change management
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1) Effective change management requires having the right people in various roles to support the change initiative. This includes executives to sponsor the change, middle managers to coach direct reports, a project team to manage the technical aspects, and a change management resource to coordinate efforts. 2) Each role plays an important part - executives authorize and fund changes, middle managers support frontline adoption, project teams implement solutions, and the change management resource enables others and ensures coordination. 3) Having the right people engaged in the right ways is necessary to move beyond good intentions to successful change outcomes.
change management
- 1. A Reconnaissance Survey of the Discipline of Change management Lecture 1 Atiq
- 2. Did you ever face any difficult person? How did you manage him/her?
- 3. A question for you: What is Change management?
- 4. Another question for you: Have your change management efforts worked as well as you wanted?
- 5. “8. My organization is good at managing the “people” side of change initiatives. ” 36% 20% 24% 8% 2% 10% 0% 10% 20% 30% 40% Stongly Disagree Disagree Neutral Agree Strongly Agree Don't Know & N/A Almost 1/2 disagreed Managing change: people
- 6. “People” Readiness for change For corporate process improvement involving systems investments: 28% are abandoned 41% come in behind schedule and/or over budget 80% are NOT used in the way they were intended, or NOT USED AT ALL, 6 months after completion of installation -- Gartner Group, 2003
- 7. Here is what I believe change management is: The process, tools and techniques to manage the people-side of change to achieve the required business outcome(s)
- 8. Key Points Key point 1: To move from good intentions to good results, we have to realize that effective change management is more than just a few pieces of communication Key point 2: To move from good intentions to good results, we have to realize that we (the “changers”) may be “living” in the future state, while everyone else (“the changees”) is living in the present Key point 3: To move beyond good intentions, effective change management MUST be focused on helping individuals change Key point 4: Individual change is a process Key point 5: To move beyond good intentions, we need to select and use the tools available to us Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways Key point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level
- 9. Key point 1: To move from good intentions to good results, we have to realize that effective change management is more than just a few pieces of communication Change management is the process, tools and techniques to manage the people-side of change to achieve the required business outcome
- 10. Benchmarking findings Causes of resistance Employees: 1. Not aware of the business need for change 2. Lay-offs were announced or feared 3. Unsure if they had the skills needed for success in the future state 4. Comfort with the current state 5. Believed they were being asked to do more with less, or do more for the same pay Managers: 1. Loss of power and control 2. Overloaded with current responsibilities 3. Lacked awareness of the need for change 4. Lacked the required skills 5. Fear, uncertainty and doubt Can mere communications address these?
- 11. Key point 2: To move from good intentions to good results, we have to realize that we (the “changers”) may be “living” in the future state, while everyone else (“the changees”) are living in the present future
- 12. Three Phases of Change: How people experience change Current State Transition State Future State
- 13. Current State • Employees (including management and executives!) generally prefer the current state, because that is where they live Current State Transition State Future State “better the devil you know is better than the devil you don’t”
- 14. Future State • The future state is unknown to the employee; will it be better, or worse? • This is where Project teams “live” Current State Transition State Future State
- 15. Transition State • The transition state creates stress and anxiety Current State Transition State Future State
- 16. Key point 2, revisited: To move from good intentions to good results, we have to realize that we may be “living” in the future state, while everyone else is living in the present People will resist change, but not because they are being contrary “better the devil you know is better than the devil you don’t”
- 17. Key point 3: Effective change management MUST be focused on helping individuals change
- 18. Successful change addresses both the technical and the people side Solution is designed, developed and delivered effectively (Technical side) Solution is accepted, adopted and utilized effectively (People side) = CHANGE SUCCESS + Project management Change management Current Transition FutureCurrent Transition Future Individual PEOPLE change, NOT organizations
- 19. Effective change management requires two perspectives Individual perspective How does one person makes a change successfully? Organizational perspective What tools we** have to help individuals make changes successfully? ** “we” means project leaders and team members, HR, OD, training, communicatio ns, managers, supervisors
- 20. 20 The focus of Change management is on helping individuals make their own personal transition Organizational “The change” to how we do business Individual Current Transition FutureCurrent Transition Future How I do my job today How I will do my job after the change is implemented Current Transition FutureCurrent Transition Future Current Transition FutureCurrent Transition Future Current Transition FutureCurrent Transition Future From: To:
- 21. Key point 3, revisited: To move beyond good intentions, effective change management MUST be focused on helping individuals change From an organizational perspective, we need to determine what “we”** can do to help individuals change
- 22. Key point 4: Individual change is a process
- 23. The five building blocks of successful individual change Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change ADKAR is the (relatively) easy-to-remember acronym
- 24. Communication checklist Yes No Question: Have you identified all of the different audiences you need to communicate with throughout the organization? Have you identified who the ideal sender of communication messages will be? Have you identified what are the most effective channels of communication? Have you created mechanisms to enable two-way communication to take place?
