teaching an old dog new tricks managing organizational change
TRANSCRIPT
Teaching an Old Dog New Tricks
Managing Organizational Change
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ITIL Expert ISO 20000 Consultant MBA, MA, B.Comm 30+ ITIL Implementations Partner in Marval North America
Consultancy Training ITSM software
Mark Sherry
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“Change Management is an approach to transitioning individuals, teams and organizations
from a current state to a future state”.Wikipedia May 2013
Also known as: Reorganization Restructuring Business Process Engineering Turnaround
Definition
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Organizational Change Management
≠ITIL Change Management
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Why Change?
Growth – Organic or Acquisition Process or Technological Innovation Laws – Regulations Reaction to Competition Financial Changes: Revenue and Expenses Demographics Societal Values
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We all love Change so long as it is happening to someone else.
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Organizations Groups Individuals
Changes Affect
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Organizational Change Models
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Lewin’s Change Model
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1 Ending Losing… Fear, denial, anger, disorientation, frustration, anxiety
2 Neutral Zone Low morale/productivity, anxiety, skepticism
3 New Beginning Energized, openness, renewed commitment
Bridge’s Transition Model
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Top three are hard elements
Bottom four are soft elements
Two to three of the seven will be the vital ones based on the organization
Every element has an impact on the other elements
McKinsey 7S Framework
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Kotter’s Organizational Change Model
First published in 1996, Kotter’s 8 Step Model is the grand-daddy of all change models and is widely used.
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Kotter’s Organizational Change Model
1. Establish a Sense of Urgency2. Create a Guiding Coalition3. Develop a Vision and Strategy4. Communicating the Change Vision5. Empowering Employees for Broad-Based Action6. Generating Short Term Wins7. Consolidating Gains and Producing More Change8. Anchoring New Approaches in the Culture
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75% of company’s management needs to buy into the change in order for it to be successful
Urgency has to be real – don’t fabricate Loss of market share, escalating costs, new
technology, competition, etc. Look to customers, industry and stakeholders to
strengthen the argument Examine potential threats and opportunities
Step 1 - Establish a Sense of Urgency
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Only 71 companies remain today from the original Fortune 500 list.
Step 1 - Establish a Sense of Urgency
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Step 2 – Create a Guiding Coalition
Four Qualities of Effective Coalition Position Power – senior leaders on board Expertise – informed decision making Credibility – group needs to be respected Leadership – proven leadership
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Step 3 – Develop a Vision and Strategy
Six key characteristics of an effective vision Imaginable Desirable Feasible Focused Flexible Communicable
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Step 3 – Develop a Vision and Strategy
Vision
Strategies
Plans
Budgets
Leadership
Management
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Step 4 – Communicating the Change Vision
Keep the communication Simple – no techno babble Vivid – verbal pictures (metaphor, analogy) Repeat, repeat, repeat Walk the talk Listen and be listened to Use many different forms
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Step 5 - Empowering Employees for Broad-Based Action
Address structural barriers Provide needed training Align system to vision Deal with the troublesome managers
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Step 6 – Generating Short-Term Wins
Why? Provide evidence Reward change agents Fine tune vision and strategy Undermine cynics Builds momentum
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Step 7 – Don’t Let Up(Consolidating Gains and Producing More Change)
This is a crucial point where many change initiatives die.
Need to: Introduce more change - launch more projects Add more help to the mix Leadership from management Project management and leadership from below Reduction of unnecessary interdependencies Drive the Change Deep Into the Organization
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Step 8 – Make it Stick(Anchoring New Approaches in the Culture)
Cultural change comes last, not first Results show new way is better than old Success must be visible and communicated Be prepared to lose people along the way Reinforce culture through every new hire or
promotion
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Group Dynamics - Teamwork
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Tuckman’s Stages of Group Development
Forming
Norming
Storming
Performing
Adjourning
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Tuckman’s StagesStage 1: “Forming” Stage 2: “Storming” Stage 3: “Norming” Stage 4: “Performing” Stage 5: “Adjourning”
Individuals are not clear on what they’re supposed to do.
The mission isn’t owned by the group.
No trust yet. High learning. No group history;
unfamiliar with group members.
People check one another out.
People are not committed to the team.
Roles and responsibilities are articulated.
Agendas are displayed. Problems solving doesn’t
work well. People want to modify
the team’s mission. Trying new ideas. Splinter groups form. People set boundaries. Anxiety abounds. People push for position
and power. Competition is high. Cliques drive the team. Little team spirit. Lots of personal attacks. Level of participation by
members is at its highest (for some) and its lowest (for some).
Success occurs. Team has all the
resources for doing the job.
Appreciation and trust build.
Purpose is well defined. Feedback is high, well-
received, and objective. Team confidence is high. Leader reinforces team
behaviour. Members self-reinforce
team norms. Hidden agendas become
open. Team is creative. More individual
motivation. Team gains commitment
from all members on direction and goals.
Team members feel motivated.
Individuals defer to team needs.
No surprises. Little waste. Very
efficient team operations.
Team members have objective outlook.
Individuals take pleasure in the success of the team – big winds.
“We” versus “I” orientation.
High pride in the team. High openness and
support. High empathy. High trust in everyone. Superior team
performance. OK to risk confrontation.
Final assessment List of things that could
have been done better Transition planning Recognizing members
for their contributions. Reform and redo to
reduce mourning Celebrate !
http://salvos.org.au/scribe/sites/2020/files/Resources/Transitions/HANDOUT_-_Tuckmans_Team_Development_Model.pdf
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How to Move From One to the Other
Action Steps: “Forming” to “Storming” Action Steps: “Storming” to “Norming” Action Steps: “Norming” to “Performing”
Set a mission. Set goals. Establish roles. Recognize need to move out of “forming”
stage. Leader must be directive. Figure ways to build trust. Define a reward structure. Take risks. Bring group together periodically to work
on common tasks. Assert power. Decide once and for all to be on the team.
Team leader should actively support and reinforce team behavior, facilitate the group for wins, create positive environment.
Leader must ask for and expect results. Recognize, publicize team wins. Agree on individuals’ roles and
responsibilities. Buy into objectives and activities. Listen to each other. Set and take team time together. Everyone works actively to set a
supportive environment. Have the vision: “We can succeed!” Request and accept feedback. Build trust by honoring commitments.
Maintain traditions. Praise and flatter each other. Self-evaluate without a fuss. Share leadership role in team based on
who does what the best. Share rewards and successes. Communicate all the time. Share responsibility. Delegate freely within the team. Commit time to the team. Keep raising the bar – new, higher goals. Be selective of new team members; train
to maintain the tea m spirit.
http://salvos.org.au/scribe/sites/2020/files/Resources/Transitions/HANDOUT_-_Tuckmans_Team_Development_Model.pdf
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To Mix Things Up
Add a new member to the group mid stream. Constantly change group members for each
project. Mixture of group work and day to day work. Expand scope of group if it is high performing. Shorten timelines. Bring in external team members (consultants) to
be a member of the team.
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Beckhard’s Change Equation
DVFR
Dissatisfaction
Vision
First Steps
Resistance to Change
DRIVINGforces
RESTRAININGforces
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Individual Change
It is hard to do!Lots of theories.
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Individual Change
Visualize the change. Agree outcome is positive. Tell as many people as possible. Turn accomplices into friends. Set incremental targets. Provide feedback to yourself. Control the environment.
