adkins -artofmanagingchange projectmanagementbestpractices2011

7/30/2019 Adkins -Artofmanagingchange Projectmanagementbestpractices2011

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Welcomesyouto

TheArtofManagingChangeTheArtofManagingChangeEmpowerActionsandCreateShortTermWins

ProjectManagementforE&CProjects 2011

with

Dr.DaveAdkins,P.M.P.,P.E.SeniorPartner/Ownerand

DirectorofTechnology&Quality

The World ofThe World ofBusiness Management ConsultantsBusiness Management Consultants

Vancouver

Brussels

Singapore

Chicago

Phoenix

Tokyo

Istanbul

r s o

WashingtonDC

HoustonHouston

Frankfurt

HongKong

Toronto Beijing

Milan

Riyadh

Islamabad

TaipeiShanghai

Bangalore

KualaLumpur

Seoul


WorldHeadquartersWorldHeadquarters

DivisionCenters

Operations


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BMCMC PartnersPartners




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$1.5Trillion:newdebt,2011

$5.3Trillion:newin2010

$1.8Trillion:newforMedicare

62 Trillion = 534K debt er household


Butpensions/health

benefits

are

$700K

for

every

retiredcivilservant

$62,000,000,000,000$62,000,000,000,000



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What changes are you planning orWhat changes are you planning orgoinggoing throughthrough??


Peopledon'tresistchange.

Theyresist

being

changed!


PeterSenge


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WorkshopWorkshop

TheArtofManagingChange


ChAnGEHowdoyoufeelwhenyoudo

somethingnotyourroutine?


Tomanagechange,manageemotions


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Because...Because...

ThisThispresentationpresentation isabouthowtomanageisabouthowtomanage

change.change. But

first

we

need

to

understand

But

first

we

need

to

understand

howpeoplereacttochange.howpeoplereacttochange.

performance


time

Our response to any change is naturalOur response to any change is natural

Deception/Anger

From

To

Integration

Refusal

Anger/sabotage

Bargaining(withoneself)

Acceptance

Adaptation


Thestepsarepredictable,somelongerthanothers,

withsomehesitations

Depression


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What the Experts Say aboutWhat the Experts Say about ChangeChange

ChangeManagementBenchmarkReport JohnJones,Booz,Allen,Hamilton JohnKotter,LeadingChange KurtLewins ChangeModel Sumantra Ghoshal:TheSmellofthePlace Greene&Elffers:48RulesofPower


Key findingsKey findings in Changein Change

The#1contributortoprojectsuccessis active,strongandvisible

sponsorship throughouttheproject.

Thetopobstaclestosuccessfulchange areemployeeresistanceatall

levels: frontline,middlemanagers,andsenior managersandinadequate

senior managementsponsorship.

Employeeswanttohearmessages aboutchangefromtwopeople:the

CEOand

their

immediate

supervisor

the

message

they

want

to

hear

from

eachindividualisverydifferent.

Whenaskedwhattheywoulddo differentlynexttime,mostteamswould

dedicateresourcestochange management.


Thetopreasonforemployee resistanceisalackof awarenessabout the

change.

Resultof411companiessurveyChangeManagementBenchmarkReport


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10 Principles of Change10 Principles of Change

ManagementManagement1. Addressthehumansidesystematically(Changecreatespeopleissues)

2. Startatthetop(Leadersmustembracechangefirst onevoice)

3. Involve ever la er Push res onsibilit down so it cascades

4. Maketheformalcase(Awrittenvisioncreatesalignmentroadmap)

5. Createownership(Needacriticalmassintheworkforceinfavor)

6. Communicatethemessage(overandover,multiplechannels)

7. Assesstheculturallandscape(findtheorganizationalreadiness)

8. Addresscultureexplicitly(findbehaviorsthatsupportchangeand

rewardthem)


9. Preparefor

the

unexpected

(managing

change

requires

continuous

reassessmentandwillingnesstoadopttransformation)

10. Speaktotheindividual(howwilltheworkchange,andwhatarethe

measurementsofsuccess&failure).

JohnJones,Booz,Allen,Hamilton

8 Stages of a Change8 Stages of a Change

Establishingasenseofurgency

Creatingtheguidingcoalition

Developingavisionandstrategy

Communicatingthechangevision

Empoweringbroad

based

actions

Generatingshorttermwins

Consolidatinggainsandproducingmorechange


Anc or ngnewapproac es nt ecu ture

JohnKotter LeadingChange


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SFC...

