Change Management

Think Piece

Piers Schreiber [email protected] +44 7707 263 782

Key Features of Successful Transformational Change

Key Features

Implications

It is designed around the business drivers It wins emotional and intellectual support It models and reinforces the new way of working It puts significant investment into communications It creates experiences that shape future behaviour It aligns all the dimensions of management behind the change It releases talent, creativity and ingenuity often in unexpected ways

Incorporate the drivers into the project plan Develop clear engagement / involvement strategies Accomplished before, during and after implementation Communicate from the very start of the project Align and engage all levels of management behind the change Allow for processing resistance and conflict natural during change Provide processes that emotionally support people through all parts of the change

Ten Points of Potential Failure

1.
2. 3.

A continued discrepancy between top management statements of values or styles and their actual managerial behaviour Saying one thing and doing another
A big programme of activities without any clear goals for change Confusion between ends and means the question of training for what must be answered

4.
5. 6.

Short-term perspective. Three to five years is a realistic time framework for organisational change
Lack of coordination between a number of different activities aimed at increasing organisational effectiveness Overdependence on others either outside consultants or inside specialists

7.
8. 9. 10.

Large gap between the commitment to change at the top of the organisation and the transfer of this interest to the middle of the organisation
Trying to fit a major organisational change into an old organisational structure The constant search for cookbook solutions Applying an intervention or strategy inappropriately. The tendency to apply someone elses package

The Need for a Compelling Business Case

Strong data-driven rationale A specific research-based reason for change Linked directly to performance goals

Realistic understanding of organisational implications Formal; informal; people; tasks

Focused strategy for stakeholder engagement Identification of critical audiences and gap analysis

Clarification and communication of vision Compelling reason and urgency behind change activities

The Need for a Burning Platform

The Need for a Strong Foundation

Create a shared, defined and robust view of the imperatives for change and performance requirement

Assess the organisations readiness and capability for change

Identify stakeholders

Decide on the vehicle for change (e.g. process redesign, cost reduction, culture change, closer alignment with customers)

The Change Equation

(Beckhard)
Vision

Dissatisfaction

+ 1ST Steps >

Costs
$$$ Emotional

Changing individual behaviour requires both new information and new experiences

Information
Information about what is happening to the IFC and me, and why

Experience
Experience of doing my work in new ways which reinforces the change and engages me potentially

)X

Perception
My perceptions of the organisation, its management and my own capability

Behaviour
A shift in my behaviour and attitudes

Leadership
Moving one or more people from where they happen to be to some other place Clear committed leadership is vital to the success of any change

Key Features of Leading Change

Enrolling
Making the journey and destination compellingly attractive Helping people see a future they want to be part of Helping people find a purpose and meaning for themselves Requesting commitment Helping people see possibilities for their contribution Challenging self-limiting beliefs Setting (together) stretching targets Building self-esteem, confidence and trust Putting into action Building and sustaining peoples energy Celebrating successes Giving recognition Expressing optimism Demonstrating the behaviours and values that are being required of others

Enabling

Energising

Exemplifying

Key Features of Leading Change

Purpose
Explain the basic purpose behind the outcome What was the problem? Who said so and on what evidence? What would have occurred if no one had acted to solve it? What could have happened to us if that had occurred

Picture
Paint the picture of how the outcome will look and feel What is the outcome going to look, feel and sound like? How are people going to get their work done and interact with each other? How will a day be organised?

Plan
Lay out the plan for phasing in the outcome Outline steps and schedules in which people will receive information, training & support they need to make the transition People oriented to tell employees how and when their worlds are going to change Start with where people are & work forward to leave the past behind and emerge with new attitudes, behaviours & identity

Part
Establish each persons part in both the plan and the outcome Show employees the role & their relationship to others. Until they see it they cant adjust hopes & fears to the new reality Show employees what part they play in the outcome & the transition process

Transformation Process
Phase
Unfreeze Mobilise Realise Reinforce

Part

Sustain

Content

Set the direction Create the desire & will to change

Make early changes & build confidence

Secure widespread shift in behaviour

Underpin with changes in structure & people processes

Strive for continuous performance improvement

Outcomes

Break with the past

Build the energy

Perfor m-ance lift-off

Embed new culture

Push the limits

Plan from the Perspective of the Recipients of Change

Unfreeze Mobilise Realise Reinforce

Part

Sustain

Board
Senior Mgmt Team Customer Facing Staff Where do we want them to be? What initiatives will help them get there? Is the load of change reasonable & within capabilities? What projects do we need to provide the initiatives Middle Managers Support Teams

