change management session 2v2 2013
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www.mba-consulting.co.uk
Management
Planning for Change
Planning the Change Process
Assessing people’s readiness for change and the likely rate of change
Creating a plan
Creating the Vision
The Diffusion of Innovations
Innovators Those who will leap with enthusiasm at your proposals. They will strongly support it and will expect others to be active in pursuing them.
Early Adopters
These are people who will be rapidly persuaded, especially by early success. They are likely to want to adapt your proposals to their own circumstances.
Early Majority These are those who will want to see tangible outcomes to your proposals – they will not be convinced merely by the idea or principle.
Late Majority Those who will follow the lead of a powerful person if they show signs of agreement and support for your ideas. The commitment is centred on political calculation.
Resistors (Laggards)
These people will need considerable evidence – the more vivid and directly observable the better – before they can be mobilised away from present methods and preferences. As a group, this category may be relatively risk adverse.
The pattern observed in 3,500 successful innovations
How to influence each group?
5 Change the rules!
4 Prove it
3 Show them a working example
2 Talk about it
1 No need
Time
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ake
of n
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Everett Rogers 1983
1. Innovators
2. Early adopters
3. Early majority
4. Late majority
5. ’Laggards’
Securing Individual & Group Level ChangeSecuring Individual & Group Level Change
25% usually ensure adoption of an innovation!
Key questions …
• Who do you have in each group?
• What’s your strategy for each?
• What support will they need?
• How will this be delivered?
• Who needs to be consulted first?
John Kotter’s 8 Phases of Change
Kotter’s 8 Steps to Successful Change
Create Urgency
Build a Coalition
Create a Vision
Communicate It
Empower Others
Evidence (Quick Wins)
Persevere
Reinforce
Complacency
Not enough support
Unclear vision
Failure to communicate the vision
Blocks to change
Disillusionment
Assumption of victory
Transient change
8 key problems …and 8 phased solutions
Establish urgency
Build a coalition
Create the vision
Talk, talk, talk!
Empower others
Get quick wins
Keep going
Reinforce
Establish urgency
Establish Urgency
• Identify potential threats, and develop scenarios showing what could happen in the future.
• Examine opportunities that could be, exploited.
• Start honest discussions, and give convincing reasons to get people talking and thinking.
• Request support from stakeholders to strengthen your argument.
75%
Build a coalition
Build a coalition
• Identify the true leaders in your organisation.
• Ask for an emotional commitment from these key people.
• Work on team building within your change coalition.
Create the Vision
Create the Vision
• Determine the values that are central to the change.
• Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.
• Create a strategy to execute that vision.
• Ensure that your change coalition can describe the vision in five minutes or less.
• Practice your "vision speech" often.
Communicate the Vision
Communicate the Vision
• Talk often about your change vision.
• Openly and honestly address people's concerns and anxieties.
• Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision.
Remove Obstacles
Remove obstacles
• Identify, or hire, change leaders whose main roles are to deliver the change.
• Look at your organizational structure, job descriptions, and performance and compensation systems to ensure that they're in line with your vision.
• Recognize and reward people for making change happen.
• Identify people who are resisting the change, and help them see what's needed.
• Take action to quickly remove barriers (human or otherwise).
Create quick wins
Create quick wins
• Look for sure-fire projects that you can implement without help from any strong critics of the change.
• Don't choose early targets that are expensive. You want to be able to justify the investment in each project.
• Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.
• Reward the people who help you meet the targets.
and elevate humanity’s
level of awareness through ‘sensual meditation’;
A robust programme?
Objects of the British Raelian Movement
Activities
Holding public lectures, exhibitions, slide shows and meetings.
To reduce war, suffering and hunger through demilitarisation; to encourage
the development of a world language, a world currency and a world
government. To reduce violence and frustration
to spiritualise science and
demystify religion;
To build an embassy to the extra terrestrials who scientifically created humanity.
Build on the change
Build on the Change
• After every win, analyze what went right and what still needs improving.
• Set goals to continue building on the momentum you've achieved.
• Use Kaizen
Anchor and reinforce the changes
Anchor and reinforce the changes
• Talk about progress at every chance that you get. Tell success stories about the change process.
• Include the change ideals and values when hiring and training new staff.
• Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions.
Empowerment
Coalition
Communication
Evidence
Complacency
Not enough support
Unclear vision
Failure to communicate the vision
Blocks to change
Disillusionment
Assumption of victory
Transient change
8 key problems …and 8 phased solutions
Establish urgency
Build a coalition
Create the vision
Talk, talk, talk!
Empower others
Get quick wins
Keep going
Reinforce
Unfreezing Phase
Re-freezing Phase
Fluid Phase
How are you doing …?
Benchmark your process against Kotter
Consider the case study …
What would Kotter have done?
ADKAR
• Awareness of the need for change
• Desire to make it happen
• Knowledge of ‘how’
• Ability to implement new behaviours
• Reinforcement to make change stick
Create a vision and communicate it
Creating an inspiring vision
It is 5 years time …
• What will the team/department/organisation look like?
• What opportunities will it have embraced?
• What challenges overcome?
• How will client’s be better served?
• How will staff be better off?
Who’s Vision is this?
Robert Maxwell
“We aim, by excellence of management and pre-eminence in technology, to grasp the great
opportunities presented by the ever increasing worldwide demand for information, prosperity and
peace”
I think he meant to say…
Robert Maxwell
“We aim, through the consistent and creative application of double dealing, bullying, contempt, lying, subterfuge, connivance, theft and fraud, to
cheat our employees, our pensioners, our suppliers and our business partners and the
regulatory bodies of the countries in which we operate, or die in the attempt”
What kind of business?
“We will provide a safe and healthy work environment; create an environment that supports individual development through
education, training and participatory decision-making; create a respectable image by observing the laws and maintaining positive
relations with government and local authorities; supply quality products at minimum cost; establish a healthy relationship with our
suppliers ensuring quality at competitive prices; encourage community welfare activities, continuously strive for productivity
improvement in all areas of the operation of …
Philip Morris
Philip Morris
What Business Are You In?:
Are cancer research charities in the ‘cancer research’ business or the ‘stopping people dying from cancer’ business?
Are homelessness charities in the ‘hostels and shelters’ business or the ‘empowering people to take hold of their own lives’ business?
Are animal welfare charities in the ‘helping sick and abused animals’ business or in the‘keeping animals healthy and loved’ business?
Is the RNLI in the ‘running a lifeboat service’ business or the ‘making the seas safer’ business?
A Vision Should:
• Be simple
• Be concise
• Set limits
• Allow flexibility
• Be distinctive
Which works best…?
“To become the acknowledged global leader in
the express delivery of documents and packages.”
DHL Worldwide
OR
“Absolutely, positively, on time. Every time.”
Fed Ex
“Moving people vertically & horizontally over
relatively short distances”
Otis Elevator Company, Chicago
20 20 Vision?
“We will make a difference. Our
products, services & insights will help
people shape the way business is done in
the 21st Century.
Apple
Honda’s vission is to strive for synergy
between technology, systems and human
resources, to produce products and
services that meet the quality, performance
and price aspirations of its customers. At
the same time maintain the highest
standards of ethics and social
responsibilities.
"Yamaha wo tsubusu!”
"We will crush,
squash, and slaughter
Yamaha"