Unit 3 - Leading Change (1)

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Managing
Organizational
Change
Managing Organizational Change
DPS 51114 1802
Unit:
3
Presented by: Leanne Douglas
Date:
July 27, 2018
Managing
Organizational
Change
MANAGING RESISTANCE
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2
Managing
Organizational
Change
Jerald Young’s Model of Resistance
Logic-Based
Resistance
Emotion-Based Resistance

Opposition:
“I won’t do my part unless…”
Resistance:
“I won’t do my part even
if…”
Projects are faced with opposition and resistance –
both must be managed
2003. Jerald Young, Me? Change? Not Now. Not Ever
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3
What is emotion-based resistance?
Managing
Organizational
Change
A reaction to pressure to change
• Fear of an unknown future
• Loss of something good
• Forced into a turning point
Confusion
Immediate criticism
Denial
Malicious compliance
Sabotage
Early agreement
Deflection
Silence
 What is an example of emotion-based resistance in action?
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4
Managing
Organizational
Change
What do we do about it?
Logic-Based
Resistance…
Rational problem solving
Emotion-Based
Resistance…
Facilitated exploration
Answer questions
Keep the focus on what’s real
Engage in meaningful input
Show confidence in the process
Communicate often
Balance empathy and
performance – care without
caring too much
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5
Managing
Organizational
Change
What do we do about it?
Change
Leader’s…
Don’t
Do
View of resistance
 Insubordination
✓ Non-intentional or a puzzle to solve
Attitude
 Frustrated, judgmental
✓ Open, accepting but motivated
Goals
 Compliance with the change as
planned
✓ Commitment to positive improvement
Approach
 Logical problem solving only
✓ Logical problem solving plus expose
and dissolve emotional responses
Role
 Boss, problem-solver
✓ Helper, facilitator
Rational problem solving
Facilitated exploration
Resistance doesn’t need to be feared and avoided…
understanding it can provide valuable insights into project improvements
and management tactics
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6
Minimizing Resistance
Managing
Organizational
Change
• Focus 80% of your effort on the 80% who are ready or
close to changing
Willing and Eager to
Change
Cautious and Hesitant
Refuse to Change
Engage them as change
agents and champions
Keep them informed and build
their involvement
Ask them what they need to help
them support the change
20%
60%
20%
Use them to influence others
Inform and engage them in the
change to influence them
Listen to concerns and address if
possible
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7
Assessing how people are
responding to a specific change
Managing
Organizational
Change
General Change Questions:
1. Do you feel you are hearing enough 7.
about the project? Who have you
heard from and what have you heard?
2. What interests you most about the
8.
project?
3. What are your key concerns?
4. What benefits to you see coming from
this project?
9.
5. Where do you see room for
improvement in how we do things
today?
6. What changes, if any, would your like
to see in our communication (how
often and how we communicate)?
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How well did the change initiative go?
What worked well and didn’t work
well?
What do you think of the idea behind
this change? How comfortable are
you with changing [scope of
program]?
How confident are you that things will
be designed and implemented well?
8
Steven Covey’s Circle of Influence
Circle of Concern
Circle of
Influence
Managing
Organizational
Change
Things you are
worried about
Things you can
have some
influence over
 Imagine that this course was moved to a building on Pembina, a one-hour bus
ride away. What would be in your circle of concern? Circle of influence?
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9
Steven Covey: Circles of Influence
Managing
Organizational
Change
https://www.youtube.com/watch?v=sH6OFrHA7rU
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10
Managing
Organizational
Change
ABOUT CHANGE LEADERSHIP
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11
Change Leadership
Managing
Organizational
Change
“What the leader does is the
single most important factor in
demonstrating what is
acceptable – and not acceptable
– behaviour in our organizations”
Kouzes, J. & Posner, B. (2011) Credibility: How Leaders Gain and
Lose It, Why People Demand It. New York:Wiley
People will know you are serious about the change and how to
handle it when you walk the talk and demonstrate commitment.
