Change Leadership
Managing the People Side of Change
INTRODUCTIONS
Tell Us:• Your First name, Your Role @ Organization
X• What would you like to get out of today’s
workshop? (jot it down too!)
Change Leadership course agenda
Focusing on the People Side of Change
1Defining Change
2Managing Change
3Leading Change
DEFINING CHANGE 1Defining Change
Defining Change The Change Continuum
Incremental (Adaptive) Change:Most change is incremental as it:• Does not disrupt past patterns• Is an extension of what was done
before• Allows us to feel as if we are in
control
Deep (Radical) Change:• Involves new ways of thinking
and behaving• Is major in scope• Is discontinuous with the past• Involves taking risks
Adaptive Change
Innovative Change
Radical Change
Degree of complexity, cost, and uncertainty
Potential for resistance to change
LOW HIGH
What does successful change look like?
What distinguishes a successful change from an unsuccessful
change?
ExerciseYour Pre-Work:– Reflect on your change experiences in
the past -both successful and unsuccessful.
• What types of things helped the change process?
• What types of things hurt the change process?
• Reflect on and develop a list of key factors that differentiated the successful changes from the unsuccessful ones.
– In your team: (15 minutes)• Share your personal list of key factors and
some of the experiences to support them.• Develop a shared list of 3 to 5 key factors
that seem to consistently produce successful changes.
• Be prepared to share your results…
What types of things helped the change?
What types of things hurt the change?
What We Know about Change Initiatives…
66% of change initiatives fail to achieve desired outcomes– Harvard Business Review
57% of organizations experience a decline in workforce productivity during change management initiatives– Research by Accenture
60% to 70%
of projects fail to deliver on the benefits in the business case due to a lack of change management– KPMG research
80%
Research Finding
• The #1 obstacle to success for major change initiatives is:– Employee resistance & the ineffective
management of the people side of change
Prosci 2008
The People Side of Change…..“No organization can institute change if its employees will not...accept the change. No change will ‘work’ if employees don’t help in the effort. And change is not possible without people changing themselves.
Any organization that believes change can take hold without considering how people will react to it is in deep delusion.
Change can be ‘managed’ externally by those who decide when it is needed and how it ‘should’ be implemented. But it will be implemented only when employees accept change- and the specific change-internally.”Todd D. Jick’s “The Recipients of Change” , p.300 , Copyright 1990 by the President and Fellows of Harvard College. Harvard Business School case 9-491-039
The People Side of Change
What is the impact on the individual?
Lewin’s Force Field
Present State/Condition
Transition Phase
Desired State/Condition
Unfreezing old attitudes
Introducing the change
Re-freezing attitudes around the new approach
The old ways are no longer appropriate and change is needed
Select an appropriate and promising approach
Driving Forces >/</=
Restraining Forces
The new approach is implemented and it becomes established
William Bridges http://w
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Transition.png
Crisis Opportunity
Awareness
Resistance/Anger
Pleading/Bargaining/Negotiating
Check out / Leave the organization
Exploration/ Resignation
Building
Kubler-Ross Grieving Cycle/ Phases of Change
AcceptanceShock/Denial
They aren’t really going to go through with it?
What a waste of time and money!
If they want me to do that fine but I won’t have time to get on
with my other duties!
This is how it is and things are okay
This really is happening and there is nothing I can do about
it…so what are my options?
This new set up is better than the old – I can make this work
for me!
Pulse Check!
Transition is an Iceberg!
Ending Neutral Zone New Beginning
Tip of the Iceberg
• Focus on past• Cling to status quo• Mourning• Resistance• Non-acceptance
• Lower productivity• Decline in trust, loyalty• Communication mix-ups• Increased conflict• Breakdown of teamwork• Control seeking• Increased absence
• Focus on future• New vision• New values• New behaviors• Return to teamwork• Structure & stability
Beneath the Surface
Responses associated with LOSS & GRIEF:
– Denial/Disbelief– Anger– Anxiety– Sadness– Acceptance
Reactions associatedwith STRESS:
– Physical– Mental, Emotional– Behavioral
Reactions associated with FUTURE:
– Relief– Renewed energy– Optimism
During Change, a Person Experiences Loss
• Loss of security
• Loss of relationships with co-workers and managers
• Loss of familiar environments
• Loss of knowledge, expertise, and comfort in jobs
• Loss of control, predictability, and structure
• Loss of power, influence, and territory
• Loss of confidence in an anticipated future
*Leaders acknowledge this loss & help guide your people through it. Loss leads to resistance to change!
