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Gerry GiffinHelpingOrganizations

Change Management SkillsChange Management Skills

WorkshopWorkshop

July 13, 2006


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Change Management Skills Workshop 2July 13, 2006

AgendaAgenda

Overview

Stakeholder Analysis

Strategies

Integrated Planning

Questions?


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OverviewOverview


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What is Change Management?What is Change Management?

From Wikipedia.org

Organizational change management is the process ofdeveloping a planned approach to change in anorganization.

Typically the objective is to maximize the collectivebenefits for all people involved in the change andminimize the risk of failure of implementing thechange. The discipline of change management deals

primarily with the human aspect of change, and istherefore related to pure and industrial psychology.


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Bridges Transition ModelBridges Transition Model

From Dr. William Bridges, Ph.D., Transition The PersonalPath Through Change :

Phase 1: Endings: Every transition begins with an ending, a loss. Whenthings change, people leave behind the way things were and the waythey were in the previous situation. They may be left searching for a new

way to define themselves.

Phase 2: The Neutral Zone The neutral zone is a confusing in-betweenstate, when people are no longer who and where they were, but are notyet who and where they're going to be. Although the neutral zone can bedistressing, it also provides many opportunities for creativetransformation.

Phase 3: New Beginnings A new beginning can only happen after peoplehave let go of the past and spent some time in the neutral zone. In thisphase, people accept the reality of the change and start to identify withtheir new situation.


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FUDFUD

F EARF EAR

U NCERTAINTYU NCERTAINTY

D OUBTD OUBT


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FUDFUD The ConsequencesThe Consequences

The most talented and marketable resources will opt for morecertain employment (with someone else)

Turnover will be higher

It will be difficult to attract new talent to the organization

Personal productivity will be impactedBusiness as usual and transition work will get mixed up loss of focus on both

Lines of authority and job responsibilities will becomeblurred

Communications will become reactive counteringmisinformation

The outside world will know about the FUD


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FUDFUD The StrategyThe Strategy

Acknowledge that not everything is known ordecided

If you dont have the answer to the question, knowhow and when you will

Know how everyone will be involved in the processof creating certainty

Have a solid plan and demonstrate that you arefollowing it to build confidence

Counter balance FUD with visible competentleadership


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The Planning ProcessThe Planning Process

1. Stakeholder Analysis

2. Develop Strategies StaffingStrategy

Communications Strategy

Change Management Strategy

3. Develop Integrated Project Plan

4. Execute


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Stakeholder AnalysisStakeholder Analysis


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Stakeholder Analysis ProcessStakeholder Analysis Process

1. Identify StakeholdersIdentify Stakeholders

2.2. Analyze Needs and WantsAnalyze Needs and Wants

3.3. Identify Barriers to ChangeIdentify Barriers to Change

4.4. Best Means for CommunicationBest Means for Communication

5.5. Ideas for Participation and LeveragingIdeas for Participation and Leveragingtheir Skills and Knowledgetheir Skills and Knowledge


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Use a Simple TableUse a Simple Table

Stakeholder Needs andWants

Barriers toChange

BestMeans

Ideas forParticipation


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Merger ScenarioMerger Scenario

You are the owner of a privately owned business in Halifaxwith a significant market share in Ontario, Quebec andAtlantic. You have worked out a deal with a Calgary basedcompany with products in the same sector (but not acompetitor) to merge into a Canada-wide public company.There are about 200 employees in each company. Your

operations overlap in the Ontario and Quebec markets, eachwith sales and distribution offices in Toronto, London,Montreal, and Quebec. Your primary assumptions for thismerger are to increase market share for each product linewhile at the same time improving costs by consolidation ofsome assets and reduction in overheads. You expect somereduction in total staff at first but you anticipate that the new

company will grow at a rate of at least 10% per year after themerger is complete.


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Who are the Stakeholders?Who are the Stakeholders?

Executive Management

Management

Employees

Customers

Shareholders

Distributors

Retailers


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Exercise OneExercise One Stakeholder AnalysisStakeholder Analysis

For your assigned Stakeholder group complete theanalysis:

1.1. Analyze Needs and WantsAnalyze Needs and Wants

2.2. Identify Barriers to ChangeIdentify Barriers to Change3.3. Best Means for CommunicationBest Means for Communication

4.4. Ideas for Participation and Leveraging theirIdeas for Participation and Leveraging theirSkills and KnowledgeSkills and Knowledge


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StrategiesStrategies


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Staffing StrategyStaffing Strategy

Are there going to be jobs lost? If so, how many?

How will you decide who gets the jobs in the neworganization structure?

Who will decide if I am going to get fired or not?

When and how will I know what is going to happen to me?If I get to stay will my pay and benefits change?

What happens if I get fired?

How will I know that you are going to treat me fairly?

Who do I go to if I have questions about my employment?

Could my job be moving to another city? If so, will you helpme move?

How will you reduce the risk of constructive dismissal andlegal challenges?


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Communications StrategyCommunications Strategy

Why is this happening?

What are the benefits that you hope to achieve?

Where can I go to find out more information about thechanges?

What means will you be using to communicate this to all thestakeholders?

What are the key messages that everyone needs to know byheart?

When and how often will you be providing more information?

What role will leaders play in the communications plan?

How will stakeholder feedback be gathered?How will the effectiveness of your communications bemeasured?

What protocol will be used with external media?


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Change Management StrategyChange Management Strategy

How will you come up with the new organization structure?

How are you going to figure out what changes will be made to our businessprocesses?

What resources (financial and human) will be required to do the transitionwork?

How will I keep day to day operations humming while all this is going on?What expertise will I need that I dont have to carry out the transition?

Which systems will we be using to run the organization going forward?

How will you help me to learn the skills I need to do my new job?

Who will be training me?

When will I stop doing my current job and move into my new role?How can I learn more about the overall changes that are occurring?

Will I get a chance to participate in the development of the new roles andprocesses?


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Exercise TwoExercise Two Developing StrategiesDeveloping Strategies

Group 1: Staffing Strategy Come up with a Strategy forhow jobs will be filled in the resulting organization Come up with alternatives

Pick the one that makes the most sense for the scenario

Group 2: Communications Strategy Develop 2 KeyMessages Come up with what you think will be the most frequently asked

questions

Choose 2 and develop key messages for each

Group 3: Change Management Strategy Come up with astrategy to determine the location(s) of Head Officefunctions for the combined organization

Come up with alternatives Pick the one that makes the most sense


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Integrated PlanningIntegrated Planning


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Integrated PlanningIntegrated Planning

Why integrated planning?

Systems facilitate communications

Communications facilitate participation

Participation enhances training

Business processes, systems and job descriptions areintertwined

External stakeholders will notice as soon as the left andright hands are not acting together


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Achieving Integrated PlanningAchieving Integrated Planning

Have a cross company Executive Steering committee

Have a dedicated Project Team to lead the transition

Provide project management support to managementthrough the dedicated project team

Have HR and Communications as key members of theExecutive Steering Committee and the Project Team

Identify milestones and key indicators and report on themregularly


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Questions?Questions?


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Thank YouThank You

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