Change Management.
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Change Management July 19, 2010 Afternoon Philip E. Flora, CIA, CISA, CFE, CCSA Special thanks to Ben Lorigo for sharing slides for use in this presentation Learning Objectives Provide an overview that equips you to better facilitate the change process. Share tools & techniques that help you lead the change process. Learn to participate in/reinforce the change process to maximize the benefit for employees, stakeholders and the public at large. 2 Our Goals To explore theories, tools and techniques that will assist you to: 1. Provide the who, why, what, when & how of change management 2. Better understand your leadership role in the continuing change process. 3. Plan strategic agency and organizational change initiatives. 4. Develop strategies to implement the required change initiatives 5. Identify priorities and opportunities for your individual development as a leader of change. 6. Provide reference materials & resources for future use 3 Getting to Know You Name you wish to be called? Organization, position, what you do? What is it about yourself you would like others to know? A key expectation you have for this course? 4 Change Impacts us All! Jobs Relationships Perspectives Locations Goals 5 Building a Learning Community 6 Self-Directed Work Teams – 4 Stages Forming Storming Norming Performing 7 Forming Learning Groups – Exercise #1 On a 3x5 card list the characteristics that you believe would best support you in getting the most from this program. Walk around with your card & find 4 other people who want similar things. Discuss, with them, the norms that will be required to operationalize those characteristics. Report out the norms you and your new colleagues have chosen. 8 Understanding Leadership and Change Assess your change leadership practices Identify individual development opportunities Describe the change process in your organization List change initiatives in progress and potential change areas for your organization 9 Stages of Grief – 5 Stages Denial & Isolation Anger Bargaining Depression Acceptance Source: Dr. Elisabeth Kubler-Ross – Named the 5-Stages Grief after a serious loss 10 Change Leadership Characteristics & Supporting Behaviors Leadership Characteristics Getting honest input from others Active listener ….. ….. Supporting Behaviors Not violating another's trust Physically attending to what others are saying ….. ….. 11 Leadership & the New Science Video Breakout Group Discussion – Exercise #2 1) 2) 3) 4) Accept chaos as an essential process Share information as the primary organizing force Develop the rich diversity of relationships Embrace vision Share examples of the your experience from the (4) areas listed above 12 Communication Why Important? Effective Communication (Continued) ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ Why Communicate Effectively Buy-in to a common goal Influence another person Resolve a conflict Sell an idea(s) Build a relationship(s) Share the results of an audit Effective Communication (Continued) Provide risk scenarios for management’s consideration/discussion Share the potential impact of a weak governance process Discuss examples of information security or privacy issues with management to ensure the risk is minimized in your organization Effective Communication (Continued) Counsel an employee(s) Meet assignment objectives Share experiences to past the time Train/educate staff and other professionals Demonstrate your ability to assume additional responsibilities Is This an Effective Way to Communicate? Art of Communication Send Receive Types of Communication Written Talk in Person Body Language Telephone Presentations Communication (Continued) Listening Email Facial Expressions Voice Tone/Inflection Exercise #3 Communicating with Your Boss Communicating with Your Boss Exercise #3 (Continued) You need an extension in the date due to complete an important project. Your boss just came back to his office from a tough meeting with the executive management team. What things should you consider before approaching your boss? Exercise #3 Comments/Notes ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ Systems Thinking What is Systems Thinking? What is a System? What is an Organization? 25 Systems Thinking (Continued) Definition - Systems Thinking Systems thinking is the process of understanding how things influence one another within a whole. In organizations, systems consist of people, structures, and processes that work together to make an organization healthy or unhealthy. Source: Wikipedia, The Free Encyclopedia 26 Systems Thinking (Continued) What is a System? Is a set of interacting or interdependent entities forming an integrated whole. Most systems share common characteristics, including: Systems have structure, defined by parts and their composition; Source: Wikipedia, The Free Encyclopedia 27 Systems Thinking (Continued) What is a System? Systems have behavior, which involves inputs, processing and outputs of material, energy or information; Systems have interconnectivity: the various parts of a system have functional as well as structural relationships between each other. Systems have by themselves functions or groups of functions Source: Wikipedia, The Free Encyclopedia 28 Systems Thinking (Continued) What is an Organization? An organization is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment Source: Wikipedia, The Free Encyclopedia 29 Quote - Change You can't cross a sea by merely staring into the water." ------------ Rabindranath Tagore A System in Action INPUTTRANSFORMATION OUTPUT 31 Most Important Tip Under promise and over deliver! A System 33 Strategic Thinking A form of systems thinking that takes into account how the organization interacts or is impacted by its environment. Helpful in: Developing or adapting relationships Increasing organization flexibility Seeking new service opportunities 34 The Bottom Line for Leaders? 