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12
A Leader’s Dual Role
Preparing yourself
for change
Understanding
Understandingchanges
changes
underway
underwayand
andyour
yourrole
role
Adapting
Adaptingto
tochange
changethat
thatisis
happening
happeningto
toyou
you
Developing
Developingcompetencies
competencies
for
formanaging
managingchange
change
Leading employees
through change
Introducing
Introducingchange
changeto
to
your
employees
your employees
Managing
Managingemployees
employees
through
throughthe
thetransition
transition
Reinforcing
Reinforcingand
and
celebrating
celebratingsuccesses
successes
c Prosci
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Managing
Organizational
Change
Be an advocate for the
change, with the dual
responsibilities of helping
provide input into the
change while supporting
others through it.
Introduce employees to the
change, manage them
through the transition, and
reinforce and celebrate
success
13
Leadership Game Rules
Managing
Organizational
Change
✓ You can only move to a vacant square – can
step past one other person to get there
✓ People facing in the same direction cannot pass
each other
✓ You can only move forwards
✓ Only one person on a square at a time
✓ You can talk, but must stay in your square
✓ You can decide to reset if needed
✓ You may turn around when you reach the end of
the line
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14
Managing
Organizational
Change
Debrief
• What was it like to be in the middle?
• What was it like to not be able to move to ‘test’ solutions?
• For those who were disengaged, what was going on for
you?
• Was there any interaction between the two groups and
what was that about?
• What does this teach us about fostering good
communication among and between groups?
• What does this teach us about leadership and good
leadership in times of change?
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15
Managing
Organizational
Change
CHANGE MANAGEMENT PLANNING
HelpPath Case Study
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16
Managing
Organizational
Change
Build a Case for the Change
A good case for change is…
Truthful
&
Compelling
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Easy
to
understand
Shows clear
value to
those
impacted
17
Managing
Organizational
Change
Build a Case for the Change
Try to provide strong and clear responses to all of the following
questions:
✓
✓
✓
✓
✓
✓
✓
✓
✓
How do organizational leaders describe the vision for this change?
What is the objective or purpose of the change?
What will be different when the change is in place?
What benefits is the change intended to achieve?
Which of the benefits cannot be realized without employee adoption of the
change (what benefits are dependent on employees changing their
behaviour)?
Who will be impacted by the change and how?
How ready are stakeholders for the change?
Why should people impacted by this change be excited by the change?
What do stakeholders need to hear to get ready for the change?
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18
Building a Strong Case for Change
Managing
Organizational
Change
OK…
More compelling…
We are redesigning our customers’
claims experience to ensure our
customers have the best possible
experience and know that we value their
business and care about their situations.
We are changing our First Notice of
Loss processes so that we will provide
customers with knowledgeable and
trained adjusters, timely decisions, clear
information and communication, efficient
processes including straight-through
financial processing. Customers will
also have access to us 24/7, through the
use of a new call centre vendor and by
providing to claims information online.
Our company’s claims experience will recognize that
some customers are experiencing great stress and
loss when they are reporting a claim to us. Our
process will be designed to anticipate and adapt to
our customer’s needs during this difficult time, rather
than expecting the customer to adapt to our process.
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When customers first report a loss to us, they should
feel confident that they are being taken care of. They
should feel heard and know that our company ‘has
their back’.
Our customer’s first interaction with Company X
Claims must instill confidence in our staff and in our
claims process, to reduce their stress and
uncertainty. If it also enhances the customer’s
acceptance of our adjudication and settlement
decisions, then all the better, but our priority, first and
foremost, is to ensure our customers feel cared for.
19
Building a Strong Case for Change
Managing
Organizational
Change
OK…
More compelling…
Through this initiative, we will shift away
from multiple systems and inconsistent
manual processes which are inefficient
and costly. By implementing a new
ERP, we will be able to reduce effort for
data manipulation and increase
information clarity between
stakeholders, while also improving the
ease of day-to-day work for the
organization. The system will also
accelerate the Company’s capacity for
higher value analytics and decision
support.
