change leadership workshop: managing the people side of change

Change Leadership

Managing the People Side of Change

INTRODUCTIONS

Tell Us:• Your First name, Your Role @ Organization

X• What would you like to get out of today’s

workshop? (jot it down too!)

Change Leadership course agenda

Focusing on the People Side of Change

1Defining Change

2Managing Change

3Leading Change

DEFINING CHANGE 1Defining Change

Defining Change The Change Continuum

Incremental (Adaptive) Change:Most change is incremental as it:• Does not disrupt past patterns• Is an extension of what was done

before• Allows us to feel as if we are in

control

Deep (Radical) Change:• Involves new ways of thinking

and behaving• Is major in scope• Is discontinuous with the past• Involves taking risks

Adaptive Change

Innovative Change

Radical Change

Degree of complexity, cost, and uncertainty

Potential for resistance to change

LOW HIGH

What does successful change look like?

What distinguishes a successful change from an unsuccessful

change?

ExerciseYour Pre-Work:– Reflect on your change experiences in

the past -both successful and unsuccessful.

• What types of things helped the change process?

• What types of things hurt the change process?

• Reflect on and develop a list of key factors that differentiated the successful changes from the unsuccessful ones.

– In your team: (15 minutes)• Share your personal list of key factors and

some of the experiences to support them.• Develop a shared list of 3 to 5 key factors

that seem to consistently produce successful changes.

• Be prepared to share your results…

What types of things helped the change?

What types of things hurt the change?

What We Know about Change Initiatives…

66% of change initiatives fail to achieve desired outcomes– Harvard Business Review

57% of organizations experience a decline in workforce productivity during change management initiatives– Research by Accenture

60% to 70%

of projects fail to deliver on the benefits in the business case due to a lack of change management– KPMG research

80%

Research Finding

• The #1 obstacle to success for major change initiatives is:– Employee resistance & the ineffective

management of the people side of change

Prosci 2008

The People Side of Change…..“No organization can institute change if its employees will not...accept the change. No change will ‘work’ if employees don’t help in the effort. And change is not possible without people changing themselves.

Any organization that believes change can take hold without considering how people will react to it is in deep delusion.

Change can be ‘managed’ externally by those who decide when it is needed and how it ‘should’ be implemented. But it will be implemented only when employees accept change- and the specific change-internally.”Todd D. Jick’s “The Recipients of Change” , p.300 , Copyright 1990 by the President and Fellows of Harvard College. Harvard Business School case 9-491-039

The People Side of Change

What is the impact on the individual?

Lewin’s Force Field

Present State/Condition

Transition Phase

Desired State/Condition

Unfreezing old attitudes

Introducing the change

Re-freezing attitudes around the new approach

The old ways are no longer appropriate and change is needed

Select an appropriate and promising approach

Driving Forces >/</=

Restraining Forces

The new approach is implemented and it becomes established

William Bridges http://w

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Crisis Opportunity

Awareness

Resistance/Anger

Pleading/Bargaining/Negotiating

Check out / Leave the organization

Exploration/ Resignation

Building

Kubler-Ross Grieving Cycle/ Phases of Change

AcceptanceShock/Denial

They aren’t really going to go through with it?

What a waste of time and money!

If they want me to do that fine but I won’t have time to get on

with my other duties!

This is how it is and things are okay

This really is happening and there is nothing I can do about

it…so what are my options?

This new set up is better than the old – I can make this work

for me!

Pulse Check!

Transition is an Iceberg!

Ending Neutral Zone New Beginning

Tip of the Iceberg

• Focus on past• Cling to status quo• Mourning• Resistance• Non-acceptance

• Lower productivity• Decline in trust, loyalty• Communication mix-ups• Increased conflict• Breakdown of teamwork• Control seeking• Increased absence

• Focus on future• New vision• New values• New behaviors• Return to teamwork• Structure & stability

Beneath the Surface

Responses associated with LOSS & GRIEF:

– Denial/Disbelief– Anger– Anxiety– Sadness– Acceptance

Reactions associatedwith STRESS:

– Physical– Mental, Emotional– Behavioral

Reactions associated with FUTURE:

– Relief– Renewed energy– Optimism

During Change, a Person Experiences Loss

• Loss of security

• Loss of relationships with co-workers and managers

• Loss of familiar environments

• Loss of knowledge, expertise, and comfort in jobs

• Loss of control, predictability, and structure

• Loss of power, influence, and territory

• Loss of confidence in an anticipated future

*Leaders acknowledge this loss & help guide your people through it. Loss leads to resistance to change!

