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Change Management: From the Inside Out

Change Management: From the Inside Out. Dr. Gregory L. Ferris Ferris Consulting Group. Quote. “ Now for you and me it may not be that hard to reach our dreams, but that magic feeling never seems to last. And while the future’s there for anyone to change, still you know it seems

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Change Management: From the Inside Out

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  1. Change Management:From the Inside Out Dr. Gregory L. Ferris Ferris Consulting Group

  2. Quote “Now for you and me it may not be that hard to reach our dreams, but that magic feeling never seems to last. And while the future’s there for anyone to change, still you know it seems it would be easier to change the past.” Session VI: Change Management

  3. Topics Covered • Awareness and understanding of change management, • Awareness of change management models, • How to implement an organizational change model, • Practical application of a selected change model - ADKAR, • Interactive applications of change simulations throughout the session, • Understanding resistance to change, • Using employee engagement as a tool for change, • Change management case studies of selected State Highway Departments. Session VI: Change Management

  4. The Seven Dynamics of Change • People feel awkward, ill at ease and self conscious. • People think about what they have to give up. • People feel alone even if everyone else is going through the change. • People can handle only so much change. • People are at different levels of readiness. • People will be concerned that they do not have enough resources. (time, skills, etc.) • If not supported and encouraged to change, people will revert to old behavior. Session VI: Change Management

  5. Session Expectation: What You Must Do! • Be actively engaged in the session. • Ask questions of each other. • Offer wisdom. • Be courteous to each other. • Think about things you don’t think about. • Challenge the presenter – you just might know more about change than he does. • Have fun. Session VI: Change Management

  6. What Is Happening Here? Session VI: Change Management

  7. From the Inside Out Like a man who has worn eyeglasses so long that he forgets he has them on, we forget that the world looks to us the way it does because we have become use to seeing it that way through a particular set of lenses. Kenich Ohmae Session VI: Change Management

  8. What Is Happening Here? Session VI: Change Management

  9. A CHALLENGE Please Write a One Sentence Definition of CHANGE Session VI: Change Management

  10. Understanding Different Responses To the Change Curve On a scale of 1-10 (10 being the most) How many changes have you initiated in the past two years? (e.g. taking a new job, getting married, learning a new skill, etc.) How many changes have you had to adapt too in the past two years (e.g. job/role, new boss, new role and responsibilities, etc.) Write the number on two Post-It notes and cluster the change Post-It notes under two groups: a. Changes that you initiated b. Changes you had to adapt too Session VI: Change Management

  11. Defining Change Management • The concept of change management describes a structured approach to transitions in individuals, teams, organizations and societies that moves the target from a current state to a desired state. • The task of managing change; an area of professional practice; a body of knowledge; a control mechanism. • Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level with at least three different aspects, including: adapting to change, controlling change, and effecting change. • Sense of Direction, Sense of Discovery and a Sense of Destiny. Session VI: Change Management

  12. The 21st Century Operations-Oriented State DOT ** WHY (Driving Forces) WHAT (Strategies) VISION (Outcomes) HOW (Intense applications) Reality Increased recognition of relevance of SO&M • Causes • Delay • Unreliability • Safety risk • Insecurity • Inconvenience • “More” • Proactive • Aggressive • Integrated • Traffic-responsive • Cooperative • Automated • Communicated • Evolution • of a Service • Agency Culture • Relate customer service to • SO&M • SO&M Leverage • Understood • Operations as a Core • Program • Organization with • Accountability • Planning Restructured • for SO&M • Sustainable Resource • Support • Agency Leadership Role • Accepted • Performance Reporting • Institutionalized • Customer • Focus • Delay & • Unreliability • Safety & • Security • Lack of • Options • Little • Information • Existing • Tools & • Concepts • Manage & • Operate • Provide • Premium • Options • Disseminate • Information • Incorporate • Customer • Feedback • Vision of • Potential • Customer • Service • Reduce Delay • & Increase • Predictability • Reduction in • Crashes • Premium • Options • Informed Travel • Decisions • Improved • Accountability • Culture • Understanding • Formal Program • Planning Institutional Framework • Organizational Structure • Coordinate Roles Session VI: Change Management ** Steve Lockwood, 2005

  13. Some Current Applications in State Highway Departments • Florida DOT - Florida’s Turnpike Enterprise – Culture Shift to High Participation-High Performance - Customer Orientation • Kansas DOT – Cultural Due Diligence, Team-Based, Strategic Planning, Moving toward Operations Orientation • Missouri DOT – Performance Management System – Customer Feedback and Operation’s Focus • Virginia DOT – SOPP – Customer Focus, Governor’s Initiative • Maryland DOT – Change Ready – Focus On Preparation For Operation Orientation Session VI: Change Management

