The Marvels of Managing Change
•
Current as at May 2014
Introduction & Overview
1. Why change?
2. Anticipating change
a.
b.
c.
d.
Review your strategic plan
Keep an eye on the bigger picture
Common reasons for change
Types of change and adjustment
3. Change management basics
4. Stakeholder analysis
5. Develop a plan
6. 8 steps to change
7. Change and grief
8. Resistance to change
9. Communication
10. During the change
11. Monitoring and evaluating
12. Next steps
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
2
Why Change?
•
Change is an integral part of life regardless of whether we want it or not.
Change is a given.
•
If your organisation doesn’t change - it stagnates.
•
Change can either happen to us or we can make change happen.
•
Instigating change and managing change helps us to feel more
empowered and in control of the natural process of change.
•
What matters most is the attitude we have towards change. Many
people find change threatening and anxiety provoking but it is possible to
see it as an exciting opportunity.
Recommended reading: Dr Spencer Johnson “Who moved my cheese?”
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
3
Anticipating change
•
Change is inevitable. The alternative is to stagnate.
•
Change is the norm in today’s workplace.
•
Organisations move through a number of recognisable stages of change
as they grow and develop.
•
Change is indicated when the current situation or status quo no longer
fulfils the goals or objectives of the organisation.
•
Internal or external driver for change…
•
Planned change versus unexpected
•
Incremental versus discontinuities or rapid change
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
4
Anticipating change (cont.)
•
It is important organisational leaders anticipate change and consistently
look for opportunities to build organisational capacity.
•
To help identify opportunities, strategic plans are a necessity. Your
organisation needs both short and long term goals and targets.
“If you don’t know where you are going you will
end up somewhere else.”
Yogi Berra
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
5
Review your strategic plan
•
If you don’t have a strategic plan – get onto it!
•
If you do have a strategic plan - analyse it and utilize it!
•
“In reviewing your business plan, look at the previous goals for your
business and compare these targets with actual results. When
comparing goals with actual performance, ask:
1. What did the business do well? Can we do more of this, and can we
do it even better?
2. Where can the business improve? What gaps in capabilities need to
be addressed?
3. What didn't go as expected? What can we learn from this?
4. What changes are needed to achieve the growth you desire?”
Source:
http://management101.com.au/management-101-articles/10-business-management/16-analysing-where-yourbusiness-is-now
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
6
Keep an eye on the big picture
Some ideas for keeping abreast of change:
•
•
•
Conduct a SWOT analysis (strengths, weaknesses, opportunities and
threats) of your current business.
Analyse what your competitors are doing.
Keep abreast of what is going on in your sector (through peak bodies
and networking orgs).
Recommended reading: Community collaboration: The changing context of local government and
community sector partnerships.
Source:
http://www.dhs.vic.gov.au/__data/assets/pdf_file/0003/832170/Community-collaboration-The-changingcontext-of-local-government-and-community-sector-partnerships-1-July-2013.pdf
•
•
Keep abreast of what is happening within your existing funding bodies.
Keep abreast of further funding opportunities.
For example:
https://www.ourcommunity.com.au/
http://www.australiangovernmentgrants.org
http://www.business.gov.au/grantfinder/grantfinder.aspx
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
7
Common reasons for change
•
Improving efficiency or effectiveness
•
Increasing profits to remain in business
•
Increase control over processes (quality improvement)
•
Maintain competitive advantage
•
Creating more opportunities for the organisation or the staff
•
Utilise technological advances
•
Align with changes in policy
•
Improve service
•
Improve safety
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
8
Types of change & adjustment
Complete Ideas
Little or no
adjustment time
Low adjustment
medium time
Incremental
Adaptive
High process
impact
Low process
impact
Suggestive
Structural
Medium adjustment
low time
High adjustment
time
Partial Ideas
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
9
Change Management basics
•
•
•
•
•
•
Change is challenging and must be managed skilfully.
Involve your people throughout the process – buy in is essential.
Know where your organisation is at now and where you want it to be.
Determine why, what and how you need to change.
Write a change management plan so there is an agreed process for
change.
Communicate, communicate, communicate (throughout the change
process - this is critical for effective change).
Source:
www.business.qld.gov.au/business/employing/staff-development/managing-people-through-change
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
10
Stakeholder Analysis
•
A stakeholder analysis is a useful tool to use when considering change.
It is particularly useful for identifying who needs to be involved in the
design and implementation of the change; it generates a list of those
impacted by the change.
•
To get a broad perspective, it is best to undertake this process with
approximately five people.
•
Groups with high-level commitment will of course be worth getting
involved in the process and helping to promote the change. Groups with
high levels of influence but low levels of commitment would warrant
significant investment of energy to convince them of the benefits of the
change.
•
Groups with no commitment to the change may have some real reasons
for this position. It is always worth investigating these reasons; they may
help you prevent problems before they happen.
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
11
Develop a plan
Remember the foundation – consult your stakeholders and communicate.
Planning for change involves 6 steps:
1.Clarify reasons
2.Test your reasoning
3.List the steps
4.Cost-benefit analysis
5.Set goals and targets
6.Facilitate change
Source:
www.business.qld.gov.au/business/employing/staff-development/managing-people-through-change
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
12
Develop a plan (cont.)
1. Clarify your reasons for change
Consider SWOT – strengths, weaknesses, opportunities and threats.
2. Test your argument for change
Measure reasons for change against business and market knowledge,
seek pertinent and reliable information and advice.
3. List the steps to change
Generate options that will capitalise on opportunities and utilize your
organisation’s strengths. Address weaknesses and threats identified.
Source:
www.business.qld.gov.au/business/employing/staff-development/managing-people-through-change
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
13
Develop a plan (cont.)
