Change Management in Organizations
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September 2018
Learning Objectives
In today’s session you will learn:
•
Key reasons for having an organized approach to change
management that focuses on the people element of change
•
How people adapt to change, why they resist it, and how to respond
to resistance
•
An organized, sequential approach to change management
•
How applying the UMMS Competencies is critical to your role in
leading change management
•
The central role communication plays in successful change efforts
•
A checklist to monitor and evaluate your progress
Why is Change Management Important?
7
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change initiatives fail.
Leading Change Successfully 2nd Edition, Harvard Business Review OnPoint Collection, Feb 1, 2005
Major Change Challenges
The most significant challenges when implementing change projects are
people-oriented
.
•
Changing mindsets and attitudes = 58%
•
Corporate culture = 49%
•
Complexity is underestimated = 35%
*Adapted from IBM, “Making Change Work”, page 14.
Exercise #1 - Approach to Change
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Q
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:
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As a manager, what role did you take
on to lead the change and help your
staff adapt?
•
How was the change communicated?
•
Did you face resistance? If so, why?
•
How did you deal with resistance?
•
What did you learn? What
worked/didn’t work?
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:
There Are Two Sides of Change
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Strategy and Operations
Business Processes
Technology
Organizational Structures
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Communication
Training
Engagement
The Goal of Change Management
A comprehensive Change Management strategy prepares and engages affected colleagues and
stakeholders for new or modified organizations, processes, policies, and technologies. Proactive change
management increases engagement, minimizes organizational disruption and productivity losses, and
prepares the organization for long-term, sustainable results.
Focus of Change Management -
Individual Commitment to Change
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:
Individuals become
aware of the change
and a vision of the
future is introduced.
U
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:
Individuals can explain
the impact of the
change on themselves
and on the
organization.
A
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:
Individuals have a positive
attitude regarding the change
and can ‘see themselves’ in
the new state. They begin to
feel accountable for making it
happen.
A
d
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i
o
n
:
Individuals champion the
change, taking
accountability and
ownership for the success
of the transformation.
O
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!
Common Reactions to Change
Exercise #2 - Reacting to Change
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Q
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:
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What was the change?
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How far did you progress in
accepting the change?
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What helped you to accept the
change?
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Was the long-term effect of the
change positive or negative?
A
n
s
w
e
r
:
Employees adapt to change at different rates
Everitt M. Rogers,
Diffusion of Innovations
(1983).
Reasons for Resistance
•
Change isn’t self-initiated
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Routine is disrupted - “The way things are done around
here”
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Fear of the unknown
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Purpose of the change is unclear
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Fear of failure
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The rewards don’t match the efforts
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Respect for the leaders of the change
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Personal loss
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Additional work commitment
John C. Maxwell (2001)
Dealing with Resistance
•
Don’t avoid addressing it!
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Bring it out into the open.
•
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.
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Take a learning/exploratory stance towards it. Ask
questions!
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Reinforce the necessity of change and help people get
there!
Options for Addressing Resistance
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Education &
Communication
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Where there is a lack of information or
inaccurate information and analysis
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Once persuaded, people will often help
with the implementation of the change
.
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Can be very time
consuming if lots of
people are involved.
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Participation &
Involvement
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Where the initiators do not have all the
information, they need to design the
change, and where others have
considerable power to resist.
A
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People who participate will be
committed to implementing the change,
and any relevant information they have
will be integrated into the change plan.
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Can be very time
consuming if participators
design an inappropriate
change.
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Facilitation &
Support
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Where other people are resisting
because of adjustment problems.
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No other approach works as well with
adjustment problems.
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Can be very time
consuming, expensive,
and still fail.
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Negotiation &
Agreement
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Where someone or some group will
clearly lose out in a change, and where
that group has considerable power to
resist.
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Sometimes it is a relatively easy way to
avoid major resistance.
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Can be too expensive in
many cases if it alerts
others to negotiate for
compliance.
