john besaw, ph.d. 1 organizational change: facilitating a process facilitated by: john besaw, ph.d
TRANSCRIPT
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John Besaw, Ph.D. www.johnbesaw.com 1
Organizational Change:Facilitating a Process
Facilitated by:John Besaw, Ph.D.
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Same Direction
Clarity Consistency Commitment
Clarity Consistency Commitment
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Lea
der
ship
Man
agemen
t
Leadership Drives Change
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There really is no “one answer.” Each of us must find our own way. Need active, executive-level sponsorship. Need highly visible (transparent) process. People need to be “released.” Planning 10%, Execution 90%. Need for executive coaching. “No plan survives the first battle.”
“Big Picture”
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Keys to Implementation
1. Tie to Business Strategy and Priorities2. Tie to Business Critical Success Factors3. Keep Top Leaders Involved4. Position as Improved Competitiveness and World Class5. Keep Message Simple and Clear6. Focus on Short-Term Results7. Focus on Long-Term Growth and Development8. Make e-Learning an Ongoing Activity
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Action
Commitment
Understanding
Information
Steps to Action
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Plan the
Route
Lead the
Way
Analyze
The GapPresent
(As Is)
Future
(To Be)
The Gap
(between where you are and where you want to be)
From Where You Are, to Where You Want To Go
(From Here, to There)
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Vision of Future
(To Be)
Current State
(As Is)
Gap Analysis
Action PlanImplementaion
Continuous Improvement
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Stay away from ineffective and “backward focused” questions.
Use “effective questions” that are “forward focused.”
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Adjust as Plan Evolves
No plan survives
contact with the enemy.
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Where we are today? How are we going to get there?
AS IS
TO BE
Vision
Step 1 Analyze the Gap: Review the differences between where you are and where you intend to be.
Step 2 Plan the Route: Decide actions to progress from present state to future state.
Step 3 Lead the Journey: Provide resources, support, train, and model the way.
Model – “The Journey”
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Organizations are “communities” of people AND an array of organizational structures and processes. Structures and processes must be top-notch, but they aren’t necessarily the drivers of change. People are.
People Drive Change
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Build Behavior First
People believe in a new direction because they are actually seeing behavior, action, and results that lead them to conclude that the program works.
Use action to gain understanding and commitment.
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For Discussion
“Changing technology was the easy part of becoming an e-Business; convincing people to change the way they worked was the hard part.”
Larry Ellison, Chairman and CEO, Oracle
“The crucial component in adapting to technological change was the human factor.”
Richard Dutton, Citicorp
Improved performance from technology investments are highly dependent on how people buy into and utilize their new “tools” on the job.
Harvard Business Review
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As Is
Getting there:
Analyze the Gap
State Tasks
Prioritize Tasks
Lead the Journey Shared Vision
Fear
Denial
Acceptance
Growth
Awareness
To Be
“Emotional Rollercoaster”
Phase 1 Phase 2 Phase 3
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Compliance CommitmentTraining LearningShort Term Long TermExternal InternalSafety Risk-takingPredictability AmbiguityControl Order
For Discussion
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Module _An Integrated Approach
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PeopleBehavior Changes
TechnicalChanges
Business Process Changes
OrganizationStructuralChanges
A Model of Change Management“An Integrated Approach”
BusinessStrategy
Change
Culture
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People
Strategy
Technical
Strategy
Transformation
Organizational
Strategy
Guiding Coalition
New Organization Structures and Business Processes New TechnologyNew Behaviors
Integrated Approach to Transformation
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20% of people in the organization will be “change friendly”
60% will sit on the fence
20% will resist
People20-60-20
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Module _Sustained Change
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Change Sustained
Change
•Customs and Norms
•Rules and Policies
•Management Behavior
•Training
•Communication Networks
•Rewards and Recognition
•Organizational Structures
(formal and informal)
Implement and Sustain Change
Cultural Screen
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Apparent
Roles
Systems
Less Apparent
Motivation and Commitment
Informal CommunicationBeliefs
AttitudeStructure
Attitude
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Why Change is ResistedFear – humans fear unknownSelf-interest – Change may be good for
others or even for the system as a whole, but unless it is specifically good for us, we resist it
Inertia – When a large body is in motion, it takes considerable force to alter its course
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Emotional concerns are much more energized than the technical ones … people tend to see themselves as victimised by events beyond their control.
