“what’s change got to do with it?”

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“What’s Change Got to Do With It?”

A Primer on the Psychology of A Primer on the Psychology of Change LeadershipChange Leadership

Prepared for Section 0502 BaltimorePrepared for Section 0502 Baltimore

American Society of QualityAmerican Society of Quality

By John WeiszBy John Weisz

SSBB, CQE, CRE, CPIM, CPLSSBB, CQE, CRE, CPIM, CPL

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Some Things to Think About• 70% of LSS projects do not meet charter’s goals• The average LSS project (for only “partially committed” LSS) has less than 50%

chance of survival• Why is this?

12/27/08

•This applies just as well to LSS,CMMI, MBNQA & ISO/TL 9000 endeavors

Organizations Don’t Manage Change Well!

ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

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Further Considerations (or the “6 Steps to Success”)

1. Change Leadership is essential to LSS Success2. Anticipate change, don’t react to it (PDCA)3. Look below the surface

4. Be a pessimist- use methods and tools to identify worst case scenarios and execute plans that mitigate risk

5. “Control” is as important in change leadership as it is in project management

6. Validate that you have created a change leadership environment.

12/27/08

This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”


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The Growth (“S”) CurvePhase 1 Phase 2 Phase 3

Experiment & Slow GrowthRapid Growth; Mature Customer Preferences

Growth Declines; Rebirth or DEATH

FORMATIVE NORMATIVE INTEGRATIVE

Time

Per

form

ance

T3 TigerTech/Change leadership and LSS.ppt

Anticipating the change enables:• experimentation, failure & trying again• collection of more market & trend information• increase in resources to invest more in advanced development and proactively influence the next change

Equilibrium

Incremental change

Disequilibrium

Discontinuous change

Improved performance!



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The Growth Curve: Some Implications• The need for change is typically triggered by a

change in the environment• The need for change does not imply that what

we were doing before was wrong• The object of accelerating change is to

shorten Phases 1 and 3, so we can get to Phase 2 as quickly as possible.

• Delay can be fatal: the frequency of the change cycle is increasing



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Change Administration vs. Leadership

Traditional Approach(Administration)

• Manage organizational disruption• Focus on process• Work through existing

organization• Complex and sequenced• Long term (3-5 years)• One approach fits all

Accelerated Approach(“leadership”)

• Maximize shareholder returns• Focus on strategy• Change can require new

leadership• Simultaneous initiatives• Slow pace means low yields• Tailored approach, depending on

needs

Note: These are the same objections, methods and behaviors needed for leading LSS teams

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Life

Cycle

Engineering Associates

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The Paradigm Shift for ChangeIn

cre

asin

g C

om

mitm

en

t

Time

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- It's tough but CAN DO

- It's right thing to do

Conviction

- Train is leaving, I better be on it.

Failure

- I'll defend my turf at all costs

- There's no urgency

- I want to re-evaluate this decision one more time


- Boss said "do it"

- It will save me work

Anticipation/ Expectation

- Maybe this is a "pain-less solution"

Disillusionment / Hostility

- it's hard/threatening

- I'll do it when it suits me

- I will discredit the process whenever I can

Time of greatest risk

- To survive, I have to defend status quo

- why do it?

- why outsider? - someone else's problems

Disinterest / skepticism


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Accelerated Cycle of Change

- It's tough but CAN DO

- Boss said "do it"- It will save me work - It's right thing to do

- why do it?

Failure

Incr

ea

sin

g C

om

mitm

en

t

- why outsider? - someone else's problems

Disinterested / skeptical - Maybe this is a

"pain-less solution"

Anticipation/Expectation

Conviction

- Train is leaving, I better be on it.

Time

Launch Change

Campaign here

Make Business

Case for Change

WinningBusiness

Proposition

Early Success!!

Reduce time & cost to effect

change

-Drive ‘cycle time to change’ to zero-- Drive change variance to zero

Right Answer + Right Campaign =Right Results!

This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

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5 Steps to Change Leadership’

• Step 1: Confront Reality

• Step 2: Define the Winning Future

• Step 3: Design the Change Plan

• Step 4: Execute & Adapt the Change Campaigns

• Step 5: Disengage and Follow UpASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

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Change Leadership Documents

1. Business Case for Change2. Gap Analysis [Tools = FMEA & other tools]3. Winning Business Proposition4. Identify Campaign Changes5. Change Campaign Assessment6. Detailed Action Plans


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“What now, General Washington?”

[an historical example]


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What’s the Change Paradigm here?

Winning the war

• Independence!

• large, enthusiastic army

• ‘universal’ optimism

[Really] ready to fight

• has momentum

• more men; veterans

• food, supplies & $$

Losing the war

• in full retreat

• scattered and small army

• people not supportive

• Trenton• Princeton• …& beyond


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How did General Washington do it?

Nov'75- Aug'76Bus.Case for change

GW asks for permanent army

indifferent Congress30,000 men

abundant suppliesenthusiastic, but amateur leaders

- We beat them before - fear/standing army

- "God is with us"

Disinterested / skeptical

Sep-Oct '76Winning Bus. Prop.

GW adapts strategy

Manhattan lost15,000 dispirited men

some leaders emerge

fearful but stubborn Congress

- abandon NY?!- we can wear them down

Anticipation/ Expectation

- they are talking peace

- give me 2 more weeks!

- 'these are the times that try men's souls…'

Conviction!

- make these marches in bad weather & poor roads

16 Nov-23 DecLaunch Change Campaign

GW plans counter stroke

all NY and Jersies lost<8000 effectives

insubordinate leaders *

terrified Congress; gives General full powers

- NY & NJ Lost - the war is lost - is GW still "The Man?" - Washington consolidates forces; deals with disloyal, plans for future operations - Washington collects Intel; listens to subordinates

Disillusionment / Hostility

Time of greatest risk


24Dec'76 -March '77Earlier Successes

GW strikes & exploits

Relieved CongressTrenton, Princeton, etc

core of professional vets1600 grows to 7000 men

leaders confident/effective

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To Morristown

Bordentown

Trenton

BrunswickHillsborough

Rocky HillKIngston

Princeton

Basking Ridge

Perth Amboy

New York

Delaware R.

Hudson R.

Washington’s Plan: What actually happened?

1

X

X4

5

a 6 Major battles & ~ 60 minor

… all won by GW's armya almost all of Jersies recovereda supplies, recruits and $$ flowing ina British Army and homefront demoralizeda full faith and confidence in GW restored!a Veteran army & leaders ready for 1777

RESULTS OF NEW JERSEY CAMPAIGN


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Questions about Change

Leadership?

Call John Weisz SSBB, CQE, CRE410-987-1287

[email protected]