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Explicit &
Implicit
Coercion
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Where speed is essential, and the
change initiators possess considerable
power.
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It is speedy and can overcome any kind
of resistance.
D
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Can be risky if it leaves
people mad at the
initiators.
Change Management Approach
Change management is more than communication and training. Engaging others in the
change involves leadership alignment and stakeholder readiness.
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Planned engagement of leaders to ensure commitment to
change and clear understanding of vision of the future
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Coaching to ensure leaders are appropriately equipped to
lead their colleagues through change
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Analysis of stakeholder roles and involvement in project
success
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Strategic engagement of internal and external
stakeholders to ensure understanding and commitment
to change
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Assessment of stakeholder training needs related to a
change
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Strategic delivery of training courses to equip employees
with knowledge, skills, and abilities to operate in the “new
normal”
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Deliberate, timed and sequenced communication to
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Two-way communications to inform and encourage
commitment to change
Change Management Sequence
1
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C
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Type of change
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Reason for change
•
Scope
•
Current state
2
T
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Process changes
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People changes
•
Behavior changes
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Information changes
3
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h
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Stakeholder analysis
•
Resistance to change
•
Role of change
management team
4
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Action plan
•
Communication plan
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Training plan
•
Resistance plan
5
M
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•
KPI reporting
•
Sensing behavior
•
Management review
Kotter’s 8 Steps for Leading Change
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•
Unfreeze the organization by creating a compelling reason for why change is needed.
S
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Create a cross-function, cross-level group of people with enough power to lead the change.
S
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:
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•
Create vision and strategic plan to guide the change process.
S
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:
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Create and implement a communication strategy that consistently communicates the new vision and
strategic plan.
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5
:
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•
Eliminate barriers to change and use target elements of change to transform the organization.
Encourage risk taking and creative problem solving.
S
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6
:
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•
Plan for and create short-term “wins” or improvement. Recognize and reward people who contribute
to the wins.
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7
:
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•
The guide coalition uses credibility from short-term wins to create more change
S
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p
8
:
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Reinforce the change by highlighting connections between new
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.
Your Role in Leading Change
•
Building
relationships
•
Working on
trust
•
Showing
the way
•
Coaching
vs. controlling
•
Setting the
example
•
Being visionary, inspiring, enthusiastic and
focused
UMMS Competencies for Managers
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Manages performance problems and team conflicts skillfully
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•
Ensures that diverse, talented employees are appropriately recruited, selected,
oriented, and acclimated to the organization
Exercise #3 - Applying the UMMS
Competencies for Managers
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Communicate, Communicate, Communicate!
•
Use every vehicle/forum—formal and informal
•
Establish a
communication plan
•
Lead by example
•
Establish two-way communication
•
Keep focus positive
•
Keep
message simple
•
Explain seeming inconsistencies
•
Encourage
differences of opinion
Key Associates, 2008
9 Tactics for Communicating I
Stories
.
When you tell a good story, you give life to a vision. The telling of
stories creates trust, captures hearts and minds, and serves as a reminder of
the vision. Plus, people find it easier to repeat a story than talk about a vision
statement.
The elevator speech
.
Every leader needs to be able to communicate the
vision in a clear, brief way. What compelling vision can you describe in the
amount of time you have during a typical elevator ride? Be prepared to
reinforce the vision in line at the cafeteria, when you visit other departments,
and even walking through the parking lot at the end of the day.
Multiple media
.
The more channels of communication you use, the better
your chance of creating an organization that "gets" the vision. Use meetings,
memos, lunches, podcasts, e-mail, an internal web site, and whatever else you
can think of (Twitter, anyone?) that will keep the message in circulation.
Talk to me.
Individualize the vision by engaging others in one-on-one
conversations. Personal connections give leaders opportunities to transmit
information, receive feedback, build support and create energy around the
vision.
Center for Creative Leadership, February 2009
9 Tactics for Communicating II
Draw a crowd.
