CHANGE

MANAGEMENT

SOUP FOR THE

BUSINESS SOULProvide Support and Manage

Resistance to Maintain Morale and

Sustain High Performance

Panel

• Brigette Blair, Mission Assurance Engineer

at Northrop Grumman

• MaryAnn Finizza, Project Office Manager

at Aerotek

• Lonney Gregory, Principal at Linkage, Inc.

• Wanda Sigur, Vice President at Lockheed

Martin Corporation

Theory: Change Model

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Build commitment with stakeholders with a two phase,

seven step approach.

Align Engage

used under the Creative Commons License

Deeper Dive: Enlist

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Levels of Experienced Change

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personal

interpersonal

institutional

cultural

What Change Looks Like…

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True Look of (unwanted) Change

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1. Denial

2. Resistance

3. Self-doubt

4. Acceptance

5. Exploration

6. Understanding

7. Integration

True Look of (wanted) Change

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1. Uninformed Optimism (certainty)

2. Informed Pessimism (doubt)

3. Hopeful Realism (hope)

4. Informed Optimism (confidence)

5. Completion (satisfaction)

Transitions

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“No Man’s Land”OLD WAY NEW WAY

sense of

• identity

• control

• meaning

• belonging

• future

sense of

• identity

• control

• meaning

• belonging

• future

• ineffective communication

• negative emotions

• lower productivity

Shock / Betrayal

Denial

Identity Crisis

Search for Solutions

Multiple Change Curves

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Executives Managers Employees

Adoption / Innovation Curve

Innovators – 2.5%

Early Adopters – 13.5%

Early Majority – 34% Late Majority – 34%

Laggards – 16%

Our Goal as Change Agents

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DURATION

DEP

TH

Change Roles

• Sponsor advocates and approves a change effort

• Change agent is the day-to-day change management leader

• A stakeholder is anyone who – Is affected by the change

– Has power or influence over it

– Has an interest in its successful conclusion

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Stakeholder Mapping

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Expect Resistance

• individual resistance– habit

– security

– economic factors

– fear of the unknown

– selective information processing

• organizational resistance– structural inertia

– limited focus of change

– group inertia

– threat to expertise

– threat to established power relationships or resource allocations

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Identifying Resisters

People who

• are highly invested in the current way of doing work

• helped create the current way that will be replaced

• expect more work as a result of the change

• advocated a different solution than was chosen

• are very successful and rewarded in the current way

of doing work

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Resistance Behaviors

Active and Visible Passive and Hard to Detect

Sit

uati

on

al

Ch

ron

ic

• Asking “Why”• Deliberate Opposition• “Why This Won’t Work”• Problem Denial• Not doing the work

• Chronic Quarrels• Agitating Others• Reduction in Output• Sullen Hostility• Not Reporting Problems

• “I Don’t Understand”• Withholding Information• Foot-Dragging• Lack of Support• Over-Complicating the New Way

• “Keep the Way We’ve Always Done It”• No Productivity• Apathy• Undermining

How Can We Manage the

Resisters?

• Education and Communication

• Facilitation and Support

• Manipulation and Cooptation

• Participation and Involvement

• Negotiation and Agreement

• Explicit and Implicit Coercion

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Resistance Is FeedbackWhat you see…

And what you don’t…

Control the Controllable

CONCERNS

Concerns YOU

Control

Concerns YOU

Control

Managing Communication

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Shock / Betrayal

Denial

Identity Crisis

Search for Solutions

Challenge: Key:

Communicate:

Letting go Facts, gain controlFacts, set expectations

Confusion, ambiguityReassurance, clarityUnderstanding, support

Finding new opportunitiesCompelling vision, taking actionInspire, celebrate

Your Experience Today

• What is one thing you will think

about differently?

• What is one thing you will do

differently?

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