Change Management Communication

Remember We All Are

Individuals!

Expectancy rumours

Shock

Indignation,anger Withdrawal

Passiveacceptance

Challengeof

commitment

!

…So Is Our Attitude Towards Change….

• Of organizational members about

– 10 – 20 % have an proactive & positive attitude and are eager to grow & develop themselves

– 60 – 80 % are willing to adapt to changes under acceptable circumstances

– 10 – 20% refuse….. of any changes!

Kirjavainen & Laakso-Manninen (2000: 128)

Three Phases of Change

Change Melting Freezing

Why this change is needed? What does change comprise of?What do we do in new ways?

How to acquire routine after change?How have we succeed in it?

Lewin 1951

TIME

FEAR

GRIEF

ANGER

JOY

shown

hidden

Matti J. Kuronen, Juha Arikoski, JTO & Mikael Sallinen, TTL

Effective way of leading change:1) Inform in time and continuously2) Interact: ask and listen 3) Involve people in planning 4) Openness: let the fear and grief show – work on them

emotions of the change initiator -> wanted,ideal change

change target’s emotions > not wanted, slow change

EMOTIONS IN ORGANIZATIONAL CHANGES

1. Sabotage Go out – observe saboteurs, give

facts: cut rumours

Resi

stance

2. Opposing Listen: take advantage of

activity and criticism of people

3. Giving upGive people time to

learn new: coach, train

4. NeutralitySupport, take along, activate

5. Acceptance Observe silent acceptants,

activate and encourage

6. DoingSupport co-operation

7. Co-operation Follow and reward

progress, give feedback

8. InvolvementLead by example: give everyonerole and responsibility in change

Mourn

ing

Org

anizatio

nal fo

rgettin

g

Act

ual ch

ange

Learn

ing t

he n

ew

way

Source: Based on model of Kurt Lewin - Reijo Korhonen, Unto Pirnes, Juha Arikoski

INVOLVEMENT IN CHANGE8 phases of involvement

shown

hidden

MILESTONES OF CHANGE MANAGEMENT

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Manage Involve

Enable

Lead2.

1.

3.

4.

Source: Huuskonen

CHANGE MANAGEMENT

1)1) Lead peopleLead people • Ensure active sponsorship and

commitment throughout change • Clarify vision repeatedly• Give rewards and recognition• Communicate: repeat, listen, ensure

understanding and acceptance, discuss• Walk the talk

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Manage Involve

Enable

Lead2.

1.

3.

4.

Source: Huuskonen

2) 2) Involve peopleInvolve people • Set up & run a steering group.

Remember major stakeholders, keep committed and informed

• Involve local & practitioner change teams

• Set up goals collectively• Arrange ceremonies and events• Surface emotional barriers, discuss• Communicate benefits and progress,

give thanks

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Manage Involve

Enable

Lead2.

1.

3.

4.

Source: Huuskonen

CHANGE MANAGEMENT

Change management

3)3) Enable peopleEnable people(by taking hold of things)(by taking hold of things)

• Define clear measurable change goals + rewards

• Replace old rules & policies• Allocate necessary resources for

change• Develop competencies & resilience• Develop new processes, roles and

responsibilities

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Manage Involve

Enable

Lead2.

1.

3.

4.

Source: Huuskonen

Change management

4)4) ManageManage• Plan the change project, set half way objectives

and milestones• Do/execute plans• Drive and navigate

Direction Speed Distance Warning Signals

• Follow progress systematically. Measure, reward.

• Warning signals and road signs. React early, when necessary

• Take corrective actions

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Annaeväät

Osallista

Johdaasiat

Opastaihmiset

Manage Involve

Enable

Lead2.

1.

3.

4.

Source: Huuskonen

Actor 1

Actor 2

Actor 3

Actor 4

Actor 5

Sta

rtin

g p

oin

t

Goal

Pla

nn

ing

Resou

rcin

g

Acti

on

Con

sol id

ati

on

Refl

ecti

on

PHASES OF CHANGE

Measu

rin

g

Based on project management framework of Finland Post Corp.

• A fuzzy, poorly defined definition of the future state Define the vision/goal well!

prior – future state description

• No structured approach to handle the human issues surrounding the implementation of the change

Both Manage the project and Lead the people!!

Think change genuinely through people

• Lack of aligned management support for the change Ensure Initial and Sustained Sponsorship!

THE MAIN REASONS FOR FAILURE

Adapted from Huuskonen

Communication Is The Key

Questions That Need to Be Answered!

