ng bb 08 change management
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National GuardBlack Belt Training
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Module 08
Change Management
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CPI Roadmap – Define
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.
TOOLS
•Project Charter
•Project Selection Tools
•Value Stream Map
•Various Financial Analysis
•Effective Meeting Skills
•Stakeholder Analysis
•Communication Plan
•SIPOC Map
•High-Level Process Map
•Project Management Tools
•VOC and Kano Analysis
•RACI and Quad Charts
•Strategic Alignment
ACTIVITIES• Identify Problem
• Validate Problem Statement
• Establish Strategic Alignment
• Gather Voice of the Customer & Business
• Create Goal Statement
• Validate Business Case
• Determine Project Scope
• Select and Launch Team
• Develop Project Timeline
• Create Communication Plan
• Prepare High-Level Process Map / SIPOC
• Complete Define Tollgate
1.Validate the
Problem
4. Determine Root
Cause
3. Set Improvement
Targets
5. Develop Counter-
Measures
6. See Counter-MeasuresThrough
2. IdentifyPerformance
Gaps
7. Confirm Results
& Process
8. StandardizeSuccessfulProcesses
Define Measure Analyze ControlImprove
8-STEP PROCESS
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Learning Objectives
Identify the inherent structures of an organization and describe how they become barriers to improvement
Describe the characteristics and skills of a Change Agent
Change is good, you go first.
- Dilbert
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Inherent Structures: Common Cultural Types
Inherent structures of an organization dramatically affect how easy it is to introduce change
Clan
– Strong allegiances, resistance to outsiders, feudalism
Ad Hocracy
– Everything very dependent on the current situation, chaotic
Hierarchy
– Chain of command, clear authority
Enterprise
– Everyone a venture capitalist
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Culture Change Approach
Culture can affect how it is best to approach the introduction of change– Clan: ensure you’ve got the “parents” bought in
and committed
– Hierarchy: ensure you use the chain of command
– Ad Hoc: ensure you’ve identified the “voices of authority” and have them speaking for you
– Enterprise: ensure you’re strongly tied to business goals
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Change Readiness Formula
Formula: D + V * L > R
D = Dissatisfaction with status quo
V = Vision of the future
L = Leadership
R = Resistance to change
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Exercise: Change Examples
Characteristics of Successful Change
Initiatives
Characteristics of Unsuccessful Change
Initiatives
10 Minutes
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Wrong Thing
Done
Well
Done
Poorly
Stage 1 Stage 2
Stage 4
Stage 3
Stage 4:
Eventually do
the new right
thing well.
Stage 1:
Do the right
thing and do
it well.
Stage 2:
Discover that
the right thing
is now the
wrong thing.
Stage 3:
Do the new right
thing, but do it
poorly first.
Cycle of Change
From Black, J.S., & Gregersen, H.B.
Leading Strategic Change:
Breaking Through the Brain Barrier.
New Jersey: Prentice Hall. 2002.
Right Thing
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Wrong Thing
Done
Well
Done
Poorly
Stage 1 Stage 2
Stage 4
Stage 3
Fail to SEE
Fail to
FINISH
Right Thing
Barriers to Change
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Examples of Barriers
Empire building
Excuses / scapegoats
Change resistance
Lack of openness and dishonesty
Politics and bureaucracy
Authoritarian, autocratic management
Little to no empowerment
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Wrong Thing
Done
Well
Done
Poorly
Stage 1 Stage 2
Stage 4
Stage 3
Fail to See -
Make It
Real!
Fail to
Finish -
Make It
Last!
Right Thing
Counter-Measures for Change
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Elements Of Successful Change
1. Identify the leader for the change.
2. Build a mutual need for the change.
3. Create the vision of how things will look after the change.
4. Mobilize commitment for the change.
5. Align systems and structures to supportthe change.
6. Monitor progress.
7. Sustain the change.Adapted from GE Change Acceleration Process
Fulmer, R.M. & Goldsmith, M. (2001). The Leadership Investment.
New York: American Management Association.
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Principles to Implementing Change
To successfully implement change: The organization’s vision must be compelling enough
to generate the excitement needed to propel people through the chaos of change
Formal structures must support the change
Management behavior must match their words
Employees must understand and really desire to make the change
Recognition must be frequent and supportive
Communication strategies must be developed and implemented in all areas
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Change Agent Characteristics and Skills
Successful Change agents have the following characteristics and skills:
Credibility - with key sponsors and team members
Awareness - of the organization’s culture and the needs of the team
Enthusiasm - for the project and the business overall
Reliability - to do the job they say they will do
Flexibility - to do the job when and where needed
Communication Skills - to use clear language and actively listen to others
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Cycle of Change
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Change Management applies structured approaches to prepare an organization’s people for change.
Change Management Objectives
• Sponsorship:
− Build commitment and support for the
change effort with formal and informal leaders
− Build a Change Network and ensure that
communications are cascaded
• Change Readiness:
− Assess and monitor the workforce’s
readiness for and acceptance of the
change
− Provide stakeholder feedback to
Communications and Sponsorship
(program and decision/site levels) in
order to address CM issues Time
Buy-In
Commitment
Understanding
Awareness
Informing
Generating
Understanding
Inviting Participation
• Communications:
- Provide the right information, to the right people, at the right time, to build awareness,
understanding, buy-in, and commitment
- Primary Audience: Stakeholders impacted (directly and indirectly) by the changes
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Tomorrow
Future policy
Future enterprise
goals
Future operating
models, capacity
and capabilities
Qualitative measures
Quantitative measures
Stakeholder alignment
Yesterday and Today Recent performance
business trends
Existing policy,
operating models,
capacity and
capabilities
Change history
External constraints
Major technology initiative
Merger or acquisition
Enterprise repositioning
Organization Change Strategy Framework
Develop
capability
and capacity
Design
organization
and
governance
Lead,
communicate
and engage
Align
individuals
and teamsManage
performance
Transform
culture Benefits DeliveredCase for Change
Design
and
Implement
Plan, Align
and Mobilize
Enhance and Evolve
Focus on
outcomes
and
benefits
Vision
and
Commit
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Compliance“I have to do it this new way”
Reaction“I will react to this change - if I must”
Testing“I must absorb this change”
Negative perception“I feel threatened by this change”
Commitment“I want to do it this new way”
Action“I will act to achieve this change”
Testing“I will put myself at stake for this change”
Positive perception“I see the opportunity in this change”
Engagement“I see the implications for me/us”
Understanding“I know why and what will change”
Awareness“I am being told about something”
• Each stage requires energy
• At each stage there is a price for
continuing or dropping off
Commitment or Compliance?
While building commitment is usually the goal of the change management
effort, it is expensive. Do not pay for more commitment than you need.
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Understand inherent structures that impede change efforts
Recognize and overcome barriers to improvement
Know the characteristics and skills of a Change Agent
Takeaways
Communicate, Communicate, Communicate!
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