SeeChange


Feel

John Kotter

KurtLewins Model Kotters 8Steps

Unfreezing EstablishUrgency

Leading ChangeLeading Change

Createpowerfulguidingcoalition

Strongvisionforchange

Communicatevision

Changing Removebarrierstosuccess

Createshorttermwins

Planforthelongterm dontdeclarevictory


toosoon

Refreeze AnchorthechangestotheCorporateCulture


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ComplacencyComplacency

Nomajorcrisis

Toomanyresourcesavailable

Happytalkfromtopmanagement

Denial humannature,understress

Lowconfrontationculture

Lackofsufficientinformation

Wrongperformanceindexes


ruc ure

a

ocuses

unc ona

narrow

arge s

SumantraSumantra GhoshalGhoshal

Video:TheSmellofthePlace

Ph.D.MITSloanSchoolofManagement,

D.B.A.degreefromHarvardBusinessSchool

LondonBusinessSchool



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How to create the smellHow to create the smell

of changeof change

Stretch

Discipline

TrustSupport


Stretch:

Everyperson

do

more,

not

less

SelfDiscipline: Collectivelyagree,commit

Support: Notcontrol,helpmewin

Trust: Notcontract

BBusiness is Aboutusiness is About CChangehange

Fiverequiredbuildingblocksforchangetoberealized

ADKARModelinclude:

Awareness ofwhythechangeisneeded

Desire to

support

and

participate

in

the

change

Knowledge ofhowtochange

Ability toimplementnewskillsandbehaviours

Reinforcement tosustainthechan e


Basedonasurveyof1000organizations(ADKARmodel)


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SSome Facts onome Facts on CConvincingonvincing

WhenAskingforHelp,AppealtoPeoplesSelfInterest,

NevertotheirMercyorGratitude

Ifyouneedtoturntoanallyforhelp,donotbothertoremindhimofyourpastassistanceandgooddeeds. Hewillfindawaytoignoreyou. Instead,uncoversomethinginyourrequest,

orinyouralliancewithhim,thatwillbenefithim.

WinthroughyourActions,NeverthroughArgument

AnymomentarytriumphyouthinkgainedthroughargumentisreallyaPyrrhicvictory:. Itis


,word.

Demonstrate,

do

not

explicate.

48RulesofPowerbyRobertGreeneandJoostElffers

HOW DO YOU HANDLE CHANGE?HOW DO YOU HANDLE CHANGE?



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EExpressing oneself to achieve resultxpressing oneself to achieve result

Addressthebeliefsbehindfeelings

Linkcommunicationtoitsobjective


EExpressing oneselfxpressing oneself ::AAcknowledge Feelingscknowledge Feelings

Allbehaviorisgeneratedthroughfeelings

Peopledistortthelinkbetweentheirfeelingandbehavior

Youneedtoacceptthiswithoutbeingirritated

Youshouldnotaddressbehaviorbutthefeelingbehind

Donot

make

assumptions

and

generalizations

Peoplealwaysbroadcasttheirfeelings

Ifafeeling(howeverdisguised)isnotacknowledgedit creates


Onlyafteracknowledgementcanyouhavecommunication


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EExpressing oneselfxpressing oneself ::

AdAddress the Beliefsdress the Beliefs

Peoplesworldiscreatedthroughtheirbeliefs

Beliefsarebasedondistortions,deletionsand generalizations

Wealwayscompletethe5%ofreality

Weallseetherealitydifferently(anditisOK)

Wealwaysbroadcastourbeliefs

Weignorethebroadcast


world

EExpressing oneselfxpressing oneself ::LLink Your Statement to Resultsink Your Statement to Results

Themeaningofcommunicationisthefeedbacknottheintention

Theimpactonyouisnotnecessarilytheintention

Tryuntilyougettherightresultobservingthe feedback

Donot

repeat

unsuccessful

methods

Lookatpastsuccesses

Readtheneeds


an w c cr c sms


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BehaviorSEEN

TThe Human Iceberghe Human Iceberg

NOTSEEN

Feelings

Beliefs


Experiences

TThe Effect ofhe Effect of AAmigdalamigdala

primalselfdefencemechanism


n ngeven s oge erw ou og c

overtakingyourrationalbehavior

emotionallearning,memoriesassociated

withemotionalevents


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EEmotional Intelligencemotional Intelligence

Abilitytoeffectivelyunderstandandinfluencethefeelin sofoneselfandothers.

Abilitytoseetheimpactofyourbehavioronothers

Abilitytocontroloneself

Beingmotivatedtoreachpositiveobjectives

Abilitytoexpressoneselfinordertoachievearesult


CCoaching as Communication Tooloaching as Communication Tool

Businesscoachingisthepracticeofprovidingsupportand

occasional advice to an individual or rou in order to hel them

Notabout

giving

advice

or

instruction

Aboutincreasingawareness

recognizewaysinwhichtheycanimprovetheireffectiveness.



