Using Organization Development Techniques for Effective Change Management. Nicole Caley Director of Accounts Payable Ace Hardware Corporation

Transcription

1 Using Organization Development Techniques for Effective Change Management Nicole Caley Director of Accounts Payable Ace Hardware Corporation

2 Director of Accounts Payable Ace Hardware Corp Three effective OD Interventions in < 2 years MBA Organization Development Consultant for OD Interventions Beginning PhD in OD Spring 2017 Gender Gap in Leadership OD Interventions for Executives / C-Suite Introduction

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5 Agenda Organization Development versus Operational Change Importance of OD in an Organizational Change Change Models / Planning for Change Managing Change / Understanding Personality Types Stress of Change Recognizing Emotions and Curtailing Fear Stabilizing Change Beckhard, Organization development: Strategies and Models, Reading, MA: Addison-Wesley, 1969

6 What is Organization Development? Organization Development is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization's processes, using behavioral-science knowledge Beckhard, Organization development: Strategies and Models, Reading, MA: Addison-Wesley, 1969

7 What is Change Management? Change management is the systematic approach and application of knowledge, tools and resources to leverage the benefits of change moving a given function toward greater efficiency so as to positively impact performance. Metre, C. Deriving Value from Change Management. University of Pennsylvania: 2009.

8 Embrace a New Paradigm Organizations are complex social systems! Multiple reasons for (continued) existence Driven by people Impacted by stress and uncertainty Existing in chaotic, ever-changing environment

9 Holistic Approach to Change

10 Organizational Change & Success A survey of more than 6,800 Executives on transformational change found that about 75% of companies are undergoing change. The success rate of change initiatives where a holistic, OD approach was absent is just 10%. McKinsey Quarterly Transformation Executive Survey, 2008, Next Generation PMO KIP Team.

11 Organizational Change & Success Correlation analysis shows that change management efforts using a structured approach are more effective and more likely to achieve project objectives.

12 Why is OD so Important to an Effective Sustainable learning Change? Organizations as learning communities will constantly evolve Engagement engenders trust, shared values Foster stronger interpersonal relationships Boosts morale and reduces employee turnover

13 Why is OD so Important to an Effective Change?

14 Top Change Models Kurt Lewin s Unfreeze-Change-Refreeze Model ADKAR Model Stephen Covey: 7 Habits Model Kubler-Ross: Stages of Change Kotter's 8-Step Model of Change By Mark Connelly, Copyright Change-Management- Coach.com

15 John Kotter s 8-Step Change Model Kotter, J. P. Leading Change. Boston: Harvard Business School Press, 1996

16 Planning for Change There are a ton of right ways to implement an effective OD intervention to promote effective change management. There is ONE wrong way!

17 Planning for Change Generate need (urgency) Determine OD Intervention Options Visualize future state & plan (mission, vision) Address human dynamics (social, political, emotional, etc.) Inclusion through collaboration, participation

18 OD Interventions The field of Organization Development uses a variety of processes, approaches, methods, techniques, applications, etc., (these are often termed "interventions") to address organizational issues and goals in order to increase performance. There are no standard activities that always successfully address certain types of issues in organizations. Copyright: Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

19 OD Interventions Human Process Interventions (Group and Individual Human Relations) Technostructural Interventions (Structures, Technologies, Positions, etc.) Human Resource Management Interventions (Individual and Group Performance Management) Strategic Interventions (Organization and Its External Environment) Copyright: Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

20 Factors Influencing Success In terms of both the organization and the people, what is the Readiness for Change? Capacity for Change? Capability for Change? Cultural Context for Change?

21 Managing Change Organize change champions (advocates and drivers) Get organizational stakeholders engaged, committed Obtain 360 feedback Acknowledge progress and drift

22 Managing Change: Understanding Personality Types How each personality type copes with change?

23 Managing Change: Understanding Personality Types How each personality type copes with change? Some people love change Some people tolerate change Some people deny, ignore, or dislike change and may even try to stop it By understanding the population, you can anticipate barriers and therefore the hurdles to overcome during the change initiative. Used with permission from Joanne Flynn Phoenix Strategic Performance

24 Managing Change: Stress of Change Organizational changes even if they have a positive impact on the organization or its employees are inherently stressful.

25 Managing Change: Recognizing Emotions & Curtailing Fear Understanding emotional impact of change. Listening Addressing facts and perception up front, honestly. Admitting what s working and what isn t. Working together.

26 Five Strategies for Managing the Fear of Change Sell the desirable future Realign your reward and recognition systems to the required change. Communicate, communicate, and then communicate again. Ensure that your team has the skills necessary for the change Model the change behaviors that you want to see from your team Used with permission from Robert Tanner

27 Use reward systems Stabilizing Change Deploy guardians of the new way Drift guards who will keep the organization and its leadership honest Incorporate changes into the corporate culture

28 Rewarding Successful Change Management Motivate performance, reward change, and encourage the development of individual and organizational capabilities and competencies. Create systems that reward both performance and change. Most organizations reward stability more than change, seniority more than performance, and job size more than skill development. by: Christopher G. Worley, Edward Lawler III, Edward Lawler III Issues: March / April Ivey Business Journal

29 How Do You Achieve Lasting Change? Sustainable change requires: Thoughtful planning Sensitive implementation Involvement of the people affected by change

30 Organization Development & Change Management A synergistic working relationship is a powerful phenomenon to witness in action people working together to consume the fewest resources possible to get the job done, while achieving a higher quantity and quality output than if they worked independently. Used with permission from Daryl Conner

31 Final Thoughts Questions? Nicole Caley Director of Accounts Payable (630)