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Lessen Resistance
The uncertainty and fear of the unknown associated with change can be minimized by an effective communication program.
Information concerning the what and why involved in transformation should be provided to all organization members.
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•Changing depends on wanting to change.
•Everyone changes in their own way.
•Changing is largely an emotional process.
•Change is inherent to learning.
Thoughts for Discussion
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AngerBlameAnxietyDepressionIsolationFear
Resistance looks like …
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Resistance comes with the territory . . .when managed creatively, resistance encourages constructive candor, stimulates creative problem solving, and increases innovation . . .to the untrained, however, the destructive consequences of resistance are tension, factionalization and decreased productivity.
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From ToStrong leaders Dispersed leadership
I am powerless to change The choices I make the big systems that everyday significantlyaffect my life. affect my life.
We all need to take care We are all connectedof ourselves. We must take care of
both ourselves and each other.
Assumptions
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Both
Task•Setting goals•Knowing expectations•Setting schedules•Working
People• Empathy and
understanding• Friendly and
approachable• Participative
Goals AND Relationships
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Why Change Efforts Fail
1. Lack of a Sense of Urgency2. No Guiding Coalition3. Lack of a Vision and Strategy4. Failure to communicate the Change Vision5. Failure to Empower Broad-Based Action6. Failure to Anchor New Approaches to Cultural Values 7. Resistance Underestimated.8. Underestimate communication required.9. Miscalculate the time element.
10. Not walking the talk.
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Sunrise or Sunset?
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Burning Platform
A High Degree of Energy for Change
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Transformation Facilitator/Guide
Repository of information and experience Catalyst Process helper Resource linker Helps reduce resistance/win support Links job specifics with change Harmonize with different initiatives Help with the necessary skill development Fact finder Not decision maker
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No sacred cows. When in doubt – get it out…for discussion. Call a snake – a snake. Don’t get defensive. Beware behind-the-scenes efforts to sabotage. Consider the multiplier effect… everyone involved. Avoid shaken-baby syndrome. Think of How we can do it, NOT Why it Can’t be done Maintain a Positive Attitude.
Rules of Engagement
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Consensus is: A proposal that is acceptable, although not necessarily liked, by all members. It is a proposal that all members can support.
Consensus is not: A unanimous vote, a majority vote, or something that totally satisfies everyone.
Consensus takes: Time, active and honest participation by all members, skills in listening, conflict resolution, discussion facilitation, and open-minded and creative thinking.
Consensus
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•Involve Everyone•Explore Alternatives•Listen to Others•Identify Problems, not Symptoms•Be Careful of Quick Solutions•Encourage Differences•Don’t Compete•Allocate Time Carefully•Strive for Best Decision•Use Data
Guidelines for Reaching Consensus
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VOTING•Clear-Cut Results•Widely Accepted•Divisiveness & Conflict•Win/Lose•Efficient
CONSENSUS•Win/Win•Support by All•No Opposition•Time Consuming•Increased Discussion•May Never Reach Decision•Frustrating
Why Most Prefer Voting
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CollaborationA process through which parties who see
different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible.
ConsensusA proposal that is acceptable, although not
necessarily liked, by all members. It is a proposal that all members can support.
Both
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Breaking Through Barriers to Cooperation
• Don’t React• Don’t Argue• Don’t Reject• Don’t Push• Don’t Escalate
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Key Elements
• Goals are understood and committed to• A climate of trust is reached• Open and honest communication • Diversity of opinions and ideas are encouraged• Creativity and risk-taking is encouraged• Individuals are constantly learning and improving • Procedures are developed to diagnose, analyze, and
solve problems• Collaborative leadership is practiced
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Why Change Efforts Fail
1. Lack of a Sense of Urgency2. No Guiding Coalition3. Lack of a Vision and Strategy4. Failure to communicate the Change Vision5. Failure to Empower Broad-Based Action6. Failure to Anchor New Approaches to Cultural Values 7. Resistance Underestimated.8. Underestimate communication required.9. Miscalculate the time element.
