1

Now for you and me it may not be that hard to reach our dreams, but that magic feeling never seems to last.
And while the future’s there for anyone to change, still you know it seems it would be easier to change the past.”
Session VI: Change Management
2

1.
2.
3.
4.
5.
6.
7.
8.
Awareness and understanding of change management,
Awareness of change management models,
How to implement an organizational change model,
Practical application of a selected change model - ADKAR,
Interactive applications of change simulations throughout the session,
Understanding resistance to change,
Using employee engagement as a tool for change,
Change management case studies of selected State Highway
Departments.
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3

1.
2.
3.
4.
5.
6.
7.
The Seven Dynamics of Change
People feel awkward, ill at ease and self conscious.
People think about what they have to give up.
People feel alone even if everyone else is going through the change.
People can handle only so much change.
People are at different levels of readiness.
People will be concerned that they do not have enough resources. (time, skills, etc.)
If not supported and encouraged to change, people will revert to old behavior.
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4








Be actively engaged in the session.
Ask questions of each other.
Offer wisdom.
Be courteous to each other.
Think about things you don’t think about.
Challenge the presenter – you just might know more about change than he does.
Have fun.
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5

What Is Happening Here?
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6

From the Inside Out
Like a man who has worn eyeglasses so long that he forgets he has them on, we forget that the world looks to us the way it does because we have become use to seeing it that way through a particular set of lenses.
Kenich Ohmae
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What Is Happening Here?
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8

A CHALLENGE
Please Write a One Sentence
Definition of
CHANGE
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9

Understanding Different
Responses To the
On a scale of 1-10 (10 being the most) How many changes have you initiated in the past two years? (e.g. taking a new job, getting married, learning a new skill, etc.) How many changes have you had to adapt too in the past two years (e.g. job/role, new boss, new role and responsibilities, etc.)
Write the number on two Post-It notes and cluster the change
Post-It notes under two groups: a. Changes that you initiated b. Changes you had to adapt too
Session VI: Change Management
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Defining Change Management




The concept of change management describes a structured approach to transitions in individuals, teams, organizations and societies that moves the target from a current state to a desired state.
The task of managing change; an area of professional practice; a body of knowledge; a control mechanism.
Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level with at least three different aspects, including: adapting to change, controlling change, and effecting change.
Sense of Direction, Sense of Discovery and a Sense of Destiny.
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The 21 st Century Operations-
Oriented State DOT **
WHY
(Driving Forces)
Reality
Increased recognition of relevance of
SO&M
Customer
Focus
• Delay &
Unreliability
• Safety &
Security
• Lack of
Options
• Little
Information
• Culture
• Understanding
WHAT
(Strategies)
Causes
• Delay
• Unreliability
• Safety risk
• Insecurity
• Inconvenience
Existing
Tools &
Concepts
• Manage &
Operate
• Provide
Premium
Options
• Disseminate
Information
• Incorporate
Customer
• Feedback
• Formal Program
• Planning
VISION
(Outcomes)
“More”
•
Proactive
• Aggressive
• Integrated
• Traffic-responsive
• Cooperative
• Automated
• Communicated
Vision of
Potential
Customer
Service
•
Reduce Delay
& Increase
Predictability
• Reduction in
Crashes
• Premium
Options
• Informed Travel
Decisions
• Improved
Accountability
• Organizational Structure
• Coordinate Roles
HOW
(Intense applications)
Evolution of a Service
Agency Culture
• Relate customer service to
SO&M
• SO&M Leverage
Understood
• Operations as a Core
Program
• Organization with
Accountability
• Planning Restructured for SO&M
• Sustainable Resource
Support
• Agency Leadership Role
Accepted
• Performance Reporting
Institutionalized
Institutional Framework
** Steve Lockwood, 2005
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Some Current Applications in
State Highway Departments
 Florida DOT Florida’s Turnpike Enterprise – Culture Shift to High
Participation-High Performance - Customer Orientation
 Kansas DOT – Cultural Due Diligence, Team-Based, Strategic
Planning, Moving toward Operations Orientation
 Missouri DOT – Performance Management System – Customer
Feedback and Operation’s Focus
 Virginia DOT
– SOPP – Customer Focus, Governor’s Initiative
 Maryland DOT – Change Ready – Focus On Preparation For
Operation Orientation
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The Positive Change Cycle
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The Four Stages of Change
Learning
1. Unconscious - Incompetence
“we don’t know that we don’t know
2. Conscious - Incompetence
“we know that we don’t know”
3. Conscious – Competence
“we work at what we don’t know”
4. Unconscious – Competent
“we don’t have to think about knowing it”
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— Barbara Ward —
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Models of and Approaches To
Organizational Change (1)
Kurt Lewin’s Three-Step Model (1951):
Unfreeze
• Examine status quo
• Increase driving forces for change
• Decrease resisting forces against change
Move
• Take action
• Make changes
• Involve people
Refreeze
• Make change permanent
• Establish new way of things
• Reward desired outcomes
1.
Communicating the gap between current state and the end state to key players in the change process
2.
Working to minimize the resisting forces
3.
Working to maximize or make the most of driving forces
4.
Agreeing to a change plan and a timeline for achieving the end state
17
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Models of and Approaches To
Organizational Change (2)
Bullock and Batten, Planned Change (1985)
 Exploration – verifying the need to change and seeking expertise



