leland sandler: an approach to implementing sustainable change
TRANSCRIPT
Leading ChangeAn approach to implementing sustainable change
Leland Sandler, Managing Partner of The Sandler Group
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“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”
- Charles Darwin
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• Gain an understanding ofhuman resistance to change
• Learn:- The change management process- How to develop and execute a change
management plan- When and how to use key Accelerated
Change Tools (ACT)
• Know where to go for additional information
Learning Objectives
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Nearly two-thirds of all major changesin organizations fail [1]
According to Hammer and Champy, only 20 – 30 percent of re-engineering projects succeed. [2]
Only 23 percent of all mergers and acquisitions make back their costs. [3]
Just 43 percent of quality-improvement efforts make satisfactory progress. [4]
9 percent of all major software development applications in large organizations are worth the cost. [5]
[1] Rick Maurer. Building Capacity for Change. Maurer& Associates. Arlington, VA. 2000.[2] Hal Lancaster. “Reengineering Authors Reconsider Reengineering.” Interview with Michael Hammer and James Champy. The Wall Street Journal. January 17, 1995.[3] Anne Fischer. “How to make a Merger Work.” Fortune. January 24, 1994.[4] Linda Moran, Jerry Hogeveen, Jan Latham, and Darlene Russ-Eft. Winning Competitive Advantage. Zenger Miller. 1994.[5] Jim Johnson. “Chaos: The Dollar Drain of IT Failures.” Application Development Trends. January, 1995.
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Why Do Changes Fail?
Change affects us mentally, emotionally and behaviorallyNo matter how positive the changeNo matter how competent people areNo matter how committed people areNo matter how resilient people areNo matter how proactive people are
Therefore, we must manage the change!
Because any ‘sane’ person isn’t going to do what doesn’t make sense to them!
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Unmanaged Change Prolongs Unproductive Behavior, Jeopardizing the Company’s Future
Time
Empl
oyee
Pro
duct
ivity
Managed Change
Unmanaged Change
Acceptable Level of Performance
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Before During After
Productivity
4.8 hours
Productivity
1.2 hours
Productivity
4.8 hours
Social, gossip, speculation
3.2 hours
Social
1.5 hours
Me
1.8 hours
Social
1.5 hours
Personal
1.7 hours
Who/What to do
1.8 hours
Personal
1.7 hours
* Based on data compiled by the U.S. Department of Labor over 18 years of work with organizational change.
Need to Manage People Through Change;Organizational Change Decreases Productivity
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How People React to Change
For more information call Interchange International, Inc. (800) 878-8422 © Copyright 1994 Interchange International, Inc.
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For more information call Interchange International, Inc. (800) 878-8422 © Copyright 1994 Interchange International, Inc.
Stage 1: Loss Create Safety• Reassure as much as possible• Listen, don’t try to “fix it”
Stage 2: Doubt Provide Info• Stay “in tune” with people’s
needs and attitudes• Determine what info people are
still missing
Stage 3: Discomfort Motivate• Praise and compliment
finished tasks• Link tasks to the big picture
Managing Stages 1-3
Beware the Danger Zone!
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Managing Stages 4-6
Stage 6: Integration Succeed with Stability• Encourage ongoing education• Reinforce desired behaviors
Stage 5: Understanding Succeed with SeeingBenefits• Celebrate victories• Accentuate benefits
Stage 4: Discovery Succeed with Motivation• Encourage new options/ideas• Encourage individual strengths
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Lessons Learned
Q X A = E
QualityTechnical Strategy
Acceptance
Cultural Strategy
Change Target
Effect
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What are Accelerated Change Tools?
Common-sense tools for planning effective change managementLarge scale changes: mergers, corporate-wide initiatives, cross-departmental processes, etc.Medium/small scale: business process improvements, departmental reorganization, etc.