10. Not walking the talk.
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TaskSetting goalsSetting schedules
People Empathy and
understanding Friendly and
approachable Participative
Ma n
a gem
e nt
Lead
ership
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Imagin - eering
Ability to Visualize – Courage to Commit
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Comprehensive change strategy: integrating people, organization structures and technology.
People: includes the network of social relationships and behavioral patterns of members, such as norms, roles and communications.
Organization Structures: includes the formal design, policies, procedures, etc., and is set forth by the organization chart – including division of work and patterns of authority.
Technical: includes the primary functions, activities, and operations including the techniques, equipment, etc., used to produce the output of the system.
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Strategies
Vision sets the direction; teams navigate the way. Teams stimulate, coordinate and facilitate the
change process. Teams maintain collaborative relationships. Teams create a climate of change. Teams are led by in-the-trenches activists.
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Opportunity Thinker
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Life CycleCHANGEStart Business Out of Business
Growth Decline
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Parking Lot(see notes)
Curve
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How 1.How 2.How 3.How 4.How 5.
How
How
How
HowH
ow
5 How’s
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Cascading
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Describe
Diag
no
se
Prescribe
Act
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E + R = O & L
Events
Response
Outcome
Lear
ning
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Vision of Future
(To Be)
Current State
(As Is)
Gap Analysis
Action PlanImplementaion
Continuous Improvement
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TTTT
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The Change Process
Awareness of Need for Change
Shaping a Vision
MobilizingCommitment
Making ThingsHappen
Monitoring Progress
Nature of Change
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Parking Lot(see notes)
roles of different team members
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Socio-Technical considers:• Changing human behavior (psycho-social)• Changing organizational processes (technical
and organization structures) Action Research involves collecting information
about the organization, feeding this information back, and developing and implement action programs to improve system performance.
BOTH Technical and Social
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20% 60% 20%
Early Adopters CynicsWait-and-See
Figure__: Rule of 20-60-20
Resistance
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Trigger Change
People
ProcessTechnology
Outcome
Business
Strategy
Organizational Change
Figure __: Organizational Change
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As Is
Fear Denial
Acceptance
GrowthTriggerEvent
To Be
“Emotional Rollercoaster”
Phase 1 Phase 2 Phase 3
Figure__: Emotional Rollercoaster
Learning
Break Through
Performance
Anger
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Where we are today.
Where we want to be.
Figure __: Forces of Organizational Change
Driving Force
s
Driving Force
s
Restra
ining
Force
s
Restra
ining
Force
s
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Organizational Change Team
“Roa
dm
ap”
Impl
emen
tat i
on P
l ann
i ng
Content Process People
Leading Organizational Change
Figure__: Leading Organizational Change
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Events
Response
Outcome
Lea
rnin
g
Freedom to Choose
Freedom to Choose
Percep
tion of
What H
appens
Figure__: Events + Response = Outcome and Learning
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Where we are today
(As Is)
How are we going to get there?
Analyze the GapPlan Actions to Close GapExecute Actions
Where we want to be
(To Be)
Figure __: Visual of the Organizational Change Process
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Where we are today
(As Is)
How are we going to get there?
Analyze the GapPlan Actions to Close GapExecute Actions
Where we want to be
(To Be)
Conceptual Model for the Process of Organizational Change
Figure __: Conceptual Model for the Process of Organizational Change
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Where we are today
(As Is)
How are we going to get there?
Analyze the GapPlan Actions to Close GapExecute Actions
Where we want to be
(To Be)
Conceptual Model for the Process of Organizational Change
Figure __: Framework for the Process of Organizational Change
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Trigger Change
People
ProcessContent
Learning
Business
Strategy
A Process of Change
Figure __: Elements of a Process of Change
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Where we want
“To Be”
Continue to Improve
Where we
are today
(“As Is”)
Do a
Gap
Analysis
Prepare
Action
Plan
Lead
The
Way
Closed-Loop System
Figure__: Closed-Loop System
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Where we want
“To Be”
Continue to Improve
Where we
are today
(“As Is”)
Do a
Gap
Analysis
Prepare
Action
Plan
Lead
The
Way
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Where we want
“To Be”
Continue to Improve
Where we
are today.
