strategy for change
DESCRIPTION
This is an aid for improving techniques for implementation of change in design, processes or organizations.TRANSCRIPT
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Strategy for ChangePresented to Engineering Analysis Team
By Jeff Girard5/17/2002
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ChangeIntroductionAnalysts make recommendations to
the design community.Rational approach not always
successful.Desire for information
on change strategy.
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ChangeSummary
Reasons for change.Context of change in design process.Reactions to change.Process to implement change.
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ChangeIdentify ScopeLocalize – stress, noise, vibration – where? Identify and rank dominant physical factors
Sources Paths Aggravating or amplifying factors
Identify mitigation Location Method
Evaluate mitigationRecommend and predict production outcome
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ChangeRational ApproachEngineers make decisions based on factsPresent data – Recommend solutionMost common and best if effectiveOther factors complicate
issues
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ChangeChange Model
Widely accepted model by Kurt Lewin (1950’s) Unfreeze Move Refreeze
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ChangeUnfreezeWhy change neededScope of changeCommunicate
Provide vision Deal with feelings – reduce defensiveness, blame
Encourage discussionBe non-threatening & non-confrontationalFace criticismDiscuss resistance openly
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ChangeMoveCommunicate
Reasons Benefits Understand and use freezing forces
Encourage discussionsListen and act on feedbackFocus
Individuals’ roles Next steps to move forward
Support forward movement
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ChangeRefreeze
Measure performance earlyBuild confidenceBalance loss with gainCommunicate successEncourage forward movementCelebrateReinforce
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ChangeFreezing ForcesFeaturesCostSchedulePerformanceAestheticsRegulationEfficiency
SafetyDurabilityErgonomicsVisibilityOperator EnvironmentSizeWeight
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ChangeFreezing Forces - Commitments
MarketingProduct leadersDesign teamsEffortPersonal worthExpertise
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ChangeStage of the designAdvanced Engineering
ConceptsPre-Production
Components, durability, pilotProduction
Scramble prior to, during, and just after productionPost Production
Continuous improvement, field service
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ChangeSources of Change Need
Request for approach on design drivers Cost reduction Market needs New load requirements New regulations Customer satisfaction improvements Competition
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ChangeSources of Change Need (cont.)Request for evaluation
Acceptance criterion failed No failure, but greater need recognized
Field Service concern Warrantee Complaints
Unsolicited evaluation Experience suggests need
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ChangeSpectrum of Acceptance
Acceptance criteria Regulatory specification Standard compliance
Unrefined criteriaCompromise criteriaDesired outcome
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ChangeResult vs. Response
Possible evaluation outcomes Desired Likely Unlikely
Available resources Each result: response of design
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ChangeReactionResistance is positive force
Promotes stability Prevents indiscriminate response Notes deficiency in change plan Encourages optimal solution Adds energy to change process Prevents blind acceptance
• Due to status, position, or freezing forces
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ChangeResistance Increases
Previous commitment impactChange severity or extentChange schedule shortnessStated blameLack of knowledge/understandingDiffering visions (analyst vs. designer)
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ChangeResistance Decreases
Leadership buy-inLeadership periodic involvementDesigner involvement in change processPersonal readinessLarger consensus of involved personsCommunication of needs and vision of outcomeSeverity of needLarger number of steps
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ChangeResistance BehaviorChanging subjectBeing defensiveCrowding issue with details/questionsUnceasing call for more data/analysisControlling access to leadershipPress for solution regardless of feasibilityMinimal responsivenessWithdrawal – being too compliant, confused,
avoiding responsibility
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ChangeChange As Loss
Change may be perceived as loss Varies for individuals Varies with severity May or may not require coping strategy
Planning, communication helpUnderstanding loss important
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ChangeDealing With LossProcess described by Kubler-Ross
Denial Anger Bargaining Depression Acceptance
Communication, positive attitude crucial to help individuals cope
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ChangeUnfreezing – Define Scope
Localize the problemCharacterize & rank dominant sourcesNote subsystems in source-path-locationIdentify mitigationRecommend solution options
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ChangeUnfreezing – Mitigation Plan
Draft to focus effortsLay out modifications in small stepsRiskCost/Benefits – Context of Freezing ForcesBusiness Case (if necessary)
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ChangeUnfreezing – Implementation Plan
Draft to focus effortsFreezing forcesContext of changeDefine acceptanceLikely results of mitigationResources needed for mitigation
Freezing forces
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ChangeUnfreezing – Consensus TeamUse scope to define teamPrimary members early for ownershipDefine roles of membersPlan for reaction and resistanceCommunicate and evolve the need and plans
Scope Draft Mitigation Plan Draft Implementation Plan
Vision Current state State to be achieved
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ChangeUnfreezing – Implementation Schedule
Scope definitionConsensus over plansLeadership buy-inProcure parts and equipment for validationValidate the changeDesign change
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ChangeMoving – Leadership Buy-InPresent case
Scope Mitigation plan Implementation plan Schedule
Obtain commitment Acceptance Mitigation resources
Document recommendationsProceed as recommended
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ChangeMoving – Communication PlanWeekly meetings
Primary members Resources when needed
Take notes State action items and assign Write and mail minutes (include action items)
Review Previous meeting minutes Progress of action items
Focus, Keep Moving Forward On Topic
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ChangeMoving – Communication Plan
Encourage ideas, even counter proposalsOver communication betterRepetitionTimelyInform leadership
Positive progress Individuals involved
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ChangeMoving – Maintain Buy-In
Communicate with design leadershipDo not allow filtering of messageKeep sense of urgency
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ChangeRefreezingTest change earlyCommunicate results to individuals and leadership
Re: Freezing forcesReward
E-mail to team leaders of individuals Recognition program Outside celebration
Replicate results Discuss how other areas could benefit Communicate benefits to others