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ChangeManagement_5300-1.pptxCHANGE MANAGEMENT
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OBJECTIVES
Discovering what change leadership is
Understanding a framework and process for leading change
Recognize your influence potential, and limiting factors to your change performance
Create a change plan including goals, deadlines, accountability partners, and rewards
ICEBREAKER
Look at two change projects:
1. Daniel
2. Marco and Merline
2/19/2021
NSU Development Director Training
Dr. Bryan J. Deptula
FORMS OF CHANGE
Changes come in sizes large and small, taking several different forms!
Even minor changes to the status quo are disruptive to employees’ lives.
Strategic: M&A, Introduction of new technology that offers a competitive advantage
Process Oriented: Modifying routine tasks to improve performance
People Orientated: Implementing Leadership Development or Mentoring initiatives, Training to improve teamwork and team effectiveness
Structural: Changes in promotion requirements and compensation structure
TYPES OF CHANGE
Theory E
Emphasizes economic value—as measured only by shareholder returns.
“Hard” approach boosts returns through economic incentives, drastic layoffs, and restructuring.
Theory O
“Softer” approach— focuses on developing corporate culture and human capability, patiently building trust and emotional commitment to the company through teamwork and communication.
DIMENSIONS OF CHANGE
Beer M, Nohria N. (2000). Cracking the code of change. Harvard business review;78(3): 133-140.
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CHANGE
LEADERSHIP
= the set of planning, activities, and processes, models designed to create transformation
CREATING A SENSE OF URGENCY BY IDENTIFYING A PROBLEM
Status Quo: What is the PROBLEM that requires change?
What is the cause of the problem – i.e., the source of the pain?
Establish a Sense of Urgency: What is the purpose of trying to find a solution? Why is this critical? What are the potential negative outcomes of the problem?
In short, what happens if change does not occur?
Is it a significant problem?
What are the implications of this situation if it is not resolved?
REAL WORLD CHALLENGE:
BUILDING YOUR CASE STUDY
To build a coalition, ask yourself and others:
Who cares?
Who is involved: people, teams, divisions, companies, government?
What data are you using to justify your conclusions?
REAL WORLD CHALLENGE:
BUILDING YOUR CASE STUDY
Effective Techniques Used By Change Leaders
Always have a Sponsor:
a person or group with the power to authorize, provide resources, and legitimize the change,
authority to decide which changes will happen,
can communicate the change to employees as a priority,
and has the ability to provide resources and reinforcement to make sure the change is successful.
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Effective Techniques Used By Change Leaders: Appreciative Inquiry
Engages individuals, teams, or the entire organization in creating change by reinforcing positive messages and focusing on learning from success
Focus on the positive
Can accelerate large-scale organizational change by positively engaging a large group of people in the change process, including managers and employees, as well as people from outside the organization, such as customers or clients, partners, and other stakeholders
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Constructing a vision statement
What ideal inspires you—gives you passion—for this change?
What ideal(s) would inspire the other constituents on this change?
What is unique about the dream you and your constituents have for this project?
What future do you envision for your constituents and for the greater organization or community?
How does this vision serve the common good: the good of all essential constituents?
Give life to a vision when you infuse it with powerful language, with metaphors, stories, word pictures, and other figures or statements
What metaphors or visual image(s) can you provide that appeal to others?
REAL WORLD CHALLENGE:
BUILDING YOUR CASE STUDY
WHAT IS COMMUNICATION?
Communication is the process by which information is exchanged and understood by two or more people, usually with the intent to influence or motivate behavior.
Communication involves the components of encoding, formulating a message, selecting a communication channel, decoding, and feedback.
Leaders act as sensegivers by shaping how people think about their work and the organization, including the values that guide decisions and behavior.
BEING A CHANGE MANAGER MEANS BEING A COMMUNICATION CHAMPION
Communication Champion: philosophically grounded in the belief that good communication is essential to:
Building trust
Gaining commitment
Inspiring and uniting people to work together to accomplish a common purpose
SELF-ASSESSMENT
HOW WELL DO YOU COMMUNICATE?
Answer the following:
How might the framework and process of Change Management help solve your problem, or enhance your opportunity?
Data: What information do you have that might lead to a resolution?
Form a powerful guiding coalition: Who will help you create change?
REAL WORLD CHALLENGE:
BUILDING YOUR CASE STUDY
REALITY CHECK How much do you know about creating change?
Is change a process or an event?
Name the stages of change.
What is the best way to deal with people who resist change?
How do your own, and others’, previous experience with change, create bias towards change?
When done successfully, change is a process?
There are 8 stages in Kotter’s model - You will learn these today.
Lead them through change process with empathy, vision, and rewards
Cynicism Resistance; Optimism Supportive Behaviors
Share your results
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WHY CHANGE FAILS
Cynicism: Prevents people from seeing leaders as being able to successfully manage organizational change because the leaders and the system have failed in the past, and employees often expect past failures to be indicative of future efforts.
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REALITY CHECK
Most major change initiatives—whether intended to boost quality, improve culture, or reverse a corporate death spiral fail miserably or produce mediocre results.
GROUP QUESTION: WHY? What are some common mistakes?
WHY CHANGE FAILS
Managers don’t realize transformation is a process that advances through stages that build on each other, not an event.
Under pressure to produce immediate change, managers skip stages, take shortcuts and make critical mistakes, e.g., declaring victory too soon.
Managers fail during the integration process! Poor planning for integration increases employees' anxiety, distrust, fear, and cynicism.
Failure to recognize and minimize potential sources of disruption.
Attitude Problems! Cynicism & Expectations
Change means giving up our stable routines
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WHY CHANGE FAILS, contd…
Change Typically Involves Personal Ending and Loss
You Can’t Get to a New Beginning without Dealing with an Ending
Managers who want to implement change must ask “who’s going to lose what?”
ROWE System
Results
Oriented
Work
Environment
SIX WAYS TO STOP A CHANGE CAMPAIGN
A culture of “No”
The dog and pony show must go on
The grass is always greener
After the meeting, debate begins
Ready, aim, aim
This too shall pass
Garvin, David A., Michael A. Roberto. (2005): Change through persuasion. Harvard Business Review 26-31.
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What signature strengths can you use to create a solution to the problem?
What limitations may have caused the problem? Or – What limitations are preventing you from making progress on the problem?
What steps will you take to improve your driving forces and reduce your limitations in order to solve the problem?
REAL WORLD CHALLENGE:
BUILDING YOUR STUDY
GROUP
ACTIVITY
SHARE YOUR CHANGE STUDY PART THREE PLAN – resistance, results, alignment with the change model
FIN