Planning – key decision makers and SME – diagnosis completed
Action – actions are completed according to plan with feedback mechanisms
Integration – aligning the change with other areas
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Kotter, Eight Step Model (1995):
1. Sense of urgency
People start telling each other, “lets go, we need to change things.”
2. Build the guiding team
3. Get the vision right
A group powerful enough to guide a big change is formed and they start to work together well.
The guiding team develops the right vision and strategy for the change effort.
4. Communicate to gain support and commitment
People begin to buy into the change, and this shows in their behavior.
5. Enabling actions
6. Create short-term wins
7. Don’t let up
More people feel able to act, and do act, on the vision.
Momentum builds as people try to fulfill the vision, while fewer and fewer resist change.
People make wave after wave of changes until the vision is fulfilled.
8. Make change stick New and winning behavior continues despite the pull of tradition, turnover of change leaders, etc.
19
Session VI: Change Management

Models of and Approaches To
Organizational Change (4)
ADKAR Model (2005):
The ADKAR Model
A Awareness of the need for change
D Desire to support and participate in the change
K Knowledge of how to change
A Ability to implement required skills and behaviors
R Reinforcement to sustain the change
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Developmental
Change
Transitional
Change
Present
State
Transition
State
Success Plateau
Transformation
Change
Birth
Growth Chaos
Death – Mindset
(Forced to Shift)
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Desired
State
Re-Emergence
Through Visioning and Learning
21

Change Management Process
Phase 1 – Preparing for Change
Define your change management strategy
Prepare your change management team
Develop your sponsorship
Phase 2 – Managing Change
Develop change management plans
Take action and implement plans
Phase 3 – Reinforcing Change
Collect and analyze feedback
Diagnose gaps and manage resistance
Implement corrective actions and celebrate successes
Session VI: Change Management
22

— Trungpa Rinpoche —
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23

ADKAR
Change
Knowledge
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24

Factors Influencing
of the Need for Change
1.
A person’s view of the current state
5.
Contestability of the reasons for change Awareness of the need for change
2.
How a person perceives problems
4.
Circulation of misinformation or rumors
3.
Credibility of the sender
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Factors Influencing
of the Need for Change
Factor 1: If its not broke, don’t fix it
We have been doing it this way for a long time
What is wrong with the way we are doing it?
I told you that changes were needed a long time ago
It’s about time someone listen to me
Factor 2: A person’s cognitive style and how they internalize
(adaptive – internal threats and innovative – external threats
5.
Contestability of the reasons for change
Factor 3: Level of trust and respect for the sender
Factor 4: The presence or absences of distorted or incorrect information in background conversations
Factor 5 : Challenging the internal or external pressures of the planned change
4.
Circulation of misinformation or rumors
1.
A person’s view of the current state
Awareness of the need for change
3.
Credibility of the sender
2.
How a person perceives problems
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Participant Activity
Briefly describe a change in behavior you would like to facilitate with a friend, family, work associate or at work that is not working.
Awareness: List the reasons you believe the change is necessary. Review these reasons and rate the degree to which you think the area above is aware of the reasons or need to change.
Reasons:
Score: (Circle) Lowest 1
Highest
2 3
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4 5
27

