accelerating change
DESCRIPTION
-6. -4. -2. 0. 2. 4. 6. Accelerating Change. Moving Ahead. Current State. Transition State. Improved State. Leading Change. Current State. Making Change Last. Creating A Shared Need. Improved State. Shaping A Vision. Monitoring Progress. Mobilizing Commitment. Transition State. - PowerPoint PPT PresentationTRANSCRIPT
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Six SigmaGreen Belt
-6 -4 -2 0 2 4 6
Accelerating ChangeAccelerating Change
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Six SigmaGreen BeltMoving AheadMoving Ahead
TransitionState
CurrentState
ImprovedState
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Six SigmaGreen BeltChange Management ModelChange Management Model
Leading ChangeLeading Change
Changing Systems & StructuresChanging Systems & Structures
TransitionState
CurrentState
ImprovedState
Creating A Shared NeedCreating A Shared Need
Shaping A Vision Shaping A Vision
Mobilizing CommitmentMobilizing CommitmentMonitoring ProgressMonitoring Progress
Making Change LastMaking Change Last
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Six SigmaGreen BeltLeading ChangeLeading Change
Key Principle: A Champion or Champions who sponsors the change
Leadership Change Skills:
Attention
– Time
– Behavior: “Walk the talk”
Enroll Others
– Facilitative Leadership Skills
– Inquiry
– Win/Win
Passion
– Personal involvement
– Is "known for"...
ChangeChange
SkillsSkills
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Six SigmaGreen BeltTools & TechniquesTools & Techniques
Calendar Check:
Identify 4-5 things you feel strongly about (at home or at work)
Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you
1.
2.
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Six SigmaGreen BeltCreating a Shared NeedCreating a Shared Need
Key Principle: The reason to change whether driven by threat or opportunity is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance
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Six SigmaGreen BeltTools & TechniquesTools & Techniques
SWOT Analysis:
Strengths
Weaknesses
Opportunities
Threats
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Six SigmaGreen BeltShaping a VisionShaping a Vision
Key Principle: The desired outcome of change is clear, legitimate, widely understood and shared
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Six SigmaGreen BeltTools and TechniquesTools and Techniques
Bull’s Eye Chart
Goal/Mission/VisionGoal/Mission/Vision
MindsetMindset
BehaviorBehavior
Making a Vision Actionable
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Six SigmaGreen BeltMobilizing CommitmentMobilizing Commitment
Key Principle: There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention
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Six SigmaGreen Belt
Innovators Resistors
EarlyAdopters
LateAdopters
Tools and TechniquesTools and Techniques
Key Stakeholders Map
Attitude Charting
% o
fP
op
ula
tio
n
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Six SigmaGreen BeltTools and TechniquesTools and Techniques
Stakeholder Assessment
TPCF Analysis
Names StronglyAgainst
ModeratelyAgainst
Neutral ModeratelySupportive
StronglySupportive
Stakeholder Assessment
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Six SigmaGreen BeltTools and TechniquesTools and Techniques
Influence Strategy
StakeholderIssues/
ConcernsInfluenceStrategy
Identify“Wins”
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Six SigmaGreen BeltMaking Change LastMaking Change Last
Key Principle: Once change is started, it endures, flourishes and learnings are transferred throughout the organization
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Six SigmaGreen BeltImportant FactorsImportant Factors
Leading Change
Changing Systems& Structures
Reflection/Integration
Ongoing Support/
Commitment
Clear PathForward
Motivation/Energy
Ability ToAdjust
MakingChange
Last
Understanding
ClearContinuous
Communication
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Six SigmaGreen BeltTools and TechniquesTools and Techniques
Change Profile
Change Management Self-Assessment
Profile on Change Processes
0
25
50
75
100
LeadingChange
Creatinga Shared Need
Shapinga Vision
MobilizingCommitment
MakingChange Last
MonitoringProgress
ChangingSystems &Structures
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Six SigmaGreen BeltTools and TechniquesTools and Techniques
Systems and Structures Worksheet
Measure-ment
Reward
Staffing
Develop-ment
Org.Design
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Six SigmaGreen BeltMonitoring ProgressMonitoring Progress
Key Principle: Progress is real; benchmarks set and realized; indicators established to guarantee accountability
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Six SigmaGreen BeltChanging Systems and StructuresChanging Systems and Structures
Key Principle: Making sure that the management practices are used to compliment and reinforce change
Changing Systems & Structures Involves Using/Modifying: Staffing (How we acquire/place talent) Development (How we build competence/capability) Measures (How we track performance) Rewards (How we recognize/reward desired behavior) Communication (How we use information to build and sustain
momentum) Designing Organizations (How we organize to support the change
initiative)
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Six SigmaGreen BeltTools and TechniquesTools and Techniques
Measurement Assessment
Making a VisionActionable
8A3 4 5A 7
Mindset
Actions/Actions/BehaviorBehavior
Mission/VisionMission/Vision
Existing Measures
1.2.3.4.5.6.7.8.9.10.
Which existing measures provide littleor no information about any of the desired behaviors?
1.2.3.4.5.etc.
Which desired behaviors cannot be reliably measured by any existing measure?
1.2.3.4.5.etc.
5BHow could we measure these desired behaviors?
6If you achieve your desired changes, which existing measures will emit false signals indicating that performance is degrading?
1.2.3.4.5.etc.
If an employee carries out each of the desired behaviors, what is likely to be the organization’s reaction?A = Reward or ApprovalB = Punishment or DisapprovalC = No ReactionD = Impossible to Predict
More of:1.2.etc.
Less of:1.2.etc.
Existing Rewards
Financial1.2.3.etc.
Non-financial1.2.3.etc.
8AHow could we reward the desired behaviors not now being rewarded?
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Six SigmaGreen BeltRewarding Performance ExamplesRewarding Performance Examples
Action Choice (1 – 4) a. Coming up with and trying out new, untested ideas b. Exceeding your authority when necessary to get the job done c. Bending the rules when necessary to get the job done d. Violating the chain of command when necessary to get the job done e. Going along with the boss even when (s)he's wrong f. Always going along with the majority view g. Presenting your boss with an unpopular point of view h. Sharing information with other units and departments i. Keeping information from other units and departments j. Achieving your group's goals at the expense of other groups l. Setting very easy goals and then making them m. Maximizing short term bottom line at the expense of long term bottom line n. Spending money in the short -term that will pay off later o. Achieving your volume and budget objectives, but at the expense of product or
service quality