Change

Management &

Organizational Development

Supervisory

Management

Training, Module 4

March-April 2014

It may be hard for an egg to turn into a bird; it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being just an ordinary, decent egg. We must be hatched or go bad. -- C. S. Lewis

Objectives

• Describe the central role of change capability in improved organizational and individual performance,

• Take actions to build change capability in your work area and throughout the organization,

• Maximize your commitment and encourage the commitment of others to make change happen, and

• Work toward expected change results.

Change Management

What is change management?

Change management is the process, tools, and techniques used to manage the people side of change to achieve the required business results… Prosci

And there are many more definitions!!!

Change capability is the ability to manage processes, resources, and techniques to achieve the required business results.

Change Capability

Understanding Change Capability

To understand the role of change capability,

we must first understand change.

Change Process

States of change

Current

state Transition

state Future state

How things are done today?

How to move from current to

future?

How things will be done

tomorrow?

The Change Curve Model

The Change Curve model describes the four stages most people go through as they adjust to change.

Change curve: http://www.mindtools.com/pages/article/newPPM_96.htm

The Change Curve Model

• In stage 1, when a change is first introduced, people's initial reaction may be shock or denial, as they react to the challenge to the status quo.

• In stage 2, once the reality of the change starts to hit, people tend to react negatively. They may fear the impact, feel angry, and actively resist or protest the changes.

• In stage 3, people stop focusing on what they have lost and begin to accept the changes. They begin testing and exploring what the changes mean and learn the reality of what's good and not so good, and how they must adapt.

• In stage 4, they accept the changes and start to embrace them. They rebuild their ways of working. Only when people get to this stage can the organization can really start to reap the benefits of change.

Individual

• Family, health, career changes, living arrangements, finances, habit, fear, values, knowledge, capacity, motives

Organizational

• Resources, data, demographics, culture, structure, leadership, mergers, product change, time, incentives

Societal

• Economy, business and industry trends, competition, technology, politics/laws, demographics, information

Change Drivers and Barriers

More Barriers to Change

For Employees:

• Lack of awareness

• Impact on current job role

• Organization’s past

performance with change

• Lack of visible support and

commitment from supervisors

• Fear of job loss

For Supervisors:

• Lack of awareness about

and involvement in the

change

• Loss of control or negative

impact on job role

• Increased workload and

lack of time

• Culture of change resistance

and past failures.

Competing Forces

Benefits Costs

• Competitive Advantage

• Flexibility and

Responsiveness

• Knowledgeable Workforce

• Improved Customer Relationships

• Project Success

• Lower Productivity

• Resistance

• Turnover

• Apathy/Disengagement

• Ineffectiveness

Role of Change Capability

Supervisor’s Role

• Communicator

• Advocate

• Coach

• Resistance Manager

• Liaison

Exercise!!!

So…

How do we take action to build change capability???

Building Capability

Kurt Lewin – Change Management Model (1940’s)

• Supports the belief that for change to take place, the total situation must be taken into account (Field Approach).

John Kotter – 8-Step Change Model (1990’s)

• Works to gain sponsorship and build capability to implement change.

Prosci – ADKAR* Model (2000’s) * ADKAR is a registered trademark of Prosci.

• Organizations don’t change – people within organizations change. Effective change management requires involvement and action by many in the organization.

Lewin’s Change Management Model

Model is known as Unfreeze – Change – Refreeze

Unfreeze Stage • Prepares the organization to accept that change is necessary by breaking down the existing status quo before creating a new way of operating.

• Develops a compelling message showing why the existing way of doing

things cannot continue. It challenges the beliefs, values, attitudes, and behaviors that currently define it.

• Removing “old beliefs” puts everyone and everything off balance. It may evoke strong reactions in people and effectively creates a (controlled) crisis.

Lewin’s Change Management Model

Lewin’s Change Management Model

Change Stage • Individuals resolve their uncertainty and look for new ways to do things.

People need to understand how the changes will benefit them. • People start to believe and act in ways that support the new direction.

• Time and communication are the two keys to success for the changes to

occur. People need time to understand the changes and they also need to feel highly connected to the organization throughout the transition period.

Refreeze Stage • The outward signs of the refreeze are a stable organization chart, consistent

job descriptions, and so on.

• Must help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time.

• Stability returns; employees feel confident and comfortable with the new ways of working.

• In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively.

• Make sure that you celebrate the success of the change – this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful.

Lewin’s Change Management Model

Kotter’s 8-Step Change Model

http://education-portal.com/academy/lesson/applying-kotters-8-step-change-model.html#lesson

Kotter’s 8-Step Change Model

Step 1: Create a sense of Urgency • Open an honest and convincing dialogue about what's happening

in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

• 75 percent of a company's management needs to "buy into" the change.

