transition group workshop · january 2014 the science of agile workplace design what is an agile...

Transition Group

Workshop:

Large Scale

Behaviour Change

17 July 2014

Advanced Workplace Associates www.advanced-workplace.com

Agenda


10:45 Arrival and coffee

11:00 Welcome and Introductions All

11:15 What causes behaviour change? All

11:30 One Champion’s journey

12:30 LUNCH

13:00 Navigating the bumps in the road

14:30 TEA

14:50 What have we learned? Marjorie and Karen

15:20 Research update, Workplace Week and

next PIN workshop Karen

15:30 Close

Tour of London Wall office Denise Harrison


January 2014 The science of agile workplace design

What is an agile workplace? How does the design and process differ from a

traditional workplace? How do we use the data gathered to design a different

workplace experience, based on agile principles that meet business needs?

How do we bring space, FM, technology and working practices together?

Learn about the transition process and receive a practical tool for identifying

organisational needs - plus our experience of using them in action!

March 2014

Getting sceptical leaders on board the agile train

Securing leadership support for agility can be challenging. But what if there's

no overall leader and everyone has a different view? Dealing with power,

politics and organisational culture can be more challenging than delivering

layouts and equipment. Find out how to secure leadership support through a

variety of means...some sneaky and some very straightforward!

May 2014 Agile technologies - overcoming legacy and blind spots

Delivering agile technologies can be complicated or thwarted by legacy

systems and the blind spots that stop people adopting collaborative /

networking / information exchange tools. "Social media" can be threatening

and is often misunderstood in a business context. Explore an adoption

approach that works and addresses both legacy and blind spots!

2014 Programme


2014 Programme

July 2014

SUMMER SCHOOL

A light hearted and

practical workshop!

Large scale behaviour change - pushing the boulder up hill

An opportunity to have fun with behaviour change! Analyse and witness typical

behaviours (i.e. how people develop and sustain habits; resist changes they

don't understand; cling to the familiar) and ways of tackling them. Observe and

explore challenges, solutions and tools for the journey up the hill and safely

down the other side!

September 2014 Workplace management - putting people first

Management of the agile workplace should ensure it is "people centric" and a

supportive workplace experience. Discover the Workplace Management

Excellent Model, developed by AWA's Dr Graham Jervis, and the 10

capabilities that form the WM Standard that changes the focus on the way we

manage the workplace.

November 2014 Managing the agile programme - juggler, wizard or both?

Operating an agile programme calls for a unique skill set and capabilities - it's

different to project management. Explore the structure required to turn pilots

into successful rollouts; to transition the business through a managed

sequence of activities and initiatives; and to address the people and

technology issues associated with organisational transition programmes.

What makes us change?

What makes us

change?

Thoughts about the process of change,

how it feels and people’s experiences

of change


The

Champion’s

Journey

Picture the scene….

Background

Preparations are under way for a move of office from

Shepherds Bush to London Bridge

The lease is up and the company has to move


http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=paMrpcCsgvjNUM&tbnid=xUX-9ZegRtvryM:&ved=0CAUQjRw&url=http://www.bbc.co.uk/london/travel/downloads/tube_map.html&ei=CdXDU4SAFsf6PK3ygdgN&bvm=bv.70810081,d.ZGU&psig=AFQjCNH2JfzaA9CATde-Ie40KEVsI4w__g&ust=1405429382043702


Background

The CEO wants to move to agile working but hasn’t really been

clear what that means

The physical preparations are under way and a layout agreed



Background

The plan is for all teams to be

allocated desks for 80% of

their headcount, because that

is what the usage data showed

was a conservative place to

begin

Fortunately that’s as many

desks as they can reasonably

fit into the new office and still

provide meeting rooms,

breakout spaces, quiet areas

and places for people to work

together away from the desks


Picture the scene….cont’d

The business case has been signed off

and it shows they will save 20% on

accommodation costs in the future

They have lots of data to back this up,

and have visited a number of other

organisations to see how they operate

agile working. It looks pretty easy.


Comms have been sporadic so people

have varying degrees of knowledge

about what is planned

Rumours are circulating and people

are nervous because the move is 4

months away and apart from knowing

where they are going, they don’t really

have a clear idea of what is planned

Public place

6% At home

6%

An office closer to home

6%

Your main office base

56%

Other company locations

13%

Visiting clients, suppliers or other 3rd parties

13%

Workplace Locations

0

20

40

60

80

100

120

Less than 5% 5 - 10% 11 - 15% More than

30%

16 - 20% 26 - 30% (Not

answered)

21 - 25%

No

. o

f re

sp

on

da

nts

Picture the scene….cont’d

There is a need for some structure and

organisation, so that people can be

guided through the change.

Departments have been asked to

nominate a champion to represent

them and lead them through the

change process.

The date of the first workshop is fast

approaching….