35 Bottom Line (Continued) Ensuring clarity of a meaningful mission Ensuring adequate resources are available Ensuring the satisfaction of customers and other stakeholders. 36 Bottom Line (Continued) Involving relevant individuals What is needed? Who needs to be involved? When do they need to be involved? How do they need to be involved? 37 Kotter Model & Leading Change Questionnaire? Integration Modeling the Change Communicating about the change Involving Others in the Change Helping Others Break from the Past Creating a supportive Learning Environment 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 Change Stick 38 Project Management Triangle Time Cost Quality Functionality Discussion Areas Emotional Intelligence Emotional intelligence (EI) describes the ability, capacity, skill or, in the case of the trait EI model, a self-perceived grand ability to identify, assess, manage and control the emotions of one's self, of others, and of groups Source: Wikipedia, The Free Encyclopedia 40 Discussion Areas Change Process Models The term process model is used in various contexts. For example, in business process modeling the enterprise process model is often referred to as the business process model. Process models are core concepts in the discipline of Process Engineering. Source: Wikipedia, The Free Encyclopedia 41 Discussion Areas Change Process Model Types Activity-oriented Product-oriented Decision-oriented Context-oriented transformations Strategy-oriented Source: Wikipedia, The Free Encyclopedia 42 Change Dynamics and Tools List key elements of the change process Apply tools used in the successful leadership of change Construct real life change models 43 PHASES OF A PROJECT PHASES OF A PROJECT Enthusiasm Disillusionment Panic Search for the Guilty Punishment Praise of the Innocent and Honors for the Non Participants Change = Modifying Strength of Forces Current Situation 46 Forces Associated with Change Driving Forces Restraining Forces S I T U A T I O N 47 People Involvement Options 48 Tools for Understanding and Facilitating Change IT (CHANGE) WON'T HAPPEN UNLESS... C = [ABD] > X C = CHANGE A = Level of dissatisfaction with the status quo B = Desirability of the desired change or end state D = Practicality of the change (minimal risk and disruption) X = "Cost" of changing Source: Richard Beckhard – Pioneer in Organizational Development - Original formula created by Gleicher and authored by Beckhard and Harris 49 Another Formula for Change - Gleicher's Formula DxVxF>R Three factors must be present for meaningful organizational change to take place. These factors are: D = Dissatisfaction with how things are now; V = Vision of what is possible; F = First, concrete steps that can be taken towards the vision. If the product of these three factors is greater than R = Resistance, then change is possible. Source: Wikipedia – Created by Richard Beckhard and David Gleich 50 Another Formula – Gleicher (Continued) Because of the multiplication of D, V and F, if any one is absent or low, then the product will be low and therefore not capable of overcoming the resistance. To ensure a successful change it is necessary to use influence and strategic thinking in order to create vision and identify those crucial, early steps towards it. In addition, the organization must recognize and accept the dissatisfaction that exists by communicating industry trends, leadership ideas, best practice and competitive analysis to identify the necessity for change Source: Wikipedia – Created by Richard Beckhard and David Gleicher 51 Tools for Understanding and Facilitating Change (Continued) The Olde Ice Cube Metaphor... Kurt Lewin Unfreeze Modify/Change Refreeze 52 Potency of Forces for Change P O T E N C Y Of F O R C E S Agency’s Executive Congress Employees Unions Culture/ Values H I G H M E D I U M L O W R. Beckhard & R.T. Harris, Organization Transitions: Managing Complex Changes, pp. 35. 