How To Manage Change

Transcription

1 Change Management Workshop Overview Part 1 July 24,

2 Start With The Final Word You don t manage change.. You must lead change! 2

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4 Safety Message Traits of a Healthy Nuclear Safety Culture; Leadership Safety Values and Action - LA-5; Change Management; Leaders use a systematic process for evaluation and implementing change so that nuclear safety remains the overriding priority. 4

5 Specifically Safety Message During major changes use a systematic process for planning, coordinating, and evaluation the safety impacts and potential negative effects on the willingness of individuals to raise safety concerns. Including decisions concerning organizational structure and functions, leadership, policies, programs, procedures and resources. Managers ensure that individuals understand the importance of, and their role in, the change management process. Managers anticipate, manage, and communicate the effects of impending changes. 5

6 Safety and Workshop Rules Phones & Pagers on SILENT MODE BE ON TIME Fire and Room Exits RETURN FROM BREAKS ON TIME 6

7 Agenda Topic Time Welcome and Overview of Change Management Break Stakeholders Analysis Break Communications Lunch Organizational Culture Break Exercise: We Can Do Company (Break Included in Exercise) Closing and Takeaways 8:00 9:15 (75 minutes) 9:15 9:30 (15 minutes) 9:30 10:30 (60 minutes) 10:30 10:45 (15 minutes) 10:45 11:30 (45 minutes) 11:30 12:15 (45 minutes) 12:15 1:00 (45 minutes) 1:00 1:15 (15 minutes) 1:15 2:45 (90 minutes) 2:45 3:15 (30 minutes) 7

8 Objective for Today s Workshop Define and provide an overview of Change Management (CM) Provide context to understand why and how change happens Demonstrate tools for change implementation, including stakeholders analysis, communication and organizational behaviors Provide an opportunity to practice new skills in change management 8

9 Introduction Name Location What role in change management are you involved with? 9

10 How Have We Changed? REFLECTION: How have I changed in the last five years? PREDICTION: What changes do you anticipate in the next five years? 10

11 Why Do Organizations Change? What are some of the reasons that organizations change? What are some of the causes of resistance to change? 11

12 Successful Organizational Change Change must be led not only at the top but by dedicated individuals at all levels of the organization. The organizational culture must be congruent with the change. Employees must see and feel the change. When we see and we feel, we change. What does it mean to feel the Change? Why is this important? 12

13 Organizational Change Model John Kotter Leading Change Establish a sense of urgency Create a guiding team Develop a vision and strategy Communicate the change vision Empower action Generate short-term wins Consolidate change and produce more change Anchor new approaches in the culture. Reference: Leading Change by John P. Kotter, Harvard Business School Press, 13

14 Performance What Do We Mean When We Say Change Management? Change Management focuses on transitions helping people bridge the gap from current to future state in the quickest and most efficient way. Future State Current State Time 14

15 Degree of Support for Change How Do We Go About Managing Change? Change Management puts in place strategy and tactics designed to move people along the change curve. Commitment Buy - In Awareness Understanding Time 15

16 Change Management. 16

17 When Is Change Management Needed? Cross-functional impacts to three or more business functions A potential to increase environmental or economic risk Business Initiatives and Projects that will impact process, program or behavior of the organization fleet-wide A change where implementation could be complex A change that could negatively impact human performance, regulatory, environment, or safety 17

18 When Is Change Management Needed? Personnel change or transfer/promotion Organizational changes / transfer of responsibilities A change that could impact training or qualification of personnel Significant corrective actions that address organizational issues 18

19 Elements of a Strong CM Program Establish a sense of urgency Review and determine the risk and complexity of the change Use of oversight boards Some organizations use a Change Management Oversight Committee Other committees may work, such as: WIN Teams or Peer Groups Executive Oversight Committees (EOCs) Aggregate Impact of the Amount of Change How do you do when you are processing too much change? 19

20 Change Management Framework Scope Investigate Reason Innovate Undertake Sustain Engage Sponsor and Team Plan Project Communications Begin Identifying and Engaging Stakeholders Assess the Current State Analyze the Current State Assess the Future State Assess Change Impacts (Barriers to Change, Behavioral Change) Develop Change Plans (Communication, Learning, Reinforcement) Implement Change Plans (adjust as necessary) Sunset and Transition Change Management Activities Establish a sense of urgency Change Tracking (Readiness Assessment) Manage Change Management Issues and Risks Manage Stakeholders (Mitigate Resistance, Encourage Acceptance) Project Communications Generate short-term wins Anchor new approaches in the culture 20

21 Points to remember Need to establish a sense of urgency Develop a guiding team Develop a vision and strategy Generate short-term wins What goes in the tools, the actual tactics and strategies, is up to the individual change Anchor new approaches into the culture of the organization 21

