Change Leadership: A Boot Camp to Drive Organizational Change

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1 Change Leadership: A Boot Camp to Drive Organizational Change Presented by: Rachel Schaming Radiology Ltd. Tucson, AZ

2 Your Perceptions of Change What are your reactions when you hear the word change? Negative perceptions Positive perceptions

3 Today s Agenda Perceptions of change Why are we here... Our learning goals & objectives for today Experiencing personal & professional change Understanding human responses to change Actions for introducing & leading change

4 Our Agenda continued... Forces causing change external & internal Understanding change resistance Identifying perceived losses & opportunities from change Developing change resilience in yourself & others

5 10 Steps to Successful Change Management 1. Understanding change 2. Assessing impact of change 3. Assembling a change management team 4. Building a vision for change 5. A change strategy in place 6. Winning support 7.Communicating effectively 8. Overcoming challenges 9. Measuring success 10. Reviewing lessons learned 5

6 Steps to Change 1. Before change was coming or needed.. 2. Earliest days of the change... you are beginning to feel effects of the change 3. Change is halfway complete 4. Change is complete...you are looking back at the path you followed 6

7 What is Change? Something different from current situation The act of transformation When change happens, keep in mind: Flexibility is key People will look out for themselves -WIIFM Organizational change affects all employees forcing them to make adjustments 7

8 Types of Change Continuous Process improvement Relatively easy to incorporate Generally low emotion Discontinuous A major change Reengineering Generally creates more emotion - some will be excited / others fearful & angry EX: Honda or Ford adding a GPS system EX: Hondo or Ford adds a hybrid or electric car to their product line 8

9 Stages of Change Reactive change Surprise or shock Human reaction / resistance Decision if they will participate / question their roles Proactive change Level of excitement re: something new & different The challenges of getting something done Realization the individual and team have made change happen 9

10 Your Role as a Change Leader Willingness to challenge Insight Vision Ability to inspire Effective Communicator 10

11 Refer to Table 1 Active Roles of the Successful Change Manager 11

12 Questions... 12

13 Elements of a Successful Change Initiative 1 Clear understanding of the need for change 2 Clear set of goals Provide details 3 Explanation of risks and rewards 4 Ongoing communication 5 Sharing results frequently 6 Course corrections Lessons learned 13

14 Why Change Initiatives Fail Missing leadership visibility Communicating an unclear vision of the future Allowing individuals to believe change is an option Task Focus Lacking a process to hear the concerns of those needed to make the change No process for tracking progress Failing to celebrate Failure to reward early successes Poorly defined roles & responsibilities 14

15 Strategy Building Tools Political interests Technology capabilities and limitations Stakeholder power Fear of loss Opportunities for rewards Pressures on performance Competitive pressures Customer demands Availability of resources Culture and tradition 15

16 Key Points to Keep in Mind What are the reasons for the change? How does it impact what you are doing today? What alternatives exist? What opportunities and threats go with them? Are the goals of the change initiative clearly defined? Do individuals understand their roles & responsibilities? What communication strategies do you need? 16

17 Business Case for Change Assessing the organization s readiness for change What is driving the change? Identifying the type of change? Assessing the impact of change 17

18 Refer to Table 2 Vision for Change: External & Internal Considerations 18

19 Refer to Worksheet 2 Assess the Impact of Change 19

20 Refer to Worksheet 2.2 Strategy Checklist 20

21 Key Points to Keep in Mind Understand the change goals Decide what tasks must be completed Use tasks to define the role of team members don t accept anyone who is available Bring the team together early in the process identify their roles establish milestone measurements 21

22 Assemble a Change Management Team Who needs to be on the team? Skills needed on the team? Working cross-functionally Assessing individuals Setting the agenda 22

23 Refer to Table 3.1 Sample Change Team Composition 23

24 Refer to Table 3.2 Skills and Attributes Desired for Core Members of the Change Management Team 24

25 Win Support Organization members Change team members Customers Management Sponsors 25

26 Supporters Detractors Undecided Evaluating Stakeholders Disciples Believers Workhorses Want change to fail Love status quo Have greatest fear of change The masses The lost 26

27 Refer to Table 4 Stakeholder Matrix 27

28 Knowing How to Influence Head - If you can change the way people think Heart - You can change the way people feel Hand - You will affect how they act 28

29 Key Points to Keep in Mind Segment your stakeholders To what degree will the stakeholders support the change initiative? What do your detractors not like about the change? What will it take to win over the detractors or neutralize them? Is there any influence strategy that needs to be put in place with various stakeholders? 29

30 Questions... 30

31 Common Reactions, Thoughts & Feelings re: Change Locked in the trunk OR hands on the wheel Positive or negative? Personal or professional? 31

32 Comfort & Control Learning, Acceptance and Commitment Stability Stage 1 Looking forward Stage 4 Fear, Anger & Resistance Looking back - Stage 2 Chaos Stage 3 Inquiry, Experimentation & Discovery 32

