change management fundamental pres

Unlock dramatic productivity through

Change management

A publication of Daniel Lock Consulting

To optimise the benefits of change.

The goals & definitions of change

The set of tools and processes that help people embrace change and the organisation realise the benefits of change.

Change is not always welcome.

“This telephone has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.”. (Internal memo, Western Union, 1876)

1

2 “Heavier than air flying machines are impossible.” (Lord Kelvin, Mathematician/Physicist, 1895).

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“Everything that can be invented has been invented.”. (Charles Duell, Commissioner, US United States Patent and Trademark Office, 1899). Heavier than air flying machines are impossible.” (Lord Kelvin, Mathematician/Physicist, 1895).

“Worldwide demand for cars will never exceed one million, primarily because of a limitation in the number of available chauffeurs.”. (Research prediction, Mercedes- Benz, 1900)

These all turned out to be fantastic technological changes.

At the heart is getting people to

change their behaviour.

Punishments can and do work, but behavioural economists have shown that faced with negative consequences, people will often quit playing before they face them.

The stick

Creating behaviour change

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The CARROT

Creating behaviour change

Normative pressure

Creating behaviour change

Which line on the right is the same as the line on the left?

What we're after here is a

culture where people automatically take up the desired behaviour.

Even when no one is watching. Day in day out.

Core problem of change

MAKING CHANGE HAPPEN

ENLIGHTENED SELF-INTEREST

DOCTORS DENTISTS AND BEHAVOUR CHANGE

DENTISTS 1

2 DOCTORS

VERSUS

MOTIVATION IS INTRINSIC

UNDERSTAND THAT:

RECIPROCITY OF VALUES

WE ALL HAVE

Four steps to driving empowerment

We all have talents: use them

Recognise behaviour and effort, not just success We all like to make our own decisions

Empower your people with authority

ARE YOU A CHANGE LEADER

First, let's define a

team. A team is a group that succeeds or fails

together.

Major change efforts require synchronisation and for "teams" to really be teams. To do that, leadership must align individual and organisational goals.

Major change efforts require synchronisation and for "teams" to really be teams. To do that, leadership must align individual and organisational goals.

THE WHEEL IS IN THE BRIDGE BUT THE POWER IS IN THE ENGINE ROOM

We need trusted lieutenants to carry out the orders to ensure the engines are running. Capgemini Consulting found that 43% of its respondents say their company has an accountable innovation executive………

But only 24% of the respondents think they have

an "effective organisational alignment of innovation efforts."

Change Champions are predominantly required for Strategic Change initiatives.

The focus of the business Change Champion Network is on creating an understanding and acceptance of the need for change, and communicating the importance of employee support.

A Change Council governs all change and ensures all implementations adopt

a coordinated approach to ensure a

seamless and smooth transition.

Bringing focus to a situation like this is like seeing the lights of a big city on the horizon during a long drive.

CHECKLIST FOR CHANGE LEADERSHIP

Visibility of top leadership: craft the message

Depth and breadth of alignment.

Cultivate exemplars

OVERCOMING THE GREAT CHANGE CHALLENGES

"Ambiguity Aversion".

When embarking on change, watch out for the fundamental attribution error. Edwards Deming, the father of Total Quality Management (TQM)

believed that almost all (96%) of errors are due to the system people find themselves

in and not the people using that system.

Fundamental attribution error

USE BRIGHT LIGHTS

Situational : vague issues and problems

Scope: goals, resources, and measurements

Relationships, responsibilities, politics.

Processes: people processes; business processes

Putting it all together.

6 steps to change Enlist support and involvement of key people

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2

Develop enabling structures

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4

Develop a solid plan

Support the plan with consistent behaviours

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6

Celebrate milestones

Communicate relentlessly

Bringing focus to a situation like this is like seeing the lights of a big city on the horizon during a long drive.

Now is the time to create a solid plan to execute.

BY Daniel Lock.

Twitter: @DanielLock | Web: DanielLock.com

Do you have business goals that require innovation … …can help with that.

What does?

How does it.