Factor 1: What the change is and how will impact them (WIIFM)
Factor 2: How the organization is perceived and the surrounding that are undergoing change
Factor 3: Their work and home environment.
4.
Circulation of misinformation or rumors
Factor 4: What motivates us as people, including our expectation that we could be successful
1.
Nature of the change
Desire to support & participate in the change
3.
Intrinsic motivators
2.
Organizational contest & history
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Participant Activity
List the factors or consequences (good and bad) for this person/work that create a desire to change. Consider motivating factors, including the person’s/work conviction in these factors and the associated consequences.
Factors:
Score: (Circle) Lowest 1 2 3 4 5 Highest
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Factors Influencing
On How To Change
Factor 1: What the person knows or if a gap exist
1
A person’s current knowledge base
Factor 2: The capacity to learn
Factor 3: Resources available to support the need to learn
4.
Access to or existence of required knowledge
Knowledge of how to change
2.
Capability of the person to learn
Factor 4: Having access to the information needed to perform
3.
Resources available to provide education
& training
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30

The Change Factor Model
HIGH
The Entrenched The Learner
LOW
Clinging to
Narrow
Learnings
40-60%
The Overwhelmed
Engaging and
Growing
10-15%
The BS’er
Withdrawing and
Avoiding
10-15%
“Makes It Up”
High Drive but
Low Substance
10-15%
Comfort with Change
Learning Readiness
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HIGH
31

Withdrawing and Avoiding
 Avoids confronting the real issues.
 Retreats into old patterns that are perceived as safe.
 Waits for things to return to normal.
 Engages in passive-aggressive behavior.
 Avoids thinking about or planning for the future.
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Clinging
To Narrow Learnings
 Blames and complains.
 Acknowledges the need for change but resists changing.
 Works harder than ever at previously successful behaviors.
 Tries to ride it out until things return to normal.
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“Makes It Up”
High Drive but Low Substance
 Jockeys for positions of influence.
 Presses for quick solutions and decisive action.
 May initially come across as a beacon in the darkness; but ultimately becomes transparent.
 Often fools supervisors but eventually identified.
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Engaging and Growing
 Finds silver linings behind the dark clouds.
 Finds humor in difficult situations and uses as a tool.
 Are very aware of strengths and weaknesses
 Expands the boundaries of their personal comfort zone.
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Participant Activity
List the skills and knowledge needed to support the change, including if the person/work has a clear picture of what the change looks like.
Skills & Knowledge:
Rate this person’s knowledge or level of training in these areas.
Score: (Circle) Lowest 1 2 3 4 5 Highest
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Factors Influencing
To
Implement New Skills & Behavior





Factor 1: Blocks caused by mental nervousness or incapable to perform
Factor 2: Psycho-motor skill dysfunctions, etc.
Factor 3: High level problem solving and analysis and business case development
5.
Availability of resources to support skill development
Factor 4: Financial, tools and materials, personal coaching, and mentors/SME
Factor 5: The access to, or existence of, the required knowledge
4.
Time available to develop needed skills
1.
Psychological blocks
Ability to implement new skills and behavior
3.
Intellectual capability
2
Physical abilities.
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Participant Activity
Considering the skills and knowledge needed to change, evaluate the person/work ability to perform these skills or act on this knowledge. Are there any barriers preventing this person/work from acting? List below.
Rate this person’s/work ability to implement new skills, knowledge and behaviors to support the change.
Score: (Circle) Lowest 1 2 3 4 5 Highest
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Factors Influencing REINFORCEMENT
To Sustain the Change