53 Readiness-Capability Assessment Individuals or groups critical to the change Readiness High Medium Capability Low High Medium Low 1 2 3 4 5 6 7 R. Beckhard & R.T. Harris, Organizational Transitions: Managing Complex, pg. 63 54 Responsibility Charting Individuals Actions: R = Responsibility (not necessarily authority) S = Support (put resources toward) - = Irrelevant to this item A = Approval (right to veto) I = Inform (to be consulted before action) R. Beckhard & R.T. Harris, Organizational Transitions: Managing Complex Changes), pg. 105 55 Three Dimensions of Change Levels Skills/ Values/ Attitudes/ Behaviors/ Rewards/ Reporting/ Relationships/ Work Design/ How open people are/ How conflict is managed/ How decisions are made/ Unfreezing Movement Refreezing Individual Structure & Systems Climate/ Interpersonal Style L. D. Goodstein & W. W. Burke “Creating Successful Organization Change,” Organizational Dynamics, (19(4) 5-17 (1991) 56 Development Stages Unconscious Incompetent Conscious Incompetent Conscious Competent Unconscious Competent 57 Does Your Management Consider This an Acceptable Approach to Risk Management? Team Assignment: Exercise #4 Case Study Preparation Individual reading. Analysis: Identify facts and issues, Tentatively decide what the specific challenge(s) are, Determine appropriate alternative solutions for each challenge, Prepare the team report for presentation. 59 Communicating with an Audit Customer – Exercise #4 Customer Communication Exercise #4 You are finishing an audit and have identified that the project reporting heat map report (dashboard) and project management documentation (e.g. project risk plan, project plan, deliverable sign-offs not occurring, success not clearly identified, etc.) are not accurate or not being used as anticipated. How would you approach the Project Manager/Executive responsible for the project. Exercise #4 Comments/Notes _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ Relationships Building __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ 63 RELATIONSHIPS When working with Management do things sometimes not go as planned? Resistance to Change __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ 65 Appreciative Inquiry A Constructive Approach to Sustained Organization Change 66 Appreciative Inquiry Looking at the world with an appreciative approach Working within systems to discover what gives life/meaning Articulating possibilities for a better future 67 Appreciative Inquiry Conventional, Deficit Based Appreciative Inquiry Problem Possibilities Problem Driven Vision Led Money Meaning Critical Thinking Generative Thinking Using Others Collaborating with Others Transactions Relations Reductionism Wholeness 68 Key Characteristics of an AI Interview Assumption of health and vitality Connection through empathy Care about the next person, excitement Intense focus Generative questioning, cueing, guiding Comfort with ambiguity Generalizations OK 69 The AI Interview Protocol 1. Best Experience: Tell me about the best times you have had with your organization - when you felt most alive or most involved or most excited. Describe the event in detail. 2. Values : What are the things you value deeply about your work, your organization and yourself. 3. What is the core value of your organization? 4. Three wishes 70 Narrative Exploration Find a partner who you would like to know better from the table next to yours Take 10 minutes to reflect on the questions individually Conduct the interview for 30 minutes per person Stay with your partner and join a group 71 Creating Propositions Share your stories Make a list of the emerging topics that are important to you as a group List the top five themes on a scattergram chart Make a separate list about your wishes--What needs to change or improve Post your sheets for all to view Prepare a group presentation 72 Five Principles of AI 1. Social Constructionism 2. Poetic Principle 3. Principle of Simultaneity 4. Anticipatory Principle 5. Positive Principle 73 Social Constructionism “I had always thought that we used language to describe the world - now I was seeing that this is not the case. To the contrary, it is through language that we create the world, because it is nothing until we describe it. And, when we describe it, we create distinctions that govern our actions. To put it another way, we do not describe the world we see, but we see the world we describe.” Joseph Jaworski, Synchronicity: The Inner Path of Leadership 74 Social Constructionism Continued... “Whether or not you can observe a thing depends upon the theory you use. It is the theory which decides what can be observed.” ---- Albert Einstein 75 Social Constructionism Continued… “We human beings create our own realities through symbolic and mental processes and that because of this, conscious evolutions of the future is a human option.” ---- David Cooperrider 76 Heliotropic Systems “Implied in scholarly research is the intriguing suggestion that human systems are largely heliotropic in character, meaning that they exhibit an observable and largely automatic tendency to evolve in the direction of positive anticipatory images of the future. Just as some plants exhibit a tendency to grow in the direction of sunlight, there is a similar process going on in human systems.” ---- David Cooperrider 77 4D Model of AI 78 Appreciative Inquiry ….…. Invites members to engage in generative dialogue Turns thoughts toward that which is valued Engages people in collecting meaningful stories Creates a collective image that guide the organization Gives a feeling of worthiness 79 “The best way to predict the future is to create it.” Peter Drucker 80 Action Planning Summarize individual learning from the program Develop applications and development plans 81 Possible Changes in the Critical Hierarchy Vision/Goals/Objectives-Where should the organization be going? Roles & Relationships-Who needs to do what with who and how to get there? Policies & Procedures-What minimal guidelines will be required as safeguards? Interpersonal Relations-What should they be, e.g. trust, communications, helping? 