“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
• A simple way to gather data for the strategy is to set up interviews and ask questions regarding the
different aspects of the change.
DEFINE YOUR STRATEGY
• 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
BUILDING THE TEAM
• 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
IDENTIFYING THE WIFM
• 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
BUILDING SUPPORT
• The acronym ADKAR represents five elements:
o Awareness o Desire
o Knowledge o Ability
o Reinforcement
CHANGE ON THE INDIVIDUAL LEVEL
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?
AWARENESS
• 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.
DESIRE
• 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.
REINFORCEMENT
• 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
DEVELOPING A CHANGE MANAGEMENT PLAN
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.
ROADMAP FOR USING CMP
DEVELOPING A COMMUNICATION PLAN
• ROLLOUT MEETINGS
• FEEDBACK FORMS
• FREQUENTLY ASKED QUESTIONS SHEETS
IMPLEMENTING THE PLANS
GAINING SUPPORT
• 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
GATHERING DATA
• 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
ADDRESSING CONCERNS AND ISSUES
• 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
EVALUATING AND ADAPTING
• 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
LEADING STATUS MEETINGS
• ONE ON ONE CONVERSATIONS
• PUBLIC RECOGNITION
• GROUP CELEBRATIONS
CELEBRATING SUCCESSES
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.
• 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
FOUR STAGES
• 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
PURPOSE OF APPRECIATIVE INQUIRY
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.
• 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
DASH OF EMOTION
• 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.
PLENTY OF FACTS
• Resiliency is the capacity to absorb high levels of
change while maintaining a level of performance and displaying minimal dysfunctional behavior.
BUILDING RESILIENCY
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
FIVE EASY STEPS FOR THE LEADER
BUILDING FLEXIBILITY
• There are two dimensions of flexibility:
1. Flexible Thinking 2. Social Flexibility
SUMMARY
Strategic Catalyst, Inc.
550 Post Oak Blvd., Suite 560 Houston, Texas 77027
<832> 380 8224
[email protected] www.strategiccatalystinc.com
