Managing Change Rather than Change Managing You

Transcription

1 Managing Change Rather than Change Managing You 2-Part Webinar Series Session 2 Linda M. Raudenbush, EdD, PCC, Adjunct Professor at University of Maryland Baltimore County (UMBC)

2 Faculty Disclosure The Association of Public Health Laboratories adheres to established standards regarding industry support of continuing education for healthcare professionals. The following disclosures of personal financial relationships with commercial interests within the last 12 months as relative to this presentation have been made by the speaker(s): Linda M. Raudenbush, EdD, PCC Nothing to disclose

3 Managing Change Rather than Change Managing You 2-Part Webinar Series Session 2 Dr. Linda M. Raudenbush Raudenbu@UMBC.edu

4 Objectives Webinar Session 2 At the conclusion of the program, the participant will be able to: Discuss change management Describe organizational change management issues Identify 2 Strategic Change Management Processes to implement organizational change ATD Change Management Model & Kotter s 8-Step Change Model Describe the Role of Manager as Change Agent: responsibilities, skills, tools, techniques Plan how to apply change concepts to specific initiatives Identify useful sources for further study: references and resources 2

5 Agenda Session 2 How to manage change? Contemporary organizational issues in change management Successful change in organizations: 2 Strategic Change Management Processes (ATD & Kotter) Managers as Agents of Change Workplace Applications References and Resources 3

6 About this Webinar Session 2 Start/end on time Interactive Practice exercises Individual responses & Group activities Polling Chat Be present and focus Contribute and ask questions Learn 1+ new thing Have fun 4

7 Poll - What is Your Experience with Workplace Change? Answer Yes or No to the Following Questions: 1. I have been dislocated by restructuring (layoff, spinoff, downsizing). 2. I have worked in an organization that has started up a new unit or division. 3. I have worked in an organization that has merged, been acquired, or been divested, deregulated, or reorganized. 4. I have worked for an organization that has increased productivity goals/cycles to remain competitive. 5 Poll results tells us that

8 Poll - What is Your Experience with Workplace Change? 4. I work for an organization which is part of a global entity. 5. I have experienced technology changes at work. 6. I have experienced new leaders, managers or culture changes in my workplace. Poll results tells us that 6

9 Pre-Webinar Activities Individual work is required prior to each session Session 2 View 2 youtube presentations: Change in the Workplace 3 minutes Kotter s Change Model 9 minutes Read: 4-page article Kotter s 8 Step Change Model 10 minutes. 1-page article Implementing Change in the Workplace 3 minutes. Optional for Webinar 2: Practice stress reduction techniques for yourself. Reflect on how you handle change. What is the most surprising thing you learned? 7

10 Review Pre-Webinar Activities: View youtube presentation Change in the Workplace Read article Implementing Change in the Workplace What did you learn from the video and article about: Yourself and Change at work? How can you use what you learned? 8

11 Review Pre-Webinar Activities: View youtube presentation Kotter s Change Model Read article Kotter s 8 Step Change Model What did you learn from the video and article about: Change in organizations? Change Management strategy? What are your top take-aways? How will you use them? 9

12 Optional Pre-Webinar Activities Practice stress reduction techniques for yourself. Which techniques did you use? What results did you notice? Reflect on how you handle change. What is the most surprising thing you learned? Questions or comments on the videos, articles or activities? 10

13 Organizational Change Leaders, Managers, Employees experience chaotic & rapid changes in people, structure & technology at work Organizational Changes include but are not limited to: Equipment, hardware, software, systems, clouds Processes, procedures, policies, cultures Job titles, descriptions, roles, responsibilities, reporting structures Job bosses, subordinates, support, resources Locations workplace, virtual, telecommuting Many organizations increase the rate of change by constantly improving the way work is done Dynamic change: when an organization is changing in an industry and a world that is constantly changing 11

14 Change Management Research shows that: Even with the best intentions and efforts of organizational leaders, managers and staff, high percentages (62%-82%) of change initiatives are not fully successful (Ref: Global Study of organizations in 2002) Using a Strategic Change Management Process increases the probability for successful change implementation 12

15 Strategic Change Management Research provides 2 Strategic Change Management Processes to implement organizational change: 1. ATD Change Management Model 2. Kotter s 8-Step Change Model Each organization must first use various strategies to identify and prioritize areas in need of problem solving, before starting a change process 13

16 What is ATD? Association for Talent Development (ATD) was ASTD Started in 1943 as the American Society of Training Directors World s largest association for professionals who develop talent (people) in organizations ATD Members help others achieve potential by improving knowledge, skills, attitudes and competencies ATD s members come from 120+ countries Work in public and private organizations Work in every industry sector ATD supports 125+ chapters, international strategic partners, and global member networks 14

17 Change Management Models ATD/ASTD CHANGE Management Model Challenge the current state Harmonize and align the leadership Activate commitment Nurture & formalize design Guide implementation Evaluate and institutionalize change 15

18 ATD/ASTD CHANGE Model 16

19 Who is John Kotter? Leadership and Management Guru, Dr. John P. Kotter Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School World-renowned change management expert New York Times best-selling author Chairman of Kotter International, a management consulting firm based in Seattle and Boston 1995 Published Leading Change with his 8-Step Model 17

