The Human Side of Change Management
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3 The Human Side of Change Management Cheryl Vincent, MBA Organizational and Leadership Development ARUP Laboratories December 13, 2013
4 Objectives 1. Identify John Kotter s 8 Steps for Change 2. Identify the four types of listeners for communicating change 3. Identify the four quadrants of the Strategic Communications Model for Change 4. Identify at least four ways that laboratory scientists serve as change agents.
5 Change: to make the form, content, or future state of something different. To transform or convert. To exchange for something else.
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7 Dr. John P. Kotter
8 Kotter s 8 Steps for Change Step 1: Create a sense of urgency Step 2: Form a guiding team Step 3: Get the vision right
9 Performance Management at ARUP Laboratories is a means by which leadership inspires employee performance and development to facilitate alignment with company culture and goals. This will be accomplished through differentiation, rewarding the best performing employees, and incorporating ongoing communication and growth.
10 Kotter s 8 Steps for Change Step 1: Create a sense of urgency Step 2: Form a guiding team Step 3: Get the vision right Step 4: Communicating the vision
11 Golden Rule: Do unto others as you would have them do unto you.
12 Platinum Rule: Treat others the way they want to be treated.
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17 The Platinum Rule Directors Socializers Thinkers Relators
18 20+ Change Management Mistakes #8 One of the biggest mistakes you can make in initiating major company changes is to expect that everyone s reaction will be even remotely like yours.
19 Kotter s 8 Steps for Change Step 5: Empowering others to act on the vision
20 Stop trying to convince people there is no perfect argument that will win people over if they don t want to change. Understand that an emotional reaction to change in people is required if you wish to succeed. (
21 Kotter s 8 Steps for Change Step 5: Empowering others to act on the vision Step 6: Planning for and creating shortterm wins Step 7: Don t let up Step 8: Make it stick
22 Kotter s 8 Steps for Change Step 5: Empowering others to act on the vision Step 6: Planning for and creating shortterm wins Step 7: Don t let up Step 8: Make it stick
23 The term change management is actually hard work, a mixture of mediation, coaching, counseling, training, communication, and acceptance navigation over an often-significant period of time. (
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26 Robert Harris Resources, Inc.
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28 We re doing OK as it is. It won t work in this department. This is just a fad. It s too complicated.
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30 Coaching Managers Through Change What are your thoughts about this change? How do you think your employees will react? What questions do you have about this change? What previous experiences have you had dealing with change? What challenges do you anticipate?
31 Complacency: allows people to keep acting the same way. Resistance If it s not broken, don t fix it. Why mess with success? Don t rock the boat. Response What will be lost by not trying something? How would you describe long-term success in this situation? Are you suggesting we do nothing?
32 Resignation: justifies resistance because of an inability to change history and the blaming of oneself or the organization. Resistance My position doesn t give me any power. I don t have the skills and background. Our group is never included in the big decision. Response How can your actions bring about success? What training do you need to have an impact? Your greatest impact comes from dealing with the results of a decision. What ideas do you have?
33 Cynicism: is a result of jaded negativity from historical failures, which are blamed on other people or groups. Resistance Who are they kidding? We tried this before and it didn t work. Response How do you think we can achieve success? When did you try it before? What s changed since then?
34 A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty. Winston Churchill
35 Analytical vs. Innovative Thinking Analytical Focus on the right answer Eliminate uncertainties One best way Innovative Focus on the right question Embrace uncertainties No presumed best way
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39 Coaching Managers Through Change What are my thoughts about this change? How do I think my employees will react? What questions do I have about this change? What previous experiences have I had dealing with change? What challenges do I anticipate?
40 Analytical vs. Innovative Thinking Analytical Focus on the right answer Eliminate uncertainties One best way Innovative Focus on the right question Embrace uncertainties No presumed best way
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