Based on the most successful change management techniques:Beckhard and Harris (1987)Jon Katzenbach (1994)General Electric CAP ToolsJohn Kotter (1996)
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The Accelerated Change Process
Current State Transition StateFuture State
Creating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Prerequisites for Successful Change
Leading Change
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Successful Change
+
+
+
+
=
Engaged leadership who sponsors the change and assembles the right team of people to make it happen.
Clearly articulating the desired outcome for the change that is reasonable and legitimate.
Securing understanding and commitment from key stakeholders to make it work.
Aligning management practices, systems and processes to reinforce the change.
Ensure accountability and celebrate successes.
Building a Shared Need+ Providing a compelling reason for change that is sufficient to overcome resistance to the change.
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Accelerated Change Toolkit
Threat vs. Opportunity Matrix
VisionStatement
Structures Analysis
Elevator Speech
Behavioral Change Analysis
Leading Change
Building a Shared Need
Creating a Vision
Changing Systems/Structures
Monitoring Progress
Output becomes your Change Management Plan(action items get incorporated into the Project Plan)
In-Scope /Out-of-Scope
Critical Success Factors
Responsibility Chartor RASCI
Force-Field Analysis
Three D’s Matrix
Metrics Tracking
Technical, Cultural, and Political AnalysisMobilizing Commitment Stakeholders Analysis/
Influence Strategy Communication Plan
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The Accelerated Change Process
Current State Transition StateFuture State
Creating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Leading Change
Desired Outcome:
Engaged leadership who sponsors the change and assembles the right team of people to make it happen
Tools:These tools will help you get started on your project, and determine the best sponsors and team support to recruit.
In-Scope /Out-of-Scope
Critical Success Factors
Responsibility Chartor RASCI
• Purpose: Know what you are supposed to deliver and what the boundaries are. Scope impacts resources.
• Purpose: Understand the “must-haves” for success and who will help provide support or remove obstacles.
• Purpose: Identify clear roles and responsibilities. Fill in any resource gaps.
Current State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool: In-Scope / Out-of-Scope
Draw a large square “picture frame” on a flip chart (or use tape on a wall)
Use this metaphor to help the team identify what falls inside the picture of their project and what falls out.
This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc.
Current State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Capacity Planning:In-Scope / Out-of-Scope Example
In-Scope
Functions/department contributing to pipeline projects
FTE Demand and Supply Forecasting and Balancing
Out-of-Scope
Manufacturing
Other Resources >Money>Equipment
Resource Allocation by Name
Current State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool: Critical Success Factors (CSF)
Brainstorm Critical Success Factors or Major Milestones of progress if this project is to succeed
Examples: Include the must-haves to be successful, key measurements to meet, major milestones to achieve, critical stakeholders’ support, desired behaviors, etc.
Translate CSFs into project action items
CRITICAL SUCCESS FACTORS
Current State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool: Action Plan
Issue:
Recommendation:
Benefit:
Required Resources:
Champion:
Action Plan:
Action Timing Responsible
Current State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool: Responsibility Chart
Sort out “who will do what” on the project, an action plan or key decisions. It can help the team identify areas where they need to be “politically” sensitive to the needs and desires of various groups and individuals as they relate to activities, decisions and milestones of the ACT project.
TASKS
NAMES
Responsible: Individuals who will execute the task
Accountable: Individuals who are ultimately accountable for the successful completion of the task
Supports: Individuals that provide technical support or information to the task and regularly participate as project team members (but are not fully accountable)
Consulted: Individuals who provide technical support or information to the task as required (ad-hoc), including outside consultants or vendors
Informed: Individuals who must be kept informed of the status of the task
Current State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Do we all understand how change effects others?
Do we feel prepared and comfortable in leading the change?
Are we spending the time necessary to make this change effort successful?
Have we identified where key stakeholders are with respect to the Change Cycle?
Are we spending enough time meeting with key stakeholders and communicating the change?
Are we dealing appropriately with resistance?
Are we tracking progress and making course corrections?
