pp slide set 10 tricordant change management

07/04/2014 Whole System Change Management

Whole System Change Management

1

07/04/2014 Whole System Change Management 2

IBM announced in Oct 2008 the results of a study from more than 1,500 change management executives from 15 countries, which reveals that nearly 60% of projects aimed at achieving business change do not fully meet their objectives.


"The only constant in life is change.”

(Herakleitos; Heraclitus) of Ephesus(c.535 BC - 475 BC) Greek philosopher


Change Perspectives

• Heifitz, (adaptive technical change)

• Kotter, (reasons why change fails / leadership & management of change)

• Weisbord, (history of change in org’s – productive workplaces)

• Senge, (tell – sell. Push – Pull approaches to implementing change)

• Bryson & Anderson, (Large Group Interaction ,Methods & Rapid

Improvement Events (RIEs.)

• Bridges, (endings – transitions - beginnings)

• Bidgood, (Significant events, transformations and phases of change)


We see all organisations as complex adaptive

systems.

They are similarly complex as a human

body and always changing to learn, develop and adapt

to their environment.


...... a metaphor for whole system change management....both emergent and planned.

Human Development & Maturity


Planned Functional Step

Change

Whole System Transformational

Change

Local Continuous Improvement

Gradual Systemic Evolution

Scale of Change

Complexity of Change

Small

Whole SystemComponent

Major


Marvin Weisbord, ‘Productive Workplaces Revisited’ (Jossey-Bass/Wylie, 2004),


Strategy

Systems Culture

ConceptVisionGoals

ObjectivesValues

SpiritEnergy

TeamworkLanguage

MotivationEthos

Evaluation

Processes Governance

InfrastructureProjects

People StructureSkills

Measurement Reward

FoundationReason

Core PurposeEthic

UniquenessHistoryBrand

Leadership

The Tricord™

Identity


Change as a Journey


Whole System Change

Strategy

Systems Culture

Identity

Strategy

Systems Culture

Identity

Current State Future State

Step-change Transformation

Evolution and Continuous

Improvement

AND


Strategy

Systems Culture

Identity

Whole System Change

Strategy

Systems Culture

Identity

Current State Future State

Systems ChangeCultural Change

Strategy Change

Identity Change


Significant Events

Identity Change

Identity Change


Response to Significant

Event Change

Adapted from Kubler-Ross model


The Change Cycle

Plan the Change

Significant Event

Make the Change

Stick

Deliver the

Change


Tricordant’s Change Model

Case for Change

Deliver the Change

Prepare for Change

Make Change Stick

Strategy

Systems Culture

Identity

Current State

Strategy

Systems Culture

IdentityFuture State

Significant event Significant event


The Stages of Change

• Create a compelling case and vision for change

• Engage key stakeholders around case for changeCase for Change

• Agree change work streams /areas

• Appoint Business Leaders as change work stream leaders

• Design the changes (engaging with people affected)

Plan theChange

• Deliver quick wins

• Pilot significant changes before full rollout• Implement changes

Deliver the Change

• Evaluation and metrics monitored• Provide feedback to senior stakeholders• Put in place continuous improvement mechanisms

Make the Change

Stick


A Whole System Change Framework

Whole System Aspects of Releasing and Driving Change

Case for Change

Plan the Change

Deliver the Change

Make the Change Stick

Strategy •Concept•Vision•Goals•Objectives•Values

Systems •Processes •Governance•Infrastructure•Projects•People Structure•Skills•Measurement Reward

Culture •Spirit•Energy•Teamwork•Language•Motivation•Ethos•Evaluation


Releasing and Driving Change


...... a metaphor for whole system change management....both emergent and planned.

Human Development & Maturity


Change ManagementPolarity

Evolving strategy

Learning organisation

Continuous improvement

Distributed leadership

Networked relations

Analysed strategy

Planned step-change

Change management

Hierarchical management

Formal communications

Releasing

Driving


The AmbidextrousOrganisation

Managing the polarity every day

Delivering the today

Designing the

tomorrow


The Adaptive Organisation

Plan

LearnDeliver

Every team at every level continuously learning and adapting.