Identify key players, communicators, stakeholders and
supporters throughout the organization who will motivate others to reflect on
and be engaged with the vision.
Go outside.
Communicate to external customers, partners and vendors with
advertising and public relations campaigns, catalogs, announcements and
other statements.
Make memories.
Create metaphors, figures of speech and slogans and find
creative ways to use them. Write a theme song or a memorable motto.
Guide the expedition.
Use visual aids and updates to keep everyone aware
of the progress you are making toward your vision. Create a vision GPS, but
don’t just give out maps. Travel alongside, stay out in front, offer directions
and point out guideposts.
Back it up
.
If you’re talking it up, be sure to back it up with actions and
behaviors. If people see one thing and hear another, your credibility is shot
and your vision is dead.
Center for Creative Leadership, February 2009
Opportunities for Communicating
Coaching
E-mails
Handoffs
Huddles
Informal
conversations
Newsletters
Orientation and on-boarding
Performance reviews
Posters, decorations
Reward and
recognition
Selection of new
employees
Signs and posters
Slogans, sayings, logos
Staff meetings
Change Management Checklist
Understand the resistance but lead
those willing to move ahead(20%)
Cultivate a climate for change
Use the energy of change
Find the learning opportunity
Focus people on what they can
control
Seek wide participation
Communicate so that people have
access to information
Free up thinking
Celebrate the gains
Become fierce opponents of waste
and non-value-added work
Establish social support mechanisms
Replenish people’s reserves
Remind people of the purpose and
values of your organization
Enliven the vision: bold aims,
ambitious deadlines
Connect with your customers
Lead and let everyone lead
Move forward
M. K. Key,
Managing Change in Healthcare: Innovative Solutions for People-based Organizations, (
1999)
Hello and welcome to today's course called Leading Change. My name is Brian Carroll and I'm the Director of Organizational Development for the Medical School.
Exploring the importance of change management in organizations, this content dives into key reasons for organized approaches, challenges faced, and strategies for leading successful transformations. From handling resistance to implementing communication strategies, it covers essential aspects for effective change leadership.
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Presentation Transcript
Leading Change September 2018
Learning Objectives w : Key reasons for having an organized approach to change management that focuses on the people element of change How people adapt to change, why they resist it, and how to respond to resistance An organized, sequential approach to change management How applying the UMMS Competencies is critical to your role in leading change management The central role communication plays in successful change efforts A checklist to monitor and evaluate your progress
Why is Change Management Important? 70% of organizational change initiatives fail. Leading Change Successfully 2nd Edition, Harvard Business Review OnPoint Collection, Feb 1, 2005
Major Change Challenges The most significant challenges when implementing change projects are people-oriented. Changing mindsets and attitudes = 58% Corporate culture = 49% Complexity is underestimated = 35% *Adapted from IBM, Making Change Work , page 14.
Exercise #1 - Approach to Change Think of an example of when you, as a manager, had to support a significant work change (e.g., process, roles, staffing) Your thoughts: Questions: As a manager, what role did you take on to lead the change and help your staff adapt? How was the change communicated? Did you face resistance? If so, why? How did you deal with resistance? What did you learn? What w w ?
There Are Two Sides of Change Any transformation will affect both the organization and its people. Change Management activities are directed toward the people dimension of change. People Dimension of Change Structural Dimension of Change Communication Training Strategy and Operations Business Processes Engagement Technology Organizational Structures
The Goal of Change Management A comprehensive Change Management strategy prepares and engages affected colleagues and stakeholders for new or modified organizations, processes, policies, and technologies. Proactive change management increases engagement, minimizes organizational disruption and productivity losses, and prepares the organization for long-term, sustainable results.
