ifma workplace change 041410

Business Place Strategies, Inc. ● www.businessplacestrategies.com Business Place Strategies, Inc. ● www.businessplacestrategies.com

The world of workplace change

understanding and anticipating the impacts of change

IFMA Silicon ValleyNetApp

Sunnyvale, CA14 April, 2010

Business Place Strategies, Inc. ● www.businessplacestrategies.com

Clark Sept, Principal

Business Place Strategies, Inc. ● www.businessplacestrategies.com Business Place Strategies, Inc. ● www.businessplacestrategies.com 2


attraction / perception

(choice / opportunity)

acknowledgement/influence

(esteem / rewards)

subjective norms

emotional experience

organizationalculture

Individualsocial

identity

Work is social


TheEmployee

The workplace experienceOrganization

Physical & Tech Space

SupportSystems

Policies

Culture

Work Process


Workplace change management

What is it?• An organized process to

engage individuals and groups that will be impacted by up-coming changes to the workplace

• Interactive, responsive and integrated program which seeks to make transparent the overall impacts of workplace changes on behavior

Goals:• Decrease time required to

realize the benefits of the workplace initiative

• Increase overall level of adoption

• Encourage sense of ownership of the outcomes, thus increasing satisfaction

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The way from here

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1. Work and the workplace experience2. What is workplace change management?

• Behavior + consequences• Biases• Habits and making decisions• Communication and change models

3. Simple principles for dealing with change4. Planning for change5. 5 things to keep in mind6. Resources


just because you can …

doesn’t mean you should


Behavior and technology

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“Forget Gum, …Dinged heads, twisted ankles and, most often, bruised pride”

–New York Times, 1/17/09


Behavior and healthcare

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“Compliance rates on hand hygiene among health care workers hover between 40% and 50% nationally, despite Centers for Disease Control and Prevention guidelines and Joint Commission requirements.

The CDC estimates the 1.7 million health care-associated infections annually -- and the 99,000 related deaths of hospital patients -- are caused in part by poor hand hygiene.”

- American Medical News, 11/30/09


Behavior and energy“We know that people are not passive recipients of building design. They do run-arounds or disable energy technologies that are perceived as barriers to behavioral goals and needs … disabling lighting controls, de-lamping fixtures, or added fans and heaters to increase their comfort.”

- Judith Heerwagen, PhD

Business Place Strategies, Inc. ● www.businessplacestrategies.com Business Place Strategies, Inc. ● www.businessplacestrategies.com 11Just nostalgia?


Biases

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Biases and point of view

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Bias in corporate decision-making is partly a function of:- Habit- Training - Executive selection- Corporate culture- Performance measures

Mostly, biases are a product of human nature – hard-wired and highly resistant to feedback!

“Silo thinking” is a good example of organizational bias – i.e. decision-making based on the insular needs of a particular group or department rather than a broader strategic approach

Changing the angle of vision (point of view…) is helpful in neutralizing potential biases

Bias versus instinct: what’s the difference? How do you know?… stereotypes, identity, power-distance and individualism norms, etc.


Biases and decision making

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Organization


SupportSystems

Policies

Culture

Work Process

Org


SupportSystems

Policies

Culture

Work Process

How are decisions made in your organization?


Decision-making around workplace change management is of central importance to the success of any workplace change initiative

Extent to which managers applied 17 practices in making decisions?

• 8 had to do with quantity and detail of analysis relating to the decision

• 9 described decision making process

Answer: process matters more than analysis … by a factor of six

Process can be very helpful in overcoming bias

Dan Lovallo and Olivier SibonyMcKinsey Quarterly: The Case for Behavioral Strategy

McKinsey & Co. 2010

Process : Analysis

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Making decisions?


Bias ? Habit ?

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Habits“The trick isn’t in the technology; it

is in the changing of habits.”

Tom DeMarco & Timothy Lister(Peopleware: Productive Projects and Teams)


Habits, or why does it matter?

1. Unconscious incompetenceThe 4 Stages of Competence

2. Conscious incompetence3. Conscious competence4. Unconscious competence

External changes challenge our sense

of confidence


• 90% of our day = routine• Habits can’t be un-learned

– (limbic system - a group of interconnected structures that mediate emotions, learning and memory)

• New habits CAN replace old habits– Conscious re-patterning needed to overcome “limbic lag”

• Getting out of the rut:– Practice leads to … habits, “burned in” to the brain

(meaning: we no longer have to think about what we’re doing)

– old habits aren’t changed quickly or easily, and are stronger when we are tired or stressed

– more often successful when undertaken as a group rather than individual effort

What makes habits habit-forming?