Sessions 1 & 2

Champion Chatter and

Leader Lobbying


Reflections about how things

felt, how they seemed from

other people’s perspectives

>> People only act in

accordance with the way they

feel about things – logic and

facts don’t cause people to

change! <<

Setting the emotional tone for change

Change – a time of transition

To win hearts and minds we must address questions arising for each perspective

Individuals typically have 3 perspectives in response to change –

Emotional, Rational and Political (the ERP model)

Emotional

Rational Political


• Will I lose my desk/office?

• Will I need to move teams?

• Will I be able to learn how to use

the new system?

• Will Managers be able to see

what I’m doing??

• Will this change my ability to

influence?

• Will my manager support this?

• Will this affect my power base?

• Why are we doing this?

• What’s in it for me?

• How will our customers

benefit?

• How will it all work?

Leader

Lobbying

Advanced Workplace Associates www.advanced-workplace.com 16

0 20 40 60 80 100 120 140 160 180

Improving our sustainability performance

Reducing the cost of our overheads

Increasing our ability to inflate/deflate our businesseswith ease

Increasing our business continuity capability

Improving team working within our teams

Improving our image as a modern employer

Improving the ease with which we can re-organise

Improving our ability to recruit and retain people fromdiverse locations

Improving the productivity of our people

Improving relationships , trust and cross disciplinaryworking across departments

Score

Organisational Needs - Priorities

Research Saul Risk Brian

HR Helen Sales Sarah

CEO Audrey FD Jason

Marketing Paul

Behavioural change

Rational and Emotional Transitions

Rati

on

al U

nd

ers

tan

din

g

Emotional Engagement

Source: Bateson 2004

Leaders

Project Team

Champions

Colleagues

Chorus

Spectators Advocates

Unengaged


Champions have a

pivotal role

Agile Working Change Framework


Time

Awareness Self

Concern

Mental

Try out

Direct

Involvement

Acceptance

Setting the emotional tone for change Change Curve

Communicate Support

Direction & guidance


Time

Awareness Self

Concern

Mental

Try out

Direct

Involvement

Acceptance

The journey through change – champions’ role

Minimise

shock

Communicate

intentions,

possibilities

and overall

direction of

change

Discuss

meaning &

learning

Reflect on

experiences

Celebrate

successes!

Encourage

Create goals

Foster

communications

Create

opportunities Listen, empathise, support

Help weather the storm

Don’t take things personally

Discuss

implications of

change

Pay attention to

needs & concerns

Practice patience

Communicate Support Direction & guidance


Advanced Workplace Associates. www.advanced-workplace.com

Answering

people’s tricky

questions

1. Provides people with the detail

they need to start to

understand the reality of what

is proposed

2. Dispels rumours and

misinformation

3. Promotes understanding and

engagement

4. Ensures all of the processes

and solutions are joined up

Updates

Karen Plum

AWA

Maturity Benchmarking

Research

Workplace Week


Maturity Benchmarking

0%

Business Sponsorship

61%

Skills

47%

Tools

93%

Solutions

61%

Integrated Team

50%

Integrated Processes

25%Business As Usual

30%

Inclusion in Portfolio

33%

Evidence

38%

Vision and Scope

50%

Promotion and engagement

41%

Prizes and Business Case

Vision and Scope

Question

We have a clearly articulated vision for Agile Working along the specific workstyles in scope recorded in slides,

documents or other media.

The vision and scope has been agreed by HR, IT and other parties that can enable it to be realised.

The vision and scope have been endorsed by the board

The vision and scope have been agreed by each of our operating divisions

We have a clearly articulated vision for the Agile Organisation along with it's scope that is recorded in slides,

documents or other media.

We have an agreed language and terminology for Agile Working which ensures consistency when we talk about it

As part of your membership – we

run a Maturity Benchmarking

exercise to see where you are

against our Transition model

framework.

Update from Toby

Workplace Week is designed to shine a light on workplace innovation whilst raising money for the BBC’s Children in Need charity.

2013 TOTAL: £11,500

To get involved in Workplace Week visit www.workplace.com

…or Tweet us at @WorkplaceWeek14

The 2014 Programme (So far!)

http://www.workplace.com/

At the 2014 Workplace Week Convention our we will be exploring…

- Why and how the workplace can be used as a vehicle for transformation

- Driving up knowledge worker productivity

- An Excellence Model for the management of the workplace

- Large scale relocation case studies presented by the organisations themselves

For more info on this year’s Convention visit

www.workplaceweek.com/workplace-convention

The Workplace Week Convention Thursday 6th November / 09.00-17.00

7 More London Riverside, London, SE1 2RT

Using Relocation as a Trigger for Business Change…

http://www.workplaceweek.com/workplace-convention



Next time at the PIN....

We will be examining:

• Designing and managing workplace experiences

• Workplace management excellence model

• Behavioural change

Date: 17th September 2014

Venue – Network Rail, Milton Keynes

WORKPLACE MANAGEMENT – PUTTING PEOPLE FIRST


• Change maintenance

• People centricity

transition group workshop · january 2014 the science of agile workplace design what is an agile...

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