Leadership & change management, lecture 7, by rahat kazmi

LEADERSHIP AND CHANGE
MANAGEMENT
- CHANGE PROCESS AND ITS IMPLEMENTATION

- 6-CHANGE MODELS

CHANGE TECHNIQUES
LECTURE 6
BY
RA HAT KAZMI PREPARED BY: RAHAT KAZMI

SEPTEMBER 2010

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Objectives

 Discuss change process and its implementation
 Discuss 6-Change Models
 To have concluding discussion about each change
technique


Change Process and its
Implementations


Managing the Change

Preparation for Change:
 Environmental analysis.  Win the support of key
 Set out the strengths and individuals
weaknesses of the  Identify the obstacles
organisation  Determine the degree of
 Identify the change risk and the cost of
required change
 Determine the major issues  Understand why change is
 Identify and assess the key resisted
stakeholders  Recognize the need for
change, identify current
position, devise a suitable
method

Managing the Change


Building the Vision

 Develop a clear vision
 Make it people clear about what a change involves and
how they are involved in it
 What is involved
 What is the proposed change
 Why should we do it
 What the major effects will be
 How we can manage the change


Building the Vision


Plan the Change

• Devise appropriate • Produce action plans for
strategies to introduce change monitoring the change
• Design the change • Allow people to participate in
planning change
• Identify the significant steps
in the change process • Get all parties involved in and
committed to the change
• Discuss the need for change
and the full details of what is • Inspire confidence by
involved forestalling problems and
communicating regularly
• Allow people to participate
in planning change • Devise a sensible time scale for
implementation of change
• Communicate the plan to all • Anticipate the problems of
concerned implementation
• Produce a policy statement • Understand why change is
• Devise a sensible time scale resisted

Implementing the Change

 Check on and record progress  Be willing to compromise on
 Make sure that change is detail
permanent  Ensure that strategies are
 Evaluate the change adaptable
 Improve on any weak areas  Select people to champion
change
 Overcome resistance
 Provide support and training
 Involve all personnel affected
 Monitor and review
 Keep everyone informed
 Devise an appropriate
reward system


Implementing the Change


Two Types of Change

(1) Step Change: (2) Incremental change:

 Dramatic or radical change  Ongoing piecemeal change
in one fell swoop which takes place as part of
 Radical alternation in the an organisation‟s evolution
organisation and development
 Gets it over with quickly  Tends to more inclusive


Do Organisations Need to be Identical?


Techniques to Help Implement Change

 Teams building across units

 Internal communication

 Negotiation

 Action planning

 Change agents or champions of change

 And a certain amount of compulsion manipulation


Change Agents

Managers should be able to act as change agents:

 To identify need for change

 Be open to goods ideas for change

 To able to successfully implement change


Advantages of Using a Change Agent:

 Forces trough change

 Becomes the personification of the process

 Responsibility for change is delegated thus freeing up senior
managers to focus on future strategy


Helping people to accept change

 Consider how they will be affected

 Involve them in the change

 Consult and inform frequently

 Be firm but flexible

 Make controversial change as gradually as possible

 Monitor the change

 Develop a change philosophy

Monitor and Review

 Adapt as necessary
 Recording and monitor the changes
 Measure progress against targets
 Have the desired results been achieved?
 Has the process been successful?
 How do those affected feel about the new situation?
 What might have been done differently?
 How can those not responding well to the change be helped?
 Sustain the change.- prevent any back sliding


Change Management Failures

What Not To Do:
[Ways to increase resistance to change]
[Managers can increase resistance by]

 Failing to be specific about a change
 Failing to explain why change is needed
 Not consulting
 Keeping people in the dark
 Creating excess work pressure
 Expecting immediate results
 Not dealing with fears and anxieties
 Ignoring resistance

Reasons Why Change Can Fail

• Employees do not understand the purpose or even the need for
change
• Lack of planning and preparation
• Poor communication
• Employees lack the necessary skills and/ or there is insufficient
training and development offered
• Lack of necessary resources
• Inadequate/inappropriate rewards


50 Reasons Not to Change


Negotiation Ethics

 Lying about bottom line expected
& sanctioned
 Misleading legal statements not
likely problem – caveat emptor
(“hire a lawyer”)
 Reasons for positions not expected
to be believed REASONS FOR
NEGOTIATION
 Often very convincing
 facts rather than opinion
 Material or immaterial,
 harmless puffing or bluffing


