I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.

6. Change agents should make sure that everyone who may be affected by a change knows specifically how it satisfies the following criteria: • Benefit – The change should have a clear relative advantage for the people being asked to change; it should be perceived as “a better way.” • Compatibility – The change should be as compatible as possible with the existing values and experiences of the people being asked to change. • Complexity – The change should be no more complex than necessary; it must be as easy as possible for people to understand and use. • Triability – The change should be something that people can try on a step-by-step basis and make adjustments as things progress. © William Borges, All Rights Reserved, 2008 Slide 6 CHANGE MANAGEMENT ESSENTIALS CONTINUED

7. THREE FUNCTIONAL OF ELEMENTS OF CHANGE DESPITE THE SIMPLICITY OF THESE CONCEPTS, CHANGE IS “EVIL” IN MANY ORGANIZATIONS AS EVIDENCED BY ITS LACK OF ENTHUSIASTIC ACCEPTANCE © William Borges All Rights Reserved, 2008 Slide 7 STOP DOING SOME OR ALL CURRENT ACTIVITIES START DOING NEW ACTIVITIES RESEQUENCE THE REVISED SET OF ACTIVITIES, AS NEEDED

10. STRUCTURED CHANGE MANAGEMENT PROJECT PHASE WORK BREAKDOWN STRUCTURE TEMPLATE FOR “FIX-IT” PROJECTS NEEDS ASSESSMENT & PROJECT SCOPING PHASE EXCLUDING THE DETAILED NEEDS ASSESSMENT TASKS, THE FOUNDATIONAL J.U.S.E* PROBLEM SOLVING PROCESS IS INTEGRATED INTO THIS SIMPLY EXPRESSED WBS 1 2 3 4 5 6 7 8 9 REMEMBER, THIS PROJECT TEMPLATE IS USED TO COMPLETELY OVERHAUL DYSFUNCTIONAL WORK PROCESSES © William Borges, 2008, All Rights Reserved, Slide 10 * J.U.S.E. – The Japanese Union of Scientists & Engineers concepts were originally introduced to that organization by W. E. Deming. They provide the foundation for continuous-improvement methods, e.g., total quality management, six-sigma , and Lean .

11. HYBRID FIX-IT PROJECT WBS INVOLVING IT SYSTEM IMPLEMENTATION PS1 PS2 PS3 PS4 PS5 PS6 PS7 PS8 PM1 PM2 PM3 IT1 IT2 IT3 IT4 IT5 IT6 © William Borges, 2008, All Rights Reserved Slide 11

12. PREPAREDNESS TESTING DRAFT PERFORMANCE STANDARD REVIEW, AMEND, APPROVE & PUBLISH PERFORMANCE STANDARD PARSE THE CHANGE MGT ACTIVITIES & MANAGEMENT CONTROLS FROM THE NEW PERFORMANCE STANDARD MONITORING, DETECTING & CORRECTING ACTIONS PHASE III CHANGE MANAGEMENT WORK BREAKDOWN STRUCTURE IMPLEMENT ADMINISTRATIVE SERVICE CHANGES DESIGN, SCHEDULE & COMPLETE INSTRUCTION IMPLEMENT PHYSICAL WORK SPACE & EQUIPMENT CHANGES 8 9 C1 IMPLEMENT DEPARTMENT MGT, ORGANIZATION & STAFFING CHANGES IMPLEMENT SUPPLY CHAIN, OTHER WORKFLOW & RISK MGT CHANGES C7 C8 C9 IMPLEMENT INFORMATION SYSTEM CHANGES THAW PHASE CHANGE PHASE REFREEZE PHASE C2 C6 C3 C5 C4 PHASE II PHASE I © William Borges All Rights Reserved, 2008 Slide 12

