Change management
So what is Change Management?
‘It isn’t the changes that are so difficult , it’s the transitions.
Change is not the same as transition. Change is
situational: the new site, the new boss, the new team roles,
the new policy. Transition is the psychological process
people go through to come to terms with the new situation.
change is external, transition is internal.’
Source:
Managing Transitions,
Making the most of change
William Bridges
You’ll never
get me up on
one of those
butterfly
things!
Tiga elemen dalap perubahan perusahaan
The push / pull model of Leadership
Push
Pull
I am aware of myself
LOGICAL ARGUMENT
I make proposals
I state reasons
I state logical
consequences
ASSERTION
I state my needs or
wants
I state my evaluations
I persist
I
N
T
E
G
R
I
T
Y
C
O
N
F
I
D
E
N
C
E
thoughts, wants, feelings
I am aware of you
BUILDING BRIDGES
I recap what you say
I explore our views or
feelings
I self-disclose
ATTRACTION
I build on common
ground
I create a vision
Change Management
Vision
Skills
Incentives
Resources
Action Plan
Change
Skills
Incentives
Resources
Action Plan
Confusion
Incentives
Resources
Action Plan
Anxiety
Resources
Action Plan
Vision
Vision
Skills
Gradual
Change
Vision
Skills
Incentives
Vision
Skills
Incentives
Action Plan
Resources
Frustration
Not
Implemented
Change
Impact!
First Individual Impact
Organization Impact
Change will start with individual,
and will cause
a rippling effect in an organization.
The change cycle
Source: Carnall (1986)
Denial
 ‘If it ain’t broke why fix it?’
Internalisation
 ‘Actually this new system
could be improved even
further.’
Adapting
 ‘Now I understand the
actions that I must take
to improve
performance.’
Defence
 ‘I’ve got too much to do’
Where are
we today in the
process of change ?
 ‘Why can’t I continue
doing what I have
always done?’
Discarding
 ‘If this is the new
way of working then
I don’t have to do X
anymore.’
The core message
‘‘do things differently’’
How to
communicate,
PROCESSES manage and
make
decisions
SYSTEMS
How did we
perform
today ?
PEOPLE /
TRAINING
Capacity to
plan, achieve,
analyse and
find some
opportunities
CHANGE IN
ATTITUDES AND
BEHAVIOURS
Sustainable
results
Continuous
improvement
The road to change
VISION
Goal
target
First key steps
Milestones are we on target ?
What is your
VISION
Of the Future?
“if you do not know where you are
going, any road gets you there”
Sourcing-enabled change can be made to work
if the conditions for change are positive…
A framework for managing change…
The conditions for change:
Need for
change
+
Ability to
change
+
Willingness
to change
>
Emotional /
Personal cost
+
Financial cost
Applied to
outsourcing
and sourcing:
Need for Change
Ability to Change
Willingness to change
• New product or
service requires new
sourced services
• Ability to re-draw the
organizational
boundary
• Operations leadership
• Transition costs
• Sourcing leadership
• Increased focus on
core competency
• Access to a robust
market for purchased
services
• Financial leadership
• Increased
management costs
• Competitors are
sourcing offshore
• Internal team cannot
make the change
• Knowledge and skills
to “manage” rather
than “do”
• Risk mgmt. leadership
• Executive sponsorship
• Customers
• Suppliers
Costs to Change
• Reputation costs of an
outsourcing project
going wrong
• Personal costs of
individuals impacted
• Increased politics
Kotter’s 8 Stages
of Change Management
•
•
•
•
•
•
•
•
Increase Urgency
Build the Guiding Team
Get the Vision Right
Communicate for Buy-In
Empower Action
Create Short Term Wins
Don’t Let Up
Make Changes Stick
Stage 1: Increase Urgency
Raise a feeling of urgency so folks say“let’s go”!
What Works:
• Show others the need for change [use
valid information and data]
• Never underestimate how much
complacency, fear and anger may exist
Stage 2: Build the Guiding Team
Form a group that has the capability
to guide the change process
What Works:
• Showing enthusiasm and commitment
• Modeling trust and teamwork
Team Functions
• Task Orientation – Set clear and simple goals.
• Roles - Assign a unique job to each team
member.
• Share Ideas – Brainstorm methods
• Feedback – Share positive, frequent feedback
on progress
• High Expectations – Challenge team members
to produce the best work possible
Stage 3: Get The Vision Right
Create the right vision and strategies
to guide action
What Works:
• Trying to see -literally- possible futures
• Vision so clear- it can be articulated in one
minute or written on 1 page
Stage 4: Communicate for Buy-In
Communicate change vision and strategies to
create understanding and buy-in
What Works:
• Keeping communication simple and heartfeltnot complex and technical
• Know what your folks are “feeling”
• Speak to anxieties, fear, confusion, anger
Communicating the Change
•
Identify the what and why of the change.
•
Target specific results.
•
Don’t dump information on people.
•
Welcome questions and feedback.
•
Acknowledge the feelings associated with the
change
Communication Tips
• Give constructive feedback.
• Be tolerant of mistakes.
• Praise in public, criticize in private.
• Once you've delegated, never take it back
(except in impending disaster!)
Remember this…
TELL ME
I will forget
SHOW ME
I might remember
INVOLVE ME
I will never forget
Stage 5: Empower Action
Deal effectively with obstacles that block
action.
What Works:
• Find folks with change experience who
can state “we won and you can too”
Stage 6: Create Short-Term Wins
Produce short-term wins to energize the change
helpers, enlighten pessimists, defuse cynics
and build momentum
What Works:
• Early wins that come fast
• Wins that are visible to as many people as
possible
• Wins that speak to powerful players whose
support you need but do not yet have
Stage 7: Don’t Let Up
Continue with wave after wave of change,
not stopping until the vision is a reality
What Works:
• Looking for ways to keep the urgency up
• As always- show ‘em, show ‘em, show ‘em
Stage 8: Make Change Stick
Be sure the changes are embedded so
that the new way of operating will stick
What Works:
• Not stopping at Step 7- it isn’t over until
the changes have roots
Plant your own garden,
decorate your own soul,
instead of waiting
for someone to bring you flowers.
Veronica A Shoffstall
Tanadi Santoso
Chief Catalyst Officer
Sam-Design
PT. Kompakindo Media Dewata
Kombes M Duriyat 39
Surabaya - tel: 031-5459975
0818329971
Plaza Lippo 12th Floor
Jend. Sudirman Kav.25
Jakarta - Tel 021-5212323
Email: ts@sam-design.com
www.sam-design.com
www.tanadisantoso.com