20 Change Management Models Kotter s 8-Step Strategic Change Management Model After identifying focus of change, use a proven 8 Step Change Management process John Kotter ( Leading Change, Harvard Business School) Step 1 Create Urgency & Understand the need for change Always collect and analyze data to determine the most important focus for organizational change Step 2 Form Coalition/s & Enlist a core change team Established employee teams to work on the change/ efficiency initiatives Step 3 Envision: Develop a clear vision and strategy Each change team develops a clear vision, with goals and strategies to attain the vision Step 4 Communicate the vision Use many varied methods to inspire, inform and invite all employees to understand the new vision and strategies to achieve it Continue communicating the vision 18

21 Kotter s Change Management Model Step 5 Remove Obstacles Provide structure/processes to support the change Reduce individual resistance and organizational barriers to change Step 6 Motivate Create Short Term Wins Organization must empowering employees to implement the strategies and attain the vision for the change initiatives Reward early adopters of change to embed change in culture Step 7 Build on the Change Analyze and Take Action Organization must develop Action Plans for implementing each change initiative, using a Project Management process Execute each Action Plan to implement all changes Step 8 Institutionalize New Approaches in Culture Each change initiative must, in turn, be institutionalized after implementation is completed Reward early adopters of change to embed change in culture 19

22 Change Management - Case Study Consider the Lab Case in Participant Guide page 15 Read the case individually Discuss the questions with others in your lab group now After discussion, tell us via chat: Which model you recommended What specific next steps the lab should take Questions about using a change management process? Insights, learnings? 20

23 Manager as Change Agent Change Agent someone responsible for implementing the Sponsor s change Managing change is a critical managerial competency involving the following: Identify and diagnose needed changes Evaluate staff ability to implement change Individuals and teams Maximize commitment and minimize resistance Create change vision and strategies 21 Build and implement an implementation plan

24 Change Agents Ask Questions What change is necessary? Why is this change needed? How should we change? When is this change needed? Who should lead the change initiative? Who should be involved in implementing the change? What steps should be taken to accomplish the change? How should the steps be taken? 22

25 Change Agents Use Process Skills Change Agents manage the people side of change successfully with 3 Key Skills: Empathy Communication Participation 23

26 Key Skill - Empathy Empathy understanding others Put yourself in their shoes What would I think if I faced this change? What would happen to my job because of the change? How would my status be affected with this change? How are my priorities impacted by this change? How are my work relationships impacted by the change? 24

27 Key Skill - Communication Communication create understanding about the what, who, when, where, why and how of the planned changes Put yourself in their shoes Which is better: oral or written communications or both? Why? When should I communicate my message of change? What will be the best place to communicate it? How should I communicate: individually? Collectively? What will I say to communicate my message? What feedback did I or can I get about my message after delivering it? What are my next steps regarding communication? 25

28 Key Skill Using Participation Research shows that individual resistance to change is reduced by involving others in planning and implementing the change Involve those impacted by change in setting goals, making decision, crafting procedures, executing and evaluating projects Encourage them to express thoughts and feelings regarding the change Train and educate to reduce confusion and fear Offer support to help people deal with anxiety Negotiate to lessen powerful resistance 26

29 Change Agents use Action Plans Change Agents use Change Management concepts and models and action plans for successful implementation Change Management Action Plans include: Description of the change including human factors Vision of best possible outcome of anticipated change Consequences of this change Specific impacts on people, processes, results, the organization Strengths of individuals and groups involved in change Obstacles, resistance, and forces preventing change What new knowledge, skills, attitudes are needed individually and collectively to make the change? 27

30 Action Plans continued What incentives will be created to motivate others to change? What rewards will be given to early adopters of change? How will you acknowledge all and celebrate the change? What resources are required to make the change? Who must be involved, when and how List all specific Action Steps, Timeframes and specifics related to the change Monitor the Change Management Action Plan regularly 28

31 Change Agents Change Agents ask questions, use process skills, action plans, and change management concepts, models, tools and techniques to successfully plan and implement change Change Agents are often but not always managers Questions? Comments? Learnings? 29

32 Change Agent - Case Study Consider the Lab Case in Participant Guide page 16 Read the case individually Discuss the questions with others in your lab group now After discussion, tell us via chat: What would you do as Change Agent to facilitate their journey to ISO accreditation? Describe the skills, tools, techniques, and change management concepts you would use Questions about change agents and the processes they use? Insights, learnings? 30

33 Workplace Applications Consider your own scenario in Participant Guide page 17 Work both individually and with others in your lab group now Identify how you would apply Change Management concepts, models, tools, techniques and change agent skills to your situation Be specific and practical so that your discussion results will positively impact you, others you work with and your situation Questions about managing change rather than change managing you? Insights, learnings? 31

34 Resources & References William Bridges: Managing Transitions, ATD/ASTD CHANGE Model John Kotter, Leading Change, Harvard Business School Press, 1996; Stephen Robbins: Organizational Behavior, 8/e and Managing Today; co-author of Management, 5/e with Mary Coulter and Fundamentals of Management with David A. Decenzo More in Participant Guide page 19 32

35 Summary You have had the opportunity to: Discuss change management Describe organizational change management issues Identify 2 Strategic Change Management Processes to implement organizational change ATD Change Management Model & Kotter s 8-Step Change Model Describe the Role of Manager as Change Agent: responsibilities, skills, tools, techniques Plan how to apply change concepts to specific initiatives Identify useful sources for further study: references and resources 33

36 Reflective Learning Questions What did I learn about: 1. How to manage change? 2. Contemporary organizational issues in change management 3. Successful change in organizations: 2 Strategic Change Management Processes (ATD & Kotter) 4. Managers as Agents of Change 5. Workplace Applications 6. References and Resources for Change Management 34

37 THANK YOU! Dr. Linda M. Raudenbush