leading change towards sustainability - jkr pengurusan perubahan.pdf · 5/8/2016 1 leading change...

5/8/2016

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LEADING CHANGE TOWARDS

SUSTAINABILITY

Problem Solving Decision MakingThe 5 Step Method

Managing ChangeThe 8 Step Process

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Programme Outcome and Objectives

Learning Outcome:

Understand the structured approach in solving problem through identification

of the most probable root causes, propose impactful and holistic solutions

and making informed decisions using appropriate tools and methods.

Learning Objectives:

• Describe the steps needed to define clear problem

statement and identify gaps

• Identify various root causes that contribute to the gaps

• Propose solutions to address the root causes

• Construct implementation plan for execution

• Explain method to evaluate implementation effectiveness

and modify any shortcoming

• Describe approaches to manage change

Who Moved

My Cheese?

An Amazing Way to

Deal With Change In

Your Work & In Your

Life

DR SPENCER

JOHNSON

5/8/2016

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Who Moved My Cheese

Problem Solving Decision MakingThe 5 Step Method

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WHAT DO YOU KNOW ABOUT PROBLEM SOLVING

PROCESS?

WHAT IS THE DIFFERENCE

BETWEEN CHANGE

MANAGEMENT AND PROBLEM

SOLVING?

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What is the difference between Problem

Solving/Change Process and Change Management

F

Problem Solving

5Step Method

Change Management

8 Step

+

The 5 Step Method - Big Picture

Organisational

Aspiration and

Performance

Analysis

Identify the

Root Cause(s)

Propose

Solutions

Implement

Solution

Evaluate and

Modify

1 2 3 4 5

Change Management

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Understand the Situation

Organisational

Aspiration and

Performance

Analysis

Identify the

Root Cause(s)

Propose

Solutions

Implement

Solution

Evaluate and

Modify

1 2 3 4 5

Organisational Aspiration and Performance Analysis

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Understand the Situation Using Performance Analysis

Wh

at

are

th

e

ga

ps

?

Desired – Current = Gaps

Desired State

Current State

The comparison must be “apple to

apple”. It must be fact based.

Where you want to

be? What do you

want to achieve?

Where are you now?

What is your current

state?

Performance Analysis

Wh

at

are

th

e

ga

ps

?

Desired – Current = Gaps

My daughter achieved

5 As in her first term

Exam

Desired State

Current State

My daughter achieved

5 Cs in her first term

Exam

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In doing Performance Analysis, we need to conduct

analysis from real data, reports, etc.

Only as examples:

What is the difference between gaps and root causes?

Why are we always fire fighting?

Why is the proposed solution not

sustainable?

Did we really find the Root of the Cause?

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Identify and Prioritize Gaps (which gaps when addressed will give the biggest impact?)

Gap 1

Gap 2

Gap 3

Gap 4

Gap 5

Convert Gap to a Problem Statement

Example :

1. The past 2 months (when) the

quality reports contain more than

2 errors on average (current),

greater than the 0 errors expected

(desired).

2. In Jan 2013 (when), my daughter

achieved 5Cs in her first term

Exam (current), less than the

expected achievement of 5As

(desired).

The issue

(current)The desired

When

Note to remember:

• Focus on one problem or gap

• One or two sentences

• Does not suggest a solution

Problem

Statement

+

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Let’s Try: Develop a Problem Statement

The issue

(current)The desired

When

Problem

Statement

+

Identify the Root Cause(s)

Organisational

Aspiration and

Performance

Analysis

Identify the

Root Cause(s)

Propose

Solutions

Implement

Solution

Evaluate and

Modify

1 2 3 4 5

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The symptom

The root cause

If we continue to only

address the

symptoms, the same

problem will keep

occurring again and

again.

We need to solve the

root cause!

Are you solving the root causes or just the symptoms?

J

Identify the Root Cause(s)

The real Root Cause is

hereAsk Why at least 5x

The past 2 months (when) the

quality reports contain more

than 2 errors on average

(current), greater than the 0

errors expected (desired).

