change toolkit - aces

Louis AylwardBusiness Change ManagerOD & Change team

Creating successful change

engaging people with change in the workplace

Personal responses to change

How change fails – a story

ACES model

Building on today

“The vast majority of large scale change efforts fail…

John Kotter

“The vast majority of large scale change efforts fail. Which means that the probability that you have actually experienced a failure, and your people know that and are pessimistic, therefore, about trying something again, is very high.”

John Kotter



ACES model

Building on today

Change as a personal response

People don’t like change.People don’t like change which is done to them.

Series1

Kolb’s learning dip

Time

Per

form

ance

Doing no change management

Doing good change management

People like change.People can handle change which they can learn.

Concrete experience

Reflective observation

Abstract conceptualisation

Active experimentation

Proposition

It helps to see change as a learning process

Sharing stories


How change fails – a short story

ACES model

Building on today

So if change is a learning process what happens when lots of people (each with a personal response) go through change in the workplace?

Current Transition Future

Change as a personal response

Current Transition Future

C C C C C C T T T T T T F F F F F F






C C C C C C

C C C C C C

C C C C C C

C C C C C C

C C C C C C

C C C C C C

C C C C C C

C C C C C

C C C C C C

C C C C C C

C C C C C C

C C C C C

C C C C C C T T T T F F F F F F

C C C C C T T T T F F F F F F




C C C C C T T T T T F F F F F F

C C C C C C T T T T F F F

C C C C C T T T T F F F F


C C C C C C T T T T T T F F


C C C C C T T T T T F F F







This is a big problem







Portfolio management

Project & Programme management

General management

Delivery focus

Change management

People focus







Portfolio management

Project & Programme management

Project management

Delivery focus

Change management

People focus

“We occasionally do change well but it isn't consistent - there isn't a culture of doing it well.”

“Programmes come and go. Very little sticks and for staff who have been here a while it all adds to a sense of cynicism.”

“Our approach is mixed. At times we do it well and at times badly. There is no consistent approach.”

“We are good at talking about change. Bad at actually doing it.”

“It's a mixed bag. We've basically got a disparate array of small businesses. Some of them do change a lot more effectively than others.”

“We design procedures but don’t embed them or bring people through.”

“We are good at driving projects but forget that our staff are the ones who actually make it happen.”

2013 20140102030405060708090

100

14

31

6

24

My managers are equipped to identify when change is necessaryMy managers are equipped to manage change effectively

Average survey score for managers competencies over period

We trained hard. But it seemed that every time we were beginning to form into teams, we would be reorganised.

I was to learn later in life that we tend to meet any new situation by reorganising. And what a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralisation.

Gaius Petronius Arbiter, The Satyricon 1st century AD

Sharing stories







Change management

People focus

How can we start thinking about this?

David KolbPsychologistStudied how we learn

Elizabeth Kubler-RossPsychiatristStudied how we grieve







Change management

People focus

Great, but what can I do

with that?



ACES model

Building on today

What should a good change model do?

People-centred

Scalable but easy to remember

With common understanding about how we do change

Empowering managers with a range of usable “tools”

Installing a new phone systemInstalling a ready-made IT system

Office move

Restructuring programmesCultural change initiatives

OutsourcingMergers

Strategic-led change

Quite complex Extremely complex

Awareness – developing system understanding

Concept – creating a concept through a broad coalition

Engagement – landing the concept in the organisation

Sustain – reinforcing and supporting all aspects of the change

Awareness

Concept

Engagement

Sustain

Pre–project

change ready

In–project

emergent change

In–projectproject

thinking time

In–project

planned change

No

Decision to change

made?Yes

AwarenessWhat happens:• Flow of information is expanded across management boundaries• Normal barriers to “awkward” questions are lowered• Things are baselined• A picture of the real issues is built up through whole system engagement

Challenges you should expect:• “I don’t have time for this. I’m busy

with real work.”• Cynicism about management

exercises• Venting

Responses to consider:• Free up time – e.g. team meeting

slots• Actions not words / Dispersed

leadership• Allow it to happen & consider a

facilitator

Don’t forget:• You don’t need to plan too far ahead at this point – in fact you probably

shouldn’t.