- 25. Not Everyone Changes at the Same Pace Awareness Desire Knowledge Ability ReinforcementPerson B Awareness Desire Knowledge Ability ReinforcementPerson B Awareness Desire Knowledge Ability ReinforcementPerson D Awareness Desire Knowledge Ability ReinforcementPerson D Awareness Desire Knowledge Ability ReinforcementPerson C Awareness Desire Knowledge Ability ReinforcementPerson C Awareness Desire Knowledge Ability ReinforcementPerson A Awareness Desire Knowledge Ability ReinforcementPerson H Awareness Desire Knowledge Ability ReinforcementPerson H Awareness Desire Knowledge Ability ReinforcementPerson G Awareness Desire Knowledge Ability ReinforcementPerson G Awareness Desire Knowledge Ability ReinforcementPerson E Awareness Desire Knowledge Ability ReinforcementPerson E Awareness Desire Knowledge Ability ReinforcementPerson I Awareness Desire Knowledge Ability ReinforcementPerson I Person F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability Reinforcement Address the needs of each INDIVIDUAL
- 26. Employee A D K A R Notes/actions Adnan 4 5 2 2 4 Babar 4 1 4 3 4 Chaudhry 2 2 3 3 4 Dilshad 5 1 4 2 3 Employee A D K A R Notes/actions A 4 5 2 2 4 4 1 4 3 4 2 2 3 3 4 5 1 4 2 3 Recommendation: Create a Change Management Profile for Each Employee Needs knowledge Low desire Questionable desire Low desire
- 27. Key point 4, revisited: Individual change is a process From an organizational perspective, we need to determine what “we”** can do to help individuals
- 28. Key point 5: To move beyond good intentions, we need to understand, select and use the tools available to us
- 29. Some Key Change Management Tools Communications Sponsor Roadmap Coaching Training Readiness / Resistance Mgt. These channels enable Effective change management
- 30. Mapping the tools to the personal change elements (ADKAR) These channels enable project team to facilitate organization through phases of ADKAR. Communications Sponsor Roadmap Coaching Training Awareness Desire Knowledge Ability Reinforcement Awareness Desire Knowledge Ability Reinforcement Readiness / Resistance Mgt.
- 31. Key point 5, revisited: To move beyond good intentions, we need to select and use the tools available to us Use the right tools, in right place Communications Sponsor Roadmap Coaching Training Readiness / Resistance Mgt.
- 32. Who is this “We”
- 33. Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways
- 34. Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions Change management requires a system of ‘doers’ Each ‘gear’ plays a specific role based on how they are related to change
- 35. Change management roles Role Ideal implementation Change mgmt resource/team “I develop the change management strategy and plans. I am an integral part of project success.” Executives and senior managers “I launch (authorize and fund) changes.” “I sponsor change.” Middle managers and front-line supervisors “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 functions “I support different activities of the change management team and project team.” * Change management group, dept or office “We own the change management methodology and support its implementation in the organization.”
- 36. Current common reality that we need to move beyond Role Common implementation Change mgmt resource/team “I feel like I‟m on an island here – people expect me to do everything and have all the answers.” Executives and senior managers “I gave you funding and signed the charter – now go make it happen!” Middle managers and front-line supervisors “I feel like I‟m the direct target for some of these changes, and I wish I knew what was going on.” Project team “My focus is just the „technical‟ side. Once I flip the switch, I‟m moving on to the next project.” Project support functions “I get called in on projects and given one little task, but I‟m not sure how I fit in to the overall picture.” * Change management group, dept or office “I don‟t even exist yet.”
