change management so what is change management? ‘it isn’t the changes that are so difficult,...
TRANSCRIPT
Change management
So what is Change Management?
‘It isn’t the changes that are so difficult , it’s the transitions. Change is not the same as transition. Change is situational: the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. change is external, transition is internal.’
Source:
Managing Transitions,
Making the most of changeWilliam Bridges
The push / pull model of Leadership
Push Pull
I am aware of myself
I am aware of you
I N T E G R I T YC
ON
FIDEN
CE
thoughts, wants, feelings
LOGICAL ARGUMENT
I make proposalsI state reasonsI state logical consequences
ASSERTION
I state my needs or wantsI state my evaluationsI persist
BUILDING BRIDGES
I recap what you sayI explore our views or feelingsI self-disclose
ATTRACTION
I build on common groundI create a vision
Change ManagementVision Skills Incentives Resources Action Plan Change
Confusion
Anxiety
Gradual
Change
Frustration
Not
Implemented
Skills
Incentives
Resources
Resources
Resources
Resources
Vision
Vision
Vision
Vision
Skills
Skills
Skills
Incentives
Incentives
Incentives
Action Plan
Action Plan
Action Plan
Action Plan
Change Impact!
First Individual Impact
Organization Impact
Change will start with individual, and will cause
a rippling effect in an organization.
DenialDenial
Internalisation
Internalisation
DefenceDefence
Discarding
Discarding
Adapting
Adapting
‘If it ain’t broke why fix it?’
‘I’ve got too much to do’
‘Why can’t I continue doing what I have always done?’
‘If this is the new way of working then I don’t have to do X anymore.’
‘Now I understand the actions that I must take to improve performance.’
‘Actually this new system could be improved even further.’
Source: Carnall (1986)
The change cycle
Where are we today in the
process of change ?
The core message
PROCESSES
SYSTEMS
PEOPLE /TRAINING
CHANGE INATTITUDES AND
BEHAVIOURSSustainable
results
How to communicate, manage and make decisions
How did we perform today ?
Capacity to plan, achieve, analyse and find some opportunities
‘‘do things differently’’
Continuousimprovement
Sourcing-enabled change can be made to work if the conditions for change are positive…
Need for change
Ability to change
Willingness to change
Emotional / Personal cost
Financial cost
+ + +>
The conditions for change:
Applied to outsourcing and sourcing:
Need for Change Ability to Change Willingness to change Costs to Change
• New product or service requires new sourced services
• Increased focus on core competency
• Competitors are sourcing offshore
• Internal team cannot make the change
• Transition costs
• Increased management costs
• Reputation costs of an outsourcing project going wrong
• Personal costs of individuals impacted
• Increased politics
• Ability to re-draw the organizational boundary
• Access to a robust market for purchased services
• Knowledge and skills to “manage” rather than “do”
• Operations leadership
• Sourcing leadership
• Financial leadership
• Risk mgmt. leadership
• Executive sponsorship
• Customers
• Suppliers
A framework for managing change…
Kotter’s 8 Stages of Change Management
• Increase Urgency• Build the Guiding Team• Get the Vision Right• Communicate for Buy-In• Empower Action• Create Short Term Wins• Don’t Let Up• Make Changes Stick
Stage 1: Increase Urgency
Raise a feeling of urgency so folks say-“let’s go”!
What Works:• Show others the need for change [use
valid information and data]• Never underestimate how much
complacency, fear and anger may exist
Stage 2: Build the Guiding Team
Form a group that has the capability
to guide the change process
What Works:
• Showing enthusiasm and commitment
• Modeling trust and teamwork
Team Functions
• Task Orientation – Set clear and simple goals.
• Roles - Assign a unique job to each team member.
• Share Ideas – Brainstorm methods
• Feedback – Share positive, frequent feedback on progress
• High Expectations – Challenge team members to produce the best work possible
Stage 3: Get The Vision Right
Create the right vision and strategies
to guide action
What Works:
• Trying to see -literally- possible futures
• Vision so clear- it can be articulated in one minute or written on 1 page
Stage 4: Communicate for Buy-In
Communicate change vision and strategies to
create understanding and buy-in
What Works:• Keeping communication simple and heartfelt-
not complex and technical• Know what your folks are “feeling”• Speak to anxieties, fear, confusion, anger
Communicating the Change• Identify the what and why of the change.
• Target specific results.
• Don’t dump information on people.
• Welcome questions and feedback.
• Acknowledge the feelings associated with the
change
Communication Tips• Give constructive feedback.
• Be tolerant of mistakes.
• Praise in public, criticize in private.
• Once you've delegated, never take it back
(except in impending disaster!)
Stage 5: Empower ActionDeal effectively with obstacles that block
action.
What Works:
• Find folks with change experience who can state “we won and you can too”
Stage 6: Create Short-Term Wins
Produce short-term wins to energize the changehelpers, enlighten pessimists, defuse cynicsand build momentum
What Works:• Early wins that come fast• Wins that are visible to as many people as
possible• Wins that speak to powerful players whose
support you need but do not yet have
Stage 7: Don’t Let Up
Continue with wave after wave of change,not stopping until the vision is a reality
What Works:• Looking for ways to keep the urgency up• As always- show ‘em, show ‘em, show ‘em
Stage 8: Make Change Stick
Be sure the changes are embedded so
that the new way of operating will stick
What Works:
• Not stopping at Step 7- it isn’t over until the changes have roots
instead of waiting for someone to bring you flowers.
Veronica A ShoffstallVeronica A Shoffstall
Plant your own garden,decorate your own soul,
Tanadi SantosoChief Catalyst Officer
Sam-Design
PT. Kompakindo Media DewataKombes M Duriyat 39
Surabaya - tel: 031-54599750818329971
Plaza Lippo 12th FloorJend. Sudirman Kav.25
Jakarta - Tel 021-5212323
Email: [email protected]
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