Leading ChangeCheck List ACT helps you answer these questions
Current State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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The Accelerated Change Process
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Building a Shared Need
Change occurs when the benefits of change outweigh the cost Cost of
change
Dissatisfaction with status quo
Ease of change
Desire for change
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Building a Shared Need
Desired Outcome:
Provide a compelling reason (“burning platform”) for change that is sufficient to overcome resistance to the change.
Tools:
Threat vs. Opportunity Matrix 3 D’s Matrix
• Purpose: Identify the short and long term costs and benefits of the change.
• Purpose: Build a strategy for communicating the need for change through different approaches.
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool: Threat vs. Opportunity Matrix
Threat Opportunity
Short Term
Long Term
Identify the short- and long-term opportunities (benefits) for doing the project.
Identify the short- and long-term threats (costs) if you did not do the project.
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool: 3 D’s Matrix
Approach Strategy / Actions
Data/Diagnosis:• Internal sources• External networks
Demonstrate:• Finding examples
(testimonials, pilots)• Best practices• Visiting other organizations
Demand:• Leadership modeling• “Walking the talk”
Develop different approaches for communicating the compelling reason for change. People are persuaded by different kinds of information.
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Exercise: 3 D’s Matrix
Approach Strategy / Actions
Data/Diagnosis:• Internal sources• External networks
Demonstrate:• Finding examples
(testimonials, pilots)• Best practices• Visiting other
organizations
Demand:• Leadership modeling• “Walking the talk”
ObjectiveBuild your strategy for the Capacity Planning Projects
InstructionsBreak out into teamsUsing ONE approach, develop a technique for how you will communicate the compelling need for change.At the end, one team will share their results
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Are we aligned in terms of the need for change?
Have we framed the need for change in such a way to address the concerns of key stakeholders?
Is each team member willing to deliver the “key messages” regarding the need for change if asked by someone outside the team?
Have we identified all of the key stakeholders affected by this initiative, and do we understand importance each gives to this initiative?
Creating a Shared Need involves framing the needto appeal to the interest of key constituents.
Building a Shared NeedCheck List ACT helps you answer these questions
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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The Accelerated Change Process
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Creating a Vision
Desired Outcome:
Clearly articulating the desired outcome for the change that is reasonable and legitimate.
Tools:
Vision Statement Elevator Speech
• Purpose: Articulate the compelling reason for change in a way that motivates
• Purpose: Ensure that team members spread a unified and consistent message
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Creating and Communicating a Vision
Visions paint the compelling reason for change and answer the question, “why change?”
The Vision describes what a company and their customers would look like if the change effort was wildly successful
Must beVisionaryMeaningfulMotivational (even against discouraging odds)
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Key Phrases Exercise
1. Imagine a point in the future when the project has been very successful.
2. Find words to describe what you would see, hear, feel as you observe key constituents functioning in the new,changed state.
3. Collate, debate, reach consensus, “test” on others and modify.
Backward Imaging Exercise
Tool: Vision Statement
1. Individually jot down the key phrases that capture the essence of why the team exists.
2. Collect and collate into vision statement.
3. “Test” on customers, vendors, employees.
4. Modify as necessary.
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool: Elevator Speech
“Here’s what our project is about…” (Project vision/goal)
“Here’s why it’s important …” (Business issue/drivers)
“Here’s what success will look like…” (Project benefits)
“Here’s what we need from you…” (Varies by stakeholder)
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Has a vision been clearly articulated for the project?
Is the vision simple and straight forward?
Is the vision motivating and energizing?
Is the vision shared and understood across key stakeholders?
Is the vision realistic and actionable?
How aligned is the team around the vision?
How aligned is leadership around the vision?
How can you sharpen and deepen the VISION for your project?
Creating a VisionCheck List ACT helps you answer these questions
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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The Accelerated Change Process
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Mobilizing Commitment
Desired Outcome:
Securing understanding and commitment from key stakeholders to make it work.