- 37. Executives and senior mgrs What is their role 1. Participate actively and visibly throughout the project 2. Build a coalition of sponsorship and manage resistance 3. Communicate directly with employees Not just signing cheques and project charters! Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 38. Middle mgrs and supervisors Why are they important They are close to the people who adopt the change They play a role in all types of change in the organization They need to be trained to be successful Executives and senior leadersExecutives and senior leaders Front-line employeesFront-line employees Middle managers and supervisors Executives and senior leadersExecutives and senior leaders Front-line employeesFront-line employees Middle managers and supervisors Macro – top-down changes Micro – daily changes Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 39. Middle mgrs and supervisors What are their roles Role 1 – Communicator Role 2 – Advocate Role 3 – Coach Role 4 – Liaison Role 5 – Resistance manager Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 40. Project team Why are they important Drive the technical side of change Design solutions Develop solutions Deliver solutions Project management Change management Current Transition FutureCurrent Transition Future Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 41. Project team What is their role 1. Design the actual change 2. Manage the ‘technical side’ of the change • Charter, business case, schedule, resources, work breakdown structure, budget, etc. 3. Engage with CMgt team/resource 4. Integrate CMgt plans into project plan Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 42. Project support functions Examples HR OD Training Communication SMEs Bring specific experience, knowledge, tools and expertise to the project Sometimes act as the change mgmt resource Key pieces of the ‘technical’ and ‘people’ puzzles Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 43. Mapping change management roles 1. Authorize and fund 2. Participate actively and visibly 3. Create coalition 4. Communicate directly 1. Design ‘the change’ 2. Manage ‘technical side’ 3. Engage with CM 4. Integrate CM 1. Communicator 2. Advocate 3. Coach 4. Liaison 5. Resistance manager 1. Experience 2. Knowledge 3. Tools 4. Expertise 1. Apply methodology 2. Formulate strategy 3. Develop plans 4. Support other ‘doers’ Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 44. Change management resource What is their role Enable others… Help managers and supervisors Effectively coach their employees through transitions Help execs and senior leaders Effectively fulfill the role of ‘sponsor of change’ Help project teams Make the bridge between implementing a solution and realizing benefits Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 45. Employee-facing vs. enabling Employee-facing roles Enabling roles One-to-one interactions One-to-many interaction Observable behaviors Creation and implementation of plans that are executed by the employee-facing roles Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions
- 46. Homework: Where is your group? Role: Who: Understanding: Effectiveness: Change mgmt resource/team Executives and senior managers Middle managers and front-line supervisors Project team Project support functions * Change mgmt group, dept or office Who in the organization plays each role? How well do they understand their role? How effectively are they fulfilling their role?
- 47. Key point 6, revisited: To move beyond good intentions, we need the right people involved in the right ways Middle managers and supervisors Middle managers and supervisors Change management resource/team Change management resource/team Executives and senior managers Executives and senior managers Project team Project team Project support functions Project support functions Do you have the right people involved in the right way?
- 48. How will you know if your change has been effective?
- 49. “Begin with the end in mind.” -- Stephen R. Covey from “The Seven Habits of Highly Effective People”. Key point 7:
- 50. “Begin with the end in mind.” -- Stephen R. Covey from “The Seven Habits of Highly Effective People”. … and, measure your progress accordingly …
- 51. Two points of measurement: Organizational perspective Outcome: Did the project deliver the intended results? Process: Was the project delivered on time and on budget? Were milestones met along the way? Current Transition FutureCurrent Transition Future Organizational Current Transition FutureCurrent Transition Future Organizational #s
- 52. Two points of measurement: Individual perspective Outcome: Are employees doing their work the “new way” required by the project? Process: How well did employees make the transition? How well did we** support that transition? Current Transition FutureCurrent Transition Future Individual Current Transition FutureCurrent Transition Future Individual A D K A R
- 53. Framework for measurement Organizational Individual Process Speed of adoption Utilization rate Proficiency Individual change management: -Awareness -Desire -Knowledge -Ability -Reinforcement Outcome Business performance against objectives Individual performance for each job role
- 54. Framework for measurement Organizational Individual Process Speed of adoption Utilization rate Proficiency Measured by group, function, and or location Individual change management: -Awareness -Desire -Knowledge -Ability -Reinforcement Measure by assessment Outcome Business performance against objectives, such as: Financial Performance Quality of product, service Quality of worklife Speed of implementation Etc. Individual performance for each job role Performance towards objectives, as defined in personal objectives with immediate manager
- 55. Key point 7, revisited: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level Change management is the process, tools and techniques to manage the people-side of change to achieve the required business outcome
- 56. Summary of Key Points: Revisited Key point 1: To move from good intentions to good results, we have to realize that effective change management is more than just a few pieces of communication Key point 2: To move from good intentions to good results, we have to realize that we (the “changers”) may be “living” in the future state, while everyone else (“the changees”) are living in the present Key point 3: To move beyond good intentions, effective change management MUST be focused on helping individuals change Key point 4: Individual change is a process Key point 5: To move beyond good intentions, we need to select and use the tools available to us Key point 6: To move beyond good intentions, we need the right people involved and engaged in the right ways Key point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level
- 57. “Everyone thinks of changing the world, but no one thinks of changing himself.” - Leo Tolstoy
- 58. A stepped approach to change Start X A journey of a thousand miles occurs one step at a time. Success