Focus of Change Management - Individual Commitment to Change Ownership! Adoption: Individuals champion the change, taking accountability and ownership for the success of the transformation. Level of Commitment Acceptance: Individuals have a positive attitude regarding the change the new state. They begin to feel accountable for making it happen. Understanding: Individuals can explain the impact of the change on themselves and on the organization. Awareness: Individuals become aware of the change and a vision of the future is introduced. Time
Exercise #2 - Reacting to Change Think about a change that you have experienced at work and answer the questions below. Question: What was the change? How far did you progress in accepting the change? What helped you to accept the change? Was the long-term effect of the change positive or negative? Answer:
Employees adapt to change at different rates Everitt M. Rogers, Diffusion of Innovations (1983).
Reasons for Resistance C -initiated Routine is disrupted - T w Fear of the unknown Purpose of the change is unclear Fear of failure T w Respect for the leaders of the change Personal loss Additional work commitment John C. Maxwell (2001)
Dealing with Resistance ! Bring it out into the open. Identify the assumptions, fears, feelingsbehind it. Take a learning/exploratory stance towards it. Ask questions! Reinforce the necessity of change and help people get there!
Options for Addressing Resistance Drawbacks Can be very time consuming if lots of people are involved. Advantages Once persuaded, people will often help with the implementation of the change. Approach Education & Communication Commonly used in situations Where there is a lack of information or inaccurate information and analysis Commonly used in situations Where the initiators do not have all the information, they need to design the change, and where others have considerable power to resist. Drawbacks Can be very time consuming if participators design an inappropriate change. Advantages People who participate will be committed to implementing the change, and any relevant information they have will be integrated into the change plan. Approach Participation & Involvement Drawbacks Can be very time consuming, expensive, and still fail. Advantages No other approach works as well with adjustment problems. Approach Facilitation & Support Commonly used in situations Where other people are resisting because of adjustment problems. Commonly used in situations Where someone or some group will clearly lose out in a change, and where that group has considerable power to resist. Drawbacks Can be too expensive in many cases if it alerts others to negotiate for compliance. Approach Negotiation & Agreement Advantages Sometimes it is a relatively easy way to avoid major resistance. Drawbacks Can be risky if it leaves people mad at the initiators. Advantages It is speedy and can overcome any kind of resistance. Approach Explicit & Implicit Coercion Commonly used in situations Where speed is essential, and the change initiators possess considerable power.
Change Management Approach Change management is more than communication and training. Engaging others in the change involves leadership alignment and stakeholder readiness. Leadership Alignment Setting and committing to shared goals Stakeholder Readiness Preparing stakeholders for the impacts of change Analysis of stakeholder roles and involvement in project success Planned engagement of leaders to ensure commitment to change and clear understanding of vision of the future Coaching to ensure leaders are appropriately equipped to lead their colleagues through change Strategic engagement of internal and external stakeholders to ensure understanding and commitment to change Communication Training Communicating key messages and gathering feedback Building knowledge and skills to ensure a smooth transition Deliberate, timed and sequenced communication to stakeholders Assessment of stakeholder training needs related to a change Two-way communications to inform and encourage commitment to change Strategic delivery of training courses to equip employees w w , , w
Change Management Sequence 2 1 3 The Details Identify the Change Type of change Reason for change Scope Current state The Approach Stakeholder analysis Resistance to change Role of change management team Process changes People changes Behavior changes Information changes 5 4 Monitor Implement Action plan Communication plan Training plan Resistance plan KPI reporting Sensing behavior Management review
K 8 C Step 1: Establish sense of urgency Unfreeze the organization by creating a compelling reason for why change is needed. Step 2: Create the guide coalition Create a cross-function, cross-level group of people with enough power to lead the change. Step 3: Develop a vision and strategy Create vision and strategic plan to guide the change process. Step 4:Communicate the change vision Create and implement a communication strategy that consistently communicates the new vision and strategic plan. Step 5: Empowered broad-based action Eliminate barriers to change and use target elements of change to transform the organization. Encourage risk taking and creative problem solving. Step 6: Generate short-term wins Plan for and create short- w . R z w w to the wins. Step 7: Consolidate gains and produce more change The guide coalition uses credibility from short-term wins to create more change Step 8: Anchor new approaches in the culture Reinforce the change by highlighting connections between new behavior and process and organizational success.
