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1 Welcome Friends!! Open Seating Network, Share Business Cards Enjoy Breakfast

2 Welcome & Introductions Andrew Molnar, PMP

3 The Building Blocks of Effective Change Management Matt Grawitch, Ph.D. Saint Louis University

4 Learning Objectives 1. Describe key elements of change and how they affect change management initiatives 2. Explain Lewin s three phases of planned change and how the model applies differently for evolutionary and revolutionary changes 3. Articulate specific ways to improve the effectiveness of each of the three phases of planned change 4. Incorporate key elements of planned change into future initiatives

5 What is Change? Change is a process that occurs over time and results in a different way of thinking, feeling, or acting (individuals, teams, or organizations) Change can occur reactively or proactively Changes can be small (evolutionary) or large (revolutionary) and must involve mitigating risk

6 Current State Future State Forces and Conditions + -

7 Reactive vs. Proactive Change Reactive Change Changes in practices after some threat or opportunity has already occurred Often leaves little time for effective management of change Proactive Change Changes in practices so as to avoid some potential future threat or to exploit some potential future opportunity When done properly, can allow optimal use of effective change management tactics

8 Evolutionary vs. Revolutionary Change Evolutionary Change Refinement of existing processes, structures, or goods/services Improvement in status quo or current paradigm Revolutionary Change Development of new processes, structures, or goods/services Disruption of the status quo or current paradigm

9 Proactive Evolutionary Tweaking Existing Processes/Tactics Based on Future Threat or Opportunities Tweaking Existing Processes/Tactics Based on Past/Current Threat or Opportunities Radical Change to Processes/Tactics Based on Future Threat or Opportunities Radical Change to Processes/Tactics Based on Past/Current Threat or Opportunities Revolutionary Reactive

10 Forces For and Against Change Driving Forces Competitive Forces Economic Forces Political Forces Global Forces Demographic Forces Social Forces Ethical Forces Technological Forces Change Resisting Forces Organizational Structure, Culture, & Strategy Slack Resources Power & Conflict Differences in sub-unit orientation Group Norms & Cohesiveness Individual biases, habits/uncertainty & insecurity

11 TIME Coping With Change ACTIVE P R O D U C T I V I T Y Sabotage Compliance Exit Temporary Behavior Change RESIST Power Source Cynicism is Visible Resistance Waiting Paralysis PASSIVE Take Control Internalization Long-Lasting Change ENGAGE Personal Belief in Value Loyalty Engagement

12 Managing Change (It s About the People, Process, & Tools) Unfreezing Movement Refreezing

13 Unfreezing Using the Forcefield Analysis 1. Identify the desired goal or end state 2. Identify the forces that will help to facilitate achievement of the goal or outcome For each force, assign it a score ranging from 1 (Weak) to 5 (Strong) and sum total Asterisk those forces we have the ability to impact (maintain/strengthen/weaken) 3. Identify the forces that will serve to impede achievement of the goal or outcome For each force, assign it a score ranging from 1 (Weak) to 5 (Strong) and sum total Asterisk those forces we have the ability to impact (maintain/strengthen/weaken) 4. Create/execute plan for impacting barriers and facilitators OR discard the goal

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16 Additional Tips for Unfreezing 1. Address cognitive and affective resistance to change Explain why change is needed, show how change is consistent with organization s mission or values, and create excitement instead of fear 2. Tailor the message to the audience Speak their language and connect change to their goals, values, and needs (show them how change will benefit them) 3. Build skills, confidence & perceived control 4. Get involvement at all levels and identify champions to help build credibility 5. Use top-down & bottom-up communication Provide anonymous mechanisms for bottom up and ensure questions/concerns are addressed publicly/visibly 6. Clearly connect the change to outcomes that are important to employees

17 Unfreezing & Types of Change 1. Reactive change can be easier to sell than proactive change, but the system still needs some unfreezing 2. Proactive change can be easier to connect with organization s mission and values than reactive change 3. More revolutionary change is likely to spur greater initial resistance (because it s a completely new way of doing something), so unfreezing becomes extremely important 4. More revolutionary change typically affects more employees than evolutionary change, so more time needs to be spent on unfreezing for revolutionary change

18 Tips for Movement 1. Ensure the various aspects of the change implementation are managed well (effective project management is important here) 2. Ensure implementation goals and timeframes are set 3. Continue to involve employees are various stages of implementation 4. Maintain momentum and ongoing support from the top 5. Ensure employees receive training as needed to support implementation

19 Movement & Types of Change 1. Revolutionary change will likely take longer to implement than evolutionary change, so momentum is easier to lose 2. Revolutionary change will likely require greater skill building for those involved, so plan accordingly 3. Reactive change, because it is a response to a past/current threat or opportunity, will sometimes necessitate truncated timetables that can adversely affect overall implementation

20 Tips for Refreezing 1. Ensure there is no way back 2. Show employees time and again that the change is real 3. Align rewards with the new desired behaviors or outcomes 4. Build the new way of doing things into the formal systems and structures 5. Ensure the change becomes a part of socialization

21 Key Takeaways 1. Proactive change is usually preferable to reactive change 2. Revolutionary change will be more difficult to manage than evolutionary change 3. Effective change management requires appropriate management of the forces for and against change 4. Sound processes and tools are important, but at its core, good change management takes into account the people 5. A systematic change management process, such as the one presented here, can make change less painful and help to mitigate risk

22 Questions?