Tools: Technical, Cultural, and Political Analysis
Stakeholders Analysis
Influence Strategy
• Purpose: Identify, label and understand sources of resistance
• Purpose: Identify stakeholders, their position on the change and their desired behaviors
• Purpose: Determine how to move stakeholders from the status quo to desired behaviors
Communication Plan
• Purpose: Develop plan for communicating the change
and the project to stakeholders
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Graphically displaying attitudes toward change:
It’s important to identify areas of resistance and support.
Mobilizing Commitment
People
Innovators Resistors
Early Adopters
Late Adopters
Time
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Source of resistanceCauses of resistance
(examples)Examples from our project
Technical Aligning and structuring organization• Skill does not currently exist• Difficulty in learning new skills• Sunk cost in existing systems
Political Allocating power and resources• Threats to existing power structure• Threats to “Old Guard” from “New Guard”• Existing relationships
Cultural Defining cultural norms• Handling risk and uncertainty• Locked in old mindset• Inward focus vs. externally focused• Relationship driven vs. market driven
Analyzing Situational Resistance to Change
Tool and Example:Technical, Political, Cultural Analysis
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool and Example:Stakeholders Analysis
Name Strongly Against
Moderately Against
Neutral Moderately Supportive
Strongly Supportive
Person A X
Person B X
Person C X
Group DX
X = Where they are todayO = Where we need them to be
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Example: Influence Strategy, Capacity Planning
Stakeholders Desired New Behaviors
Issues/ Concerns
Identify “Wins” Influence Strategy – WHAT?
Influence Strategy - WHO?
Influence Strategy – BY WHEN?
Department Representative
• Strong contribution and time comitment to project
• Champion project with co-workers
• Competing priorities with ongoing work
• Get Supervisor to allocate time to work on project
• Transfer other workload to other in department
Define expectations with person and supervisor
Project Lead 2/10
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Tool: Communication Plan
Audience Objective(s) Message(s) Media/ Vehicle Who When/ Where
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
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Have we identified who will be the early and late adopters
change?
Have we identified who the Key Stakeholders are and where they are relative to the proposed change?
What will be the sources of resistance?
Have we laid out a detailed and achievable communication
plan?
Mobilizing CommitmentCheck List ACT helps you answer these questions
Current State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State
45
The Accelerated Change Process
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
46
Changing Systems and Structures
Desired Outcome:
Aligning management practices, systems and processes to reinforce the change.
Tools:
Structures Analysis Force-Field Analysis
• Purpose: Identify which systems and processes need changing to support the change
• Purpose: Determine what factors could potentially hurt or help the change effort
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
47
Changing Systems and Structures
What needs to be changed/added/deleted within our Systems and Structures to support our change initiative and reinforce desired behaviors?
Staffing How we/acquire/place talent.
Development How we build competence/capability.
Measures How we track performance.
Rewards How we recognize/reward desired behavior.
Communication How we use information to build and sustain momentum.
Designing How we organize to support the change (the “people Organizations infrastructure”)
7. Information Systems How we utilize technology to enable changes to be Technology successful and sustained.
Resource Allocation Have we adjusted or planned for our financial materials to properly fund necessary resources.
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
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System or Structure
How should we use or modify systems / structures to support our vision and objectives?
Staffing
Development
Measurements
Rewards
Communication
Designing OrganizationsInformation SystemsResource Allocation
Tool: Structures AnalysisCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
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Assess the forces or factors which will either help to make change last or make it difficult to do so.
Remember to build an action plan to leverage what’s helping and to minimize what’s hurting.
Tool: Force Field Analysis
Helping Hurting
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
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System or Structure How should we use or modify systems / structures to support our vision and objectives?
Staffing
Development
Measurements
Rewards
Communication
Designing Organizations
Information Systems
Resource Allocation
Exercise: Structures Analysis + Force Field Analysis + Action Plan
Helping Hurting Action
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
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Which Areas Provide the Greatest Impact?