  14. The Positive Change Cycle Session VI: Change Management

  15. The Four Stages of Change Learning 1. Unconscious - Incompetence - “we don’t know that we don’t know 2. Conscious - Incompetence - “we know that we don’t know” 3. Conscious – Competence - “we work at what we don’t know” 4. Unconscious – Competent - “we don’t have to think about knowing it” Session VI: Change Management

  16. Quote “It is only when people begin to shake loose from their preconceptions, from the ideas that have dominated them, that we begin to receive a sense of opening, a sense of vision.” — Barbara Ward — Session VI: Change Management

  17. Models of and Approaches To Organizational Change (1) Kurt Lewin’s Three-Step Model (1951): Unfreeze • Examine status quo • Increase driving • forces for change • Decrease resisting • forces against change Move • Take action • Make changes • Involve people Refreeze • Make change permanent • Establish new way of things • Reward desired outcomes • Communicating the gap between current state and the end state to key players in the change process • Working to minimize the resisting forces • Working to maximize or make the most of driving forces • Agreeing to a change plan and a timeline for achieving the end state 17 Session VI: Change Management

  18. Models of and Approaches To Organizational Change (2) Bullock and Batten, Planned Change (1985) • Exploration – verifying the need to change and seeking expertise • Planning – key decision makers and SME – diagnosis completed • Action – actions are completed according to plan with feedback mechanisms • Integration – aligning the change with other areas Session VI: Change Management

  19. Models of and Approaches To Organizational Change (3) Kotter, Eight Step Model (1995): People start telling each other, “lets go, we need to change things.” 1. Sense of urgency A group powerful enough to guide a big change is formed and they start to work together well. 2. Build the guiding team 3. Get the vision right The guiding team develops the right vision and strategy for the change effort. 4. Communicate to gain support and commitment People begin to buy into the change, and this shows in their behavior. 5. Enabling actions More people feel able to act, and do act, on the vision. Momentum builds as people try to fulfill the vision, while fewer and fewer resist change. 6. Create short-term wins 7. Don’t let up People make wave after wave of changes until the vision is fulfilled. New and winning behavior continues despite the pull of tradition, turnover of change leaders, etc. 8. Make change stick 19 Session VI: Change Management

  20. Models of and Approaches To Organizational Change (4) ADKAR Model (2005): The ADKAR Model A Awareness of the need for change D Desire to support and participate in the change K Knowledge of how to change A Ability to implement required skills and behaviors R Reinforcement to sustain the change Session VI: Change Management

  21. Types of Change Developmental Change Transition State Present State Desired State Transitional Change Success Plateau Re-Emergence Through Visioning and Learning Transformation Change Growth Chaos Birth Death – Mindset (Forced to Shift) Session VI: Change Management

  22. Change Management Process Phase 1 – Preparing for Change Define your change management strategy Prepare your change management team Develop your sponsorship Phase 2 – Managing Change Develop change management plans Take action and implement plans Phase 3 – Reinforcing Change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Session VI: Change Management

  23. Quote “If you must begin, then go all the way, because if you begin and quit, the unfinished business you have left behind will haunt you all the time.” — Trungpa Rinpoche — Session VI: Change Management

  24. ADKAR ADKAR Reinforcement Awareness Change Desire Ability Knowledge Session VI: Change Management

  25. Factors Influencing AWARENESSof the Need for Change Session VI: Change Management

  26. Factors Influencing AWARENESSof the Need for Change Factor 1: If its not broke, don’t fix it We have been doing it this way for a long time What is wrong with the way we are doing it? I told you that changes were needed a long time ago It’s about time someone listen to me Factor 2: A person’s cognitive style and how they internalize (adaptive – internal threats and innovative – external threats Factor 3: Level of trust and respect for the sender Factor 4: The presence or absences of distorted or incorrect information in background conversations Factor 5 : Challenging the internal or external pressures of the planned change Session VI: Change Management

  27. Awareness Participant Activity Briefly describe a change in behavior you would like to facilitate with a friend, family, work associate or at work that is not working. Awareness: List the reasons you believe the change is necessary. Review these reasons and rate the degree to which you think the area above is aware of the reasons or need to change. Reasons: Score: (Circle) Lowest 1 2 3 4 5 Highest Session VI: Change Management

  28. Factors Influencing DESIRE for Change Factor 1: What the change is and how will impact them (WIIFM) Factor 2: How the organization is perceived and the surrounding that are undergoing change Factor 3: Their work and home environment. Factor 4: What motivates us as people, including our expectation that we could be successful Session VI: Change Management

  29. Desire Participant Activity List the factors or consequences (good and bad) for this person/work that create a desire to change. Consider motivating factors, including the person’s/work conviction in these factors and the associated consequences. Factors: Score: (Circle) Lowest 1 2 3 4 5 Highest Session VI: Change Management