Factor 1: They are meaningful to the person recognized
Factor 2: There is an absence of negative consequences for desired behavior
Factor 3: Accountability mechanism are in place
Factor 4: There is an absence
4.
Degree to which reinforcement is meaningful of negative consequences for desired behavior
1.
Association of reinforcement with accomplishment
Reinforcement to sustain the change
2
Absence of negative consequence
3.
Accountability systems to \ reinforce the change
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Participant
Activity
List the reinforcements that will help to retain change. Are incentives in place to reinforce the change and make it stick?
Rate how well the reinforcements help support the change.
Score: (Circle) Lowest 1 2 3
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4 5 Highest
40

ADKAR Profile
5
4
3
2
1
Barrier point
A D K
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Barrier point
A
41
R

2
1
5
4
3
ADKAR Profile
A D K
Session VI: Change Management
A
42
R

Change Management Scaling
Change
Resistant
Organization Medium-High
Risk
High Risk –
More Change
Management
Change-Able
Organization
Low Risk –
Less Change
Management
Small,
Incremental
Change
Medium-Low
Risk
Large,
Disruptive
Change
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Aligning Change Management
To Business Results
Change Management
Strategy Development
Assess the change
Access the organization
Assess the sponsorship
Assess risks and challenges
Design special tactics
Form team and sponsor model
Assess team readiness
Change Management
Activities
Communications
Sponsorship
Training
Coaching
Resistance management
Change Management
Elements - ADKAR
Awareness
Desire
Knowledge
Ability
Reinforcement
Business Results
On time
On budget
Achieve business objectives
- Lower costs
- Increased revenue
- Improved quality
- Return on investment (ROI)
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Resistance: The Constant
Companion To Change
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45

Resistance: The Constant
Companion To Change
I Don’t Get It!
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46

The 10 Challenges of Change
Taken from In The Dance of Change-The Challenges of Sustaining Change in Learning Organizations.
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Grouped in Three Categories
 Challenges of Initiating Change
 Challenges of Sustaining the Change
 Challenges of System-Wide Redesign and
Rethinking
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Challenges of Initiating Change
1. “We don’t have time to do this stuff!”
People who are involved in a team to initiate a change effort need enough control over their schedules to give their work the time that it needs.
2. “We have no help!”
Members of the team need enough support, coaching, and resources to be able to learn and to do their work effectively.
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Challenges of Initiating Change
3. “This stuff isn’t relevant!”
There need to be people who can make the case for change who can connect the development of new skills to the real work of business.
4. “They’re not walking the talk!”
A critical test for any change effort - the correlation between espoused values and the actual behavior.
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Challenges of Sustaining
Momentum
5. “This stuff is…!”
Personal fear and anxiety - concerns about vulnerability and inadequacy - lead members to question a change.
6. “This stuff isn’t working!”
Change efforts run into measurement problems - early results don’t meet expectations, or traditional metrics don’t calibrate to the team’s effort.
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Challenges of Sustaining
Momentum
7. “They’re acting like a cult !”
The team falls prey to arrogance, dividing the company into
“believers” and “nonbelievers.”
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Challenges of System-wide
Redesign and Rethinking
8. “They…never let us do this stuff!”
The team wants more autonomy, “the powers that be” don’t want to lose control.
9. “We keep reinventing the wheel!”
Instead of building on previous successes, each team finds that it has to start from scratch.
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Challenges of System-wide
Redesign and Rethinking
10. “Where are we going?”
The larger strategy and purpose of a change effort may be obscured by day-to-day activities. Big question – can the organization achieve a new definition of success?
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Resistance: The Constant
Companion To Change
Individual
Resistance:
Habit
Economic
Factors
Fear of
Unknown
Selective
Information
Processing
Individual
Resistance
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The Top 5 Reasons Employees
Resist Change *




