Change Management. PG page 1

Transcription

1 Change Management PG page 1

2 Change Management Objectives Become skilled at change management and the necessary elements for successful change management. Identify the stages of change that people and organization s encounter. Discover the reasons people resist change and strategies for overcoming resistance. Learn tactics to minimize negative change impacts by using the change curve model.

3 of all change initiatives fail!

4 Change Management is It s a bird; it s a plane; it s A verb Our focus needs to be on how to change this business process. A noun Change management is a key process on our projects. An adjective I have been developing my change management skills.

5 Change Management is An approach to transitioning individuals, teams, and organizations to a desired future state. It can also refer to a project management process wherein changes to a project are formally introduced and approved. Source: Wikipedia Why is change management important in your workplace?

6 In Simple Terms Change management simply means moving people from the current state to a desired future state. Transitioning from as-is to to-be. Why do you think change is difficult for people?

7 Necessary Elements for Successful Change Management Support Buy-in Participation Impact Analysis Communication Readiness Assessment Change Management Responsibilities

8 Kurt Lewin s Change Management Model

9 Background for Stage 1 Unfreeze Prepare people for why the change is needed. Communicate consistently why the change is necessary. Challenge the status quo and the way we do things around here which is a difficult step for many. Realize people could react strongly and there will be a level of uncertainty depending upon how much change is involved. Obtain buy-in and support for the change.

10 Stage 1 How to Unfreeze Identify what has to change. Analyze the current state and why change is necessary. Gain buy-in from senior management. Perform stakeholder identification and stakeholder analysis. Define why change is needed. Communicate the change vision. Attend to issues and concerns of employees related to the change.

11 Background for Stage 2 Change Transition from unfreeze to change takes time. Uncertainty will start to be resolved. Support and commitment are achieved. People will begin to participate in the change. Explain WIIFM for stakeholders regarding the change. Communicate consistently throughout this transition phase. Change involves a big time commitment and hands-on management.

12 Stage 2 How to Change Communicate throughout the change lifecycle the benefits and impact to employees. Address gossip and rumors with transparency and honesty. Encourage people to get involved and consistently provide direction. Identify short-term milestones to show success. Remember to include internal and external stakeholders during this stage.

13 Background for Stage 3 Refreeze Transitioning from Change to Refreeze involves embracing of the new ways. Stabilization and consistencies begin to be realized. Internalization and use of changes are accomplished on a daily or routine basis. Confidence in the new ways of doing things is achieved. A foundation is established for the next change initiative. Success of managing the change is celebrated.

14 Stage 3 How to Refreeze Entrench changes in the workplace. Maintain support of the change and overcome roadblocks for sustaining the change. Reward supporters of the change. Modify organizational structure and job descriptions as needed. Train and support people on new processes and continue to communicate. Celebrate change accomplishments.

15 Top 10 Reasons People Resist Change* 1. Loss of control 2. Excess uncertainty 3. Surprise, surprise! 4. Everything seems different 5. Loss of face 6. Concerns about competence 7. More work 8. Ripple effects 9. Past resentments 10. Sometimes the threat is real * Adapted from HBR Blog Network by Rosabeth Moss Kanter posted on September 25, 2012.

16 1. Loss of Control Protecting your turf and needing control over your territory. Strategies: Leave room for choices Include people in planning Include people in implementation

17 2. Excess Uncertainty Avoiding the unknown and not getting out of your comfort zone. Strategies: Communicate the vision for the change Create confidence in the change management initiative Ensure understanding

18 3. Surprise, Surprise! Having a change inflicted on you suddenly, without warning or preparation. Strategies: Keep changes in the open Try to void secrets If secrets are necessary, provide clues of what is going to happen

19 4. Everything Seems Different Feeling uncomfortable due to changes that take you out of your habits and routines. Strategies: Limit the number of changes introduced at one time Provide some familiarity Avoid invoking change for the sake of change

20 5. Loss of Face Becoming defensive if a change didn t work and it is now being replaced. Strategies: Sustain people s self-esteem by respecting elements of previous initiatives Help people understand the need to evolve Help people let go of the past

21 6. Concerns About Competence Resisting change when you feel unintelligent or fear the change will fail. Strategies: Communicate clearly about the change Provide training and support Help people see they can do it Consider running the two processes concurrently to aid in the transition

22 7. More Work Feeling overloaded, especially if things go wrong in managing the change. Strategies: Have some of the team solely focus on the change Use rewards and recognition for team members Reward others who made sacrifices to make the change happen

23 8. Ripple Effects Feeling the ripples of change through work disturbances rebelling against the change. Strategies: Perform stakeholder identification Perform stakeholder analysis Conduct impact analysis to identify how to minimize disruptions

24 9. Past Resentments Having a difficult time letting go of the past and of history. Strategies: Respect the past and memories of team members Check if any repairs need to take place before moving toward the future state

25 10. Sometimes the Threat is Real Resisting change when you know there will be downsizings, losses, or replacements. Strategies: Be fair Tell the truth Be transparent Implement quickly

26 Change Curve Model* * Most people attribute the Change Curve Model to Elisabeth Kubler-Ross and her work with the grieving process.

27 Minimizing Negative Change Impacts

28 Stage 1 Provide information for understanding. Share how to get help regarding reactions to the change. Communicate frequently with those impacted. Share where to get information. Answer all questions.

29 Stage 2 People may resist either actively or passively. Allow for feelings, anger, and concerns to be stated. Poor management of this stage leads to chaos. Prepare for this stage by performing impact analysis. Determine mitigation strategies. Monitor this stage for unforeseen reactions.

30 Stage 3 Turning point for change management from chaos to success. Support people in the need to test and explore how they will be impacted by the change. Provide training and support, if necessary. Allow time for acceptance and some lack of productivity until adjustments to the change occur.

31 Stage 4 Changes will become comfortable. People will see improvements for processes. Benefits will be realized (e.g., productivity, efficiency, ROI, etc.). Celebrate successes so people begin to see change can be good.

32 Summary: Change Management The key elements of change management are essential for successfully handling transitions. The change curve model explains the four stages of change people and organization s encounter. Using strategies to overcome resistance to change makes implementations more successful. An impact analysis can be developed to minimize negative change impacts in alignment with the change curve model.