CHANGE MANAGEMENT List the steps for preparing a change strategy Describe the WIFM the individual motivators Relate the five dimensions of the ADKAR model Develop a change management/communications plan Evaluate options and adapting a change direction Utilize methods for leading change status meetings Use strategies for aligning people with the change Describe the importance of resiliency during change
DEFINE YOUR STRATEGY A simple way to gather data for the strategy is to set up interviews and ask questions regarding the different aspects of the change.
BUILDING THE TEAM Members should display a high degree of skill in six key elements: o Commitment o Contribution o Communication o Cooperation o Conflict management o Connection
IDENTIFYING THE WIFM Factors that influence WIFM [What s In It For Me?] are: o The nature of the change o The organizational context for the change o An employee s personal situation o What motivates the person as an individual
BUILDING SUPPORT Effective communications are essential for building support throughout the organization. Support Group/Personal: o Executive sponsorship o Coaching by managers and supervisors o Ready access to business information
CHANGE ON THE INDIVIDUAL LEVEL The acronym ADKAR represents five elements: o Awareness o Desire o Knowledge o Ability o Reinforcement
AWARENESS In order to embrace a change, these key awareness components must be addressed: What is the nature of the change, and how does the change align with the vision for the organization? Why is the change is being made, and what are the risks of not changing? How will the change impact our organization or community? What s in it for me?
DESIRE Desire represents the motivation to support and participate in the change. Desire implies personal choice. It is influenced by the nature of the change, the person s unique situation with respect to the change, and intrinsic motivators that are unique to the person.
REINFORCEMENT Reinforcement is any event that strengthens and builds longevity for the change for an individual or an organization. This can include recognition, rewards, or celebrations of many types.
DEVELOPING A CHANGE MANAGEMENT PLAN Specifies the management of all major change management activities Communicates the resource needs, milestones and timelines to leadership and other stakeholders Helps to hold other contributors accountable for their role in managing the change
ROADMAP FOR USING CMP 1. Begin with a template, typically created in word processing or spreadsheet software 2. Add steps and stages for the how sections 3. Enter activities based on the outcomes of tools or tasks 4. Identify major milestones (GoLive dates, sign-off documents, kickoffs, etc.), making sure any needed work is timed to support the milestone timeline 5. Share the plan with team members and agree on a process for tracking progress and updating the plan 6. Conduct regular change management team meetings to assess progress and modify the plan appropriately.
DEVELOPING A COMMUNICATION PLAN
IMPLEMENTING THE PLANS ROLLOUT MEETINGS FEEDBACK FORMS FREQUENTLY ASKED QUESTIONS SHEETS
GAINING SUPPORT
GATHERING DATA Identify pros and cons of an option prior to making a decision Explore what is going right -- and what is going wrong Analyze any two opposing positions
ADDRESSING CONCERNS AND ISSUES Engaging employees, providing forums for people to express their questions and concerns Equipping managers & supervisors to be effective change leaders and managers of resistance Orchestrating opportunities for advocates of the change to contact those not yet on board Aligning incentive and performance management systems to support the change
EVALUATING AND ADAPTING Change is not exempt from Murphy s law And even if something isn t going wrong, change management team members must constantly be observing, listening, and evaluating the progress and process during a change
LEADING STATUS MEETINGS The LEAD model provides a simple methodology for facilitating a participative meeting: o LEAD WITH OBJECTIVES o EMPOWER TO PARTICIPATE o AIM FOR CONSENSUS o DIRECT THE PROCESS
CELEBRATING SUCCESSES ONE ON ONE CONVERSATIONS PUBLIC RECOGNITION GROUP CELEBRATIONS
USING APPRECIATIVE INQUIRY Appreciate has two meanings: to look for the best in something, and to increase something in value. Inquiry means to seek understanding using a process based on provocative questions.
FOUR STAGES The four stages in the Appreciative Inquiry model are known as the 4-D cycle. They are: o DISCOVERY o DREAM o DESIGN o DESTINY
PURPOSE OF APPRECIATIVE INQUIRY It allows the performance of people from across the whole system to participate It supports people, profits, and planet It serves as a catalyst for the transformation of an organizational culture
BRINGING PEOPLE TO YOUR SIDE Leadership in change management involves aligning people with an organization s issue or need, allowing them to see that they are working together toward an important cause.
DASH OF EMOTION FREEDOM TO BE KNOWN IN RELATIONSHIP FREEDOM TO BE HEARD FREEDOM TO DREAM IN COMMUNITY FREEDOM TO CHOOSE TO CONTRIBUTE FREEDOM TO ACT WITH SUPPORT FREEDOM TO BE POSITIVE
PLENTY OF FACTS AUDITS AND PERFORMANCE MEASUREMENT SYSTEMS. Audits and measurement systems provide data to determine the adoption rate of change. ACCOUNTABILITY SYSTEMS. Enhancements should be made to performance evaluation and compensation systems in order to maintain the accountability and credibility of the change.
BUILDING RESILIENCY Resiliency is the capacity to absorb high levels of change while maintaining a level of performance and displaying minimal dysfunctional behavior.
FIVE EASY STEPS FOR THE LEADER 1. Develop a more positive world view and self-concept 2. Maintain a focused sense of purpose for long-term goals and priorities 3. Use flexible thinking to explore multiple approaches for addressing uncertainty 4. Use organized, structured approaches when managing ambiguity 5. Experiment proactively with new approaches and solutions
BUILDING FLEXIBILITY There are two dimensions of flexibility: 1. Flexible Thinking 2. Social Flexibility
SUMMARY
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