13. THE BASIC EMPLOYMENT CONTRACT AND ITS RELATIONSHIP TO AN EMPLOYEE’S FUNDAMENTAL MOTIVATION TO WORK ALTHOUGH THE BASIC EMPLOYMENT CONTRACT PREVAILS IN CONFLICTS, THE MORE CLOSELY ALIGNED THESE TWO FACTORS ARE, THE MORE LIKELY EMPLOYEES WILL ENTHUSIASTICALLY SUPPORT ORGANIZATIONAL DEVELOPMENT EFFORTS © William Borges, All Rights Reserved, 2008 Slide 13 An Employee Trades Their Time and Best Efforts to Achieve the Employer’s Objectives in Exchange for the Employer’s Compensation. THE BASIC EMPLOYMENT CONTRACT An Employee Works to Gain the Resources They Need to Do the Things They Really Want to Do in Life. AN EMPLOYEE’S FUNDAMENTAL MOTIVATION TO WORK

14. FOR EVERY GOOD THING WE TRY TO ACHIEVE, THERE WILL BE ADVERSE SIDE EFFECTS ADVERSE SIDE EFFECTS VARY IN SIGNIFICANCE. REMEMBER, HOWEVER, FEW ARE ACTUALLY “FATAL FLAWS.” WITH THOROUGH CHANGE PLANNING, MANY ADVERSE SIDE EFFECTS CAN BE ANTICIPATED. Obstructionist Behaviors Are Often Attempts to Stop Change Initiatives Because of This Reality THEN, IF THEY CANNOT BE OBVIATED, THEY CAN AT LEAST BE MITIGATED TO AN ACCEPTABLE LEVEL. MANAGING THE T.A.N.S.T.A.A.F.L.* DILEMMA *(There Ain’t No Such Thing As A Free Lunch) However, As a Leader, Our Job Does Not Require Us to Find 10 Reasons Why a Problem Shouldn’t, Couldn’t or Wouldn’t Be Resolved. Rather, As a Leader, We Only Need to Successfully Implement One Workable Solution. A Leader Is Better Off Focusing on These Principles © William Borges All Rights Reserved, 2008 Slide 14

15. A LACK OF SYSTEMATIC STRATEGY-TO-OPERATIONS LINKAGE IN THE MBO MODEL OFTEN ENCOURAGES THOSE WITH INADEQUATE MANAGERIAL SKILL SETS TO DEVELOP A PERFORMANCE OUTLOOK BASED ON: DEFLECTIONS OF ACCOUNTABILITY AGGRESSIVE RELIANCE ON SUPERFICIAL COMPETENCIES AND PERFORMANCE OUTCOMES TO CONCEAL THEIR INABILITIES (i.e., THE DUNNING-KRUGER EFFECT) SILO-ING AND DEFENDING THEIR TURF TO LIMIT INTERACTIONS WITH – AND POSSIBLE INTRUSIONS BY – OUTSIDERS WHO MIGHT NOTICE AND EXPLOIT THEIR MANAGERIAL SHORTCOMINGS LEADERSHIP SHORTCOMINGS THAT LEAD TO OBSTRUCTIONIST BEHAVIORS © William Borges, 2008, All Rights Reserved Slide 15

16. LEADERSHIP SHORTCOMINGS THAT LEAD TO OBSTRUCTIONIST BEHAVIORS Continued ONCE ESTABLISHED, THIS FLAWED PERFORMANCE OUTLOOK BECOMES A LEADER’S COMFORT ZONE FROM WHICH THEY WILL FIGHT ANY SUBSTANTIAL CHANGE LIKE A CORNERED CAT! AFTER ALL, THEY WORKED LONG AND HARD TO CREATE THEIR COMFORT ZONE AND THEY ARE NOT GOING TO LET ANYONE MESS IT UP! A TERRIFIC POP CULTURE REFERENCE TO THIS PHENOMENON COMES FROM MEL BROOKS IN HIS ROLE AS BLAZING SADDLES’ GOVERNOR WILLIAM J. LE PETOMANE: “ WE’VE GOT TO PROTECT OUR PHONY-BALONEY JOBS, GENTLEMEN!” © William Borges, 2008, All Rights Reserved Slide 16