change facilitation management “accelerating change” randy benson, rhqn executive director
TRANSCRIPT
Change Facilitation Management
“ACCELERATING CHANGE”
Randy Benson, RHQN Executive Director
Change Management Facilitation
OBJECTIVES (from January 2010 Members Conference Call)
Become Aware of the Characteristics of an Effective Facilitator
Become Aware of Gremlins and How They Influence Facilitators
Review Effective Listening Skills
Review Team Dynamics and Team Development
Review Effective Meeting Management Skills
Become Aware of Techniques to Use With Disruptive Team Behavior
Accelerating Change
Objectives Discuss the role of the project champion, project
facilitator and project team members in accelerating change
Explain “Q X A = E” Identify the six steps in accelerating change Explain ”the need to change must exceed its
resistance” Identify who is responsible for “scoping change” Discuss how one “develops commitment” to a change List several things that can be done to make change
last
Accelerating Change
Accelerating Change
Create a Common Need Whether driven by threat or opportunity, the need for
change is widely shared through data, demonstration, demand or diagnosis.
Why bother? The question has to be asked in order to drive apathy or
resistance out into the open What are we after?
Shared recognition of the dissatisfaction with the status quo The “wake-up” call
Building early momentum
Accelerating Change
Scoping Change Meaningful change must have an executive sponsor or
champion who is visible, active and supportive. They must be supported with a well defined scope of work
Why bother? A “good start” is essential to long-term success Projects must be thoroughly ‘scoped’
What are we after? Clear understanding of the project impact Clear understanding of all team members roles, etc.
Accelerating Change
Sharing a vision The desired outcome of change is clear, legitimate, widely
understood and shared. The scope is linked to an organizational vision
Why bother? Visions paint a picture for both the head and the heart and
answers the question “Why change?” What are we after?
A view of the future that is: Focused, challenging, easy to understand, evolving,
behaviorable and actionable
The “Elevator Speech” A 90 second articulation of the vision
Accelerating Change
Developing Commitment A commitment by all participants to invest in the change,
make it work, and demand and receive management attention
Why bother? Need sufficient support from all stakeholders in order to
develop the ‘critical mass’ needed to gain success and prevent failure
What are we after? A coalition of key supporters and a conversion of key
influencers
Accelerating Change
Changing Organizations Making sure that management practices (staffing,
development, measures, rewards, communication, etc.) are used to complement and reinforce change
Why bother? The way we organize, develop and reward change has a
profound impact on individual behavioral change We need to develop the capability to change
What are we after? Identification of key systems and structure areas that must be
addressed in order to assure long-lasting success
Accelerating Change
Making Change Last Once changes is started it endures, flourishes and learning
is transferred throughout the organization. The changes are incorporated into other key initiatives
Why bother? Experience shows that successful, sustainable change is
difficult without attention from the entire team What are we after?
Consistent, viable and tangible reinforcement of the change initiative
Integration of the new initiative into ongoing work patterns
Accelerating Change
Accelerating Change
Accelerating Change
Accelerating Change
Accelerating Change
Creating a common need produces the “wake-up call” that builds early momentum for the change initiative
Scoping change by an actively involved executive sponsor demonstrates commitment to the change from the top down
Visions provide direction and motivation for change
Mobilizing commitment positions the team for downstream interventions
Accelerating Change
Customer driven, “patient centered”, learning organizations become uncomfortable if they are not continuously changing
Sustained change occurs when change leaders and agents build and implement strategies for making change last
Accelerating Change
