managing cultural change
DESCRIPTION
September 4, 2007Managing Cultural ChangeChange is disruptive. Whether you are making changes resulting from audit or appraisal findings, lessons learned, or external innovations there will be disruptions to the status quo. Some people will support the changes, some will wait and see what happens, and others will resist any change. Being aware of the pitfalls associated with changing an organization’s culture will greatly aid the success of any Process Improvement program.TRANSCRIPT
Facilitating your process journey …
Managing Cultural Change
ASQ Presentation
Henry Schneider
Process and Product Quality Consulting, LLC
September 4, 2007
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2September 4, 2007
Change Management
Concepts
Roles and Responsibilities for
Organizational Change
Key Elements That Affect Change
Agenda
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Change Management Concepts
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Despite our best efforts things will
change
Change is disruptive,
whether you see it as good or bad
Sources of Change
•Audit/assessment/ appraisal findings
•Lessons Learned
•Improvement Suggestions
•Benchmarking
•Etc.
Change Happens
Being prepared to manage change is half the battle won
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Identify strategies, approaches, and
actions to address the identified
change(s)
Establish team(s) to implement the
action(s)
Document the plan(s)
Manage the change(s) to the
plan(s)
Plan for the Change
To plan for change, you must first understand how to manage change
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A Change Model
Present State
• A need has been identified for an improvement
Desired State
• Change has been implemented and business value returned
Transition State
• Disruption that WILL happen
• Loss of productivity
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Assess organiza-
tionalreadiness
Establish sponsor-ship
Assess present
capability and culture
Define desired
state and determine
strategy
Develop enduring
sponsor-ship
Equip team and plan the
improve-ment
Implement the
capability improve-
ment
Measure business
value of the improve-
ment
Organizational Change Steps
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SEI IDEAL Model
A Process for Process Improvement
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The Journey to Alignment
Official Process
Perceived Process
Process as
Practiced
Official Process
Perceived Process
Process as
Practiced
Official Perceived, Practiced Process
Change Management enables RAPID alignment!
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Time
Change Adoption Varies Among People
The Chasm
Source: Moore, Crossing the Chasm, 1995
Managing change accelerates deployment
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Innovators
Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.
• aggressively pursue new technology, often before it is even tried by the company, regardless of applicability
Definition
• technology and newness
• change for the sake of change: “New is always better”
• unshakeable belief in linear progress
Motivation
• since small, cannot influence adoption
• have short-term commitment to any particular innovation
• are not seen as “players”
Support for Change Process
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Early Adopters
• seek solutions to problems
• are visionaries
• can understand new technology, but using something new is not their goal
Definition
• solving a problem
• finding a match for their vision of a solution
• “There is a better way” mentalityMotivation
• willingness to try a solution makes them ideal target for pilots
• can become change agents
• might have problems dealing with pragmatists
Support for Change Process
Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.
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Early Majority
• quite comfortable with technology
• strong sense of practicality
• unwilling to spend effort on an untried solution, not “their” problem
Definition
• real, immediate benefits
• small personal investment
• short time to return on investment
• “Wait and see” mentality
Motivation
• weak at best
• they are the target of the major thrust of the effort
• once they’ve bought in, success is near
Support for Change Process
Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.
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Late Majority
• like early majority, with added element of discomfort with technology Definition
•newness is gone and the innovation has become the standard
•“I only work here” mentalityMotivation
•none
• they have to be considered because there is no institutionalization, much less internalization, without their participation
Support for Change Process
Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.
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Laggards
• enemies of change
• technology is feared and distrusted
• there is one way of doing things and it is the traditional one
Definition
• none
• they are by definition dragged into change, if at all, often left behind
• “Tried and true” mentality
Motivation
• none
• they will not adopt change unless it occurs without them being aware of it
Support for Change Process
Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.
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• Providing skills
• Providing resources
• Aligning the reward system
Changing behavior
requires an appropriate approach to
Managing the Transition
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Sell the visionRaise
awareness
Deal with resistance
•listen to grievances
•be prepared to adjust the vision
•be prepared to learn from their experience
Plan a pilotProvide
training in new skills
Procure resources to
make the pilot
successful
Dealing with Visionaries
Messages about success don’t always cross the chasm, but messages about failure do!