22 Change Management Process Change starts with the recognition of the need to Change! The change needs to be classified and categorized. The change category determines which change management tools are required to be used in the change management plan Additional tools are available There are three change categories: high, medium, low 22

23 Change Management Screening Process 23

24 Example of CM Tools Impact Analysis Procedure Analysis Stakeholders Analysis Training Assessments Communication Plan Organizational Culture and Behavior Changes Implementation Plans Readiness Assessments Effectiveness Reviews Toll Gates / Stop/Go 24

25 Example of CM Tools Impact Analysis Procedure Analysis Stakeholders Analysis Training Assessments Communication Plan Organizational Culture and Behaviors Implementation Plans Readiness Assessments Effectiveness Reviews Toll Gates / Stop/Go 25

26 Remember You don t manage change.. You must lead change! 26

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28 Change Management Workshop Stakeholders Analysis Part 2 28

29 Who Are Stakeholders? 29

30 Stakeholders Description Individuals who influence events and outcomes and are also affected by the change, who are critical to the success of the change. Key! - Must identify all stakeholders or resources that will be impacted by the change and/or require to implement the change. 30

31 Changes Have Multiple Connections 31

32 Stakeholders Analysis What elements of our Organizational Change Model are included in a Stakeholders Analysis? Develop a vision and strategy Communicate the change vision Consolidating change and produce more change 32

33 Assessing The Change When processing change, it is key to identify the stakeholders that are required to implement the change and/or will be affected by the change. 33

34 Assessing The Change Where to start assessing who are stakeholders? Who are the individuals or which departments are impacted by the change? Does the change require revision to a procedure, process or program that will change the roles or responsibilities of an individual or groups? Does the change involve other process(es) that may be impacted during the implementation of the change (such as software)? Have similar changes been implemented elsewhere where they may be lessons learned? Have there been lessons learned at this location when implementing similar changes? 34

35 Stakeholders Analysis Change Action What support is needed from the stakeholders? Assess their support; Support Neutral Disagree What staffing is required to implement the change? Who is affected by the change? Will training or awareness be required for the stakeholders? What will the post change look like to the stakeholders (description of impact)? What reinforcement or strategies will be used to gain support from stakeholders? 35

36 Stakeholder / Resource Impact Assessment Department Operations Maintenance Engineering Other (A) Change Action (what is needed from the stakeholders) Does the change require Operations Support (Does it affect Operations processes or procedures)? Does the change require Maintenance Support (Does it affect Maintenance processes or procedures)? Does the change require Engineering Support (Does it affect Engineering processes or procedures, require Engineering evaluation)? (B) Is the stakeholder required to implement the change? (C) Is the stakeholder going to be affected by the change? Other Other Other 36

37 Stakeholders Analysis Stakeholder Group(s) or Individuals Change Action (What support is needed from the stakeholders?) Estimate Current Support? What Stakeholders are Required to Implement the Change? Or Affected by the Change? Will Training or Awareness Be Required for the Stakeholder? Description of Impact postchange. (Governance, Oversight, Support and/or Perform) What Reinforcement or Strategies will be used to gain support from Stakeholders? Maintenance Operations Engineering Other Other Other Other Other 37

38 Remember You don t manage change.. You must lead change! 38

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40 Change Management Workshop Communication Part 3 40

41 How important is communication when implementing a change? What elements of the Organizational Change Model are impacted by Communication? All of the elements of the Organizational Change Model are Impacted by Communication 41

42 What Works Well? What ways do you like to get communication about changes? Does everyone like communications the same way? 42

43 Communication Methods The Change Category identified during the change initiative screening (high, medium or low) determines how extensive the communication plan should be. If the change is limited in scope to within a single department, don t limit communication to one method If the scope of the change affects multiple departments, meet with someone from Communications to assist with developing / reviewing of the Communication Plan. 43

44 Communication Methods Always include the reason for the change in your communications Always consider a Post Change Communication to communicate improvement initiative successes to the site Feedback during the change 44

45 Communication Messages Key elements of any communication messages are: Who is the Intended Audience What are the Key Message Points Reason for Change What is the Frequency of Communication Identification of Responsible Person(s) to Develop, Review and Deliver Messages 45

46 The EIS Challenge ( Intervention Methods / Initiatives MEMORANDUM SEEK ADVICE PERSONAL PROFILE INTERNAL MAGAZINE DIRECTIVE MANAGEMENT TRAINING TASK FORCES ELECTRONIC MAIL WORKSHOP QUESTIONNAIRE COFFEE BREAK EXTERNAL SPEAKER PILOT TEST STAFF MEETING NETWORKS COVERT LOBBYING DIRECTORS MEETING FACE-TO-FACE MEETING 46