The Adaptive Organisation

Division

Department

PrimaryTeam Primary Team PrimaryTeam Primary Team Primary Team

Department Department

Division Division

Organisation

Plan

LearnDeliver

Plan

DeliverLearn

Plan

Learn

Deliver Plan

LearnDeliver


Involve – Consult - Inform

Outer core:

inform

Inner core:

involve

Middle core:

consult


Example of Phases for a

Transformation Project

Kickoff and Planning

Data Gathering & Mapping

High Level Org Design &

Workforce Strategy

Option Testing

Detailed Org Design and Workforce

Strategy

Presenting & Discussing

Conclusions

1: ’Whole System’ Org Design and Workforce Strategy

Multi- Skilling Development

Annualised Hours Detail Relocation and moves

Organisational/ Team Structure

Preparation

Consultation

Refining

Testing

Deploying

Embedding

2: Component Detail Design and Implementation Planning Workstreams

Job Descriptions and Grading

Process and Facility Change

3: Implementation/Change Management and post-implementation support


Project Management

Reporting

Weekly Project Report

Client Name Client Contact

Project Director Project Manager

Project Description Week Commencing

Team Legend

Status Against Plan (including actions to remedy): Task Key Issues (including actions to Remedy, all Issues will be added to the Issues Log): As identified Key Risks (including actions to Remedy, all Risks will be added to the Risk Register): As identified Completed By: Date:

Project Risk Register



Project Description

Week Commencing

Team Legend

KEY: Low risk

(1 – 3) Moderate risk

(4 – 6) Significant risk

(8 – 12) High risk

(15 – 25)

Issue No

Description Mitigation Risk Owner Proximity (date)

1

2

3

4

5

6

7

8


Project ManagementReporting

Project Issues Log



Project Description Week Commencing

Team Legend

Issue No

Description Mitigation Owner

1 2 3 4 5 6 7 8 9


Change Support

07/04/2014 Whole System Change Management

www.changemodel.nhs.uk

NHS Change Model

30


The hidden dimension

Visible dimension- Rational

- Structural

- Policies

- Goals and commitments

Hidden dimension- Culture, how things are done

here

- Group and organisational dynamics

- Interpersonal tensions

- Hope and aspirations

- Potential and creativity


Polarity Map

Negative results from over focus

on left pole:

Negative results from over-focus

on the right pole:

Positives results from focus on the

right pole:

Positive results from focus on the

left pole:

Left Pole Right Poleand


Values = positive results of focus on the left pole

Values = positive results of focus on the right pole

Fears = negative results of over-focus on the left pole to the neglect of the right pole

Fears = negative results of over-focus on the right pole to the neglect of the left pole

Deeper Fear from lack of balance

Greater Purpose Statement (GPS) - why balance this polarity?*

**

and

Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants

Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?

Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?

Early Warnings***

Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.

Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.

Polarity Map Template


Multiple Levels of Change Support

Changing the organisation

Managing the change process

Personal change support


Team Launch Events


Project Resources

Resource Input

Time

Client project members

Tricordant project members

Analysis and high-level design Detail Design Implementation


Change Management

Workforce design

Organisation Design

Whole Systems Organisation Development


Organisation Design Support

The Tricord Organisational Model

Whole Work Team Attributes Whole Work Units

Work Cycle / Flow Redesign

Tricord Scoring

Organisational Build-up


Workforce Planning &Resource Management Support

Resource Management

High utilisation of staff

- Resource allocation systems

- Flexible resource management

- Performance management

Talent Management

Internal pipeline of capable staff

- Succession Planning- Career Frameworks

- Leadership Development

Workforce Planning

Sourcing of workforce for the long term

- Workforce Strategy and Plans

- Strategic capability frameworks

- Workforce modelling

Focus

Type of Support

Short Term

Medium Term

Long Term

Time Scale

1 year 3 year


PPM – Structure, Templates and Training


WorkstreamLeader

Site Leader(Programme Sponsor)

Site Leadership Team(Programme Board)

BFF/RFTProgrammeLeader

ChangeLeader

WorkstreamLeaderWorkstream

LeaderWorkstreamLeaderWorkstream

Leader

Project TeamProject TeamProject TeamProject Team



Admin/projectresource

Full Time Part Time

Programme Office

Line Mgt/CoachWorkstream Sponsor

Programme mgtChange mentoring

Workstream SponsorsAccountability

structure

ExampleOnly


12 Tests for a Whole andHealthy Organisation

1. Identity Test – The organisation has a strong sense of its reason, core purpose, uniqueness, ethic, history and brand.

