facilitated methods: division of blash enterprises inc

Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2019 All rights reserved V3

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➢ Increase revenue

➢ Improve customer satisfaction

➢ Reduce costs

➢ Improve product or service quality

➢ Reduce risk exposure

➢ Capture an opportunity

➢ Solve a problem

➢ Improve performance

➢ Government regulations


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➢ Change is unavoidable

➢ The pace of change will only increase in speed

➢ Resistance to change is inevitable

➢ Change or adapt


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➢ Change is not implemented in a single moment

➢ Change is broken down into discrete time periods or states of change

➢ Leaders must adapt their strategies and techniques based on where they are in the change process


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➢ Process for managing people side of change

❖ Employees have CHOICE

Resistance to change is the norm and

not the exception,

especially when change is being

imposed by others


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Application of tools and techniques to manage the people side of change

from current state to a future state

so that desired results and

expected return on investment

are achieved

It is Not Change Control!


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➢ Unknown or ill-defined future state

➢ Anxiety

➢ Fear

➢ Worry

➢ Uncertainty


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➢ Why are we changing in the first place?

➢ What is wrong with how things are done today?

➢ Why is change happening right now?

➢ Is management truly committed to this change?


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➢ Some individuals change faster or slower than others

➢ They don’t all change at the same rate

Awareness Desire Knowledge Ability Reinforcement


Time

Person 1

Person 2


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➢ Projects create results and provide benefits❖ Move from an “as-is” state to a “to-be” state

❖ Based on needs assessment

➢ Modify project processes to incorporate change aspects

➢ Increase risk and human factor project activities

‘I'm in favor of progress;

it's change I don't like.’


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1 – Preparing for Change

2 – Managing Change

3 – Reinforcing Change


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➢ Identify a business need or opportunity

➢ Define project (scope and objectives)

➢ Design business solution (new processes, systems and organizational structure)

➢ Develop new processes and systems

➢ Implement solution into organization


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➢ Use it

➢ Be enthusiastic

➢ Use it effectively

If these assumptions were always true, then each

change would yield the desired outcomes every time


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➢ Assess scope of change

➢ Assess readiness of organization and individuals

➢ Identify change agents

➢ Assess strengths of change team

➢ Assess sponsor vision


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➢ Solve a problem

➢ Support an opportunity

➢ Satisfy a compliance requirement


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➢ “AS-IS” => “TO-BE” => “AS-WAS”

➢ People

➢ Cultural

➢ Capability development

➢ Process development

➢ Organizational structure/management

➢ Time

➢ Environmental

➢ ????


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➢ Identify leads and other change resources

➢ Identify stakeholder vested interest in the change

➢ Delineate change management scope

➢ Begin change communications


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➢ Collect change management requirements

➢ Define change management scope ❖ Alignment with culture

❖ Expected outcomes

➢ Define sequence, resources and budget activities

➢ Identify benefit realization measures

➢ Clarify risks to acceptance and adoption, and plan abatement activities


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➢ Organizational and individual change management plans

➢ Increased emphasis on transition and sustainment plans

➢ Additional plans include:❖ Training plans

❖ Coaching plans

❖ Sponsor roadmaps

❖ Resistance management plans


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➢ Designing and implementing a business solution will be sufficient to achieve results


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➢ Acquire and organize change management team

➢ Manage change communications

➢ Deliver small results (MMFs)


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➢ Engage broad range of stakeholders when defining expectations

➢ Test stakeholder assumptions

➢ Include and encourage stakeholder engagement in decision-making activities

➢ Encourage active participation of stakeholders in communications and feedback

➢ Utilize extensive two-way communications

➢ Facilitate sensemaking activities


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➢ Conversational and social practice

➢ Enable individuals to make sense of what is happening around them

❖Why are we changing in the first place?

❖What is wrong with how things are done today?

❖Why is change happening right now?

❖ Is management truly committed to this change?


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➢ Assess change acceptance

➢ Review acceptance assessment feedback

➢ Review and modify❖ Change management scope

❖ Change management activities

❖ Project schedule

❖ Project budget


Adaptive approach?


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➢ Identify, plan and execute actions needed❖ Transition the change into business operations

❖ Sustain results and benefits of the project

➢ Close out the project

➢ Measure change acceptance/adoption against established measures

Initial Acceptance

Adoption of Change

Benefits of Change

SubstantiveAdoption

FullAdoption

Initial Results

StatisticallySignificant

Results

VerifiableResults


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➢ Implement Transition Plan❖ Transition the change into business operations

❖ Conduct training with user documentation, if applicable

❖ Prepare organizational support areas

❖ Mobilize stakeholders

➢ Implement Sustainment Plan❖ On-going two-way communications and

consultations with stakeholders

❖ Continue sensemaking activities

❖ Measure benefit realization

➢ Conduct “after-action reviews”❖ Identify correct actions needed


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➢ Direct the Rider. What looks like resistance is usually a lack of clarity. If the Rider doesn’t know where to go, they spin the Elephant in circles. Create a crystal clear vision of the outcome including when, how, etc. along with a specific set of actions get there.

➢ Motivate the Elephant. What looks like laziness is often exhaustion. Make the people feel the need for change. Knowing is not enough. Make it possible for people to feel the impact. Win the hearts and the minds will follow.

➢ Shape the Path. What looks like a people problem is often a situation problem. Make instructions simple with step-by-step guidance. Provide support groups. Create training. Pair people up with mentors. Behavior is contagious.


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➢ Provide sufficient resources

➢ Engage everyone for most complete and adoptable solution

➢ Prepare for resistance and lack of acceptance

➢ Build flexibility into plans

➢ Plan for and assess progress of acceptance and adoption

➢ Reinforce sustainability with well planned and measurable activities


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Greta Blash, PgMP, PMP, PMI-ACP, PMI-PBA

[email protected]

facilitated methods: division of blash enterprises inc

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