33 Characteristics of Comfort & Control People feel comfortable, safe, and in control They are working hard... But often on the wrong things. Comfortable Safe Satisfied No problems Everything s fine Happy Positive Rewarding In control I m okay / You re okay 33

34 Characteristics of Fear, Anger and Resistance Frustration Anger Fearful People feel frustrated, angry, and fearful about the change. Performance deteriorates Challenged Hostility Betrayed Upset Confused Anxiety Self-doubt Lack of consistent information escalates this stage of the change cycle Lost Dazed Apathetic 34

35 Characteristics of Inquiry, Experimentation & Discovery Innovation and creativity Confused Questioning Hopeful People want to make the change work on their terms as well as those of the organization but they don t have clear answers. Exciting! Opportunity Frustrated Disappointed Critical to change success at this stage is consistent communication including status of the change project, time lines, key activities and key responsible persons. Searching for solutions Going in all directions at once Challenged Half-way there Making progress 35

36 Characteristics of Learning, Acceptance and Commitment People are focused on and excited about the future. They begin working together to accomplish the change vision. Now I know! Relief WOW! Self- Confidence Satisfied Comfortable What s next? Energized Success! We made it! 36

37 Getting Stuck in the Journey When people get stuck here... Comfort & control Fear, anger & resistance Inquiry, experimentation and discovery Learning, acceptance and commitment It can lead to this.. Complacency and obsolescence Sickness & depression Anxiety & lack of integration Gradual drift backward into comfort and control. 37

38 What specific actions can we take to help: Ourselves Others EXPLORING IDEAS THROUGH THE EMOTIONAL JOURNEY OF CHANGE 38

39 Actions for Comfort and Control Acknowledge their successful past Get people s attention Sell the need for change including the pain of not changing Immerse people in information about the change: budget data, customer complaints, increasing costs, competitive pressures Give people time to let the ideas sink in Don t sell the solution... Sell the problem! 39

40 Actions for Fear, Anger and Resistance Keep people talking Cocreate the vision Listen, listen, listen Welcome debate & dissent Honor sense of losses Discuss solutions Strive to address perceive d losses Don t try to talk people out of their feelings Share what you know AND don t know 40

41 Actions for Inquiry, Experimentation and Discovery Encourage personal learning Give people freedom AND direction Give people permission to find their own answers Encourage people to take risks Affirm and refine the vision make room for others ideas Tell people as much as you know Encourage teamwork and collaboration Provide people with training & support Set short-term goals 41

42 Actions for Learning, Acceptance and Commitment Reinforce & reward new behaviors Prepare for next change Acknowledg e what is left behind] Continue tools & training Acknowledge hard work Celebrate successes Reaffirm the vision 42

43 Leader Actions Stability Comfort & Control Learning Acceptance and Commitment 1 4 Create a felt need for change Stabilize & sustain the change Looking back Looking forward 2 Introduce the change 3 Revise and finalize the change plan Fear, Anger, and Resistance Inquiry, Experimentation & Discovery Chaos 43

44 Communicate Effectively Refer to Table 5 Communication Channels 44

45 Origins of Resistance Fear of loss Fear current skills will become obsolete Fear loss of status Mistrust of leaders Previous disappointments with management Perceptions leaders are lacking integrity, ethics etc. Disagree with the change Do not believe the change is needed Don t tolerate change well 45

46 We Value Resisters Because Force clarity of problem Force change leaders to think BEFORE implementing the change Identify subset problems to address first They ask tough questions They let us know who opposes the change They slow down the change THEY MAY BE RIGHT! It is a poor idea! 46

47 The PERCEIVED Losses... Job Security Comfort & security Territory Control over one s future Purpose / Meaning Competence Social connections Social status Power Future opportunities Trust in others] Independence and autonomy 47

48 Resilience is... The ability to recover from or adjust easily To misfortune & change The capability of a strained body to recover its size and shape After being subjected to adversity & stress 48

49 Human Nature... Maintain control over their lives Stable & effective relationships Enjoyable & rewarding work Self confidence and psychological health Degree of certainty about one s life Degree of certainty about one s work Sense of comfort & well-being is diminished Unpredictability Ability to predict what s in store for us Disrupts our ability to envision the future Escalates fear, confusion, anxiety and self-doubt 49

50 Overcome Challenges Ignoring direction Finding excuses Sabotaging initiatives Not using processes or procedures Openly criticizing new processes Blaming others Unwilling to learn new systems Challenging the change Taking credit for others work 50

51 Questions... 51

52 Takeaways... Components of Effective Change Management Change Management Team & Stakeholders 4 Critical Stages of Change Management Tools & Techniques to Handle Resistance 52

53 Thank You! Best wishes with your change leadership Leadership Vision Flexibility Facilitation Intervention Influence Accountability Project Plan Measurements Celebration 53

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