82 Performance Management Process •Match performance w/rewards & recognition •Determine impact of the training plan •Identify effectiveness of process & improve •Position Description •Align Org & Employee goals/obj •Establish measures Act Plan Check Do •Appraise performance •Develop training plan •Determine effectiveness/motivation Source Process: Deming Cycle or Shewhart Cycle •Compare performance w/measures •Identify performance gaps •Communicate, communicate Action Planning Individual Select two or three important improvement targets Determine which areas you can make the most difference in with your participation Small Group Review the individual plans Add perspective and/or ideas for improving other group members’ action plan. 84 Be Active! Make a Difference in your Change Management Initiative Challenges At times do you feel that something like this is waiting for you? 86 Session Summary Hopefully, we explored theories, tools and techniques that will assist you to: 1. Better understand your leadership role in the continuing change process. 2. 3. 4. Strategically plan agency and organizational change initiatives. Develop strategies to implement the required change initiatives Identify priorities and opportunities for your individual development. 87 Communicating with Staff Team Lead/Manager – Exercise #5 Staff Communication Exercise #5 Your organization has estimated a 20% reduction in revenue and the organization’s leadership is evaluating difference change initiatives. When, what and how would you communicate the upcoming changes. Also, what would your office’s role be in this change process? Exercise #6 Comments/Notes _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ _______________________________________ Reference Materials • Managing Transitions – Making the Most of Change – William Bridges, PhD • Leading Change – Harvard Business School – John P. Kotter 91 Reference Materials (Continued) The Change Management Pocket Guide – Tools for Managing Change – Kate Nelson & Stacy Aaron Change – DK Essential Managers – Robert Heller Managing 92 Reference Materials (Continued) Change & Transition – 7 Practical Strategies to Help You Lead During Turbulent Times – Harvard Business Press Managing Six Secrets of Change – What the Best Leaders Do to Help Their Organizations Survive & Thrive – Michael Fullan The 93 Reference Materials (Continued) DK Essential Manager’s Manual – Robert Heller & Tim Hindle Communicating Clearly Managing Time Making Decisions Delegating Successfully 94 Reference Materials (Continued) DK Essential Manager’s Manual – Robert Heller & Tim Hindle (Continued) Motivating People Managing Teams Managing Meetings Presenting Successfully 95 Reference Materials (Continued) DK Essential Manager’s Manual – Robert Heller & Tim Hindle (Continued) Negotiating Successfully Interviewing People Managing Change Minimizing Stress 96 Reference Materials (Continued) Ways to Reward Employees – Bob Nelson, Ph.D. 1001 Carrot Principle – How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance – Adrian Gostick & Chester Elton The 97 Reference Materials (Continued) Skills – How To Assert Yourself, Listen To Others and Resolve Conflicts – Robert Bolton, Ph.D. People Conflict Management & Negotiation Skills for Internal Auditors – IIA Research Foundation – Joan Pastor, Ph.D. 98 Reference Materials (Continued) The 21 Irrefutable Laws of Leadership – Follow Them and People Will Follow You – John Maxwell on Leadership – John Wooden & Steve Jamison Wooden 99 Reference Materials (Continued) Best Selling Books in 1 Volume – 25 Ways To Win With People & The 360º Leader – John C. Maxwell 2 Everyone Communicates Few Connect – What The Most Effective People Do Differently – John C. Maxwell 100 Reference Materials (Continued) The Art of Talking So That People Will Listen – Getting Through To Family, Friends & Business Associates – Paul W. Swets How to Get Your Point Across in 30 Seconds or Less – Milo O. Frank 101 Reference Materials (Continued) Management – DK Essentials Managers – Andy Bruce & Ken Langdon Project is Lean Six Sigma? – Mike George, Dave Rowlands & Bill Kastle What 101 Ways To Improve Your Communications Skills Instantly – Jo Condrill & Bennie Bough, Ph.D. 102 Reference Materials (Continued) Your Point – Speak Clearly and Concisely Anyplace, Anytime – Kevin Carroll & Bob Elliott Make Minute Guide To Leadership – Andrew J. Dubrin 10 103 Happiness to Some Wrap-up & Questions Phil Flora efafvain@io.com In Closing Two Things to Think About 1. 2. One deep One fun Something to Think About When planning for a year, plant corn. When planning for a decade, plant trees. When planning for life, train and educate people. ---- Chinese Proverb Something to Think About "Why isn’t there a special name for the tops of your feet?” --- Lily Tomlin, Actress & Comedienne For More Information: Phil Flora efafvain@io.com