Eight Common Reasons for Failure of Change Management

• Allowing too much complexity
• Failing to build a substantial coalition
• Failing to understand the need for a clear vision
• Failure to clearly communicate that vision
• Permitting roadblocks against that vision
• Not planning for short term results and not realising them
• Declaring victory too soon
• Failure to anchor changes in corporate culture
(John Kotter)


6-Change Models


Change Model 1: The 4-D Process of Appreciative Inquiry


Change Model 2: The Kuebler-Ross Model of Change

Emotion Shock
Acceptance

Anger

Bargain

Depression
Denial

Time


Change Model 3: John Kotter’s Change Model

1. Establish a sense 2. Create a 3. Develop a
of urgency coalition clear vision

5. Empower
4. Share the people to
vision clear obstacles

6. Anchor the 7. Consolidate and 8. Secure short-
change keep moving term wins


Change Model 4: The Change Journey (HUMAP)

1. Preparation: 2. Starting the 3. Living the 4. Creating skills
change journey: change journey: for working in
-Getting prepared for -Getting everybody -Living the new reality constant change:
change journey: known involved and engaged -Using strengths -Learning from the
and unknown by joint planning, -Solving problems experience,
-Exploring & -Understanding A to B measuring and changing -Developing new skills,
understanding reasons journey the change -Being prepared for
and alternatives -First moves & actions -Becoming aware what future changes,
-finding common mind towards the goal works and what doesn’t -Being able to chnage
set: balance between things fast
top-down & bottom-up
-Choosing change models
-Finding right partners ?
-Agreeing the rules and
principles
-Making first plans
-Discovering change
B
forums A
C

D

Change Model 5: Cyclical Process Framework (CFAN)

Change at Team & Change at
Individual Levels System Level

Nurture
Establish a framework that
sustains Monitor &
the change Communicate
Make the change Goals
visible to all Exploring and creating
meaning
Coach and Mentor
Help individuals to
master change
Review
Design new structures,
processes Facilitate Check-In
and procedures Apply tools Build trust
that initiate among diverse
change processes stakeholders

Experiment Celebrate
Initiate and Highlight
support communities achievements and
of practice honour champions Envision
Develop a sense of
a better future for all
Analyse
Understand needs,
processes &
structures and
foresee resistance


Change Model 6: Theory U (Otto Scharmer)
Downloading Performing by
past patterns operating from the whole
Open
Mind
embodying
suspending

Seeing Prototyping the new by
with fresh eyes Open linking head, heart, hand
Heart
redirecting enacting

Sensing Crystallizing
from the field vision and intention
Open
Will
letting go letting come
Presenting
connecting to Source

Overcoming Resistance to Change


Overview
Some hard When Technology and People meet …
facts

Some
‘inconvenient
truths’

Symptoms,
diagnosis, and
… treatment


This is war; make no mistake

To
Overcome
Your
Opponent,
You
Must First
Understand
Him
Sun Tzu
The Art of War

This is war; make no mistake


Why Do Technology Projects Fail?
• The number one reason:
– resistance to change

• According to 2006 Global
Business Practices Survey:
“Staff resistance to change is a factor
that complicates roughly half of all
technology implementation projects and
severely threatens about one in ten”


Why Do Technology Projects Fail?


Resist or Not Resist?

 People Don‟t Resist Change, they
Resist Being Changed.
Peter Bregman


Fears about Change
Analytical Driver
•not enough information •loss of control
•making a wrong decision •failure
•being forced to decide •lack of purpose

Amiable Expressive
•damaged relationships •being ignored
•confrontations •being asked for detail
•not being recognised •being linked with failure
or efforts


How to Overcome Resistance to Change?

 Kotter and Schlesinger
 6 Approaches

1.Education and Communication

2.Participation and Involvement

3.Facilitation and Support


How to Overcome Resistance to Change?