  30. Factors Influencing KNOWLEDGE On How To Change Factor 1: What the person knows or if a gap exist Factor 2: The capacity to learn Factor 3: Resources available to support the need to learn Factor 4: Having access to the information needed to perform Session VI: Change Management

  31. The Change Factor Model HIGH The Entrenched Clinging to Narrow Learnings 40-60% The Learner Engaging and Growing 10-15% Ability to Learn Capacity for Change The Overwhelmed Withdrawing and Avoiding 10-15% The BS’er “Makes It Up” High Drive but Low Substance 10-15% Comfort with Change Learning Readiness LOW HIGH Session VI: Change Management

  32. The Overwhelmed: Withdrawing and Avoiding • Avoids confronting the real issues. • Retreats into old patterns that are perceived as safe. • Waits for things to return to normal. • Engages in passive-aggressive behavior. • Avoids thinking about or planning for the future. Session VI: Change Management

  33. The Entrenched: Clinging To Narrow Learnings • Blames and complains. • Acknowledges the need for change but resists changing. • Works harder than ever at previously successful behaviors. • Tries to ride it out until things return to normal. Session VI: Change Management

  34. The BS’er: “Makes It Up” High Drive but Low Substance • Jockeys for positions of influence. • Presses for quick solutions and decisive action. • May initially come across as a beacon in the darkness; but ultimately becomes transparent. • Often fools supervisors but eventually identified. Session VI: Change Management

  35. The Learner: Engaging and Growing • Finds silver linings behind the dark clouds. • Finds humor in difficult situations and uses as a tool. • Are very aware of strengths and weaknesses • Expands the boundaries of their personal comfort zone. Session VI: Change Management

  36. Knowledge Participant Activity List the skills and knowledge needed to support the change, including if the person/work has a clear picture of what the change looks like. Skills & Knowledge: Rate this person’s knowledge or level of training in these areas. Score: (Circle) Lowest 1 2 3 4 5 Highest Session VI: Change Management

  37. Factors Influencing ABILITY To Implement New Skills & Behavior • Factor 1: Blocks caused by mental nervousness or incapable to perform • Factor 2: Psycho-motor skill dysfunctions, etc. • Factor 3: High level problem solving and analysis and business case development • Factor 4: Financial, tools and materials, personal coaching, and mentors/SME • Factor 5: The access to, or existence of, the required knowledge Session VI: Change Management

  38. Ability Participant Activity Considering the skills and knowledge needed to change, evaluate the person/work ability to perform these skills or act on this knowledge. Are there any barriers preventing this person/work from acting? List below. Rate this person’s/work ability to implement new skills, knowledge and behaviors to support the change. Score: (Circle) Lowest 1 2 3 4 5 Highest Session VI: Change Management

  39. Factors Influencing REINFORCEMENTTo Sustain the Change • Factor 1: They are meaningful to the person recognized • Factor 2: There is an absence of negative consequences for desired behavior • Factor 3: Accountability mechanism are in place • Factor 4: There is an absence of negative consequences for desired behavior Session VI: Change Management

  40. Reinforcement Participant Activity List the reinforcements that will help to retain change. Are incentives in place to reinforce the change and make it stick? Rate how well the reinforcements help support the change. Score: (Circle) Lowest 1 2 3 4 5 Highest Session VI: Change Management

  41. ADKAR Profile Sample 5 4 3 Barrier point Barrier point 2 1 A D K A R Session VI: Change Management

  42. ADKAR Profile 5 4 3 2 1 A D K A R Session VI: Change Management

  43. Change Management Scaling Medium-High Risk High Risk – More Change Management Change Resistant Organization Low Risk – Less Change Management Medium-Low Risk Change-Able Organization Small, Incremental Change Large, Disruptive Change Session VI: Change Management

  44. Aligning Change Management To Business Results Session VI: Change Management

  45. Resistance: The Constant Companion To Change Session VI: Change Management

  46. Resistance: The Constant Companion To Change I Don’t Get It! I Don’t Like It! I Don’t Like You! Session VI: Change Management

  47. The 10 Challenges of Change Taken from In The Dance of Change-The Challenges of Sustaining Change in Learning Organizations. Session VI: Change Management

  48. Grouped in Three Categories • Challenges of Initiating Change • Challenges of Sustaining the Change • Challenges of System-Wide Redesign and Rethinking Session VI: Change Management

  49. Challenges of Initiating Change 1. “We don’t have time to do this stuff!” People who are involved in a team to initiate a change effort need enough control over their schedules to give their work the time that it needs. 2. “We have no help!” Members of the team need enough support, coaching, and resources to be able to learn and to do their work effectively. Session VI: Change Management

  50. Challenges of Initiating Change 3. “This stuff isn’t relevant!” There need to be peoplewho can make the case for change - who can connect the development of new skills to the real work of business. 4. “They’re not walking the talk!” A critical test for any change effort - the correlation between espoused values and the actual behavior. Session VI: Change Management

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