4 step change model - algonquin college · intern csr x 15. b3. a3. a3. b2. a 1. a2. js. em. a2. a...

4 Step Change Model

Presentation to:

AC Spring Business & Leadership Conference

Developed and Presented by: Paul Gardner, CPA, CGA

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Influencing working methods, behaviours and attitudes

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Success is not guaranteed• Failure rates are high – especially when

technology is involved

• Most change initiatives have some degree of failure

• Organizational Engagement

• Insufficient Management Support

• Unrealistic Expectations and Timelines

• Public Support – Private Resistance

Why?

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• Why should I ?

• Do you know how long I’ve been doing this ?

• We are the best practice !

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Learning / Leadership Styles

Let’s find a better

way

Let’s get this

done

Let’s consider our people

Let’s collect data

You’re looking for Constructive Conflict

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Continuous Improvement

Awareness

Adoption

Interest

Trial

4 Step Change Model

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Jack Welch, CEO of General Electric

Balanced Scorecard• Client feedback • Employee Engagement• Brand Capital• Financial Sustainability• Best practice - Innovation

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Roger Martin of Playing to Win

“ without a great Where to Play and How to Win combination, you can’t possibly have a worthwhile strategy.”

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Where and How

Tim Hortons

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Awareness

Adoption

Interest

Trial

4 Step Change Model

Let’s do it now

Strategic

Operational

Tactical

KPI’s – Success Filter

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Let’s do it now

Let’s do it right

A

AT

IExecutives

A

A

T

IManagers

A

AT

IStaff

Strategic

Operational

Time

Tactical

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A managed process to help leave the “the known” and move to the “the unknown”

A flow of planned activities to influence working methods, behaviour and attitudes

A w a r e n e s s

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Receiver:• People listen to the initiative and make assumptions on

the impact - to them

Sender:• Detail the why• This step is time consuming and requires that you

address all stakeholders and their information needs• Be present to answer questions

Awareness

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I n t e r e s t

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Receiver:• People will start to identify the pros and cons – to them and maybe

to others• No commitment, just a willingness to listen• Apprehension and worry – they’re normal reactions

Sender:• Look for early adopters and potential resisters (work with a partner)

• State timeline expectations, how and when the changes will rollout • Be present to answer questions – create a forum for this

Interest

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Commitment to creating a culturally rich student experience needs to be deliberate and that includes creating greater exposure to the realities, history and culture of Indigenous peoples.

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T r i a l

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Receiver:

• Some will want to test the initiative (choose the testers wisely: adopters/resisters)

• This helps everyone to realize the change is happening

Sender:

• Provide constant consistent support – don’t lose control – leverage Executives and communication, especially of early wins or solutions/modifications found

• Communicate solutions and modifications as they are found –celebrate early wins

Trial

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Trial

Chart the stakeholders

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SP

SS

JA YD

SB TS

PR

CSW x 10 ITS x 15Rep x 20 Support CSW x 10 Construction x 20

KSLC

KP

DW DM

A3

B2

B1

A2

A1 A3

A2

A2

A3

JB

Intern CSR x 15B3

A3

A3

B2

A 1

A2

JS

EM

A3

A2

A 1

A 1

A1

A1

A. Supports the need for changeB. Doesn’t support the need for change

1. Understands the change process2. Ready to support the change process3. To busy to engage

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A d o p t i o n

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Receiver:

• Change has been become integrated into operations

Sender:

• Keep up the change messaging and communicating positive results/opportunities

• Watch for those going back to the old ways

• Are there still any resisters?

Adoption

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10%

20%

30%

Innovators Early Adopters

Early Majority

Late Majority

Resisters

Early Adopters affect the Early Majority Resisters affect the Late Majority

You need Early Adopters & Resisters

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C e l e b r a t e !

Developed and Presented by: Paul Gardner, CPA, CGA26

Thank you