such changes.

This often cause stress on their mindset and affect their work quality.

Now its important to enabling sensible and constructive dialogue.

In order to achieve success, it is vital for the organization to develop communication

processes, motivation processes and a working environment that will help to ensure

that individuals will deliver results in accordance with expectations of management.

1. To study the components of resistance to organizational change viewed from the

workforce.

2. To study the motivational factors to implement change successfully.

3. What are the critical motivational factors in implementing change?