Change Management: From the Inside Out

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Change ManagementFrom the Inside Out

• Dr. Gregory L. Ferris
• Ferris Consulting Group

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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 futures there for anyone to
  change,
• still you know it seems
• it would be easier to change the past.

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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
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The Seven Dynamics of Change

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

Session VI Change Management
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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 dont think about.
• Challenge the presenter you just might know
  more about change than he does.
• Have fun.

Session VI Change Management
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What Is Happening Here?
Session VI Change Management
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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

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What Is Happening Here?
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A CHALLENGE
Please Write a One Sentence Definition of CHANGE
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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

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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.

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The 21st Century Operations-Oriented State DOT
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Some Current Applications in State Highway
Departments

• Florida DOT - Floridas 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 Operations Focus
• Virginia DOT SOPP Customer Focus, Governors
  Initiative
• Maryland DOT Change Ready Focus On
  Preparation For Operation Orientation

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The Positive Change Cycle
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The Four Stages of Change Learning

• 1. Unconscious - Incompetence
• - we dont know that we dont know
• 2. Conscious - Incompetence
• - we know that we dont know
• 3. Conscious Competence
• - we work at what we dont know
• 4. Unconscious Competent
• - we dont have to think about knowing it

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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

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Models of and Approaches To Organizational Change
(1)
Kurt Lewins 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

1. Communicating the gap between current state and
   the end state to key players in the change
   process
2. Working to minimize the resisting forces
3. Working to maximize or make the most of driving
   forces
4. Agreeing to a change plan and a timeline for
   achieving the end state

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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

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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. Dont 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
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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
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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)
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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
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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

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ADKAR
ADKAR
Reinforcement
Awareness
Change
Desire
Ability
Knowledge
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Factors Influencing AWARENESS of the Need for
Change
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Factors Influencing AWARENESS of the Need for
Change
Factor 1 If its not broke, dont 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
Its about time someone listen to me
Factor 2 A persons 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
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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

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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

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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 persons/work conviction in these factors
  and the associated consequences.
• Factors
• Score (Circle) Lowest 1 2 3 4 5
  Highest

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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

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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 BSer Makes It Up High Drive but
Low Substance 10-15
The Overwhelmed Withdrawing and
Avoiding 10-15
Comfort with Change Learning Readiness
LOW
HIGH
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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.

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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.

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The BSer 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.

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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.

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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 persons knowledge or level of training
  in these areas.
• Score (Circle) Lowest 1 2 3 4 5
  Highest

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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

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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 persons/work ability to implement new
  skills, knowledge and behaviors to support the
  change.
• Score (Circle) Lowest 1 2 3 4 5
  Highest

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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

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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

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ADKAR Profile





Sample
5
4
3
Barrier point
Barrier point
2
1
A
D
K
A
R
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ADKAR Profile





5
4
3
2
1
A
D
K
A
R
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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
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Aligning Change Management To Business Results
Change Management Strategy Development Change Management Activities Change Management Elements - ADKAR Business Results
Assess the change Communications Awareness On time
Access the organization Sponsorship Desire On budget
Assess the sponsorship Training Knowledge Achieve business objectives
Assess risks and challenges Coaching Ability - Lower costs
Design special tactics Resistance management Reinforcement - Increased revenue
Form team and sponsor model - Improved quality
Assess team readiness - Return on investment (ROI)
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Resistance The Constant Companion To Change
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Resistance The Constant Companion To Change

• I Dont Get It!
• I Dont Like It!
• I Dont Like You!

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The 10 Challenges of Change
Taken from In The Dance of Change-The Challenges
of Sustaining Change in Learning Organizations.
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Grouped in Three Categories

• Challenges of Initiating Change
• Challenges of Sustaining the Change
• Challenges of System-Wide Redesign and Rethinking

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Challenges of Initiating Change

• 1. We dont 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.

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Challenges of Initiating Change

• 3. This stuff isnt relevant!
• There need to be people who can make the case for
  change - who can connect the development of new
  skills to the real work of business.
• 4. Theyre not walking the talk!
• A critical test for any change effort - the
  correlation between espoused values and the
  actual behavior.

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Challenges of Sustaining Momentum

• 5. This stuff is!
• Personal fear and anxiety - concerns about
  vulnerability and inadequacy - lead members to
  question a change.
• 6. This stuff isnt working!
• Change efforts run into measurement problems -
  early results dont meet expectations, or
  traditional metrics dont calibrate to the teams
  effort.

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Challenges of Sustaining Momentum

• 7. Theyre acting like a cult !
• The team falls prey to arrogance, dividing the
  company into believers and nonbelievers.

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Challenges of System-wide Redesign and Rethinking

• 8. Theynever let us do this stuff!
• The team wants more autonomy, the powers that
  be dont want to lose control.
• 9. We keep reinventing the wheel!
• Instead of building on previous successes, each
  team finds that it has to start from scratch.

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Challenges of System-wide Redesign and Rethinking

• 10. Where are we going?
• The larger strategy and purpose of a change
  effort may be obscured by day-to-day activities.
  Big question can the organization achieve a new
  definition of success?

