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Change Leadership Workshop: Managing the People Side of Change

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Change Leadership Workshop: Managing the People Side of Change

  1. 1. Change Leadership Managing the People Side of Change
  2. 2. INTRODUCTIONS Tell Us: • Your First name, Your Role @ Organization X • What would you like to get out of today’s workshop? (jot it down too!)
  3. 3. Change Leadership course agenda Focusing on the People Side of Change Defining Change Managing Change Leading Change
  4. 4. DEFINING CHANGEDefining Change
  5. 5. Defining Change The Change Continuum Incremental (Adaptive) Change: Most change is incremental as it: • Does not disrupt past patterns • Is an extension of what was done before • Allows us to feel as if we are in control Deep (Radical) Change: • Involves new ways of thinking and behaving • Is major in scope • Is discontinuous with the past • Involves taking risks Adaptive Change Innovative Change Radical Change Degree of complexity, cost, and uncertainty Potential for resistance to change LOW HIGH
  6. 6. What distinguishes a successful change from an unsuccessful change?
  7. 7. Exercise Your Pre-Work: – Reflect on your change experiences in the past -both successful and unsuccessful. • What types of things helped the change process? • What types of things hurt the change process? • Reflect on and develop a list of key factors that differentiated the successful changes from the unsuccessful ones. – In your team: (15 minutes) • Share your personal list of key factors and some of the experiences to support them. • Develop a shared list of 3 to 5 key factors that seem to consistently produce successful changes. • Be prepared to share your results… What types of things helped the change? What types of things hurt the change?
  8. 8. What We Know about Change Initiatives… 66% of change initiatives fail to achieve desired outcomes – Harvard Business Review 57% of organizations experience a decline in workforce productivity during change management initiatives – Research by Accenture 60% to 70% of projects fail to deliver on the benefits in the business case due to a lack of change management – KPMG research 80%
  9. 9. Research Finding • The #1 obstacle to success for major change initiatives is: – Employee resistance & the ineffective management of the people side of change Prosci 2008
  10. 10. The People Side of Change….. “No organization can institute change if its employees will not...accept the change. No change will ‘work’ if employees don’t help in the effort. And change is not possible without people changing themselves. Any organization that believes change can take hold without considering how people will react to it is in deep delusion. Change can be ‘managed’ externally by those who decide when it is needed and how it ‘should’ be implemented. But it will be implemented only when employees accept change- and the specific change-internally.” Todd D. Jick’s “The Recipients of Change” , p.300 , Copyright 1990 by the President and Fellows of Harvard College. Harvard Business School case 9-491-039
  11. 11. The People Side of Change What is the impact on the individual?
  12. 12. Lewin’s Force Field Present State/Condition Transition Phase Desired State/Condition Unfreezing old attitudes Introducing the change Re-freezing attitudes around the new approach The old ways are no longer appropriate and change is needed Select an appropriate and promising approach Driving Forces >/</= Restraining Forces The new approach is implemented and it becomes established
  13. 13. William Bridges http://www.bwrconsulting.com/blog/wp-content/uploads/2011/01/Bridges-3-Phases-of- Transition.png
  14. 14. Crisis Opportunity Awareness Resistance/Anger Pleading/Bargaining/Negotiating Check out / Leave the organization Exploration/ Resignation Building Kubler-Ross Grieving Cycle/ Phases of Change Acceptance Shock/Denial They aren’t really going to go through with it? What a waste of time and money! If they want me to do that fine but I won’t have time to get on with my other duties! This is how it is and things are okay This really is happening and there is nothing I can do about it…so what are my options? This new set up is better than the old – I can make this work for me! Pulse Check!
  15. 15. Transition is an Iceberg! Ending Neutral Zone New Beginning TipoftheIceberg • Focus on past • Cling to status quo • Mourning • Resistance • Non-acceptance • Lower productivity • Decline in trust, loyalty • Communication mix-ups • Increased conflict • Breakdown of teamwork • Control seeking • Increased absence • Focus on future • New vision • New values • New behaviors • Return to teamwork • Structure & stability Beneaththe Surface Responses associated with LOSS & GRIEF: – Denial/Disbelief – Anger – Anxiety – Sadness – Acceptance Reactions associated with STRESS: – Physical – Mental, Emotional – Behavioral Reactions associated with FUTURE: – Relief – Renewed energy – Optimism