ChangeProject

How?implementation,

commitment,expertise

What? how much and when?

measurable goals

Why?strategic goal

slow learning

organizedresistance

difficulties to keep on change

Communication

• Why?Why?– connect the need for change with strategic aims– identify what is working and what is not working and what is not

working with the current situation

• What ? What ? – what is going to change?– when?– what is the difference compared to the past (current vs.

envisioned future state)– v

• How?How?– describe the changes needed for the change to succeed– develop a business case explaining the need for change, gives

also answers for how the change affects the stakeholders

Action:• Who is involved?• What does implementation of the change require?• How to make it happen? • Who is responsible?• Barriers, enablers and perquisites?

Starting point:• How defined?• Who made the initiative?• What kind of things should be changed? • What will happen if the change is not initiated?

? ? ? C H A N G E ? ? ?

Final state:• What is the goal?• How do we know what is achieved?• Who benefits and how?

Change = DevelopmentChange = Development

Recommendations, Effective Change Management Communication

• Develop a written communication plan to ensure that all of the following occur Develop a written communication plan to ensure that all of the following occur within your change management process.within your change management process.

•

– Communicate consistently & frequently in multiple ways & through multiple channels.

– Clearly communicate the vision, the mission, and the objectives of the change.

– Make leaders and change sponsors available.

– Provide enough possibilities & time for people to explore the changes together, ask questions, request clarification, and provide input.

– Be proactive, tell as much as much you know and can.

– Listen. Avoid defensiveness, excuse-making, and answers that are given too quickly. Act with thoughtfulness.

– Provide training for people to meet the challenges and new requirements

– Reward & recognize positive approaches and accomplishments in the change.

Change Management Communication Plan

• Provides a framework for managing and coordinating communication, and creating community engagement with and commitment to the implementation of a Change

• Communication Plan comprises:

1. Change stakeholder analysis: identifying whom the change effect; their expectations & needs for information

2. Change approach & principles: approaches, goals & principles

of carrying out the change & communicating about it 3. Plan & schedule communication events: identifying

required phases & scheduling the events with proper means & channels for communication

Plan & Schedule Communication

• Strategies & events need to be mapped to the expectations of the stakeholders:

– Awareness: Stakeholders develop knowledge of the change – Understanding: Stakeholders comprehend the nature and intent of the change

and start to develop an understanding of what this will mean for them. – Positive perception: Strategies are implemented to try and engage stakeholders

in developing a positive perception of the change. – Pilot implementation: The change becomes operational for a small select group

of stakeholders in order to test strategies, support and systems. Learnings can be utilized in full implementation.

– Implementation: The change is fully operationalized across the organization– Adoption: The change has been operational for long enough to evaluate its

worth and impact – Institutionalisation: The change becomes embedded into routine operating

procedures of the organization

Change Management Communication Plan Adresses…..

Purpose Stakeholders Targeted

Event,Method

Expectation Timing Person in

charge

Critical Success Factorsin Change Management

• A well-communicated shared understanding of the need for change

• Open and consisted communication at all levels of organization

• Participation and support by management

• Training for the change

• Structured approach to managing change

• Recognising employees for contribution to the change

• Clear safe channels for communication & feedback

MBTI & Change Management

• The Myers-Briggs Type Indicator improves change management by:

Identifying how different preference types view change and want to be communicated to about change

Revealing the amount of structure and support individuals and a team will need

Displaying those who want change and support it and those who may resist so they can be coached

Maximizing a team's diversity in order to reach more useful and insightful conclusions

Expectations for Information

• Think about organizational change management communication. What kind of information do you think different preferences require / hope

for? What do they need for being able to process the information? Pair up and discuss. Please, fill in your ideas and discuss in your group.

Expectations for Information (1)?

Talk it out

Extraverts

Think it Through

Introverts

Specific

Sensing Types

The Big Picture

Intuitive Types

Expectations for Information (2)?

Logical Implications

Thinking Types

Impact on People

Feeling Types

Joy of Closure

Judging Types

Joy of Processing

Perceiving Types

Behavioral Cues During Communication

• What kind of behaviors do you think different preferences are expressing during communication?