Not aware of the underlying business need for change
Layoffs we announced or feared as part of the change
Perceived the need for new skills currently lacked
Wanting to maintain personal rewards, sense of accomplishment and fulfillment in the current state
* Proci’s 2005 Change Management Report
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The 5 Top Reasons Managers
Resist Change *
 Loss of power, responsibility or resources
 Overburdened with current responsibilities and workload
 Lacked awareness of the need for change
 Lacked the skills needed to manage the change
 Felt fearful or uncertain about the changes being made
* Proci’s 2005 Change Management Report
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Resistance: The Constant
Companion To Change
Organizational Resistance:
Threat to
Established Power
Relationship
Threat to
Resource
Allocation
Structured
Inertia
Limited Focus of Change
Group
Inertia
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Resistance: The Constant
Companion To Change
Overcoming Resistance:
Education &
Communication
Employee
Engagement
Negotiation
Manipulation
Facilitate and Support
Coercion
Overcoming
Resistance to Change
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Thinking It Through
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60

1. Has the change been defined? No Thoroughly define change.
Yes
2. Will change disrupt the organization No Project represents a minor change:
Yes
Proceed with implementation planning, although using a methodology may not be essential to this project.
Yes
3. Is there a history of implementation problems? No Even though there is no history of implementation problems, change may be disruptive to the organization.
Go to 4.
Yes
4. Are the sponsors sufficiently committed to the change? No Educate or replace the sponsors of prepare to fail in achieving stated objectives.
Yes
5. Do sponsors, change agents and targets work together? No Develop synergy or prepare for less-than-fully-successful implementation
Yes
6. Is target resistance low?.
No Are sponsors willing and able to pay the price to prevent resistance?
No Are sponsors willing and able to pay healing costs?
No Educate or replace sponsors or repare to fail
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Yes
7. Is the change inconsistent with the existing culture? No Go to 10.
Yes
8. Will the sponsors scale back the change? No Will sponsors alter the culture?
No Yes
Odds of failure high; Continue continue diagnosis diagnosis
9. Return to Step 1.
10. Are the change agents sufficiently skilled? No Train the change agents or prepare for failure
Yes
11. Was the level of stress that existed No Proceed with implementation but be cautious since before the change low?
targets may be highly stressed.
Yes
12. Does the particular configuration of people involved with the change indicate a high degree of opportunity for successful implementation? No Alter the group membership, abandon project, or prepare to invest a great deal of time and other resources in the planning and execution of implementation
Yes
13. Complete preliminary implementation plan
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“Leadership is about “being.” It is about being a compelling presence; a presence so compelling that others are willing to leave what “is” to become - or create - what your presence argues “can be.”
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Who Is Leading the Change?
Executives are no longer exclusively responsible for leading change.
For a change effort to succeed, it must be championed by lots of people at many levels of an organization.
One cannot rely on formal position or authority alone to implement change.
The ability to lead change can be developed over time by learning and practicing a group of key behaviors.
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Involving Others in the Change







Employ problem-finding
Fully consider others’ ideas
Let others know what happened to their ideas
Practice empathetic and non-defensive listening
Ask effective questions
Utilize technology to bridge physical distance
Organize a large group meeting
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“To be on this journey one must have an attitude toward loss and being lost…Loss, every loss one’s mind can conceive of, creates a vacuum into which will come (if allowed) something new and fresh and beautiful, something unforeseen...”
— Robert K. Greenleaf —
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Engaging Employees
A Workplace Where Employees -
Know More,
Do More, and Contribute More
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Employee Engagement: Findings

“Organizations today cannot survive if involvement is limited to a few.” Bergmann,et al., 1999.

“People define involvement by what they do - or don’t do - in
“small” moments.” McLagan, 1995.

“The instant that people experience you as involved, they start keeping score.” Katzenbach, 2000.

“For people to see you involved and participating, you need to be fully engaged in work efforts.” Bergmann, et al.,1999.
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What Creates Employee
Engagement Opportunities?