Step 2: Form a Powerful Coalition

• Managing change isn't enough – you have to lead it. • Work on team building within your change coalition. Ensure that

you have a good mix of people with different strengths.

Kotter’s 8-Step Change Model

Step 3: Create a Vision for Change • Synthesize with mission. Help people see the future state. • Develop a short summary that captures what you "see" as the future

of your organization. • Create a strategy to execute that vision.

Step 4: Communicate the Vision

• Embed it within everything that you do and talk about it often. • Use the vision daily to make decisions and solve problems. • Demonstrate the kind of behavior that you want from others.

• Address peoples' concerns and anxieties, openly and honestly.

Kotter’s 8-Step Change Model

Step 5: Remove Obstacles

• Identify and address barriers.

• Look at organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.

• Recognize and reward people for making change happen.

• Identify people who are resisting the change, and help them see what's needed.

Step 6: Create Short-Term Wins • Look for sure-fire projects that you can implement without help from critics. • Look for ROI. • Reward the people who help you meet the targets.

Kotter’s 8-Step Change Model

Step 7: Build on the Change

• After every win, analyze what went right, and what needs improving.

• Set goals to continue building on the momentum you've achieved.

• Keep ideas fresh by bringing in new change agents and leaders.

Step 8: Anchor the Changes in Corporate Culture

• Make continuous efforts to ensure that the change is seen in every aspect of your organization.

• Talk about progress and tell success stories every chance you get.

• Company's leaders must continue to support the change.

• Include the change ideals and values when hiring and training new staff.

Prosci’s ADKAR Model

• ADKAR describes the key building blocks for successful change personal or professional.

• Success with change requires all elements of the ADKAR model to be present: ‐ Awareness of the need for change ‐ Desire to participate and support the change ‐ Knowledge on how to change ‐ Ability to implement required skills and behaviors ‐ Reinforcement® to sustain the change

Three Major Models Lewin Kotter Prosci

Unfreeze • Determine what needs to

change. • Ensure there is strong

support from upper management.

• Create the need for change.

• Step 1: Create Urgency • Step 2: Form a Powerful

Coalition • Step 3: Create a Vision for

Change

Preparation for Change • Awareness • Desire

Change • Communicate often. • Provide lots of opportunity

for employee involvement. • Generate short-term wins

to reinforce the change.

• Step 4: Communicate the Vision

• Step 5: Remove Obstacles • Step 6: Create Short-Term

Wins

Managing Change • Knowledge • Ability

Refreeze • Anchor the changes into the

culture. • Celebrate success!

• Step 7: Build on the Change • Step 8: Anchor the Changes

in Corporate Culture

Reinforcing Change • Reinforcement

Exercise!!!

Rethinking Change

• Think of a change situation you experienced.

• Use one of the discussed models to consider how each stage applied to the situation.

• What was easy?

• What was difficult?

• In hindsight, what could be done better?

Maximizing Commitment

Factors Affecting Commitment

Personal

• Knowledge

• Attitudes

• Values

• Recognition

• Responsibility

• Experience

• Salary

• Promotion

• Empowerment

• Respect

• Success

Environmental

• Technology

• Market conditions

• Social changes

• Political and legal changes

• Management changes

• Changing demographics

• Organizational factors such as culture, communication, structure

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APT Assessment, March 2012 - Prosci Change Readiness

Rate of adoption

Rogers, E. (2003). Diffusion of innovations. Free Press, New York, NY.

Change is Good… You go first – http://youtu.be/jwxrsngEJDw

Encouraging Commitment

Encouraging Commitment

• Find out what motivates individuals

• Inspire employees by creating a shared vision

• Identify best practices

• Acknowledge and remove barriers

• Communicate – clearly and actively

• Support employee development

• Encourage innovation

• Be an advocate

• Lead by example

• Celebrate success

• Measure results

• Reinforce

Exercise!!!

Role Play Scenarios

Organizational Development

Supervisors lead organizational development by: • Building change capability and inspiring commitment within

themselves and the organization

• Providing employees with the tools, resources, and skills to be successful

• Creating road maps that get positive results

So… how do we get results???

Continuous Process Improvement

PDCA

• PDCA is an iterative four-step management method used in business for the control and continuous improvement of processes and products.

• It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act. Wikipedia

Continuous Process Improvement

Continuous Process Improvement Plan

• Identify and analyze the problem with tools like Drill Down, Cause and Effect Diagrams, and the 5 Whys

Do

• Develop and test a potential solution by using tools like an Impact Analysis to find the best solution. Start with a pilot project.