Aspects of Systems and Structures
Tool: Structures Analysis (cont’d)
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
Designing Organizations
InformationSystems
ResourceAllocation
High
Medium
Low
Development Measures CommunicationStaffing Rewards
Impa
ct
Designing Organizations
InformationSystems
ResourceAllocation
High
Medium
Low
Development Measures CommunicationStaffing Rewards
Impa
ct
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Safety Culture Example:Prioritizing Systems and Structures
Aspects of Systems and Structures
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
High
Medium
Low
Designing Organizations
Development Measures CommunicationStaffing InformationSystems
ResourceAllocation
Rewards
Impa
ct
High
Medium
Low
Designing Organizations
Development Measures CommunicationStaffing InformationSystems
ResourceAllocation
Rewards
Impa
ct
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Have we identified all key systems and structures which will be impacted by the change?
Are we able to make appropriate changes to systems and structures? Are we getting the support we need from leadership to make needed changes?
Have we adequately aligned leadership incentives with the change objectives?
Are we dealing effectively with those failing to adopt the change?
Is training inadequate – do people feel adequately prepared to take on their new job/roles?
Changing Systems and StructuresCheck List ACT helps you answer these questions
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
54
The Accelerated Change Process
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
55
Monitoring Progress
Desired Outcome:
Ensure accountability and celebrate successes.
Tools:Behavioral Change
Analysis Metrics Tracking
• Purpose: Track progress of change process. Understand where people are on the change cycle so plans can be updated accordingly.
• Purpose: Track operational or financial progress of overall change initiative. Is the change working?
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
56 * Option: write the actual behaviors you are observing at this stage of the project
Stakeholders
(from Stakeholder Analysis)
Desired Behaviors
(from Influence Strategy)
Progress(Rate progress towards desired
behaviors on scale of 1-5)1 = no change, 5 = desired
behaviors are apparent*
Actions
(e.g. Review output of ACT tools used and action plans.)
Where are people in the Change Cycle?
Tool: Behavioral Change Analysis
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
57
Tool: Metrics Tracking
Metric How is it measured?
How often should you measure?
Source of data (who owns it and is it reliable?)
Other: _________
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
58
Have we effectively calibrated leadership’s expectations regarding the change – are they wanting results before changes have been fully implemented and absorbed by the organization?
Is the tracking and communication of progress visible?
Are we maintaining momentum by celebrating early wins?
Is Leadership engaged in communicating progress?
Are Leaders publicly recognizing and rewarding contributions?
Is Leadership allowing the changes to become bedded down before reassigning resources?
Monitoring ProgressCheck List ACT helps you answer these questions
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
59
Accelerated Change Toolkit
Threat vs. Opportunity Matrix
VisionStatement
Structures Analysis
Elevator Speech
Behavioral Change Analysis
Technical, Cultural, and Political Analysis
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Output becomes your Change Management Plan(action items get incorporated into the Project Plan)
In-Scope /Out-of-Scope
Critical Success Factors
Responsibility Chartor RASCI
Stakeholders Analysis/ Influence Strategy
Force-Field Analysis
Three D’s Matrix
Communication Plan
Metrics Tracking
60
Accelerated Change Process
Current State Transition State Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
61
Resources and Links
The Sandler Group: sandlergroup.net/
Leland Sandler Website: lelandsandler.com
LinkedIn: https://www.linkedin.com/in/lelandsandler
Crunchbase: https://www.crunchbase.com/person/leland-sandler
Facebook: http://facebook.com/thesandlergroup
Twitter: https://twitter.com/lelandsandler
Google+: https://plus.google.com/+LelandSandlerExecutiveAdvisor
Expertfile: http://expertfile.com/experts/leland.sandler
YouTube: https://www.youtube.com/channel/UC4pT3Ne6_jxSAKrWC2iQzWQ
My Presentations: http://www.slideshare.net/lsandler91/presentations
Current State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition StateFuture State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State