4.Negotiation and Agreement

5.Manipulation and Co-optation

6.Explicit and Implicit Coercion


Attractive Alternative

 „To leave the comfort of the status quo, most
individuals need to believe that the change is truly
imperative and that there is a more attractive
alternative‟


Resistance Behaviours
Pre launch Post launch

Design & Assessment &
Assessment Baseline Buy in Structuring Re-assess Review Re-assess Review
Document Migration

Executives Individual panic
behaviours bargaining
acceptance

Manager Individual panic
behaviours Active resistance
Bargaining
Passive resistance
acceptance
panic panic panic
Group Active resistance Active resistance
behaviours
Bargaining
Passive resistance
acceptance


Pre-implementation Reassurances

 It‟s (just) a technology
implementation
 It‟s (just) business
as usual
 It‟s (just) an
infrastructure project
 It‟s (just) a piece of
software …


And When it Comes to the User
• If we explain the business
rationale,
people will understand
• If we tell them what will
change,
people will adjust
• If we give them application
training,
people will use the system


Management’s Expectation?
 People will
naturally fall in
line
(and do as
they‟re told)


The Reality?

 Behavior is more
complex
than that

 Everyone has different
drivers


Truth No.1
 The technology is
*just* the tool – the
desired outcome is „to
do something
differently‟ =
transform (part of) the
business


Outcome


Truth No.2
Business Transformation is a process
- not a product


Outcome
(With apologies to any vegetarian and vegan students)


Truth No.3
 Technology is never the promised silver bullet – not
all business problems are solvable by automation


Truth No.4

 No sophisticated technology
system can be used „off the
shelf‟ – there will always be
a need for customization


Truth No.5

Inefficient Processes +
New Technology = Failure

Upgrading or automating
a dysfunctional process:

… same problems, just
faster and harder to fix


Before You Do Anything Else:
Get your key people involved and…

fix what‟s broken first!

Preparing for the Implementation

1. Secure C-level Sponsorship

2. Bring in
independent
experts

3. Talk with
your people,
not just at
them

Understanding Reluctance

Change may be psychologically painful, but
uncertainty about the end-state is
more painful

Fear of loss is a
powerful
motivator

Loss of what?

Loss of status

No More

Mr. Big

Shot?


Loss of Expertise

“I have no idea what I‟m doing anymore”


Loss of Privilege

No more working from
home?


Loss of Team Cohesion

No longer part of the winning team?


Loss of Purpose

I used to know where we were headed …


Loss of Job
Get ready to pound the pavement again?


How to Recognize Resistance

 Dysfunctional behavior;
territorialism
 Passive resistance; apathy (lack of interest)

 Cling to inefficient
work methods
 Jealously guard expertise;
no sharing
 Politicized environment


Discussion About Loss

Which behaviors link to which fears?

What are the risks?
 to the team?
 to the project?

 to the individual?

What if the fear is justified?


How to Counter Resistance

One-on-one
conversation

Acknowledge,
discuss, Resolve

Focus on CAUSE
of behavior

Most People …

Do NOT like surprises

The Answer?

Get everyone together and communicate

Most managers …
 Already feel overwhelmed with „special projects‟ –
don‟t need another headache
 Feel uncomfortable with
„difficult‟ conversations


Learn to Ask Staff for Input:

 Talk about the problem, not the
solution
 Focus on positive outcomes and
benefits
 Tap into collective memories
 Provide forum for sharing
experiences
 Involve users in defining new roles
 Use peer-mentoring

Make Time for Your Top Performers
 Fact: most managers spend 80% of their time with the 20%
that are poor performers
 Stop it! Face time one-on-one with the boss should be a
reward; an earned privilege, and recognition for a job well-
done


Find a Mentor!

 Use mentor as a sounding
board

 Ask for help dealing with
internal politics


Partnering With Stakeholders
 Bottom-up solutions
enhance ownership

 Managing by results,
not by process gets a
lot more work
finished


The Good News:

• Humans are actually very adaptive

and, as always, evolve to suit new worlds

Coming Out the Other End

…a new
day..or DAWN

• It‟s all about trust – in the system and in each other
 Model desired behavior – do as I do…..not do as I
say - and most will follow


Contact Us

Soft Skills Experts
138 Wandsworth Bridge Road
Fulham
London SW6 2UL
United Kingdom

Tel: +44 772 822 9192
Email: rahat@SoftSkillsExperts.com


Leadership & change management, lecture 7, by rahat kazmi

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Leadership & change management, lecture 7, by rahat kazmi