Increased competition and more demanding customers.
A loosening-up of the formal organization.
Fewer and busier managers.
The predominance of a more knowledgeable workforce.
A growing focus on projects and teams.
Post-heroic leadership perceptions held by many.
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




Organizational
Performance Requirements
Vision, Mission, Goals & Objectives
Special work projects
Customer satisfaction
Work output and improvement
Core business capability development
Individual Fulfillment Needs





Source of livelihood
Direction, structure and control
Identity, purpose, and self
–worth
Belonging and social interaction
Ownership and opportunity(s)
Disciplined
Behaviors
Disciplined
Behaviors
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Engaged Employees...
 Are subject matter experts in their work
 Work effectively within defined boundaries of authority
 Make contributions to the team effort
 Find needed information
 Provide ideas that solve problems
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




Help others personalize a future for themselves.
Navigate through emotional ups and downs.
Aren’t afraid of midcourse adjustments or change.
They find a way to maintain a sense of optimism.
Have meaningful influence in their team and the organization.
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Engaged Employees Practice the 7C’s







Clarity - they focus on where they are going and aligned.
Capability they contribute to the team effort.
Collaboration - they dialogue and interact with others.
Commitment - they motivate, inspire and trust others.
Communication - they use all forms of communication.
Continuous Improvement - they seek to improve processes.
Creativity - thinking big and develop breakthrough ideas.
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How Engaged Employees Build
Credibility and Trust in the
Workplace





They make credible presentations.
They do the right thing.
They take on tough challenges.
They leverage strong emotions.
They believe in themselves.
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Starting
Point
1.
New Work
Experiences
&
Challenges
7.
Increasing
Self-Esteem
& Confidence
6.
Skill
Development
& Growth
2.
Defining
New Roles
3.
New
Workplace
Actions
5.
Positive
Reinforcement
4.
Creative
Applications
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Critical
Point
75

Teamwork
A high degree of cooperation within a workgroup and an environment of trusting and trustworthy actions that foster rapid and satisfying resolution of conflicts.
Collaboration
A high degree of cooperation between teams that fosters common goals, rapid conflict resolution, and increased trust.
Interpersonal
Support
Align Efforts
With Strategy
A clear understanding of what is expected; timely information about changes that affect work.
Focused
Work
Enabling
Appropriate authority to make decisions and manage their own work.
Individual
Value
Development Plans
Opportunity and support to develop on the job.
Support and Recognition
Ongoing feedback on performance and acceptance of individual differences of approach, ideas, and opinion.
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






Alignment to organizational goals and performance expectations
Completion of project assignments and responsibilities
Understanding and meeting performance expectations
Giving feedback and self assessment
Utilizes problem solving and impact plans
Team building and business meetings
Managing self
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


Engagement cannot be an initiative. Employee engagement happens only when you remove barriers to work, and those barriers are unique to every work group.
We often think that super important initiatives will transform our organizations into places where everyone will come to work and want to be engaged. Initiatives can’t make the magic.
Many business fads did not work in the past. That’s why employees wait for the latest fad to be over. Initiatives live out their lives and then go away. People who deliver initiatives have to make engagement happen, and those people must be your Leaders.
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Training, development
& career
Immediate management
Performance & appraisal
Communication
Equal opportunities
& fair treatment
Pay & benefits
Health & safety
Feeling Valued and
Involved
Co-operation
Highly engaged
Work expectations
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Employee
Engagement
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
Play the devil’s advocate
 Support innovation
 Sponsor wild ideas
 Demand continuous improvement
 Stage a symbolic break with the past
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

