How To Manage Change

July 24, 2013

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Change Management Workshop

Overview – Part 1

Start With The Final Word

You don’t manage change……..

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.

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Safety Message

Specifically…

• 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.

Safety and Workshop Rules

TIME RETURN FROM

BREAKS ON TIME

Agenda Topic Time

Welcome and Overview of Change Management 8:00 – 9:15 (75 minutes)

Break 9:15 – 9:30 (15 minutes)

Stakeholders Analysis 9:30 – 10:30 (60 minutes)

Break 10:30 – 10:45 (15 minutes)

Communications 10:45 – 11:30 (45 minutes)

Lunch 11:30 – 12:15 (45 minutes)

Organizational Culture 12:15 – 1:00 (45 minutes)

Break 1:00 – 1:15 (15 minutes)

Exercise: “We Can Do Company” (Break Included in Exercise)

1:15 – 2:45 (90 minutes)

Closing and Takeaways 2:45 – 3:15 (30 minutes)

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

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Introduction

• Name

• Location

• What role in

change

management are

you involved

with?

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?

Why Do Organizations Change?

• What are some of the reasons that

organizations change?

• What are some of the causes of resistance to

change?

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?

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.

John Kotter – Leading Change

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

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How Do We Go About Managing Change?

Awareness Understanding Buy - In Commitment D e gr e e of Sup po rt f or Ch ang e Time

Change Management puts in place strategy and tactics designed to move people along the change curve.

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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

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

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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

Change Management Framework

Scope

• Engage Sponsor and Team • Plan Project Communications

• Begin Identifying and Engaging Stakeholders

Investigate

Reason

Innovate

Undertake

Sustain

 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)

 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

 Implement Change Plans (adjust as necessary)

 Sunset and Transition Change Management Activities

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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

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

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Example of CM Tools

Organizational Culture and Behavior Changes Implementation Plans

Readiness Assessments Effectiveness Reviews

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Example of CM Tools

Organizational Culture and Behaviors

Implementation Plans Readiness Assessments

Effectiveness Reviews Toll Gates / Stop/Go

Remember……

You don’t manage change……..

Change Management Workshop

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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.

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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

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Assessing The Change

When processing change, it is key

to identify the stakeholders

that are required to implement

the change and/or

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?

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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?

Stakeholder / Resource Impact Assessment

Department (A)

Change Action (what is needed from the stakeholders) (B) Is the stakeholder required to implement the change? (C)

Is the stakeholder going to be affected by the

change?

Operations

Does the change require Operations Support (Does it affect Operations processes or procedures)?

Maintenance

Does the change require Maintenance Support (Does it affect Maintenance processes or procedures)?

Engineering

Does the change require Engineering Support (Does it affect Engineering processes or procedures, require Engineering evaluation)? Other Other Other Other

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Stakeholders Analysis

Remember……

You don’t manage change……..

Change Management Workshop

Communication– Part 3

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• 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

What Works Well?

•

What ways do you

like to get

communication

about changes?

•

_{Does everyone like}

communications

the same way?

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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.

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

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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

The EIS Challenge

(www.calt.insead.edu/eis)

Intervention Methods / Initiatives

MANAGEMENT TRAINING SEEK ADVICE PERSONAL PROFILE TASK FORCES INTERNAL MAGAZINE DIRECTIVE WORKSHOP NETWORKS COVERT LOBBYING COFFEE BREAK DIRECTORS MEETING ELECTRONIC MAIL QUESTIONNAIRE PILOT TEST STAFF MEETING FACE-TO-FACE MEETING MEMORANDUM EXTERNAL SPEAKER

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Remember……

You don’t manage change……..

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Change Management Workshop

Organizational Culture

•

What is culture?

•

Why target change

management actions

at culture?

•

Organizational

Change Model

elements are key to

leading change, why?

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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.

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

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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

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)

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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

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

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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

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

John Kotter – Leading Change

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Remember……

You don’t manage change……..

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Change Management Workshop

Exercise – Part 5

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

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“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

“We Can Do Company”

• This exercise:

• 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

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“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

.

“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

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Change Management Workshop

Wrap Up – Part 6

Lessons Learned

• What are some of your take-a wtake-ays 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.

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You must lead change!

Thank You!