2. Customer test - The organisation is aligned to address the needs of each targeted segment of external customers or clients (normal and exceptional conditions)?

3. Parent test – The organisation is aligned with the parent’s corporate strategy and source of competitive value-add?

4. People test – The organisation can be delivered given the skills and availability of people?

5. Realism test – The design is practical given the technical, legal and geographic constraints (normal and exceptional conditions)?

6. Significance test – All teams are ‘whole work teams’ delivering at least 1 ‘significant event’

7. Accountability test – All teams are held accountable against stretching measures focused on their significant event?

8. Autonomy test – All teams have clear leadership and are empowered to learn and continuously improve? Teams that need to be culturally different are allowed to be so?

9. Human scale test – Team size and leadership spans of control are within natural, social limits.

10. Efficiency test – No redundant levels? No insignificant teams? All team roles are value-adding?

11. Complexity test – The simplest organisational form given the number of ‘difficult’ dimensions that need to be managed?

12. Subsidiarity test – Work is devolved down to the lowest sensible level?

Acknowledgement to contribution from Michael Goold and Andrew Campbell’ Designing Effective Organisations, Jossey-Bass 2002.


Readiness for Change Review

1. Have you collectively got a real ‘heart ‘for this change?2. Are people clear about true core purpose and ‘identity’ of the organisation?3. Does the organisation have strong leadership for this change. Is this understood

also as ‘distributed leadership’?4. Is there a team, however small, with real passion and spirit, to act as an internal

seed of change? Are these the right people?5. Have you got a history or track record in coping with such change before?6. Have you a ‘whole system’ vision (Tricord) of where you wish to head towards?7. Is that vision and motivation one of excellence, quality, efficiency, service, learning

and improvement?8. Are your plans realistic and practical given the constraints on the organisation?9. Are you going to put in place professional project/programme management and

build-in visible, honest, open reviews?10. Can you really free up the time and resources to give this the ongoing commitment

this requires? What is the evidence of being willing to do this?11. How will you measures successful progress on the journey. What are the key

measures indicating better delivery of the core purposes. 12. Are you all up for embarking on this journey, knowing that it wont be smooth, and

will demand more of you all? Is there a sense of humility about this?

Score each intuitively out of 5.


Coaching for Change

• Increased awareness: or giving information to heighten the coachee’s recognition of the issues that he or she is facing.

• Emotional awareness: which refers to the coachee experiencing and expressing issues about the problem.

• Reviewing the impact of the behaviour on the people in the coachee’s environment: such as colleagues, friends and family.

• Reappraising the self: in relation to the feelings about the same.

• Environmental control: or changing or avoiding triggers for the old behaviour.

• Developing support networks: which includes enlisting the help of the coach, colleagues, mentors, or others in the coachee’s environment, to support the new behaviours.

• Developing alternative behaviours: refers to substituting new responses thoughts and feelings for the old behaviours.

• Rewarding changes: includes any reinforcement for the new, desired behaviours from the coachee (self reinforcement) or others in his or her environment.

• Commitment occurs when the coachee chooses and commits to actions that will bring about change.

Ref : Prochaska


Tracking Stakeholder Commitment

Grudging Compliance

Dissension

Formal Compliance

Genuine Compliance

Enrolment

Commitment


0

1

2

3Integrator

Guardian

Brand Leader

Steward

Visionary

Strategist

Marketer

Director

Process Leader

Innovator

Designer

Performance Manager

Coach

Team Builder

Organisational Broker

Engager

Leadership Diagnosis Result - Based on Scale

SAMANTHA

RACHEL

ANDREW

Integrated Leadership Development

• An integrated leadership team solves the critical issue of the “Incomplete Leader” (HBR, Feb 2007) - drawing on diverse strengths across identity, strategy, systems and culture domains

• The Tricord Leadership Diagnostic provides the basis for assessing and developing the breadths of strengths in a leadership team

pp slide set 10 tricordant change management

Business

system change management7

history of change

phases of change

big change

field of change management

step change transformati

system model

complex adaptive system