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PBL_Team2_CHG_PLAN.pptxImplementation & Change Management plan
Team 2
Instructor:
Dr. Linda Hayes
Personal Clashes & Planning
Prepare for the conflicts and solutions:
Acknowledgment: Acceptance is the first step before managing and finding the solution
Impact Analysis: Discussing the positive and negative outcomes due to these conflicts
Cooperative process: Teams come to consensus on developing a cooperative process as defined in the task force plan.
Communication Standard: Open communication through Zoom, Microsoft teams.
Process management: Effective process and task management tools such as JIRA and confluence will be used to address the transparency issues
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Understanding the Situation
Process:
Identification of root cause analysis for the conflicts
Newsletters and RSVPs of organization network on the agenda of this task force
Large scale presentations on impacts and advantages of implementing
Feedback sessions from the employees on the developed plan
Building cohesive structure
Accountability driven approach
Focus creation
Progress tracking
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Resources required to resolve personal conflicts
Added to the existing communication plan and updated effective Review meetings will be conducted requiring organization to accommodate rooms for team members
Employee Handbook
Mandatory training for new hires
Continuous development programs requiring continued analysis
State of the art technology to improve informal communication
Focus groups to resolve the conflicts
Training & Development teams
Dedicated financial budget for continued development
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Monitoring process
Proactive resistance management
Reactive resistance management
Compliance audits
Peer review and evaluation
(Tudor, 2014)
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(Tudor, 2014)
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Change management approach
Prosci 3-phase process
Necessary to enlist the possible resistance points and prepare for the change
Addressing likely barrier in the change and managing it.
Accumulation and analysis of feedback data to analyze the adoption and compliance of new methods
(Suganthalakshmi & Muthuvelayutham, 2011)
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Picture (Suganthalakshmi & Muthuvelayutham, 2011)
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Future developments
Map the process
Analyze As-Is models
Redesign the process
Acquiring resources
Inclusive development programs
(Prosci ND)
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(Prosci, ND)
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Change Management Plan for Collaborative team
Team members understand their purpose and share their goals – the combination achieves mission.
Members must share a strong common goal.
Groups provide each member of the team with prestige and recognition.
Successful teams are motivated to succeed.
There is strong team commitment to succeed.
Members have strong shared values and beliefs .
Engaged in and satisfied with their work.
Creation of a team atmosphere that is informal, relaxed, comfortable and non-judgmental.
Promote group cohesion.
People enjoy regular interaction with individuals who have similar interests and goals.
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Implementation plan for collaborative team work
Give and accept feedback in an non-defensive manner.
Ideal team should be highly diversified in the talents and knowledge each member contributes, while maintaining open, non-threatening communication.
Value effective listening and communications that serves group needs.
Engage in open dialogue and communication.
Cultivate a team spirit of constructive criticism and authentic non-evaluative feedback.
Team members must be open and truthful.
Enable members to express group feelings.
Listen to all ideas and feelings.
Face up to conflict and work through it.
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Process & procedures
Share the company's mission over and over again : Defining our team mission is the first step towards bringing people together under one common goal and working together towards making it happen.
Communicate your expectation for collaboration : From the start, set your expectation for collaboration as a minimum standard. Even better, it should be part of your onboarding process so that potential recruits know you prioritize teamwork.
Define and communicate your team's goals : A team that knows their individual as well as collective goals helps to reduce silos and keep everyone productive.
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Promote a community working environment : A daily morning huddle is a good starting point. At the same time each day, invite your team to get together and discuss their goals, tasks for the day, and opportunities where teamwork would be beneficial. These environments can help teams to align themselves and avoid duplication or oversights.
Foster honest and open communication : Good team collaboration relies on open and truthful communication. The more people feel they can contribute, the more ideas can be shared, the more productive the team will become.
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Contd..
Encourage creativity : A collaborative team is an innovative one. Likewise, creating the space for creativity will help foster collaboration. It's a virtuous circle.
Share knowledge, insight, and resources : Knowledge, as they say, is power. And if knowledge is shared amongst your team, they will feel more empowered to contribute on an even playing field.
Lead by example: The more your team can trust you to have their back, the more that trust will filter down through your team. And, in turn, the more productive they will become.
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Invest in collaboration tools : Your digital workspace can look like whatever you need it to be. You don't have to go all-out right away, and your spend can be modest at first. The trick is to try different tools and see what works best for your team
Celebrate and reward successful teamwork : When you design your employee appraisal metrics, focus on team collaboration as well as individual successes. Make it clear that your employees' team efforts will be noted and collaborative successes rewarded.
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Change management plan
Structure the team to maximize its potential : After communicating the change initiative, consider the strengths and weaknesses of each team member.
Set challenges, achievable and engaging target : Be clear in guidance about goals and targets. Break change projects into smaller milestones, and celebrate achievements. Goals should be progressive and in line with values and beliefs.
Resolve conflicts quickly and effectively : Utilize the seven methods of care-fronting to regulate and control communicative breakdowns. Encourage openness and honesty and engender an environment of mutual trust and respect.