Your Role in Leading Change Building relationships Working on trust Showing the way Coaching vs. controlling Setting the example Being visionary, inspiring, enthusiastic and focused
UMMS Competencies for Managers Critical for leading change management Sets clear priorities, goals and expectations and provides timely, constructive, and balanced feedback in holding staff members accountable Delegates effectively and empowers team members and flexes style when faced with diverse teams understanding and effectively managing complex group dynamics and diverse perspectives Manages performance problems and team conflicts skillfully Demonstrates effective mentoring, developing and motivating skills Inspires and fosters team commitment, spirit, pride and trust and is attentive to the well-being of her/his staff Takes a long-term view building a shared vision with staff in planning, decision making, and process improvement Acts as a positive role model Ensures that diverse, talented employees are appropriately recruited, selected, oriented, and acclimated to the organization
Exercise #3 - Applying the UMMS Competencies for Managers Provide an example of when you may have demonstrated one or more of the UMMS leadership and management competency elements to help lead a change at work. Your Action: Competency Element:
Communicate, Communicate, Communicate! Use every vehicle/forum formal and informal Establish a communication plan Lead by example Establish two-way communication Keep focus positive Keep message simple Explain seeming inconsistencies Encourage differences of opinion Key Associates, 2008
9 Tactics for Communicating I Stories. When you tell a good story, you give life to a vision. The telling of stories creates trust, captures hearts and minds, and serves as a reminder of the vision. Plus, people find it easier to repeat a story than talk about a vision statement. The elevator speech. Every leader needs to be able to communicate the vision in a clear, brief way. What compelling vision can you describe in the amount of time you have during a typical elevator ride? Be prepared to reinforce the vision in line at the cafeteria, when you visit other departments, and even walking through the parking lot at the end of the day. Multiple media. The more channels of communication you use, the better your chance of creating an organization that "gets" the vision. Use meetings, memos, lunches, podcasts, e-mail, an internal web site, and whatever else you can think of (Twitter, anyone?) that will keep the message in circulation. Talk to me. Individualize the vision by engaging others in one-on-one conversations. Personal connections give leaders opportunities to transmit information, receive feedback, build support and create energy around the vision. Center for Creative Leadership, February 2009
9 Tactics for Communicating II Draw a crowd. Identify key players, communicators, stakeholders and supporters throughout the organization who will motivate others to reflect on and be engaged with the vision. Go outside. Communicate to external customers, partners and vendors with advertising and public relations campaigns, catalogs, announcements and other statements. Make memories. Create metaphors, figures of speech and slogans and find creative ways to use them. Write a theme song or a memorable motto. Guide the expedition. Use visual aids and updates to keep everyone aware of the progress you are making toward your vision. Create a vision GPS, but don t just give out maps. Travel alongside, stay out in front, offer directions and point out guideposts. Back it up. If you re talking it up, be sure to back it up with actions and behaviors. If people see one thing and hear another, your credibility is shot and your vision is dead. Center for Creative Leadership, February 2009
Opportunities for Communicating Coaching E-mails Handoffs Huddles Informal conversations Newsletters Orientation and on-boarding Performance reviews Posters, decorations Reward and recognition Selection of new employees Signs and posters Slogans, sayings, logos Staff meetings
Change Management Checklist Understand the resistance but lead those willing to move ahead(20%) Cultivate a climate for change Use the energy of change Find the learning opportunity Focus people on what they can control Seek wide participation Communicate so that people have access to information Free up thinking Celebrate the gains Become fierce opponents of waste and non-value-added work Establish social support mechanisms R Remind people of the purpose and values of your organization Enliven the vision: bold aims, ambitious deadlines Connect with your customers Lead and let everyone lead Move forward M. K. Key, Managing Change in Healthcare: Innovative Solutions for People-based Organizations, (1999)