•
Focus on people: design solutions that make
work easier and align with our culture
•
Drive shareholder value: seek to achieve
competitive advantage and increase business
value
•
Empower better decision making: unlock value
through meaningful information and insight
•
Treat data like an asset: align to one source of
truth and touch data once
•
Standardize and simplify: allow complexity only
when a clear business case supports it
•
Maintain license to operate: at all costs, avoid
jeopardizing our license to operate
•
Remove historical customs: challenge all aspects
of the status quo. Nothing is off the table.
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20
Managing
Organizational
Change
Write a Case for Change
• Write a short case for change for
the HelpPath initiative
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21
Managing
Organizational
Change
Assess the impacts of the change on people
readiness
Impact Assessment
Impact
1
Impact
3
Impact
5
Stakeholder Group
A
Impact
6
Impact
7
Messaging
Characteristics
Resistance
Management
Plan
Impact
2
Stakeholder Group
B
Communication
Plan
Stakeholder Group
C
Stakeholder Group
D
Training needs
Training Plan
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22
Managing
Organizational
Change
Assess the impacts of the change on people
readiness
Technology
Process
People
Change
Overall
Change
Impact
Change
Category
People Impacts
Process
Impacts
Technology Impacts
1-3
Training
Resistance
Mgmt
Sponsorship
Engagement
Communication
Change Strategies
Key Change Strategies Descriptions
✓
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23
Stakeholder Analysis
Managing
Organizational
Change
• Change impact: generally, how the group will be impacted by the
project for which you are doing change management
• Success criteria: how this group would define success for the
project
• Key challenges: primary ways in which this group might be
negatively impacted by the change or barriers that the project might
face in working to get this group to adopt the change
• Commitment: a rating of the group’s Current and Required levels of
commitment (such as high, medium, or low)
• Influence or Impact on the Project: a description of the influence
that this group has on the success of the project, which can include
their level of influence on other stakeholders as well as on the actual
design and implementation of the change
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24
Sample Stakeholder Analysis
Success Criteria
Group
(in the eyes of the
stakeholders)
Auto
Will be able to see No more driving
Appraisers what claims they time than their
have been
current territories
dispatched to
require; no (or very
through Mitchell
few) schedule
accessible on their changes during the
mobile phones;
day; ability to go
appraisal schedules straight to first
will be available
appointment from
one-day ahead, with home
a map for finding all
appraisal locations;
territories will
change
Impact of the
Change
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Anticipated Change
Management
Challenges
Larger territories will
require more driving
time for most
appraisers; group is not
strong with using new
technology
Managing
Organizational
Change
Stakeholder
Influence on Project
Success
Have little to no
influence on success
of the new
dispatching process,
but have the ability to
impact client
experience if they
don’t follow-through
properly on what is
dispatched to them
Current Required
Commit- Commitment
ment
Medium High
25
Managing
Organizational
Change
Complete the Stakeholder Analysis
• Choose a stakeholder group from the
case study
❑ Managers
❑ Supervisors
❑ Community
Health Workers
❑ Administrative
Support
❑ Information
Technology
• Complete the stakeholder analysis for
your group
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26
Impact Assessment
Managing
Organizational
Change
• Overall Change impact: a general description of how the change
will impact people
• Change category: an indication of whether the change affects roles
and responsibilities (the People changes), processes, policies and
work tools (the Process changes), or technology. Any given change
could have an impact one or more of these categories. To be
informative, rather than simply indicating which change categories
apply, you can also rate the degree to which the change impacts
each category (for example, High impact on People, Low impact on
Processes, and Low impact on Technology)
• People Impacts: a listing of the ways in which the change will be
impacting people’s roles, responsibilities, organizational culture, and
performance management
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27
Impact Assessment
Managing
Organizational
Change
• Process Impacts: a listing of the ways in which the change will
