Tools for Addressing the People Dynamics of Change. Wade Jack Bluemark Management Consultants

Transcription

1 Tools for Addressing the People Dynamics of Change Wade Jack Bluemark Management Consultants 1

2 Overview 1. Realization vs. Installation 2. Building a platform for People Change 3. Improving stakeholder engagement Giving people something to solve Understanding their perspective 4. Sustaining sponsorship for Organizational Excellence 2

3 INSTALLATION Solution put into place REALIZATION People adapting and adopting behaviour, actions and activities consistent with the solution People People Process Technology Process Technology 3

4 The stakes are high The impact is broad New technologies require new skill sets Time is compressed COMPLEXITY OF TODAY S CHANGES Resistance can be strong & complex Change will not occur in isolation Potential high degree of unpredictability Change is dependent upon people 4

5 If you can t engage People you don t get change Major Change Challenges technology barriers change of It systems change of process lack of motivation of involved employees lack of transparency due to missing or wrong info lack of change know how lack of commitment of higher management shortage of resources complexity is underestimated corporate culture changing mindsets and attitudes 8% 12% 15% 16% 18% 20% 32% 33% 35% 49% 58% 2008 IBM study on Change Management 5

6 Know this: People are Control Freaks! A compelling Force in our Lives is Control Humans will typically choose the comfort of familiarity rather than the anxiety that comes with the unknown Achieved in Two Ways Direct Control - being able to decide what will happen Indirect Control - being able to anticipate what will happen RESULT Need for Predictability Unsettled when there is a disruption to our expectations 6

7 Change Introduced Changes required in current Technology, Process, Behaviours to address key business issue Establish a solid D.E.C.K. Direction Engagement Commitment Knowledge Goal is to help people successfully through this transition Change Realized Effective adoption of required New Skills, Behaviours and Actions by impacted stakeholders Why people resist change: 1. They Don t Understand 2. They Don t Know How 3. They Don t Want to Changing behaviour is dependent on meeting these base people needs 7

8 DIRECTION: People rally around PROBLEMS What people want to know during change: Solution Description Problem Statement Benefits From - To What we are doing? Why we have to do this? Expected results? Key differences? People more readily change their behaviour when they understand why, what, and how it impacts them and the broad organization 8

9 ENGAGEMENT: Understand Perceptions Current What I don t want to lose + Future What I see as a positive + - What I would like you to fix - What I will have challenges with 9

10 COMMITMENT: Leverage Key Change Roles Sponsors Legitimize Sponsors: people managers at all levels CLOSE THE LOOP Agents Implement Targets Impacted Agents: groups that provide support to execute the change Project Managers, HR, Finance Targets: individuals are required to act, perform, behave differently in the future 10

11 Avoid the BLACK HOLE IS Change agents are an essential link between sponsors and targets A Cannot legitimize change SS SS The Black Hole SS T Failure to successfully establish and sustain COMMITMENT IS = Initiating Sponsor SS = Sustaining Sponsor A = Agent T= Target 11

12 Three Take Aways 1. Give people a sense of control in the change Rally them around a problem Understand their perceptions 2. Mitigate resistance by providing targets and sponsors with a strong D.E.C.K. Direction, Engagement, Commitment, Knowledge 3. Middle management is critical to realization People managers legitimize change for Organizational Excellence 12

13 Q&A for Organizational Excellence 13

14 For more information Thank you for your participation today! For more information on the contents of this presentation, please feel free to contact me as follows: Wade Jack Managing Partner, Bluemark Management Consultants for Organizational Excellence 14

15 Copyright Notice The contents of this presentation are copyright 2011 by presenter and PMI Lakeshore Chapter. Permission is granted for participants to print the presentation handouts for use during the presentation and later for personal use. PMI Lakeshore reserved the right to store this content for archival purposes as a record of conference proceedings and to publish this content electronically for purpose of disseminating conference proceeding to conference participants. All other use, storage, retrieval, distribution or reproduction must be authorized in advance, in writing. for Organizational Excellence 15