Check

• Measure effectiveness of the test solution, and look for improvements; depending on results, either repeat the “Do” stage or move into the “Act” stage

Act

• Implement the improved solution fully, and loop back to “Plan” to identify other areas for improvement

Summary • Change capability allows us to master change so we can improve

performance and better address the needs of our students. This

allows us to retain and acquire more students as our reputation

spreads.

• Supervisors can build change capability through use of good

leadership skills, communication, and coaching. Change models

and other tools can be used to help employees and organizations

navigate change.

• Supervisors can build commitment by understanding and

respecting the factors that motivate employees, by creating a

shared vision, and by using communication strategies that fit the

situation.

• Supervisors can work toward expected change results by using

change models and continuous process improvement, in addition

to the skills above, to meet goals.

Resources

• Anderson, D. & Anderson, L. A. (2010). Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership. Pfeiffer.

• Anderson, D. & Anderson, L. A. Ensuring Your Organization’s Capacity to Change. Online Article: http://changeleadersnetwork.com/free-resources/ensuring-your-organizations-capacity-to-change

• Alhaji, I. A. & Yusoff, W. F. (2011). Does motivational factor influence organizational commitment and effectiveness? A review of literature. Journal of Business Management and Economics, 3(1): 1-9. Online: http://www.e3journals.org/cms/articles/1330781146_Idris%20and%20Wan.pdf

• Change Curve: Accelerating Change, and Increasing its Likelihood of Success. Mindtools. Online Article: http://www.mindtools.com/pages/article/newPPM_96.htm

• Change is Good… You go first. http://www.youtube.com/watch?v=jwxrsngEJDw

Resources

• Change Management: Making Organization Change Happen Effectively. Mindtools. Online Article: http://www.mindtools.com/pages/article/newPPM_87.htm

• Grenny, J. (July 30, 2013). Three Ways Effective Leaders Influence Change. ASTD: American Society for Training & Development. Online Article: http://www.astd.org/Publications/Blogs/Workforce-Development-Blog/2013/07/Three-Ways-Effective-Leaders-Influence-Change

• Judge, W. Q. (2011). Building Organizational Capacity for Change: The Leaders New Mandate. Business Expert Press, New York, NY.

• Lewin, K. Force Field Analysis. Change Management Coach.com. Online at: http://www.change-management-coach.com/force-field-analysis.html

• Lewin, K. Change Management Model. Online at: http://www.change-management-coach.com/kurt_lewin.html

Resources

• Prosci Change Management Resources. Online at: http://transformation.kctcs.edu/changemanagement

• Rogers, E. (2003). Diffusion of innovations. Free Press, New York, NY.

• Senge, R. (1994). The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. Doubleday, New York, NY.

• Vance, R. (2006). Employee Engagement and Commitment: A guide to understanding, measuring, and increasing engagement in your organization. SHRM Foundation. Online at: http://www.shrm.org/about/foundation/research/Documents/1006EmployeeEngagementOnlineReport.pdf

• Webster, M. (2014). Successful Change Management – Kotter’s 8-Step Change Model. Leadership Thoughts. Online at: http://www.leadershipthoughts.com/kotters-8-step-change-model/

Tools Force Field Analysis

• Definition: http://www.businessdictionary.com/definition/force-field-analysis.html

• Explanation: http://education-portal.com/academy/lesson/kurt-lewins-force-field-analysis-change-model.html#lesson

• Image: http://wc1.smartdraw.com/examples/content/examples/05_strategy_&_planning/force_field_analysis/force_field_analysis_-_model_3_l.jpg

Impact Analysis

• Definition: http://www.businessdictionary.com/definition/impact-analysis.html

• Explanation: http://www.mindtools.com/pages/article/newTED_96.htm

• Image: http://img.docstoccdn.com/thumb/orig/73109874.png

Applying Kotter’s 8-Step Change Model

• Explanation: http://education-portal.com/academy/lesson/applying-kotters-8-step-change-model.html#lesson

Tools PDCA

• Definition: http://www.definitions.net/definition/PDCA

• Explanation: http://education-portal.com/academy/lesson/types-of-problem-solving-methods-in-management-and-supervision.html#lesson

• Image: http://erinmaney.files.wordpress.com/2010/03/pdca-for-learning.jpg

Prosci Change Management Resources

• Self Assessments, Presentations, Readings, Templates: http://transformation.kctcs.edu/changemanagement

Root Cause Analysis/ Fishbone Analysis

• Definition: http://www.businessdictionary.com/definition/root-cause-analysis.html

• Explanation: http://www.fishbonerootcauseanalysis.com/

• Image: http://business901.com/wp-content/uploads/2012/04/CauseEffect.jpg