Start with a problem

statement

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Ask “Why?” until you get to the root cause of the problem

A crucial step in ensuring we are solving the problem correctly is

to understand why the problem occurred at the first place

By repeatedly asking the question ‘Why’ (five is a good rule of thumb), you can

peel away the layers of symptoms which can lead to the root cause of a problem

To get to the root of a problem/gap, just ask “Why” Five

Times

Keep asking why until you reach the root cause, drive towards the

action(s) that solve the problem and not just treat the symptoms

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Constructing Root Cause Problem Solving Tree (RCPS)

by asking ‘Whys’

Find balance for sustainable solution (Corrective +

Preventive)

Development

not linked to

other

processes

Not

networking

with other

leaders

No skills

Not having the

growth mind-

set

No development

framework

No

governance

Problem

statement/

Gap

Corrective Preventive

Why #1 Why #2 Why # 3 Why #4 Why # 5

A partial example

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The root cause will always be either Leadership,

Mindset or Competency

Development

not linked to

other

processes

Not

networking

with other

leaders

No skills

Not having the

growth mind-

set

No development

framework

No

governance

Problem

statement/

Gap

Corrective Preventive

Why #1 Why #2 Why # 3 Why #4 Why # 5

Triple Plus:

Leadership

Mindset

Competency

5 Why

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Consistent, relevant and MECE

Why #1 Why #2 Why #3 Why #4 Why #5

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A good RCA has the following elements:

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Done in a group with the right people (those

responsible, experts, accountable, consulted to,

and informed)

Facilitated by RCA process expert (not the

subject matter expert)

Follow steps in the tool prescribed i.e. 5 whys,

Kepner Tregoe, Ishikawa fish bone etc

Achieve mutually exclusivity and collectively

exhaustive (MECE) in each why’s

Data validated and verified by Subject Matter

Experts

Identify the root causes using the 5 Whys

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Propose Solutions

Organisational

Aspiration and

Performance

Analysis

Identify the

Root Cause(s)

Propose

Solutions

Implement

Solution

Evaluate and

Modify

1 2 3 4 5

Propose impactful and sustainable solutions

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Source: OPI Central Team

Propose solutions and map against the Influence

Model

Role-Modeling Fostering

understanding and

conviction

Developing talent

and skills

Reinforcing with formal

mechanisms

All 4 quadrants

must be covered to

make change happen• “I see superiors, peers,

and subordinates

behaving in a new way”

• “I know what is expected

of me – I agree with it,

and it is meaningful”

• “I have the skills and

competencies to

behave in a new way”

• “The structures,

processes, and

systems reinforce the

change in behavior I

am being asked to

make”

Desired State

Helpful Kid

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Brainstorm solutions based on the Influence Model

* the opposite

Map all the proposed interventions into the Influence

Model and ensure that all quadrants are covered to

make change happen and sustained

If It’s an operational issue, one Influence model for all

track is sufficient

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Model

Role-Modeling Fostering understanding and

conviction

Developing talent and skills Reinforcing with formal mechanisms

All 4 quadrants

must be covered to

make change happen

Desired State

The influence model is a set of initiatives required to

make change happen

Desired State

Role-Modeling Fostering

understanding and

conviction

Developing talent

and skills”Reinforcing with

formal mechanisms

All 4 quadrants

must be covered to

make change happen

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Model

Role-Modeling Fostering understanding and

conviction

Developing talent and skills Reinforcing with formal mechanisms

All 4 quadrants

must be covered to

make change happen

Desired State

Prioritize and select solution from each quadrant from

the influence model

Prioritization Matrix

Hard EasyEase of Implementation

Hig

hL

ow

Imp

act

to B

us

iness

3

5

9

1st Quadrant

• These are identified as Quick Wins

or ‘low hanging fruits’

• Easy to implement and generates

the highest value to the business

2nd Quadrant

• Difficult to implement but

generates highest value to the

business

3rd Quadrant

• Easy to implement but generates

lower value to the business

4th Quadrant

• Difficult to implement and

generates lower value to the

business

• Usually considered as ‘Scrap

interventions’

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Prioritization Matrix Interventions - Quick Wins

1

2

3

4

5

1 2 3 4 5


Hig

hL

ow

Imp

act

to B

us

iness

3

5

8

9

Quick Wins

1st Quadrant2nd Quadrant

3rd Quadrant4th Quadrant

Quick Wins as shown in the 1st Quadrant

No

.Quick Wins



Hig

hL

ow

Imp

act

to B

us

iness

5

8

9

Change Projects

1st Quadrant2nd Quadrant

3rd Quadrant4th Quadrant

The 2nd quadrant depicts solutions with the highest impact

but may take longer time and more effort

No Project

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Hig

hL

ow

Imp

act

to B

us

iness

The 3rd quadrant depicts interventions which are easy to

implement but generates the lowest impact to business.

To do or not to do?

What is the cost?