Show passion : Communicate passionately and be an example of belief in the future vision. When other people see leaders’ behaviors emulating those required by change, they more quickly come into line with the new behaviors and become change advocates themselves.
Be Persuasive: Engage employees in change by being an energized leader. Focus on opportunities, and persuade rather than assert authority. Share experiences as you persuade change through stories that focus on positive change.
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Empower innovation and creativity : Give opportunities for feedback and remain flexible as you alter course toward your change goals. Encourage people to be creative, to discover solutions to unfolding problems, and to become part of the change process.
Remain positive and supportive : People find change unsettling, even though change is a constant in personal lives as well as professional environments. They will need the support of a positive leader who inspires free thought, honest communication and creativity, as personal and team development is encouraged.
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Virtuous leadership
Virtuous organizations do more than participate in normatively prescribed corporate social responsibility, sponsor environmentally friendly programs, or utilize renewable resources (Bollier, 1996). Whereas some activities included in the corporate social responsibility (CSR) domain may represent organizational virtue, CSR typically revolves around the instrumental value of the activities or an exchange relationship. As discussed below, such motivations are antithetical to virtue. Team members must take an interest in both the group and each individuals achievement. Experiment with new ways to work more effectively. Seek best practice from other teams and other parts of the organization. Be open to change, innovation and creative, joint problem solving.
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Continuous process management
Continuous improvement is a method to make sure that your processes, methods, and practices are as efficient, accurate, and effective as possible. This is done by periodically examining and improving your processes to smash bottlenecks, use the best software, and take advantage of the most efficient methods. It’s is a six step systematic approach to plan, sequence and implement improvement efforts using data and elaborates on the Shewhart Cycle (Act, Plan, Do, Study).
Identify Improvement Opportunity: Select the appropriate process for improvement.
1.Evaluate Process.
2.Select a challenge/problem.
Analyze: Identify and verify the root cause(s).
Take Action: Plan and implement actions that correct the root cause(s).
Study Results: Confirm the actions taken to achieve the target.
Standardize Solution: Ensure the improved level of performance is maintained.
Plan for Future:
Plan what is to be done with any remaining problems
Evaluate the team’s effectiveness Set a target for improvement
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Change management plan for Delivery management and Task Accountability
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What will be improved with this solution? How will the problem be solved?
What is the process for using and communicating the Task Force Plan among the organization's task force members?
What additional resources may be needed for successful implementation?
How will implementation be monitored for resistance (a normal part of change)?
How will successful virtuous leadership and team performance be celebrated?
What is the process for reviewing, revising, and continuously improving the solution?
Improvements by implementing Delivery management and Task accountability:
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Prevents small issues from turning into a major roadblock
Creates deadlines for any task
Receiving honest feedback from teammates
Learn from success and failure events
Perform under better supervision
How will the problem be solved ?
First and foremost, every team needs to replace monthly meetings with daily stand-ups
Many researches confirmed that daily stand-up meetings improved better performance in the team
By Implementing the whiteboard or deliverable dashboard
Whiteboard helps team to track every individual’s goals and deliverables
This process ensures every individual in team contributes towards their delivery of the project/goal
Shortening the team planning series from monthly basis to daily
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Process for communicating the Task Force Plan among the organization's task force members?
Better way is to schedule Daily/weekly meetings to review the plan
Maintaining a shared medium/document – Keep the task force plan live and easily accessible by everyone in the team to make necessary changes
Sending the Weekly or monthly notifications/reminders to team about the percentage of work completed and the achievements
Weekly Governance conference with higher officials
The impact is a significant increase in focus.
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Additional resources required for successful implementation
Support from senior management
Transparency from team members
Keep an open forum and supporting each other
License for Whiteboard tool
Pair programming initiate from teammates
Helping each other in meeting timelines
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How will implementation be monitored for resistance (a normal part of change)?
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Delivery managers or team leads reaching out to every individual in team to keep track of goals and deliverables within agreed timelines
Sharing organizational goals to every teammate
Educating them to understand the big picture of the project
One - One sessions with everyone in team
Daily Stand-ups and whiteboard status review conferences
How will successful virtuous leadership and team performance be celebrated?
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Appreciating and Recognizing team individuals and their efforts for the project
Sending virtual greeting cards for any successful delivery of work
Keep motivating team by
Offering lunch or dinner
Spending time at gaming arcade
Virtual happy hours
Early dismissals on Fridays
Gifting team (gift cards)
Senior officials or delivery managers to award successful team with
Employee for the month
Certificate of Achievement
Certificate of recognition
What is the process for reviewing, revising, and continuously improving the solution?
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Take feedback from leadership team as well as team individuals
Scheduling weekly/bi-weekly brain storming session for continuous improvements
On project roadblocks/impediments/challenges
Attend Technical conferences and presentation meetings by defining the importance of vision
Picking new initiatives and working on demonstrating proof of concepts
Reviewing team individuals' challenges and addressing them from one-on-one discussions
Implementation for Performance Evaluation
The change management plan's primary purpose is to encourage the changes by presenting new approaches and cycles in the organization.
Course of action:
Distinguishing the employees' reaction to change.