  16. 16. During Change, a Person Experiences Loss • Loss of security • Loss of relationships with co-workers and managers • Loss of familiar environments • Loss of knowledge, expertise, and comfort in jobs • Loss of control, predictability, and structure • Loss of power, influence, and territory • Loss of confidence in an anticipated future *Leaders acknowledge this loss & help guide your people through it. Loss leads to resistance to change!
  17. 17. During Change, a Person Experiences… Stage 1: Resistance- Recognition of the situation and preparing to resist Stage 2: Compliance- Coping with the situation, frustration, pain Stage 3: Transition- Practicing the skills/action required, doing, applying Stage 4: Commitment- Integrating and mastering the new skill/behaviour Stage 5: Acceptance - Invigoration, renewal, and feeling of accomplishment Pulse Check!
  18. 18. People Handle Change Through Choices Change Trigger Accept Reject Ignore
  19. 19. Behavioural Continuum ACCEPT Proactive Committed • Grudging Compliance REJECT Sabotage Anger Whining IGNORE Quit & Stay Avoid/Hide Wait & See PULSE CHECK!
  20. 20. Change vs. Change Management What is the difference? Why does it matter?
  21. 21. MANAGING CHANGE The ADKAR Model Managing Change
  22. 22. ADKAR Model Awareness of the need for change Desire to support and participate in the change Knowledge of how to change Ability to implement new skills and behaviours Reinforcement to sustain the change
  23. 23. ADKAR Exercise: Managing Yourself through Change • Refer to the ADKAR Worksheets in your Workbook (pp. 6-12) • (15 minutes)
  24. 24. WORLD CAFÉ GROUP EXERCISE • The first building block element of ADKAR that you scored at ‘3’ or below is your barrier to change- start here! • Find the appropriate A-D-K-A-R group and develop specific ways to overcome your barriers. To guide you, use the tips in your workbook (pp. 14-18) on: – Building Awareness – Creating Desire – Developing Knowledge – Fostering Ability – Reinforcing Change (15 minutes) *(feel free to rotate from group to group to add/gain some great insight!) DEVELOPING YOUR CHANGE MANAGEMENT PLAN
  25. 25. LEADING CHANGE Kotter’s Eight Steps Leading Change
  26. 26. Skills of A Change Leader “(T)echniques that facilitate change within organizations-creating listening posts, opening lines of communication, articulating a set of explicit, shared goals, building coalitions, acknowledging others-are key to creating effective partnerships and sustaining high performance, not just to managing change. They build the trust and communication necessary to succeed…” “The Enduring Skills of Change Leaders”, p.433 Copyright 2002 by Rosabeth Moss Kanter, (Harvard Business School Press, 2001).
  27. 27. “Transformation is impossible unless hundreds or thousands of people are willing to help, often to the point of making short-term sacrifices. Employees will not make sacrifices, even if they are unhappy with the status quo, unless they believe that useful change is possible.” John P. Kotter Leading Change: Why Transformation Efforts Fail
  28. 28. John Kotter http://semuwemba.wordpress.com/2011/03/13/mwenda-and-his-team-selectively-applied-the-kotters-model-in-their-analysis-of- besigyes-performance/
  29. 29. 1. Create a Sense of Urgency (Awareness) (Desire) 2. Form a Powerful Guiding Coalition (Awareness)(Desire) 3. Create a Vision (Awareness) (Desire) 4. Communicate that Vision (Awareness) (Knowledge) 5. Empower Others to act on the Vision (Desire)(Ability) 6. Plan for & Create Short-Term Wins (Ability) (Reinforcement) 7. Consolidate Improvements and Build Momentum to tackle tougher change (Ability) and 8. Anchor the ‘New Way’ in the organizational culture (Reinforcement) Eight Steps to Lead Change (ADKAR) DISCUSSION: What does this look like @ Organization X ?
  30. 30. ADKAR Exercise: Leading Someone through Change • Refer to the ADKAR Worksheets in your Workbook (pp. 22-28) • (15 minutes)
  31. 31. WORLD CAFÉ GROUP EXERCISE • The first building block element of ADKAR that you scored at ‘3’ or below is your teammate’s barrier to change- start here! • Find the appropriate ‘Kotter 8 Steps (ADKAR)’ group and develop specific ways to lead your teammate through his/her barriers to change. • (20 minutes) *(feel free to rotate from group to group to add/gain some great insight!) DEVELOPING YOUR CHANGE LEADERSHIP PLAN
  32. 32. Change Leadership Templates • Change Impact Analysis Templates: – Communication Plan – Sponsor Roadmap & Assessment – Coaching Plan – Training Plan – Resistance Management Plan * These templates are available at…..
  33. 33. For further Change Management Support: – Register for free bi-weekly white papers and tutorials at www.change-management.com
  34. 34. Change Leadership: Defining Change Managing Change Leading Change Thank You & Enjoy the change….

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