Front-line Managers

Plotting Shifts in Commitment

(Example)
Key Players No Commitment Let It Happen Help It Happen Make It Happen

Line Managers Senior Team

X
O

O
X XO

Board
HR Employees Project Sponsor
Key: X = Present state O = Minimum commitment needed

O XO

Surfacing Potential Barriers Early On

Change gets bogged because barriers are not dealt with soon enough or openly enough to keep the change process moving Barriers may exist anywhere and everywhere even the difficultto-see places

Strategy Structure Process

Leadership Management Resources Systems

Consider: How will this change effort affect?

Operating principles

Culture/behaviour
Jobs People

Rewards
Values/Beliefs Capabilities

Identify Strategies for Closing Critical Gaps

Organisational Dimension Gap Strategy

Strategy
Structure Process Operating Principles Culture/Behaviour People Leadership Management Resources Systems Rewards

Importance of Leadership Communication

Leadership 65%
Why should I change my behaviour or go the extra mile? Media 10%
Actions speak louder than words Day-to-day behaviour and signals need to live the vision

Grapevine ?

Systems & Processes 25%

The Transition Curve:

How Attitudes & Feelings Change
S/he really made the effort to help us implement this change This way is more effective Im not sure I know whats going on

Confidence

This could be a better way of doing it I can handle this Actually, things might get better

I feel overwhelmed We cant do this. It wont work. Were not allowed

Time

Making Sense of the Journey

To change their behaviour, employees need to see the link between:

The information they receive

Their work and how they do it

The context in which they do their work The needs of the organisation

Link between desired result & communication approach

Ownership/ Engagement

Level of change

Acceptance/ Alignment Understanding (and Action)

Awareness

Tell

Sell

Consult

Join

Level of involvement

Choosing the Right Communications Tools & Channels

Ownership/ Engagement
Working sessions, 1-to-1 conversations, workshops, coaching Focus groups, working parties, suggestions schemes, consultative presentations

Level of change

Acceptance/ Alignment Understanding (and Action)

Booklets, plenary sessions, presentations, videos, intranets Newsletters, emails, memos, letters, notices

Awareness

Tell

Sell

Consult

Join

Level of involvement

Information + Involvement to Build Commitment & Change

Stages of Individual Behaviour Change
This is the way we do things here

Internalisation
OK, Im ready to do it the new way

of new behaviour

Commitment
I know how we need to do our jobs differently

to personal change

Translation
I understand where we need to go

to the work setting

Significant involvement needed

Understanding
of change direction
Yeah, I saw the memo

Awareness
of desired change

Information with some involvement sufficient here

Ten Strategies for Employee Involvement

1. 2. Meet regularly with employees and openly discuss the organisational changes and why they occurred Recognise that employees understand that you may not have the answers to everything, but its important for them to feel the communications are open and honest Constantly communicate clear goals and vision of the new situation Encourage people to discuss fears and concerns in teams Open suggestion boxes for employees to raise questions in anonymity Set up weekly lunches or other informal meetings to discuss the progress of the restructuring process Whenever possible, assign roles and responsibilities in line with peoples interests

3. 4. 5. 6. 7.

8.
9. 10.

Develop rituals and marker events that allow people to connect

Involve employees affected by the changes in making decisions about whats best for them Discuss realistic career options with employees and ensure training is available for any new skills that are needed

Coaching Others in Building Employee Commitment

1. 2. 3. 4. 5. 6. Identify individuals or groups whose commitment is necessary to the success of the change effort Create and follow a departmental plan to increase commitment of all players Continually encourage and enable employee involvement Continually communicate the goals of the change process Turn covert resistance to overt resistance and then to commitment WALK THE TALK!

What People Pay Attention To:

1. 2. 3. 4. 5. 6. 7. 8. 9. Leader attention, measurement, rewards and controls Leader reaction to critical incidents Leader role modelling, coaching Criteria for recruitment, promotion, retirement and excommunication Formal and informal socialisation Recurring systems and procedures Organisation design and structure Design of physical space Stories and myths about key people and events

10. Formal statements, charters, creeds, codes of ethics etc

Between 80-90% of behaviour is determined by the first three points