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Use previous experience to modify team
vision
Select a pilot project for the early majority
Assemble the team for the pilot
•use visionaries only if they can communicate with pragmatists
•add external resources as necessary
Revise products to make the effort easier to digest
•simplify templates
•simplify process
•tailor as needed
Plan the pilot for success
•failure is unacceptable and unrecoverable
•guaranteeing success is not cheating, this is not a game
Strategy for Crossing the Chasm
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Attempting to Cross the Chasm
Better ways
Just In Time training on the organization’s
processes
Half-day orientation on the organization’s
processes and improvement
approach
Coaching and mentoring on the new processes as
projects start
Providing tools, training, and
rewards as needed
Establishing relevant measures
of progress and monitoring them
publicly
Things that don’t work
Formal training on a reference model (CMMI, ISO 9000)
Half-day orientation
training on the reference model
Declaring the new processes as the standard that all
must follow
Expecting the reward structure
to ensure compliance
Trusting that the benefits will
become evident on their own
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Communicate pilot successes
• sell the problem
• use the early majority pilot as exemplar
• be open and frank about tailoring to other projects
Change the teams, process, and training assets as
needed
Closely monitor to ensure success
• put in place many early warning systems
• do not let a project fail, rescue it
Propagating the Change
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Make constant adjustments to the
Process Asset Library (PAL) as needed
Communicate that the PAL is the only accepted standard
Change rewards and punishments accordingly
Put process goals into management
objectives
Support individual projects until adoption is complete
•goal of 85% of all projects committed satisfied
•compliance is NOT commitment
Crossing the Gap to the Late Majority
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Roles and Responsibilities for
Organizational Change
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Authorizing Sponsor (AS)
• legitimizes change initiative
• holds reinforcing sponsors accountable for change
Reinforcing Sponsor(s) (RS)
• allocate resources
• remove barriers
• express, model, and reinforce change
Champions (CH)
• believe things can be different and continuously act as advocates for the change
Change Agents (CA)
• implement the change
• keep everyone informed
• surface and handle resistance
Participants (P)
• use the process
• adopt new behaviors, habits, and emotions
Change Roles
A person might change roles over the course of the change or have multiple roles at the same time
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Typical Positions of Change Roles
CEO/AS
VP/RS
Mgr/RS
Lead/CA
Lead/P
Mgr/CA
CA
P
VP/CH VP/RS
Mgr/RS
P
P
Mgr/CH
CH
Champions
(CH) and
Participants
(P) can
appear at any
level
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When Sponsorship Goes Awry
CEO/AS
VP/
Mgr/
Lead/P
Lead/P
Mgr/
P
P
VP/ VP/
Mgr/
P
P
Mgr/
P
“Black Holes”
can appear at
any level and
in any change
management
role
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Sponsor
•Authorizes, legitimizes, and demonstrates leadership for the change
•Expresses the need for the change
•Models the desired change
•Rewards and recognizes those who have arrived at the desired state
Authorizing Sponsor
•Legitimizes the change by asking the whole organization to support the change
•Holds the Reinforcing Sponsors accountable
•Communicates the change to all levels of the organization
•Monitors the progress through the Reinforcing Sponsors
•Rewards early adopters
Reinforcing Sponsor
•Establishes and communicates the change strategy
•Creates an infrastructure to show commitment
•Participates in goal setting
•Provides resources and removes resistance and barriers
•Monitors status and progress of change teams
•Establishes a reward and recognition system
Champion
•Identifies the rationale and motivation for change - may be a “thought leader” in the organization
•Advocates the change within the organization, by gaining peer commitment
•Provides support throughout the change process
•Provides guidance for change teams
Change Agent
•Plans and implements the roadmap
•Identifies resources needed for the implementation and communicates with the RS
•Builds support for the change throughout the organization
•Assists participants in implementing the change
•Reports progress
•Identifies and deals with resistance
Change Mgmt Responsibilities
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Key Elements That Affect Change
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Characteristics of participant resistance
• Can be passive
• disinterested - it’ll pass, there will be another change coming along
• stalling tactics, excuses
• “I have too much real work to do”
• “I agree with you in principle, but it will never work here”
• Can be active
• confrontational
• subversive
Resistance cannot be ignored – you must manage it
• Understand concerns and issues
• Explain the change from participant point of view
• Resistance can provide learning opportunities for change agents
Resistance Happens
Whether the change is perceived as positive or negative, resistance is inevitable and disruptive
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Unified Chaos
Full-scale warTug of war
Organizational Change Alignment
Organizational visions, values, and behaviors need to be aligned with the change
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Institutionalizing Change
If no commitment Inertia toward change
If no ability Ineffective performance
If no measurement Undetected problems
If no verification Declining compliance
Practices will decay if they are not institutionalized
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Plan and perform change management to ensure successful change
Identify the people involved and their roles
Clearly establish responsibilities and skills needed
Recognize and deal with resistance
Align rewards and recognition with the desired behavior
Change is difficult. It requires support and encouragement. Open communication enables people to understand what is expected of them and motivates them to participate in the change effort.
Summary
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PPQC OfferingsConsulting
• CMMI
• Software Engineering
• Systems Engineering
• Process Improvement
Appraising
• SCAMPI A, B, C
• Gap Analysis
Training
• CMMI
• Process Improvement
• Action Planning Workshops
• Measurement and Analysis
• Process Area Specific Training
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Process and Product Quality Consulting, LLC
Corporate Headquarters
Address: 2111 Heather Green
Houston, TX USA 77062
Phone: 281-218-6682
E-mail: [email protected]
PPQC Contact Information
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Thank you very much for your attention!
Please feel free to contact me if you have any questions or comments
Thank you!