Hig

hL

ow

Imp

act

to B

us

iness

Recommended

to be scrapped

The 4th quadrant solutions which are hard to implement and

generates the lowest impact to the business

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Propose solutions and map against the Influence Model

Implement Solution

Organisational

Aspiration and

Performance

Analysis

Identify the

Root Cause(s)

Propose

Solutions

Implement

Solution

Evaluate and

Modify

1 2 3 4 5

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Implement Solution: Manage Change

Action Items Who Mac April May June July

R A C I 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

R: Responsible

A: Accountable

C: Consulted

I: Inform

Competency

Availability

Implement solution by identifying action items and By

whom (responsible) and by when (deadlines)

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Evaluate and Modify

Organisational

Aspiration and

Performance

Analysis

Identify the

Root Cause(s)

Propose

Solutions

Implement

Solution

Evaluate and

Modify

1 2 3 4 5

Evaluate and Modify: Measure Change

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Solution

Solution

Solution

Solution

Performance

Measurements

KPI

KPI

KPI

KPI

Identify the Key Performance Indicator (KPI) for

each Prioritized Solution

Alert modeOn track Off track

With the work planned, track and monitor progress by using a

good visual management to communicate to team effectively

Monitor, Evaluate and Modify

Project: Deadline Justification Status

Title

Project modification:

Name of project: Modification

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The 5 Step

Change

Process

Integrated OPI

Framework

CHANGE Model

by Elaine Biech

Lewin’s

Model

Kotter’s Eight

Step Model

David Ulrich’s

Seven Step

Model

ACT Jack Evan and

Chuck Schaefer’s

10 tasks

Define the

situation

Quick Fix –

Temporary

measure to

control

situation

Conditioning

Define the

situation

• Challenge the

current state

• Harmonize

and align

leadership

Unfreezing, • Establish a

sense of

urgency

• Create the

guiding

coalition

• Develop a

vision and

strategy

• Lead

Change

• Create a

shared need

• Shape a

vision

• Mobilise

commitment

• Leading Change

• Creating a Shared

Need

• Developing the

"To-Be" (Vision)

• Appreciate the

situation

• Develop strategic

alignment

• Evoke change

leadership

Identify

Root Cause

Identify Root

Cause

• Expand

understanding

and commitment

• Analyze

processes

Take

Corrective

Action

Take Corrective

Action

• Activate

commitment

• Nurture and

formalize a

design

• Guide

Implementatio

n

Changing • Communicate

the change

vision

• Empower

broad based

action

• Generate

Short Term

wins

• Change

system and

structures

• Mobilizing

Commitment

• Planning and

Executing Change

• Communicating

Change

• Aligning the

Infrastructure

• Design process,

work and

boundaries

• Plan

implementation

• Establish Merits

Evaluate

and Follow

up

Evaluate and

Follow-up

Evaluate and

Institutionalize

Change

Refreezing • Consolidate

gains and

produce more

change

• Anchor new

approaches in

the culture

• Monitor

progress

• Make

change last

• Sustaining

Momentum

• Manage

Transitions

• Continuous

Learning and

Improvement

Change Process over the years advocate similar steps

../../../Inspirational/Change.pps

5/8/2016

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Managing ChangeThe 8 Step Process

2

Kotter's 8-Step Change Management Model

Manage Change.pptx

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Change

Management

70 per cent of all change initiatives fail

Only 20% respondents to a survey on change initiatives

indicated that their initiatives met or exceeded

expectations.

Majority of quality initiatives failed to achieve

significant improvement.

50 to 70% of the organizations that undertake a

reengineering effort do not achieve the dramatic results

they intended.

More than 60% rated their employees’ reactions to

organizational change as neutral, sceptical, or actively

resistant.

The Dismal Fate of Most Change Efforts

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61

Do people RESIST change?

People don’t resist change, they resist BEING changed!

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People Actually CRAVE Change!

• Change is an extraordinarily natural and normal practice

that people routinely embrace . . . on their own terms!

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63

So . . . If people don’t resist change,

why do we see so much resistance?

It’s not change that people resist, but how organizations

manage it!

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The reasons why most change efforts fail and

what you can do to improve your success!

Eight Steps in Change Management

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#1 - A Lack of a Urgency

Most companies ignore this step — indeed close to 50% of the

companies that fail to make needed change, make their mistakes

at the very beginning.

Tactics that can make this happen include:

• Bringing the Outside In

• Behaving with Urgency Every Day

• Finding Opportunity in Crisis

• Dealing with NoNos

#2 - Not Creating the Right Composition of a Guiding

Coalition

That coalition must have the right composition, a significant level of

trust, and a shared objective.

The Four Qualities of an Effective Guiding Coalition

• Position Power: Enough key players

• Expertise: All relevant points of view

• Credibility: Respected by those in the firm

• Leadership: Enough proven leaders to drive the change

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#3 - A Lack of a Change Vision

A good change vision can demand sacrifices in order to create a better

future for all of the company’s stakeholders.

Effective change visions have six key characteristics:

• Imaginable: They convey a clear picture of what the future will look

like.