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Managingpriorities

Communicationskills

Teammanagement

Personalawareness

Selfconfidence

Managingemotions

SScope of Coachingcope of Coaching

PersonalPersonalDevelopmentDevelopment

TaskTask

OrientedOriented

PeoplePeople

OrientedOriented

earn ngtas s

Influencingthestrategy

Managingchaos

ot vat on

Understandingothers

Developingothers


OrganizationalOrganizationalDevelopmentDevelopment LeadershipCoaching,GrahamLee.LeadershipCoaching,GrahamLee.

rgan sat ona awareness

Changemanagement

reat ng oya ty

Managingrelations

TrustBenefitfrom

Lo altCultureof

Focus

On

TTeameam

Admitmistakes

Askforhelp

D erences Quest on ngResults

EffectivemeetingsCommongoals

Learn from mistakes

Continuous

im rovementFocusonsuccess


Givesupport

Appreciate

Saysorry

Workwithteam

Everyonecontributes

Discussrealissues

Rapidsolutions

Useopportunities

Stamina

Protecteachother

Senseofresponsibility

Abilitytochange

Celebratesuccess

Mournlosses

Trackprogress


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pact

High-PerformanceTeam

TheThe TTeameam PPerformanceerformance CCurveurve

PerformanceI

WorkingGroup

PotentialTeam

RealTeam


Team EffectivenessPseudo-Team

Katzenbach &Smith

Guiding coalitionGuiding coalition

Positionpower

Expertise

Credibility


Leadership


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The coalition; can it work?The coalition; can it work?

xx

xx

x

x

xLeadership x

x


Management

Goodteamworkor

Bossisinthetoprightquadrent


xx

xx

x

x

x

x

Leaders

hip x

x


Management


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There is a Natural DistributionThere is a Natural Distribution

of Supporters And Opponentsof Supporters And OpponentsFear,

Lossofpower,Lossofstatus,

Chan eUndecided

Stron

10% 10%

80%Newjob,Newlocation


agents opponents

Donotloosetime/energywithstrongopponents,yougivethewrong

message(youshowtheyaremoreimportantthantheprojectitself!)

Convincetheundecidedofitsworth

Onceyouhavereachedthecriticalmasstherestfollows,ordrops

Take action with your StakeholdersTake action with your Stakeholders

Actions to neutralize,ong

ponents

op

it

ppening

ithappen

lp

it

ppen

ng

porters

keholders

Regularprojectteamexercise

CM

Give him a role in theproject , but without risk

RE Involve her

KLInform face to face, butdo not loose too much

Str

op

Sth

Let

Heha

Str

su

Sta


me

JPHLobbyAsk advice, comment,

Currentpositioning

Targetpositioning


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****AVOIDATWHATEVERCOST****


Peoplefullofego

Snakesthatkillthetrustamongteammembers

Ifthereisnotrust


then

thereisnocoalition fullstop

Who makesWho makes changechange??

Manager

or


Leaders


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Leading and managing are both important functions of an executive. Executive requires bothleadership ability and management ability. But what is difference between the two?

_____ 1. Leadership is anart. Management is ascience.

_____ 2. We leadpeople. We managethings.

Leading vs. ManagingLeading vs. Managing

_____ . ea ers p s organ c. anagement smec an ca .

_____ 4. Leaders deal in thefuture. Managers deal in thepresent.

_____ 5. Leaders are agents ofchange. Managers are promoters ofstability.

_____ 6. Leaders envisionthe what and the why. Managers figure outthe how.

_____ 7. Leadersempower people. Managerscontrol processes.

_____ 8. Leaders seek effectiveness. Managers seek efficiency.

_____ 9. Leaders inspirecooperationandcommitment. Managers ensurecompliance with


directives and regulations._____ 10. Leaders do theright things. Managers do things right.

Most organizations are over managed and under ledMost organizations are over managed and under led..

WarrenBennis &BurtNanusLeaders:Thestrategiesfortakingincharge.

Putting it all togetherPutting it all togetherWorkshopWorkshop

ExampleChangeinitiatives: .

ITfunctionwasdecidedtobeoutsourced

15%ofpayrollcostrequiredtobereduced

Expandthe

business

without

adding

cost

Beingaskedtoimproveefficiencyofthecompany

Yourjobistoputtogetherachangeplan Stakeholders


Kotters 8Steps


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Coping with ChangeCoping with Change::

IndividualIndividual AcceptingFeelingsasNatural

Permissiontofeelandmourn

Takingtimetoworkthroughfeelings

To erat ngam gu ty

ManagingStress Maintainingphysicalwellbeing

Seekinginformationaboutchange

Limitextraneousstressors

Takingregularbreak

Seekingsupport

ExercisingResponsibility


en y ngop onsan ga ns

Learningfromlosses

Participatinginthechange

Inventoryingstrengths

Learningnewskills

Diversifyingemotionalinvesting

Coping with ChangeCoping with Change::ManagersManagers

Rethinkingresistance Asnaturalasselfprotection

Asapositivesteptowardchange

Asenergytoworkwith

Asotherthanaroadblock

Givingfirstaid Acceptingemotions

Listening Providingsafety

Markingendings

Providingresourcesandsupport

CreatingCapabilityfor Change


Continuingsafetynet

Emphasizingcontinuities,gainsofchange

Helpingemployeeexplorerisks,options

SuspendingJudgment

Involvingpeopleindecisionmaking

Teamwork

Providingopportunitiesforindividualgrowth


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The Art of Managing ChangeThe Art of Managing ChangeEmpowerActionsandCreateShortTermWins


adkins -artofmanagingchange projectmanagementbestpractices2011

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