Welcome to Managing Change: An Strategic HR

Imperative

October 15th, 2012Dr. Steve Manderscheid (612-423-9783)

The OD Center (theodcenter.com)/Concordia University

Road Map

Overview OD & Change Mgmt. Defined Strategic HR Leadership Action Research & Appreciative Inquiry Change Models

Kotter’s Model, DVFR Model, Implications Wheel, Multiple Stakeholder Analysis, and more.

CompetenceC

onsc

ious

ness

Competence

Conscious Incompetence Conscious Competence

Unconscious Incompetent Unconscious Competent

Gordon Training International - Confucius and Socrates

HR Leaders

How do you differentiate between HR Leaders and HR Managers?

Managers and Leaders

“Management is responsible for maintaining order; and leadership is responsible for

producing change, or movement.”

Kotter, J. P. (1990). What leaders really do. Harvard business review, May-June, p. 103-11.

HR Competencies

HR ProfessionalHR Professional

Business Competence

Professional & Technical Knowledge

IntegrationCompetence

Ability to Manage and/or Lead Change

Noe, R. A, Hollenbeck, J. R., Gerhart, B. & Wright, P.M. (2000). Human resource management: Gaining a competitive advantage (3rd ed.). New York, NY: Irwin McGraw-Hill

Strategic HR?

What does it mean to be strategic from an HR standpoint…or what is Strategic HR?

Strategic HR Defined

In a nut shell, strategic HR increases an organization’s ability to achieve its vision, mission, and strategic objectives. This is

accomplished by developing (not in a vacuum) and implementing HR strategies

(initiatives) that are align with the organization’s direction.

Key Message about Change

Don't Do Change for the Sake of Change – Do Change to Enhance Organizational

Performance!

HR’s Role is to…

Develop and implement programs, policies, and other change initiatives that are aligned with strategic direction.

Serve as a coach, facilitator, and mentor to leaders who are charged with implementing change, i.e., improve individual and team effectiveness.

Refer OD (change) work to others or they are a direct customer of someone who is serving as an change agent…internal or external.

OD and Change Management

Organizational Development – refers to the nature and scope of change in organizations. Organizational

development is an outcome of organizational change activities.

Organization Development - refers to a field of well-trained people with expertise in guiding successful

organizational development.

Change Management - refers to the implementation of an approach or methodology to ensure the organizational change effort is successful.

Change Types

Type I – That which is done to us - As a rule nobody likes Type I Change. Type II – That which we do to ourselves - We're in control. We're deciding for ourselves that doing something different is necessary. It is not always easy.Type III – That which we do to others - Change from the other side of the fence. If we're inflicting Type III Change, then they perceive it as Type I Change.

Types of Org. Change

Organization-wide Versus Subsystem Change

Transformational Versus Incremental Change

Remedial Versus Developmental Change

Unplanned Versus Planned Change

Action Research

Start-up (Entry) Assessment & Feedback Action Planning Intervention (Change Management) Evaluation Separation

Lewin, K. (1946). Action research and minority problems. Journal of Social Issues 2(4), 34-46.

ADDIE Model

Assessment Design Development Implementation Evaluation

Molenda, M. (2003). In search of the elusive ADDIE model. Performance Improvement, 42(5), 34-36.

Assessment (Data Collection)

Interviews Focus Groups Document Review Surveys/Questionnaires Observation

Data Collection and Analysis

Good planning assumes that the process used in gathering information is accomplished in a climate of trust and respect. Data gathering represents the first major intervention and will to a large degree, determine the degree to which the organization

will trust the planning effort. The very acts of soliciting data and providing feedback will provide early signs about how the process is and will be

perceived by the organization.

Napier, R., Sidle, C., & Sanaghan. (1998).High Impact Took and Activities for Strategic Planning, New York, NY: McGraw Hill.

Triangulation

McLean, G. N. (2006). Organization development: principles, processes, performance, San Francisco: Berrett-Koehler.

Two Key Points:

Determine whether the data collected are the same regardless of method. If they are you have increased the likelihood of reliability.

However, the purpose of triangulation is to increase the variety and richness of data collected.

Inquiry and Assessment

The operations manager for a Fig Newton processing plant has come to you for advice. Even though all of the employees in the plant recently completed a safety training program, the accident rate has not improved. In particular, the manager has found that the employees are not using safety equipment and not following safety procedures. Develop several possible reasons to explain the employees’ behavior.

Possible Reasons:

Case Study

You are the HR generalist at Biotechniks, a manufacturer of surgical devices. The director of product development contacts you to do some work with one of the product development teams which, she says, “is dysfunctional.” She goes on to tell you the team is working on an innovative product, but has been having difficulty meeting deadlines and friction exists between two of the primary engineers on the team. Morale is slipping among team members and one is rumored to be looking for another job. Top management is concerned because the product is a ‘hot’ one and needs to get on the market ASAP. The team members include: two design engineers, a quality control engineer, a manufacturing engineer, a production supervisor, and a marketing staff person.

How would you approach this situation using the first two or three phases of Action Research?

Case Study

A new CEO of a 1500 person financial services organization is onboard with a new vision and strategic direction. She approaches you, the Director of HR, and expresses that they are not convinced that the organization has the right culture to support the new vision. How would you approach this situation using OD as an approach?

Entry: Highlight some questions you might initially ask of the CEO?

Assessment & Feedback: Describe an approach for analyzing the situation using multiple data collection methods. Moreover, describe your approach for providing feedback.

Action Planning & Intervention: Moreover, highlight several interventions that might emerge from data analysis and subsequent action planning.