Focus attention away from blame and toward problem solution
Admit what you don’t know
 Declare a practice zone
 Support time for training
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Influencers
Industry Leaders
Internet
Meetings
Employee Engagement
Communication Strategy
Employees
KEY Stakeholders
• Support Change Effort
• Fully Engaged in the Workplace
• Ownership of Problems & Solutions
• Improved Productivity
• Stronger Commitment to Mission
• Customer Satisfaction
Behaviors
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Does a communication plan exist that will support the change process?
No
Review
“As Is”
Communication
Plan
Gap
Analysis
Create
“To Be”
Communication
Plan
Validate
Yes
No
Change
Identify:
Desired
Outcomes
Issue:
The topics to be communicated
Audience:
To whom directed
Message:
What needs to be known
Messenger:
Who delivers the message
Media / Materials:
Vehicles to be used
Time / Frequency:
When and how often
Feedback,
Reflection
&
Adjustments
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Communication Action Plan
Requested by:____________________ Who is Responsible:_________________
1. Issue:
The topic(s) to be communicated
Notes
2 .
Audience:
To whom directed
Notes
3. Message:
What needs to be known
Notes
4. Messenger:
Who delivers the message
Notes
5. Media /
Materials:
Vehicles to be used
Notes
6.Time /
Frequency:
When and how often
Notes
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Change Management Communication Workshops
Best Practices
Building Synergy
Months 1-4
(Phase 1)
• Best Practices
Communicating
Change.
Creating Change
Months 5-8
(Phase II)
Work Program
Education
Leveraging Change
Months 9-12
(Phase III)
Organizational
Reorganization
Clarity
• The Market Driven
Organization
• The SBU in Practice
Work Program
Education
Culture Integration
Employee
Engagement
Principles
Guiding Coalition
Development
Change Management
Project Teams
• Learning about performance metrics
• Creating Project
Team Charters
Guiding Coalition
Development
• Embracing a formal communication plan
Organizing Work
• Introducing employee engagement culture
• Managerial- Leadership practices for employee engagement
• How to conduct business workouts
Accountability Structure
• Understanding change
• Organization celebrations
• Creating cross function project teams
Culture Driving
Structures
Sustaining Culture
Guiding Coalition
Encouraging the Heart
Executives,
Management
& Employees
Executives,
Management
& Employees
Executives,
Management
& employees
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Communication-Mobilization-Involvement-Performance
Taken from Kerr-McGee Corporation Oil Division Transformation
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1.
Theme
8.
Having
Dialogue
2.
Engaging
One
Another
7.
Checking
Ourselves
Out
6.
How We
Begin To Talk
The Journey To
“Top Quartile”
5.
How We Talk
With One
Another
4.
Informative
&
Motivating
3.
Further
Engagement
&
Staying
Engaged
9.
Making I t Happen
And What We
Are Reaching For
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The Journey to “Top Quartile”
 Getting us ready for tomorrow
 Using best practices in the industry
 Building on our strengths, seeking business opportunities and cashing in

Recognizing it’s a moving bar
 Getting some wins along the way

Earning those “bragging rights”
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Action Statement
“Keeping one another informed through an ongoing communication process that has meaning for all of us”
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Objectives


Seeing the vision in a practical way that I understand
Crossing the “lines” to talk about change
 Securing ownership through engagement and collaboration
 Gaining support and commitment
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Putting Life Into the Objectives
 What we have accomplished
 Breaking it down - goals, objectives and what we can deliver
 Getting understanding and buy-in by covering all the bases
 Going after the new playing field (stretching)
 Making change a partner
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 Placing the business case up-front

“Walking the talk”
 Open, honest with two-way feedback
 Communicating in different ways
 Timely information that keeps people in the loop
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 Within O&G
 Across Kerr McGee
 Leveraging knowledge and creative strengths
 Identifying champions
 In small and large groups
 Networking fully
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 Newsletters/Articles


Chat Boards
“Kick Off” E-mail
 Open House
 Operations Center
 Weekly E-mail
 Q&A Bulletins
 Glossary of Terms
 Town Meetings
 Training Sessions
 Conference Calls


Videos
“To Be” Fairs
 A Day with a Team
 Celebration Events
 Success Stories
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
“Kick Off” E-Mail - Transformation
Statement
 Open House - Operations & Team
Rooms
 Weekly Updates E- Mail
 Town Meetings Journey To “Top
Quartile”
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





Serious tone
Be realistic
Not overly optimistic, nor overly pessimistic
Predict probability of success
Not a “pep rally” or “sales pitch”
Avoid being argumentative




Acknowledge uncertainties where they exist
Explain how new business processes will be used
Emphasize that “we are all in this together”
Use workplace words
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How We Can Make It Easier


