Schedule change IDEODesign culture Transition Management Difference between change & transition Stages & stakeho

1. Schedule change • IDEODesign culture • Transition Management • Difference between change & transition • Stages & stakeholders • Stages of transition • Resistance to change • Team Task: overview of a transition analysis plan • Next week: Organizational Dx

2. Subliminal Influence

3. IDEO Design Company Case example: IDEO Design Company IDEOPart 1, Part 2, Part 3 How would you create an innovative culture like IDEO?

4. How administration presented problem & need How the employees understood it How the OD consultant summarized it How external stakeholders viewed it How the Board of Directors classified it How the OD plan was documented How OD plan was applied How the consultant billed the organization How it was supported What the organization really needed

5. Best Practices: Temptations Good & Bad • Advantages • Networking with people & organizations that have “been there, done that,” and found what works for them • Survey of a wide range of ideas & practices • Evidence of successful application in a setting • Saves time from “reinventing the wheel” • Disadvantages • It may divert you from the MOST IMPORTANT aspect of OD: communicating, listening, examining your own unique processes, and arriving as a customized solution for your organization! • Resolution • Network & explore best practices, AND make sure you create your own solution

6. What are the three stages of transition?

7. Three Phases of Transition (Bridges, W. (2003). Managing transitions. Cambridge, MA: De Capo) People discover they have to let go of what were normal, predictable, & comfortable environments. They feel loss of control. Some may feel genuinely optimistic. It is important to ensure that people respect each other’s perspectives As people go through points of transition they can blame and become angry. They can feel uncertain, lost, afraid, or have outbursts of frustration & anxiety. The key is to be patient. Focus on going forward, not on the past. As with Endings, those with optimism should be encouraged People have chosen to commit and participate in building the new processes within the new environment. Now that they are more comfortable with transition, they become impatient for progress & become hopeful about building new trust, relationships, & achievements Endings Neutral Zone New Beginnings Denial Anxiety Shock Confusion Uncertainty Resentment Sadness Anger Fear Blame Commitment, enthusiasm, trust, excitement, relief/anxiety, hope/skepticism, impatience, acceptance, realization of loss Undirected energy typified by confusion, anger, fear, frustration, anxiety, skepticism, apathy, isolation, dislocation, some optimism, discovery, & creativity Identity: Have to let go of who we were in the old Identity: Begin to identify with the new ways Identity: Not who we were; not yet who we will be

8. When we take hold of something new, we often let go of something familiar Kubler-Ross’ Stages of Grieving are similar to losses during change

9. Expected benefits: staff “buy-in” & enthusiasm, more efficient use of time, more clients, better market match, integrated services, etc… Good ideas that can backfire OD Plan Mobilizing all employees into strategy teams to conduct planning and implementation in OD, operations, and strategy Short Term Result Drivers Staff taken away from current tasks, required overtime, frustrated by demands outside of skill and competency areas Inefficient use of time, lower contact hours, need for new markets, merger of organizations, staff turnover Unintended Consequences Staff behind on tasks, overworked and tired, delays in reorganization due to lack of knowledge

11. Organizational units will not be uniform in their reaction: Different stakeholders will respond differently

12. Who’s your internal market?: Different people have different commitments at different stages

13. How people react to change • When you hear that some “change” is coming down the road, what is the reaction most people have? • Why do they react that way? • What does the intensity of their reaction depend on?

14. Why people resist change… • Parochial self-interest-- some people are concerned with the implication of the change for themselves and how it may effect their own interests, rather than considering the effects for the success of the business; fear loss of turf, expertise, position • Misunderstanding-- communication problems, inadequate information, rumors, poor transparency • Low tolerance to change-- certain people are very keen on security, certainty, and stability in their work • Different assessments of the situation-- some employees may disagree on the reasons for the change and on the advantages and disadvantages of the change process

15. Reducing Resistance to Change • What can be done to reduce resistance to change (given the reasons we have identified)?

16. The Transition Management Master Plan Innovators Early Adopters Early Majority Late Majority Laggards Emphasis on what is needed to move people to the next stage