Appreciative Inquiry

“The traditional approach to change is to look for the problem, do a diagnosis, and find a solution. The primary

focus is on what is wrong or broken; since we look for problems, we find them. By paying attention to problems, we

emphasize and amplify them…which can be defeating. Appreciative Inquiry suggests that we look for what works in an organization. The tangible result of the inquiry process is a series of statements that describe where the organization wants to be, based on the high moments of where they have

been. Because the statements are grounded in real experience and history, people know how to repeat their

success.” Hammond, S. (1998). The Thin Book of Appreciative Inquiry. Thin Book Publishing Company.

Appreciative Inquiry (Model)

Discover - The identification of organizational processes that work well. Conduct interviews or survey to explore the best of what is….have people

tell their stories.

Dream - The envisioning of processes that will work well in the future.

Design - Planning and prioritizing processes that will work well.

Destiny or Deliver - The implementation (execution) of the proposed design.

Lewin’s Change Model

Unfreeze – Individuals are encouraged to discard old behaviors by shaking up the equilibrium state the maintains the status quo.

Transition – New systems, attitudes, values, and behaviors are substituted for old ones.

Refreeze – New systems, attitudes, values, and behaviors are established as the new status quo.

Lewin, K. (1951). Field theory in social science; selected theoretical papers D. Cartwright (ed.). New York: Harper & Row.

Productivity Curve

Time

Productivity

UF Transition Refreeze

Phases of Change

CAVE People

CitizensAgainstVirtually

Everything

Kotter’s Change Model

Establish a Sense of Urgency Create a Guiding Coalition Develop a Vision and Strategy Communicate Vision Empower Employee for Broad-based Actions Generate Short-term Wins Consolidate Gains and Produce more Wins Anchor New Approaches in the Culture

Kotter, J. (1996). Leading Change. Boston: Harvard Business School Press.

DXVXF>R Model

D x V x F > RD = Dissatisfaction with the current situationV = Vision for the futureF = First steps in the direction of the visionR = Overall Resistance to change

XX >

Richard Beckhard, R. T., & Harris, R. T. (1987). Organizational Transitions: Managing Complex Change, Addison-Wesley Publishing Company.

Organizational Change

Skills Incentives Resources Action Plan+ + +

Vision

SkillsVision

Vision

Vision

Vision

Skills

Skills

Skills

Incentives

Incentives

Incentives

Incentives

Resources

Resources

Resources

Resources

Action Plan

Action Plan

Action Plan

Action Plan

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Confusion

Anxiety

False Starts

Frustration

Gradual Change

Change

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Force Field Analysis

Think of a problem you are currently facing…An example would be trying to increase the amount of study time to devote to a particular class.

Describe the problem as specifically as possible. List the forces driving change on the arrows at the left side

of diagram. List the forces restraining change on the arrows at the

right side of the diagram. What can you do, specifically, to remove the obstacles to

change? What can you do to increase the forces driving change.

Force Field Analysis

Forces for Change Forces against Change

Proposed Change: Upgrade

factory with new

manufacturing equipment.

7

6

5

3

6

3

5

2

4

7

Control Maintenance Cost

Customers Want New Product

Increase Speed of Production Disrupt Production

Cost

Loss of Staff Overtime

Environmental Issues

Multiple Stakeholders

Finance

Operations

Employees

HREngineering

Sales

Customers

Proposed Change

Perspective

Stakeholder Comm. Tool

Stakeholder Perspective InfluenceCommunication

MethodCommunication

Frequency

The name & role the person or group has in the change process.

Share the perspective of the stakeholder as it relates to the change.

Rate the level of influence the person has on the implementation of the change initiative.

How will you communicate with this person? Example:- Town hall- Web updates- Focus groups- Group e mails etc.

How often will you communicate?- Weekly- As needed- Monthly etc.

Implications Wheel

Pay for Performance

Easier to Recruit

Leader Competition

Leader Burnout

Prod. Increase

Increase Absence

Stress Mgmt. Training

Employee Turnover

Morale drop for Marginal

Emp.

Reinforce -carrot and

stick theory

McKinsey’s 7-S Model

McKinsey’s 7-S Model

McKinsey’s 7-S Model

Strategy – The feasibility of the organization’s long-term strategy and how well it is communicated and understood throughout the organization.

What are XYZ’s sources of sustainable competitive advantage (e.g., cost, quality service, technical leadership etc)?

Shared Values – The core purpose and central belief system of the organization, i.e., does the organization have a share identity and belief system.

Culture – The primary drivers of organization culture, i.e., policies, management style, communication processes.

Systems – The processes and procedures through which work is accomplished. This includes financial systems, IT systems, HR systems, etc.

Structure – The way in which the organization is structured, its departments, reporting lines, areas of expertise, and responsibility (and how they inter-relate).

Staff - The company's human capital and how they are developed, trained, and rewarded.

Skills - The collective capabilities and competencies that exist within the organization.

McKinsey’s 7-S Model Meet with the client to identify need (Entry) Interview key stakeholders, document review, etc.

(Assessment) Provide feedback and corroborate the data (Feedback) Work with the client to identify ‘high impact’ points of

intervention. (Action Planning) Prioritize interventions, identify ownership, develop a plan, set

goals (and measures), and execute. (Intervention) Evaluate interventions (Evaluation) Debrief the change process (Learning and Separation)

It Might Happen Anyway…

Two caterpillars are conversing and a beautiful butterfly floats by. One caterpillar

turns and says to the other…"You'll never get me up on one of those butterfly things."

Closure

Questions or Concluding Comments?