Awareness

Tools:

• Dialogue

• Graffiti boards

• Charlas

• Open Space Technology events

Simple tools

Complex tools

Tailored support based on nature, size and speed of change

Awareness

Tools:

• Dialogue

• Graffiti boards

• Charlas

• Open Space Technology events

Delivery side:

• Sharing management information

• Portfolio information / advice

• Process mapping (CI team)

Dialogue is about thinking together rather than thinking alone

Dialogue demands that we both let go of our own invested positions for a while

Dialogue

William Isaacs

A key choice point in a conversation that involves some deliberation is whether to either defend your own view or position, or suspend it and therefore listen without resistance.

Suspending is more likely to lead to an exploration of the deeper questions, a new framing of key issues and the possibility of reaching collective, refreshing new insights.

What resources would you need to put William Isaacs’ ideas about dialogue into practice?

Graffiti boards

13th January

14th January

18th January

19th January

29th January

8th February

10th February

Connections being made

Assumptions being challenged

Doing graffiti boards online…

What resources would you need to use Graffiti boards where you work?

Charlas

Everyone is right – no debatingRecord each point and move on

Get the gripes out of the system - get down to the real issues

What resources would you need to run a Charla?

Open Space Technology

Harrison Owen

The Rule of Two FeetWhen you are no longer listening or contributing, move on to somewhere more to your liking

What resources would you need to run an Open Space Technology event?

Awareness – develop system understanding

Sharing stories

ConceptWhat happens:• New ideas are put forward by a wide variety of stakeholders• A core desire for change is established (ok for motivations to vary)• Leaders of change are identified at all levels of the organisation• Things are benchmarked• A guiding vision emerges - including what doesn’t need to change

Challenges you should expect:• “Not my job to decide strategy”• Unconscious assumptions and

ingrained attitudes• Executive leaders setting vision

without listening

Responses to consider:• Why not? Revisit previous stage• Exercises to break mental

models• Revisit awareness stage and

emphasise dispersed leadership

Don’t forget:• A strong vision will have a wide base – have you respected the opinions

of operational staff, management leaders and subject matter experts?

Awareness

Tools:

• Concept questions

• C=[DVF] > R

• A pilot project

• De Bono’s hats and Walt’s strategy

Simple tools

Complex tools

Concept questions

What are we most proud of about what we do now?


What’s the one thing we’d like to change around here?


What’s the one thing we’d like to change around here?

If someone arrived here in three years time what would we want it to feel like for them?

What resources would you need to ask concept questions?

C=[DVF]>R

Change Dissatisfaction with status quo

Vision of what is possible

First concrete steps towards vision

Resistance to change

How could you use the change equation?

A pilot project

What resources would you need to a pilot project?

De Bono’s hats and Walt’s strategy

De Bono’s thinking hats…

The Disney Creative Strategy

What resources would you need to do one of these creative exercises?

Concept – creating a change concept through a broad coalition

Awareness

Concept

Engagement

Sustain

Pre–project

change ready

In–project

emergent change

In–projectproject

thinking time

In–project

planned change

No

Decision to change

made?Yes

EngagementWhat happens:• Change “coalition” establishes itself• Senior leadership publicly back the concept• Staff are empowered to learn the change and develop personal

resilience• Short-term wins are achieved• The change is designed and implemented by a change team

Challenges you should expect:• “Hold on. I didn’t know about this!”• Resistance to implementation• Human aversion to complexity

Responses to consider:• Revisit previous stages• Force Field Analysis• Start small and be

comfortable with complexity

Don’t forget:• This is where you actually start to change things – study the change

curve and don’t expect it to go smoothly

Awareness

Tools:

• A leaders’ call to action

• Psychological contracts

• Force field analysis

• Personal transition plans

Simple tools

Complex tools

“We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win… And it will be done before the end of this decade.”

Leader’s call to action

September 12, 1962 July 20, 1969

What do you need for an effective call to action?