• Desirable: They appeal to the long-term interest

• Feasible: They contain realistic and attainable goals

• Focused: They are clear enough to provide guidance

• Flexible: They allow alternative responses

• Communicable: They are easy to communicate

#4 - Under communicating a Vision

To be effective, the change vision must be communicated frequently.

In communicating the vision it should be:

• Simple: No jargon.

• Vivid: A verbal picture is worth a thousand words

• Repeatable: Able to be spread by anyone to anyone.

• Invitational: Two-way communication

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#5 - Not removing the obstacles

Remove obstacles to change, change systems or structures that

seriously undermine the vision and innovation

Empower employees to remove major obstacles (structures, skills,

systems, and people issue.)

#6 - Not systematically planning for or creating short

term wins

Companies that experience significant short-term wins by 14 and 26

months after the change initiative begins are much more likely to

complete the transformation.

Short term wins must:

• Build momentum that turns neutral people into supporters, and

reluctant supporters into active helpers.

• Serve to reward the change agents.

• Be both visible and clear-cut.

• Be related to the change effort.

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#7 - Letting up too soon

Whenever you let up before the job is done, critical momentum can

be lost and regression may soon follow.

You need to:

• Add more projects

• Add people to help with the changes

• Ensure that senior leadership focused on giving clarity

• Empower employees at all levels to lead projects

• Constantly keep urgency high

• Consistently show of proof that the new way is working

#8 - Not anchoring changes into the corporate

culture

New practices must grow deep roots in order to remain firmly planted

in the culture.

Some general rules about cultural change include:

• Cultural change comes last, not first

• Prove that the new way is superior to the old

• Success must be visible and well communicated

• Reinforce new norms and values with incentives

• Reinforce the culture with every new employee

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In summary - Change Management

Pre-requisite for successful change

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Pre-requisite for successful change

Pressure for

Change

A Clear

Shared Vision

Capacity

for change

Actionable

first steps+ + + =

If any of the four pre-requisites are missing, problems arise:

?A Clear

Shared Vision

Capacity

for change

Actionable

first steps+ + + =

Pressure for

Change?

Capacity

for change

Actionable

first steps+ + + =

Pressure for

Change

A Clear

Shared Vision?

Actionable

first steps+ + + =

CHANGE

LOW PRIORITY

LITTLE ACTION

ANXIETY

FRUSTRATION

FAST START

FIZZLES OUT

Pressure for

Change

A Clear

Shared Vision

Capacity

for change?+ + + =

JUST A DREAM

Assessing The Climate

Adopted from Strategy to Results Through People

© 1999 AchieveGlobal

Clear,

compelling case

for change

Demonstrated

leadership

commitment

Clear WIIFM/T

for all

Concrete

implementation

plan

Time, Resource with Skills,

knowledge & tools in place

Reinforcement

“See It” “Own It” “Do It”

?Demonstrated

leadership

commitment

Clear WIIFM /T

for all

Concrete

implementation

plan



Reinforcement“It’s not

urgent.”

Clear WIIFM/T

for all?Clear,

compelling case

for change

Concrete

implementation

plan




real.”

?Clear,

compelling case

for change

Demonstrated

leadership

commitment

Concrete

implementation

plan




worth it.”

?Clear,

compelling case

for change

Demonstrated

leadership

commitment

Clear WIIFM /T

for all



Reinforcement“It’s not going

anywhere.”

?Clear,

compelling case

for change

Demonstrated

leadership

commitment

Clear WIIFM /T

for all

Concrete

implementation

plan


possible.”

“It’s working!”

Demonstrated

leadership

commitment

Clear,

compelling case

for change

Clear WIIFM/T

for all

Concrete

implementation

plan

“It’s not

for long.”?Time, Resource

with Skills, knowledge & tools in place

Feedbacks

5/8/2016

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CHANGE

../../Inspirational/Change.pps

5/8/2016

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CHANGE

When I was young and free and my imagination had

no limits, I dreamed of changing the world;

As I grew older and wiser I realised the world would

not change and decided to shorten my sights

somewhat and change only my country. But it too

seemed immovable.

As I entered my twilight years, in one last desperate

attempt, I sought to change only my family, those

closest to me, but alas they would have none of it.

And now here I lie on my death bed and realise

(perhaps for the first time) that if only I'd changed

myself first, then by example I may have influenced

my family and with their encouragement and

support I may have bettered my country, and who

knows I may have changed the world.

CHANGE BEGINS

WITH OURSELVES

5/8/2016

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THANK YOU

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leading change towards sustainability - jkr pengurusan perubahan.pdf · 5/8/2016 1 leading change...

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