4. Undertake a cost-benefit analysis
Analyse your options using a cost-benefit approach.
5. Set and clarify goals and targets
Consider the outcomes you want to achieve to set clear goals and
targets. Ensure they are SMART (specific, measurable, agreed, realistic
and timebound).
6. Facilitate change
In reality you are already instigating change through the planning
process. Once the changes have been decided upon and approved the
process of facilitating change begins...
Source:
www.business.qld.gov.au/business/employing/staff-development/managing-people-through-change
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
14
8 steps to change
Based on 30 years of research, Dr John Kotter has come up with 8 steps to
successful change:
1. Establish a sense of urgency
Inspire people to see the need for change and they will want to act.
2. Build the guiding team
Assemble a team of people to lead the change effort and encourage others.
Ensure you have the right mix of people and skills.
3. Develop a change vision
Get the team to create a vision that will direct change strategies. A clear, concise
vision will serve 3 purposes: it will simplify, motivate and unite.
4. Communicate for buy-in
Make sure as many people as possible understand the vision and strategy. Make
communication clear, concise and consistent.
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
15
8 steps to change (cont.)
5. Empower action
Remove obstacles that may hinder change, encourage feedback, provide
support, recognize progress.
6. Generate short term wins
Change can be a long term process so it is crucial to set some easily achievable
outcomes along the way that can be celebrated.
7. Never give up
Encourage and foster resilience and persistence.
8. Incorporate change into the culture
Make your organisational culture one that values change and innovation.
Sources:
http://www.businessballs.com/changemanagement.htm
http://www.kotterinternational.com/our-principles/changesteps
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
16
Change and grief
•
Any change involves a loss of something (and very often a gain,
although the gain may be difficult to see at first).
•
Loss of any sort can trigger grief responses.
•
It is widely recognised that changes in the work environment such as
restructures, changes in role and job loss can give rise to grief.
Source:
http://www.beyondblue.org.au/the-facts/grief-and-loss?gclid=CP30l7eTnr4CFdgjvQodehIACw
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
17
Food for thought
“Your staff may invest themselves in their role in your
business. Be aware that their jobs may contribute
significantly to their financial security, identity, sense of
purpose, self-confidence and professional development.
Changes that affect their roles may have a big
professional and personal impact....
The staff who make the greatest contribution to your
business are usually heavily invested in their role and
your business operations. Often these staff are the most
challenged by change.”
Source:
www.business.qld.gov.au/business/employing/staff-development/managing-people-through-change
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
18
Common responses to loss
When facing the prospect of change employees may feel any of the
following:
•
•
•
•
•
•
•
•
•
Shock
Denial
Disbelief
Confusion
Sadness
Anger
Fear
Isolation
Depression/anxiety
Source:
http://www.beyondblue.org.au/the-facts/grief-and-loss?gclid=CP30l7eTnr4CFdgjvQodehIACw
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
19
Resistance to change
Resistance may occur due to staff:
•
•
•
•
•
•
Perceiving they will be worse off (may be financial, freedom, power,
status, responsibilities).
Fearing more work.
Having to change habits and move out of comfort zones.
Failing to align to the organisation’s vision of change.
Perceiving that the change is being forced upon them.
Lack of communication.
Resistance is best managed with careful planning and clear communication.
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
20
Communicating change
The way you manage change will influence the impact it has on your staff.
Communication is key
(are you sensing a theme?)
The first step is to create awareness of what needs to change and why.
Throughout the change process, communicate clearly what will change, how
it will change and when it will change.
Clear communication on what employees can expect helps their adjustment
by managing some of the uncertainty.
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
21
Communication tips
•
•
•
•
•
•
•
Use face-to-face communication for sensitive issues.
Hold regular staff meetings and briefings.
Encourage Managers and Supervisors to check in with staff about how
they are managing the changes, how they are feeling and ask for any
feedback.
Use workshops to aid understanding, create plans and encourage
commitment.
Provide updates on progress.
Get together and celebrate successes.
Be clear and consistent.
Sources:
www.business.qld.gov.au/business/employing/staff-development/managing-people-through-change
http://www.businessballs.com/changemanagement.htm
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
22
During the change…
•
Contingency plans….. Plan B!!!
•
Give the team time to get up to speed
•
Encourage. You’re a champ. Tell me what you think.
•
Does the team have what it takes to master this change?
•
Ensure objectives/timetable are measured.
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
23
Monitoring & evaluating
Monitoring and evaluating change should be straightforward if you have
planned appropriately and set key goals, targets and timeframes.
–
–
–
–
Diarize timeframes and follow-up on outcomes.
Choose mistakes to be an opportunity to learn and do it differently.
Celebrate the victories (big and small) with your team.
Communicate outcomes (did we mention communication before?)
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
24
Evaluation methods
The checklist method:
• The Checklist Method allows using lists of actions to analyze potential
effectiveness of projects.
• Tick or no tick!!
• Use priorities for projects and assess the rates of safety, security,
efficiency, and coordination.
Kirkpatrick’s change evaluation model:
• Reaction evaluation is how the delegates felt about the change
experience.
• Learning evaluation is the measurement of the increase in knowledge before and after.
• Behaviour evaluation is the extent of applied change back on the job
• Results evaluation is the effect on the business or environment by the
trainee.
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
25
Next steps
1.
•
•
•
Get clear on how you:
can take advantage of the opportunities within change
plan for change
facilitate effective change.
2. Get support when needed
Performance Advantage offers services to help you through change
including (but not limited to):
• Strategic planning
• Succession planning
• Communication skills
• Change management coaching
Call Performance Advantage on 0408 897 079.
Contact Suzanne at Performance Advantage on 0408 897 079 or Suzanne@performanceadvantage.com.au
26