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NG BB 08 Change Management
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National Guard
Black Belt Training
Module 08
Change Management
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CPI Roadmap – Define
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
ACTIVITIES TOOLS
• Identify Problem •Project Charter
• Validate Problem Statement •Project Selection Tools
• Establish Strategic Alignment •Value Stream Map
• Gather Voice of the Customer & Business •Various Financial Analysis
• Create Goal Statement •Effective Meeting Skills
• Validate Business Case •Stakeholder Analysis
• Determine Project Scope •Communication Plan
• Select and Launch Team •SIPOC Map
• Develop Project Timeline •High-Level Process Map
• Create Communication Plan •Project Management Tools
• Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis
• Complete Define Tollgate •RACI and Quad Charts
•Strategic Alignment
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Learning Objectives
Identify the inherent structures of an
organization and describe how they
become barriers to improvement
Describe the characteristics and skills of
a Change Agent
Change is good,
you go first.
- Dilbert
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Inherent Structures: Common Cultural Types
Inherent structures of an organization dramatically affect
how easy it is to introduce change
Clan
– Strong allegiances, resistance to outsiders,
feudalism
Ad Hocracy
– Everything very dependent on the current
situation, chaotic
Hierarchy
– Chain of command, clear authority
Enterprise
– Everyone a venture capitalist
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Culture Change Approach
Culture can affect how it is best to
approach the introduction of change
– Clan: ensure you’ve got the “parents” bought in
and committed
– Hierarchy: ensure you use the chain of
command
– Ad Hoc: ensure you’ve identified the “voices of
authority” and have them speaking for you
– Enterprise: ensure you’re strongly tied to
business goals
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Change Readiness Formula
Formula: D + V * L > R
D = Dissatisfaction with status quo
V = Vision of the future
L = Leadership
R = Resistance to change
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Cycle of Change
Stage 1: Right Thing Wrong Thing
Do the right Stage 2:
thing and do Stage 1 Stage 2 Discover that
it well. the right thing
Done is now the
Well wrong thing.
Stage 4: Stage 4
Eventually do
Stage 3 Stage 3:
the new right
Do the new right
thing well.
thing, but do it
poorly first.
Done
Poorly From Black, J.S., & Gregersen, H.B.
Leading Strategic Change:
Breaking Through the Brain Barrier.
New Jersey: Prentice Hall. 2002.
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Barriers to Change
Right Thing Wrong Thing
Stage 1 Stage 2
Done Fail to SEE
Well
Stage 4
Fail to
Done FINISH
Poorly
Stage 3
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Examples of Barriers
Empire building
Excuses / scapegoats
Change resistance
Lack of openness and dishonesty
Politics and bureaucracy
Authoritarian, autocratic management
Little to no empowerment
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Counter-Measures for Change
Right Thing Wrong Thing
Stage 1 Stage 2
Fail to See -
Done Make It
Well Real!
Stage 4
Fail to
Finish -
Make It
Last!
Done
Poorly
Stage 3
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Elements Of Successful Change
1. Identify the leader for the change.
2. Build a mutual need for the change.
3. Create the vision of how things will look
after the change.
4. Mobilize commitment for the change.
5. Align systems and structures to support
the change.
6. Monitor progress.
7. Sustain the change.
Adapted from GE Change Acceleration Process
Fulmer, R.M. & Goldsmith, M. (2001). The Leadership Investment.
New York: American Management Association.
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Principles to Implementing Change
To successfully implement change:
The organization’s vision must be compelling enough
to generate the excitement needed to propel people
through the chaos of change
Formal structures must support the change
Management behavior must match their words
Employees must understand and really desire to
make the change
Recognition must be frequent and supportive
Communication strategies must be developed and
implemented in all areas
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Change Agent Characteristics and Skills
Successful Change agents have the following
characteristics and skills:
Credibility - with key sponsors and team members
Awareness - of the organization’s culture and the
needs of the team
Enthusiasm - for the project and the business overall
Reliability - to do the job they say they will do
Flexibility - to do the job when and where needed
Communication Skills - to use clear language and
actively listen to others
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Change Management Objectives
Change Management applies structured approaches to prepare an organization’s
people for change.
• Sponsorship:
Inviting
− Build commitment and support for the Participation
Commitment
change effort with formal and informal leaders
− Build a Change Network and ensure that
Buy-In
communications are cascaded
• Change Readiness: Generating
− Assess and monitor the workforce’s Understanding
Understanding
readiness for and acceptance of the
change
− Provide stakeholder feedback to Awareness
Communications and Sponsorship
Informing
(program and decision/site levels) in
order to address CM issues Time
• Communications:
- Provide the right information, to the right people, at the right time, to build awareness,
understanding, buy-in, and commitment
- Primary Audience: Stakeholders impacted (directly and indirectly) by the changes
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Organization Change Strategy Framework
Plan, Align
and Mobilize
Yesterday and Today Vision Tomorrow
Recent performance
business trends and Design Future policy
Existing policy, Develop Future enterprise
operating models, Commit capability and
Lead, goals
capacity and and capacity
communicate Implement Future operating
capabilities and engage models, capacity
Change history Design
and capabilities
External constraints Focus on organization
and
outcomes governance
Transform and
culture
Case for Change benefits Benefits Delivered
Align
individuals
Major technology initiative Manage and teams Qualitative measures
Merger or acquisition performance
Quantitative measures
Enterprise repositioning Stakeholder alignment
Enhance and Evolve
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Commitment or Compliance?
Compliance Commitment
“I have to do it this new way”
“I want to do it this new way”
Reaction Action
“I will react to this change - if I must” “I will act to achieve this change”
Testing Testing
“I must absorb this change” “I will put myself at stake for this change”
Negative perception Positive perception
“I feel threatened by this change” “I see the opportunity in this change”
Engagement
“I see the implications for me/us”
• Each stage requires energy
Understanding
• At each stage there is a price for “I know why and what will change”
continuing or dropping off
Awareness
“I am being told about something”
While building commitment is usually the goal of the change management
effort, it is expensive. Do not pay for more commitment than you need.
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Takeaways
Understand inherent structures that
impede change efforts
Recognize and overcome barriers to
improvement
Know the characteristics and skills of a
Change Agent
Communicate, Communicate, Communicate!
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What other comments or questions do
you have?
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