Habits and the choices we make• We make choices based on

our natural inclinations• Impacts of choice:

– The environment / context informs our choices

– Impacts personal choices have on others

– Productivity–disruption trade-offs

• Awareness and etiquette• Individual choices and

community culture: working better together! Example:

Choosing which space:- How many people?- Activity?- Duration?


Choosing the right habits• What do I / we want?

… bad habits to “plow under”… good habits to keep… new habits to cultivate

• How?… prepare… act (involves thinking)… practice – i.e. keep going


Who’s your audience?

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1. Leader

2. Manager

3. Staff

4. Admin

5. Project Manager

6. Others (HR, IT, Finance, vendors …)?


Workplace change models

• Roll-out• Facelift• Workstyle

• Visionary• Community

Development• New ways of

working

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Simple principles

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1. Engage people, don’t “tell” them

2. No two organizations are alike

According to a recent survey conducted by McKinsey &

Company, up to 2/3 of change initiatives fail because of

management’s insistence on cookie-cutter approaches to

change management that emphasize “efficiency” over

effectiveness

3. Address change openly, honestly and consistently


Planning for change

1. Understand how people use / abuse resources today (keep / “plow under”)

2. Understand life and work styles, and how behaviors and culture influence resource use

3. Rethink and change how resources are used (cultivating new habits)

4. Strategize how to reach individuals and groups that will be impacted to help them make the transition

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Five things to keep in mind

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1. What’s the nature of the change?Simple? Complex?

2. What level of investment can and should you commit to?Financial and political capital: most change is political

3. What are the soft spots that can be used for leverage, and the hard spots that need careful and on-going attention?

Trade-offs are important

4. Who should participate at what level and how?No engagement: No change

5. How much time do you have, and is it enough?The more complex, the more time is needed


ResourcesMcKinsey Quarterly• The Case for Behavioral Strategy,

Dan Lovallo and Olivier Sibony, 2010

• The Inconvenient Truth about Change Management, Scott Keller and Carolyn Aiken, 2009

New Ways of Working NetworkNewWOW.net is a membership organization of organizational innovators who take an integrated approach to workplace change.www.newwow.net

Current Reading List:• Leadership and Self-Deception, The

Arbinger Institute, 2002• Distracted, Maggie Jackson, 2008• How We Decide, Jonah Lehrer, 2009• Switch: How to Change Things When

Change is Hard, Chip and Dan Heath, 2010

• The Public Participation Handbook, James Creighton, 2005

• Managing Transitions, William Bridges, 2003

• The Heart of Change, John Kotter and Dan Cohen, 2002

• Leading with Cultural Intelligence, David Livermore, 2010

• Cultures and Organizations, Hofstedeand Hofstede, 2005

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http://www.newwow.net/�

Business Place Strategies, Inc. ● www.businessplacestrategies.com 31

BPS White Papers


How we got here

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1. Work and the workplace experience2. What is workplace change management?

• Behavior + consequences• Biases• Habits and making decisions• Communication and change models

3. Simple principles for dealing with change4. Planning for change5. 5 things to keep in mind6. Resources


BPS representative clientsCisco:

since 1997, work includes change management to drive broad organizational buy-in to next generation work environment

GSA:

MOBIS contract holder since 2005. Work includes workplace strategy, research, tool development (incl. change management) and training. Agency work includes DISA, BPD, US Courts, Forest Service

HP:

Pragmatic change management program developed to align leadership, management and staff in major real estate consolidation

McKinsey & Company:

Real estate and workplace advisory services33

“As a direct result of the workshop BPS put on for us, we’ve completely changed the way we think about our real estate.”

Parke BoneysteeleCOO, West Coast Operations, McKinsey & Company

Business Place Strategies, Inc. ● www.businessplacestrategies.com Business Place Strategies, Inc. ● www.businessplacestrategies.com 34…any questions?

ifma workplace change 041410

Business

process decisions

organized process

consequences biases

view bias

changing of habits

behavioral goals

decisions communication

behavioral strategy