Below some features that may help you identifying their needs in communication…

Effects of Preferences in Work Situations Extraverted Types – Introverted Types

Extraverted Types Like variety and action Are often good at greeting people Are sometimes impatient with long slow jobs Are interested in how others do their jobs Often enjoy talking on the phone Often act quickly, sometimes without thinking Like to have people around in the working environment May prefer to communicate by talking rather than writing Like to learn a new task by talking it through with someone

Introverted Types Like quiet for concentration Have trouble remembering names and faces Can work on one project for a long time without interruption Are interested in the idea behind the job Dislike phone interruptions Think before they act, sometimes without acting Work alone contentedly May prefer communications to be in writing May prefer to learn by reading rather than talking or experiencing

Effects of Preferences in Work Situations Sensing types – Intuitive types

Sensing Types Are aware of the uniqueness of each event Focus on what works now Like an established way of doing things Enjoy applying what they have already learned Work steadily, with a realistic idea of how long it will take Usually reach a conclusion step by step Are not often inspired, and may not trust the inspiration when they are Are careful about the facts May be good at precise work Can oversimplify a task Accept current reality as a given to work with

Intuitive Types Are aware of new challenges and possibilities Focus on how things could be improved Dislike doing the same thing repeatedly Enjoy learning new skills Work in bursts of energy powered by enthusiasm with slack periods in between May leap to a conclusion quickly Follow their inspirations hunches May get their facts a bit wrong Dislike taking time for precision Can over complicate a task Ask why things are as the are

Effects of Preferences in Work Situations Thinking types – Feeling types

Thinking Types

Are good at putting things in logical order Respond more to people’s ideas than their feelings Anticipate or predict logical outcomes of choices Need to be treated fairly Trend to be firm and tough-minded Are able to reprimand or fire people when necessary May hurt people’s feelings without knowing Have talent for analyzing a problem or situation

Feeling Types

Like harmony and will work to make it happen Respond to people’s values as much as to their thoughts Are good at seeing the effects of choices on people Need occasional praise Tend to be sympathetic Dislike telling people unpleasant things Enjoy pleasing people Take an interest in the person behind the job or idea

Effects of Preferences in Work Situations Judging types – Perceiving types

Judging Types Work best when they can plan their work and follow the plan Like to get things settled and finished May decide things too quickly May dislike to interrupt the project they are working on for a more urgent one Tend to be satisfied once they reach a judgement on a thing, situation, or person Want only the essentials needed to begin their work Schedule projects so that each step gets done on time Use lists as agendas for action

Perceiving Types Do not mind leaving things open for last-minute changes Adapt well to changing situations May have trouble making decisions, feeling they never have enough information May start too many projects and have difficulty finishing them May postpone unplesant jobs Want to know all about a new job Get a lot accomplished at the last minute under pressure of a deadline Use lists as reminders of all the things they have to do someday

Expectations for Information…some answers (1)

Talk it out

Extraverts

Think it Through

Introverts

Specific

Sensing Types

The Big Picture

Intuitive Types

•Time to talk through what is going on•Communication, communication, communication•To be heard – to have a voice•Action, getting on with it, keeping up the space

•Time alone to reflect what is going on•To be asked what they think about things•Thought-out written down communication and one-to one discussions•Time to think their positions before discussions•Time to assimilate changes before taking action

•Real data – why is change occurring?•Specific and details on what exactly is to change•Connections between the planned changes and the past•Realistic pictures of the future that makes the plans real•Clear guidelines on expectations, roles and responsibilities – or the opportunity to design them

•The overall rationale – the global realities•A general plan or direction to play around with and develop•Chances to paint a picture of the future – to create a vision that works for them•Options – a general direction but too much structure•Opportunities to participate in designing the future to influence the changes

Expectations for Information… some answers (2)

Logical Implications

Thinking Types

Impact on People

Feeling Types

Joy of Closure

Judging Types

Joy of Processing

Perceiving Types

• The logic – why?• What systematic changes will there be? Why?• Clarity in the decision making and the planning• What are the goals?• What will be the structure? • Demonstrated leadership competence• Fairness and equitability in the changes

• Recognition of the impacts on people• How will people's needs be dealt with?• Inclusion of themselves and others in the planning and implementing of change• What values underlie the changes?.... are they the right ones?• Demonstration that leadership cares • Appreciation and support

• A clear concise plan of action• Defined outcomes, clear goals• A time frame, with each step spelled out• A clear statement of priorities• No more surprises! • Completion – get the change in place

• An open-ended plan• The general parameters• Flexibility with lots of options• Information and the opportunity to gather more• Loosen up, don't panic, trust the process• Room to adjust goals and plans as the process continues