Focus Groups
Email “Hot Line” (Open door policy)
 One-on-One
 Voice Mail


Surveys
“To Be” Fairs
 Town Meetings
 Open House
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Building on Ideas
What
Action Plan
When

“Kick-Off E-Mail Wk. 1
 Open House Wk. 2
 E-Mail Follow-Up Wk. 3
 Start E-Mail Update Wk. 4
 Town Meetings Monthly
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Milestones
 Creating an awareness and understanding of how we plan to move into the “Top Quartile”
 Keeping people involved
 Creating a communication plan that will continue to be a useful tool
 Learning how to anticipate and manage the hazards and potholes during the journey
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“What we call the beginning is often the end.
And to make your end is to make a beginning.
The end is where we start from.”
— T.S. Eliot —
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Moving Forward:
Holding On
Letting Go
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













 Change Management Masterclass: A Step by Step Guide to Successful Change Management . Mike
Green, 2007.
Deep Change: Discovering the Leader Within . Robert E Quinn. 1996.
ADKAR: A Model for Change in Business, Government and Our Community . Jefferey M. Hiatt, 2006.
The Heart of Change , John P Kotter and Dan S. Cohen. 2002.
Our Iceberg Is Melting , John Kotter and Holger Rathgeber, 2005.
The Heart of Change Field Guide , John Kotter and Dan S. Cohen, 2005.
The Change Leader’s Roadmap: How To Navigate Your Organization’s Transformation , Linda Ackerman
Anderson and Dean Anderson, 2001.
Transforming the Way We Work: The Power Of The Collaborative Workplace . Edward M. Marshall, 1995.
Communicating Change: Winning Employee Support For New Business Goals . T J Larkin and Sansar
Larkin, 1994.
Change Management, The People side of Change.
Jeffrey Hiatt and Timothy J. Creasey, 2003.
Making Sense of change Management: A complete Guide to the Models, Tools and Techniques of
Organizational Change . Esther Cameron & Mike Green, 2004.
Making Change Happen: On time, On Target , On Budget. Ken Matejka and Al Murphy, 2005.
Building the Bridge As You Walk On It: A Guide for Leading Change.
Robert E. Quinn, 2004.
Transition: The Personal Path through Change . William Bridges, 2000.
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














Bennett, H. (2000). The effects of organizational change on employee psychological attachment. Journal of Managerial
Psychology, 15,
Burnes, B. (2004). Kurt Lewin and the planned approach to change: a re-appraisal. Journal of Management Studies, 41
Caldwell, R. (2003). Models of change agency: a fourfold classification. British Journal of Management, 14,
Damodaran, L. and Olphert, W. (2000). Barriers and facilitators to the use of knowledge management systems. Behavior &
Information Technology, 19,
Doyle, M., Claydon, T., and Buchanan, D. (2000). Mixed results, lousy process: the management experience of organizational change. British Journal of Management, 11,
Gill, R. (2003). Change management –or change leadership?. Journal of Change Management, 3,
Hailey, V. H. (2001). Breaking the mould? Innovation as a strategy for corporate renewal. Human Resource Management, 12,.
Lawson, E. and Price, C. (2003). The psychology of change management. McKinsey Quarterly, 2,
Levasseur, R. (2001). People skills: change management tools – Lewin’s change model. Interfaces, 31,.
Newman, K. L. (2000). Organizational transformation during institutional upheaval. . Academy of Management Journal, 25,
Quy Nguyen, H. (2001). Time, temporal capability, and planned change. Academy of Management Review, 26,
D.M. and Tijoriwala , S. A. (1999). What’s a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84,.
Skinner, D. (2004). Evaluation and change management: rhetoric and reality. Human Resource Management Journal, 14,
Strebel, P. (1996). Why do employees resist change? Harvard Business Review, 74,
Sugarman, B. (2001). A learning-based approach to organizational change: Some results and guidelines. Organizational
Dynamics, 30,
Zell, D. (2001). Overcoming barriers to work innovations: lessons learned at Hewlett-Packard. Organizational Dynamics, 30,
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