47 Remember You don t manage change.. You must lead change! 47

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49 Change Management Workshop Organizational Culture Part 4 49

50 Organizational Culture What is culture? Why target change management actions at culture? Organizational Change Model elements are key to leading change, why? 50

51 Organizational Culture Culture is defined as: the quality in a person or society that arises from a concern for what is regarded as excellent for your business, etc. the behaviors and beliefs characteristic of a particular social, ethnic, or age group: the youth culture; the drug culture. 51

52 Organizational Change Model Establish a sense of urgency Create a guiding team Develop a vision and strategy Communicate the change vision Empower action Generate short-term wins Consolidate change and produce more change Anchor new approaches in the culture Reference: Leading Change by John P. Kotter, Harvard Business School Press, 52

53 Organizational Culture The purpose of including organizational culture into change management plans is: to identify methods to encourage the desired behavior changes. to outline the desired behavior change expected to determine how the effectiveness of the change will be monitored or measured both during and after the change 53

54 Organizational Culture Questions to be included in assessing organizational culture: Identify what the expected behavior is for both before and after the change Identify what group of individuals will be demonstrating the behavior change Describe what will be the reward for the change behaviors Describe what will trigger the implementation of the new behavior (generally it will be a procedure, process or program change that will impact the organization) Why is this important? 54

55 Organizational Culture Questions to be included in assessing organizational culture, continued: Identify what is the desired outcome, reason for making the change to behaviors Define a reinforcement plan and pin-point the behaviors expected to change Identify how to reinforce the changes in behavior and in the organization Identify management interactions and forum where change will be reinforced Why is this important? 55

56 Organizational Culture Questions to be included in assessing organizational culture, continued: Define the methods to collect feedback on how well the change is going, going and gone! Create feedback mechanism(s) to provide a constant source of information to the change team Define the success measures that will be used to determine effectiveness during and after implementation of the change Why is this important? 56

57 Plan the Change.Work the Plan The critical steps include the following: Reevaluate for impact whenever any one of the assumptions change Reevaluate for impact if the plan falls behind schedule Review any changes to the plan with the affected Sponsors Identifying contingencies, barriers or risks that require managing Monitoring progress of the change Use Check/Adjust or Toll-Booths during implementation 57

58 Organizational Change Model John Kotter Leading Change Establish a sense of urgency Create a guiding team Develop a vision and strategy Communicate the change vision Empower action Generate short-term wins Consolidate change and produce more change Anchor new approaches in the culture Reference: Leading Change by John P. Kotter, Harvard Business School Press, 58

59 Remember You don t manage change.. You must lead change! 59

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61 Change Management Workshop Exercise Part 5 We Can Do Company 61

62 Who is the We Can Do Company? A rapidly expanding company that has a Can Do attitude in leading change The staff are all multi-talented and readily appreciate that their skills and we can do attitude make the company profitable Teams work together to manage change Team A Works on Stakeholders Analysis Team B Works on Communication Team C Works on Organizational Culture and Behaviors Management Team 62

63 We Can Do Company This exercise is design to simulate: How to use the key elements of change learned today How to cope with further changes required during implementation of change Effective communication is imperative because the change one team makes could affect the task of the other teams To achieve a good result, teams must communicate effectively with each other and with management 63

64 This exercise: We Can Do Company Is challenging, but FUN!!! Provides opportunity to practice change management skills Develops a team Requires effective time management skills Tasks each team will need to accomplish, include: Identification of stakeholders that may be impacted by the implementation of the change Design key message points and methods to be used to communicate the change Determine how organizational culture and behaviors may be changed 64

65 We Can Do Company We have accepted a project from the CHOCO Bars company of Chicago, IL. CHOCO Bars is one of the leading manufactures of chocolate confectionery in the world, but has been losing market share to competitors with new products and a slick style of packaging and advertising. CHOCO Bars wants to implement a program that is vital for the future of the company and worth millions of dollars. CHOCO Bars organization and leadership team is not aligned around the new program. 65

66 We Can Do Company Each team is responsible for getting CHOCO Bars organization ready for the change The Board of Directors wants to launch a sig sigma or process improvement program in six weeks, so time is of the essence. Each team will be given a package of forms and information for their team to consider in development of change management. Each group of teams will have 90 minutes to work together Ready for Change! Let s Get Going 66

67 Change Management Workshop Wrap Up Part 6 We Can Do Company 67

68 Lessons Learned What are some of your takea ways from the workshop on change management? What are you going to do differently when implementing change at your organization? Final Questions? We need your feedback, please complete the form and drop off in the back. 68

69 Remember You must lead change! Thank You! 69