During Change, a Person Experiences…

Stage 1: Resistance- Recognition of the situation and preparing to resist

Stage 2: Compliance- Coping with the situation, frustration, pain

Stage 3: Transition- Practicing the skills/action required, doing, applying

Stage 4: Commitment- Integrating and mastering the new skill/behaviour

Stage 5: Acceptance - Invigoration, renewal, and feeling of accomplishment

Pulse Check!

People Handle Change Through Choices

ChangeTrigger

Accept

Reject

Ignore

Behavioural Continuum

ACCEPTProactiveCommitted

• Grudging Compliance

REJECTSabotage

Anger

Whining

IGNOREQuit & Stay

Avoid/Hide

Wait & See

PULSE CHECK!

Change vs. Change Management

What is the difference? Why does it matter?

MANAGING CHANGE

The ADKAR Model

2Managing Change

ADKAR Model

The 5 Building Blocks for Successful Change

A- Awareness of the need for change

D- Desire to support and participate in the change

K- Knowledge of how to change

A- Ability to implement new skills and behaviours

R- Reinforcement to sustain the change

ADKAR Exercise: Managing Yourself through Change

• Refer to the ADKAR Worksheets in your Workbook (pp. 6-12)

• (15 minutes)

WORLD CAFÉ GROUP EXERCISE

• The first building block element of ADKAR that you scored at ‘3’ or below is your barrier to change- start here!

• Find the appropriate A-D-K-A-R group and develop specific ways to overcome your barriers. To guide you, use the tips in your workbook (pp. 14-18) on:– Building Awareness– Creating Desire– Developing Knowledge– Fostering Ability– Reinforcing Change(15 minutes)

*(feel free to rotate from group to group to add/gain some great insight!)

DEVELOPING YOUR CHANGE MANAGEMENT PLAN

LEADING CHANGE

Kotter’s Eight Steps

3Leading Change

Skills of A Change Leader

“(T)echniques that facilitate change within organizations-creating listening posts, opening lines of communication, articulating a set of explicit, shared goals, building coalitions, acknowledging others-are key to creating effective partnerships and sustaining high performance, not just to managing change. They build the trust and communication necessary to succeed…”

“The Enduring Skills of Change Leaders”, p.433 Copyright 2002 by Rosabeth Moss Kanter, (Harvard Business School Press, 2001).

“Transformation is impossible unless hundreds or thousands of people are willing to help, often

to the point of making short-term sacrifices. Employees will not make sacrifices, even if they

are unhappy with the status quo, unless they believe that useful change is possible.”

John P. KotterLeading Change: Why Transformation Efforts Fail

John Kotterhttp://sem

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1. Create a Sense of Urgency (Awareness) (Desire) 2. Form a Powerful Guiding Coalition (Awareness)

(Desire)3. Create a Vision (Awareness) (Desire)4. Communicate that Vision (Awareness)

(Knowledge)5. Empower Others to act on the Vision (Desire)

(Ability)6. Plan for & Create Short-Term Wins (Ability)

(Reinforcement)7. Consolidate Improvements and Build Momentum

to tackle tougher change (Ability) and8. Anchor the ‘New Way’ in the organizational

culture (Reinforcement)

Eight Steps to Lead Change (ADKAR)DISCUSSION: What does this look like @ Organization X ?

ADKAR Exercise: Leading Someone through Change

• Refer to the ADKAR Worksheets in your Workbook (pp. 22-28)

• (15 minutes)

WORLD CAFÉ GROUP EXERCISE

• The first building block element of ADKAR that you scored at ‘3’ or below is your teammate’s barrier to change- start here!

• Find the appropriate ‘Kotter 8 Steps (ADKAR)’ group and develop specific ways to lead your teammate through his/her barriers to change.

• (20 minutes)

*(feel free to rotate from group to group to add/gain some great insight!)

DEVELOPING YOUR CHANGE LEADERSHIP PLAN

Change Leadership Templates

• Change Impact Analysis Templates:– Communication Plan– Sponsor Roadmap & Assessment– Coaching Plan– Training Plan– Resistance Management Plan

* These templates are available at…..

For further Change Management Support:

– Register for free bi-weekly white papers and tutorials at

www.change-management.com

Change Leadership:

1Defining Change

2Managing Change

3Leading Change

Thank You & Enjoy the change….