During Change, a Person Experiences…
Stage 1: Resistance- Recognition of the situation and preparing to resist
Stage 2: Compliance- Coping with the situation, frustration, pain
Stage 3: Transition- Practicing the skills/action required, doing, applying
Stage 4: Commitment- Integrating and mastering the new skill/behaviour
Stage 5: Acceptance - Invigoration, renewal, and feeling of accomplishment
Pulse Check!
People Handle Change Through Choices
ChangeTrigger
Accept
Reject
Ignore
Behavioural Continuum
ACCEPTProactiveCommitted
• Grudging Compliance
REJECTSabotage
Anger
Whining
IGNOREQuit & Stay
Avoid/Hide
Wait & See
PULSE CHECK!
Change vs. Change Management
What is the difference? Why does it matter?
MANAGING CHANGE
The ADKAR Model
2Managing Change
ADKAR Model
The 5 Building Blocks for Successful Change
A- Awareness of the need for change
D- Desire to support and participate in the change
K- Knowledge of how to change
A- Ability to implement new skills and behaviours
R- Reinforcement to sustain the change
ADKAR Exercise: Managing Yourself through Change
• Refer to the ADKAR Worksheets in your Workbook (pp. 6-12)
• (15 minutes)
WORLD CAFÉ GROUP EXERCISE
• The first building block element of ADKAR that you scored at ‘3’ or below is your barrier to change- start here!
• Find the appropriate A-D-K-A-R group and develop specific ways to overcome your barriers. To guide you, use the tips in your workbook (pp. 14-18) on:– Building Awareness– Creating Desire– Developing Knowledge– Fostering Ability– Reinforcing Change(15 minutes)
*(feel free to rotate from group to group to add/gain some great insight!)
DEVELOPING YOUR CHANGE MANAGEMENT PLAN
LEADING CHANGE
Kotter’s Eight Steps
3Leading Change
Skills of A Change Leader
“(T)echniques that facilitate change within organizations-creating listening posts, opening lines of communication, articulating a set of explicit, shared goals, building coalitions, acknowledging others-are key to creating effective partnerships and sustaining high performance, not just to managing change. They build the trust and communication necessary to succeed…”
“The Enduring Skills of Change Leaders”, p.433 Copyright 2002 by Rosabeth Moss Kanter, (Harvard Business School Press, 2001).
“Transformation is impossible unless hundreds or thousands of people are willing to help, often
to the point of making short-term sacrifices. Employees will not make sacrifices, even if they
are unhappy with the status quo, unless they believe that useful change is possible.”
John P. KotterLeading Change: Why Transformation Efforts Fail
John Kotterhttp://sem
uwem
ba.wordpress.com
/2011/03/13/mw
enda-and-his-team-selectively-applied-the-kotters-m
odel-in-their-analysis-of-besigyes-perform
ance/
1. Create a Sense of Urgency (Awareness) (Desire) 2. Form a Powerful Guiding Coalition (Awareness)
(Desire)3. Create a Vision (Awareness) (Desire)4. Communicate that Vision (Awareness)
(Knowledge)5. Empower Others to act on the Vision (Desire)
(Ability)6. Plan for & Create Short-Term Wins (Ability)
(Reinforcement)7. Consolidate Improvements and Build Momentum
to tackle tougher change (Ability) and8. Anchor the ‘New Way’ in the organizational
culture (Reinforcement)
Eight Steps to Lead Change (ADKAR)DISCUSSION: What does this look like @ Organization X ?
ADKAR Exercise: Leading Someone through Change
• Refer to the ADKAR Worksheets in your Workbook (pp. 22-28)
• (15 minutes)
WORLD CAFÉ GROUP EXERCISE
• The first building block element of ADKAR that you scored at ‘3’ or below is your teammate’s barrier to change- start here!
• Find the appropriate ‘Kotter 8 Steps (ADKAR)’ group and develop specific ways to lead your teammate through his/her barriers to change.
• (20 minutes)
*(feel free to rotate from group to group to add/gain some great insight!)
DEVELOPING YOUR CHANGE LEADERSHIP PLAN
Change Leadership Templates
• Change Impact Analysis Templates:– Communication Plan– Sponsor Roadmap & Assessment– Coaching Plan– Training Plan– Resistance Management Plan
* These templates are available at…..
For further Change Management Support:
– Register for free bi-weekly white papers and tutorials at
www.change-management.com
Change Leadership:
1Defining Change
2Managing Change
3Leading Change
Thank You & Enjoy the change….