Policies in the business environment.
Resolutions:
Staff evolution
Facilitating strategic – Turnaround, procedures, and essential changes.
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Task force process plan for Performance evaluation
The performance evaluation interaction gives a vehicle through which workers, furthermore, their administrators, team up to upgrade work results and fulfillment. This cycle is best when both the worker and the administrator play a functioning job and cooperate to achieve the accompanying:
Explain the assumptions and guidelines for the work
What is anticipated from somebody in this job?
What principles should be kept up Set performance objectives.?
What will the worker endeavor to accomplish in the coming year Set advancement objectives?
What information/abilities will the representative work to create or upgrade in the coming year?
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Additional successful Implementations
Ensure a shared comprehension of the work obligations -
What is the idea of the job?
What are the essential obligations?
Ensure a shared comprehension of norms and assumptions
What assumptions and guidelines should be met?
What are the quality estimates that will be utilized to decide achievement?
What are the client assumptions that should be met?
What are the time assumptions?
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Assist for unmistakably conveying assumptions and norms -
Be explicit – evade excessively expansive and questionable terms
Excessively wide:
Give great client assistance
Be polite and cordial
Explicit:
Grin and visually connect when another client goes into the room
Return all customer calls inside 24 hours.
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Resistance implementation monitor
Review accompanying:
− Position portrayal (PDQ) .
− Standards and assumptions .
− Past year objectives and goals .
− Other documentation assembled during the audit period.
Request the worker complete Performance Self Assessment
Request that the representative get ready by considering the accompanying:
− Successes and difficulties over the previous year
− Additional abilities/information the person might want to create or upgrade
Complete Performance Evaluation structure
Come arranged to share your insights and input about the representative's performance monitor over the previous year, including:
− Key accomplishments and triumphs
− Performance concerns and additionally challenges
− Changes and improvements that are recommended.
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The structures used in this interaction will help chiefs and representatives in getting ready for Performance monitor audit conversations. Albeit these structures are useful and essential apparatuses, the rounding out of systems isn't the fundamental objective of an audit. Audits are best when structures are utilized to help plan for a discussion and archive the results, instead of a substitute for conversation.
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Successful Virtuous leadership
To keep a fruitful business, deal with a multidisciplinary and multicultural association and advance authoritative viability - leadership and performance collaboration celebrated in the board characteristics and hypotheses are essential.
There have been various approaches or models; they incorporate in virtuous leadership.
Versatile leadership
Transformational leadership.
Despotic leadership.
Moral leadership.
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Performance evaluation improvement model
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References
Aubert, B. A., & Kelsey, B. L. (2003). Further understanding of trust and performance in virtual teams. Small group research, 34(5), 575-618.
Bollier, David (1996) Aiming Higher: 25 Stories of How Companies Prosper by Combining Sound Management and Social Vision. New York: Amacom.
Chen, C. C., Wu, J., Yang, S. C., & Tsou, H. Y. (2008). Importance of diversified leadership roles in improving team effectiveness in a virtual collaboration learning environment. Journal of Educational Technology & Society, 11(1), 304-321.
Collier, A. (2018). Personality clash at work? Dental Nursing, 14(12), 622-622.
Larivière, V., Gingras, Y., Sugimoto, C. R., & Tsou, A. (2015). Team size matters: Collaboration and scientific impact since 1900. Journal of the Association for Information Science and Technology, 66(7), 1323-1332.
Lykourentzou, I., Antoniou, A., Naudet, Y., & Dow, S. P. (2016, February). Personality matters: Balancing for personality types leads to better outcomes for crowd teams. In Proceedings of the 19th ACM Conference on Computer-Supported Cooperative Work & Social Computing (pp. 260-273).
Maurer, I. (2010). How to build trust in inter-organizational projects: The impact of project staffing and project rewards on the formation of trust, knowledge acquisition and product innovation. International journal of project management, 28(7), 629-637.
McNeese, M. D., & Brown, C. E. (1986). Large group displays and team performance: An evaluation and projection of guidelines, research, and technologies. HARRY G ARMSTRONG AEROSPACE MEDICAL RESEARCH LAB WRIGHT-PATTERSON AFB OH.
Prosci (Ed.). (n.d.). Core roles in change management. Retrieved February 07, 2021, from https://www.prosci.com/resources/articles/core-roles-in-change-management
Suganthalakshmi, T., & Muthuvelayutham, C. (2011). Prosci's change management for mixing of individual change management and organizational change management to ensure the achievement in business. Asian Journal of Research in Social Sciences and Humanities, 1(3), 77-85.
Symons, J., & Stenzel, C. (2007). Virtually borderless: An examination of culture in virtual teaming. Journal of General Management, 32(3), 1–17.
Tudor, L. (2014). Change management–challenge and opportunity for sustainable development of Romanian companies. In Proceedings of the International Management Conference, Faculty of Management, Academy of Economic Studies, Bucharest, Romania (Vol. 8, No. 1, pp. 466-476).
Zweifel, T. D. (2013). Culture Clash 2: Managing the Global High-Performance Team. SelectBooks, Inc.
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