Psychological contracts

CompetenceRecognitionFriendshipsStatusWork–life balanceMobilityLocationand more…

Contract of employmentJob description

This is you

Personal transition plans

Force Field Analysis (Lewin)

Desired state

(awareness raised & concept

defined)

Driving Force

Driving Force

Driving Force

Resisting Force

Resisting Force

Resisting Force

Purchase of new ERP software

Reduced down-time

24/7 support available

Business disruption issues

Fear of redundancies

Guaranteed costs in short-term

Possible savings in long-term

Desire for HR/Finance integration Fear of competency loss

Time-consuming training

No local experts available



Reduced down-time





Highly probable savings in long-term

Desire for HR/Finance integration


Incorporating best practice


Kurt Lewin

Pioneer of social psychology

Coined the term “homeostasis”


Reduced down-time





Highly probable savings in long-term

Desire for HR/Finance integration


Incorporating best practice


Using a Force Field Analysis to structure project work

SustainWhat happens:• Changes are embedded – e.g. new procedures and processes are

recorded• People are allowed to “grieve” the old reality• Success is celebrated• Business transition is managed and people transition is addressed

Challenges you should expect:• “Phew! Now that’s over, let’s

change it back!”• Learning dip

Responses to consider:• Re-visit previous stages + write

down new procedures• See change as a learning process

+ extra support and training

Don’t forget:• Good changes can get easily get lost in this stage. Revisit the change

concept as often as you can, remember that you’re actually in the middle and everything can look like a failure in the middle… persevere!

Awareness

Tools:

• Reward and recognition

• Tuckman’s team stages

• Congruence

• Holding a wake

Simple tools

Complex tools

Now say thank you

Reward and recognition

There is no limit to how much recognition you can provide, and it is often free. Recognition brings the change cycle to its logical conclusion, but it also motivates people to attempt to change again.Rosabeth Moss Kanter

Tuckman’s team stages

Dialogue mindsetTeam charlas

Values and behavioursWorkshops

Process reviews

Training

Personal transition plans

Congruence (Nadler & Tushman)

Formal organisationInformal organisation

WorkPeople

Formal organisationWork

Informal organisation

People

INPUTStrategy Resources

Environment

OUTPUTIndividual, team and

organisation performance

Process mapping

Org. culture – disruptive? nudges?

Org charts

Written procedures

Contracts and JDs…FTE analysis – the right number of people doing the right things?

Training and development?

Tasks we do

Org. vision & purpose

Holding a wake

Time

Man

agem

ent l

evel

William Bridges

Awareness – developing system understanding

Concept – creating a concept through a broad coalition



Awareness

Concept

Engagement

Sustain

Pre–project

change ready

In–project

emergent change

In–projectproject

thinking time

In–project

planned change

No

Decision to change

made?Yes

Give me a date… any date

Sharing stories



ACES model

Taking it further

Re-imagining changeBefore After

F F F F F F F F F

F F F F F F F F F F

F F F F F F F F

F F F F F F F F F

F F F F F F F F F F

F F F F F F F F

Training: CI

Training: Intelligent Manager

Training: Leading successful

change

Network: Staying in

touch1-2-1:

your dateWebsite: OD

& Change site

Coaching: Participating

in change

Network: Brown bag

lunches

Support: working with

you

Taking it further

Training: CI



change

Network: Staying in

touch1-2-1:

your dateWebsite: OD

& Change site


in change

Network: Brown bag

lunches


you

Training: CI



change

Network: Staying in

touch

Network: Brown bag

lunches

Website: OD & Change

site


in change

Network: Brown bag

lunches


you

Training: CI



change

Network: Staying in

touch

Network: Brown bag

lunches

SharePoint: OD & Change

site


in change

Network: Brown bag

lunches


you

Training: CI



change

Network: Staying in

touch

Network: Brown bag

lunches

Sharepoint: OD & Change

site

1-2-1: your date

OD and Change Team

Louis Aylward – [email protected]

More information on the OD and Change intranet pages

Andy Vallins (Head of OD and Change) – [email protected]

Thank you

change toolkit - aces

Leadership & Management