(As Is)
Do a
Gap
Analysis
Prepare
Action
Plan
Lead
The
Way
Chunks
Figure__: Chunks
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Where we want
“To Be”
Continue to Improve
Where we
are today.
(As Is)
Do a
Gap
Analysis
Prepare
Action
Plan
Lead
The
Way
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Where we want
“To Be”
Continue to Improve
Do a
Gap
Analysis
Prepare
Action
Plan
Lead
The
Way
Chunks
Where we are today
“As Is”
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Where we want
“To Be”
Continue to Improve
Do a
Gap
Analysis
Prepare
Action
Plan
Lead
The
Way
Where we are today
“As Is”
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Where we want
“To Be”
Continue to Improve
Prepare
Action
Plan
Lead
The
Way
Chunks
Where we are today
“As Is”
Do a Gap Analysis
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Where we want
“To Be”
Continue to Improve
Prepare
Action
Plan
Lead
The
Way
Where we are today
“As Is”
Do a Gap Analysis
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Where we want
“To Be”
Continue to Improve
Lead
The
Way
Chunks
Where we are today
“As Is”
Do a Gap Analysis
Prepare Action Plan
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Where we want
“To Be”
Continue to Improve
Lead
The
Way
Where we are today
“As Is”
Do a Gap Analysis
Prepare Action Plan
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Where we want
“To Be”
Continue to Improve
Chunks
Where we are today
“As Is”
Do a Gap Analysis
Prepare Action Plan
Lead the Way
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Where we want
“To Be”
Continue to Improve
Where we are today
“As Is”
Do a Gap Analysis
Prepare Action Plan
Lead the Way
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Where we are today.
Where we want to be.
Forces of Organizational Change
Driving Force
s
Driving Force
s
Restra
ining
Force
s
Restra
ining
Force
s
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As Is
Fear Denial
Acceptance
GrowthTriggerEvent
To Be
“Emotional Rollercoaster”
Phase 1 Phase 2 Phase 3
Learning
Break Through
Performance
Anger
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20% 60% 20%
Early Adopters CynicsWait-and-See
Resistance
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People Content
To Be
Processes
Current Reality
New Processes New TechnologyNew Behaviors
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Communication strategies are more effective when they are active rather than a passive process.
Two-way communication produces better results than one-way communication.
Participants gain more when they share responsibility for communication.
Communication: Key Elements
Shared Responsibility
Act
ive
Two-w
ay
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General Detailed Specific
Business Teams
Technical Support
EAME
Short Term
Near Term
Long Term
Wh
o:
Sta
ke H
old
er
Gro
up
s
*Communication Matrix from “5 Frogs On A Log” by M. Feldman & M.F. Spratt: 1999
Communication
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Yes
No
Send Printpub
Continue weboffering
Wish toReceive in
Surveycustomers
Segmenting the Communication Campaign
Information when and where he/she wants it.
CustomerPreference
E-BusinessCommunication Intranet
OfferingsEmails
Technology driven“Web site always open for business.”
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Key Deliverables
Higher Levels of
Performance
Increased Efficiency
Example: Deliverables
Lean Supply C
hain
Per
form
ance
Cou
nts
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Clarity … Consistency … Commitment
Lean and Simple
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Events
Response
Outcome
Lear
ning
Freedom to Choose
Freedom to Choose
Perception of
What H
appens
Events + Response = Outcome and Learning
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Action Steps
What?
When?
Who?
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Overview
Change Models Develop strategies for “Change Leadership”. Create a framework for Change Management. Help leadership and workers become more resilient
and responsive to change. Discuss an integrated approach to change
management. Discuss need for responsibility/broad-based
ownership. Discuss success factors