impact business processes
• Technology Impacts: a listing of the ways in which the change will
impact technology
• Change Strategies: an indication of which types of change
management strategies will be needed to address the impacts of the
change
• Key Change Strategies Description: a brief description of the
change management strategies that will be planned to address this
aspect of the change (for example, “Weekly conference calls with all
leaders to provide project updates”)
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28
Sample Impact Assessment
Change
Category
People
Process
Technology
What is
Changing
Overall
Change
Impact
People Impacts
(e.g. staffing, roles, skills,
structures, culture, training)
Most regions have a
dispatch role in place;
the change is addition of
dispatch for internal
assignments (dispatch is
already done for IAs)
New
Dispatch
function
Managing
Organizational
Change
Process Impacts
Technology Impacts
Mitchell WorkCenter will
default to an appraisal
resource for each claim
based on staff capacity,
Appraisers will receive
proximity, skill set, and
schedule, map and suggested time frame requirements
driving route
Assignment to Direct
Phase 1 = users will
Repair Shops will skip the Appraisers will need to contact manually schedule
High X X X
dispatcher
the customer to notify that they appointments; Phase 3
are coming
= intelligent scheduler
Field appraisers will rarely
with user intervention
need to come into the office Consistent dispatching process required only for
(the size of this change
will be used across all regions exceptions
varies region by region)
Appraisal appointments can be
FNOL staff will schedule
made during FNOL
appointments
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Appraisers will no longer be
able to select their own
assignments
29
Sample Impact Assessment
Managing
Organizational
Change
Training
Resistance Mgmt
Leadership
Engagement
What is changing
Communication
People Readiness
Communication
Needs
•
•
•
Introduction of a
Dispatch function
X
X
X
X
•
•
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Communicate to Appraisers the new dispatch process (key
message = they cannot self-assign appraisals);
Communicate the multi-phased roll-out: phase 1 = manual
dispatch, and phase 3 = automated dispatch with confirmation;
Engage regional leadership engagement in dispatch role
assignment, territory definition and system’s workload management
rules
Train Appraisers in new dispatch process in Mitchell WorkCenter
(note, training for independent appraisers will be provided by
Mitchell);
Train FNOL staff on appraisal appointments (deliver during training
related to other FNOL changes)
30
Managing
Organizational
Change
Complete the Impact Analysis
• Choose one change associated with the
HelpPath project
❑ Workflow
management
❑ Financial
management
❑ CasePath
❑ Supervisor portal
❑ User-friendly
interface
• Complete the impact analysis for that
change
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31
Managing
Organizational
Change
PANEL DISCUSSION
Prep
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32
Managing
Organizational
Change
Panelists
Adam Gerhard
Harold Thompson
Director of Strategy & Planning, Recently retired civil servant
University of Manitoba IT
Over 30 years experience in public policy
University of Winnipeg Board of development in the Manitoba Civil Service.
Regents
Recent project and policy experience include:
• Developing and implementing policy and
Has a background in IT
organizational roadmaps for the Manitoba
consulting and HR leadership at
Mineral Resource Development Division of
Executive level
Manitoba Growth, Enterprise and Trade.
Has been witness to and has
• Developing succession plans for policy and
had to implement many
business development departmental
workplace changes
functions.
• Preparing for and participating in policy
development discussions re: the legalization
of cannabis in Manitoba.
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33
Managing
Organizational
Change
Panel Prep
We need:
• Two questions to ask panelists in
advance (today)
• Additional questions to be asked during
class
• Facilitator(s) for the panel discussion
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34
Managing
Organizational
Change
WORKSHOP PREP TIME
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35
Managing
Organizational
Change
NEXT CLASS
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36
For Next Class…
Managing
Organizational
Change
• Bring questions on Change Management
Plans
– We will work on the Change Management
Activities, and will do some brainstorming
together
• Prepare for Panel Discussion
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37
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