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Resistance The Constant Companion To Change
Individual Resistance
Habit
Economic Factors
Individual Resistance
Fear of Unknown
Selective Information Processing
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The Top 5 Reasons Employees Resist Change

• Not aware of the underlying business need for
  change
• Layoffs we announced or feared as part of the
  change
• Perceived the need for new skills currently
  lacked
• Wanting to maintain personal rewards, sense of
  accomplishment and fulfillment in the current
  state

Procis 2005 Change Management Report
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The 5 Top Reasons Managers Resist Change

• Loss of power, responsibility or resources
• Overburdened with current responsibilities and
  workload
• Lacked awareness of the need for change
• Lacked the skills needed to manage the change
• Felt fearful or uncertain about the changes being
  made

Procis 2005 Change Management Report
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Resistance The Constant Companion To Change
Organizational Resistance
Threat to Established Power Relationship
Threat to Resource Allocation
Structured Inertia
Limited Focus of Change
Group Inertia
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Resistance The Constant Companion To Change
Overcoming Resistance
Education Communication
Negotiation
Overcoming Resistance to Change
Employee Engagement
Manipulation
Facilitate and Support
Coercion
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Flow Check Process
It
Through
Thinking
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1. Has the change been defined?
No
Thoroughly define change.
Yes
2. Will change disrupt the organization
No Project
represents a minor change Proceed
with implementation planning, although using a
methodology may not be essential to
this project.
Yes
Yes
3. Is there a history of implementation problems?
No Even though there
is no history of implementation prob-
lems, change may be disruptive to the
organization. Go to 4. 4. Are the
sponsors sufficiently committed to the change?
No Educate or replace the sponsors of
prepare to fail in achieving stated
objectives. 5. Do sponsors, change agents and
targets work together? No Develop
synergy or prepare for less-than-fully-successful
implementation 6. Is target
resistance low?. No Are
sponsors willing and able to pay the price to
prevent resistance? No
Are sponsors willing and able to pay healing
costs? No Educate or replace
sponsors or repare to fail
Yes
Yes
Yes
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Yes
7. Is the change inconsistent with the existing
culture? No Go to 10. 8.
Will the sponsors scale back the change?
No Will sponsors
alter the culture? No
Yes Odds of failure
high Continue continue diagnosis
diagnosis 9. Return to Step 1. 10. Are
the change agents sufficiently skilled?
No Train the change
agents or prepare for failure 11. Was the
level of stress that existed
No Proceed with
implementation but be cautious since before
the change low?
targets may be highly stressed. 12. Does the
particular configuration of people
involved with the change indicate a high degree
of opportunity for successful implementation?
No Alter the
group membership, abandon project, or
prepare to invest a great deal of time and
other
resources in the planning and execution of
implementation 13. Complete preliminary
implementation plan
Yes
Yes
Yes
Yes
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Change Leadership
Leadership is about being. It is about being a
compelling presence a presence so compelling
that others are willing to leave what is to
become - or create - what your presence argues
can be.
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Who Is Leading the Change?

• Executives are no longer exclusively responsible
  for leading change.
• For a change effort to succeed, it must be
  championed by lots of people at many levels of an
  organization.
• One cannot rely on formal position or authority
  alone to implement change.
• The ability to lead change can be developed over
  time by learning and practicing a group of key
  behaviors.

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Involving Others in the Change

• Employ problem-finding
• Fully consider others ideas
• Let others know what happened to their ideas
• Practice empathetic and non-defensive listening
• Ask effective questions
• Utilize technology to bridge physical distance
• Organize a large group meeting

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Quote

• To be on this journey one must have an attitude
  toward loss and being lostLoss, every loss ones
  mind can conceive of, creates a vacuum into which
  will come (if allowed) something new and fresh
  and beautiful, something unforeseen...
• Robert K. Greenleaf

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Engaging Employees

• A Workplace Where Employees -
• Know More,
• Do More,
• and Contribute More

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Employee Engagement Findings

• Organizations today cannot survive if
  involvement is limited to a few. Bergmann,et
  al., 1999.
• People define involvement by what they do - or
  dont do - in small moments. McLagan, 1995.
• The instant that people experience you as
  involved, they start keeping score. Katzenbach,
  2000.
• For people to see you involved and
  participating, you need to be fully engaged in
  work efforts. Bergmann, et al.,1999.

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What Creates Employee Engagement Opportunities?

• Increased competition and more demanding
  customers.
• A loosening-up of the formal organization.
• Fewer and busier managers.
• The predominance of a more knowledgeable
  workforce.
• A growing focus on projects and teams.
• Post-heroic leadership perceptions held by many.

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The Need To Balance
Organizational Performance Requirements
Individual Fulfillment Needs

• Vision, Mission, Goals Objectives
• Special work projects
• Customer satisfaction
• Work output and improvement
• Core business capability development

• Source of livelihood
• Direction, structure and control
• Identity, purpose, and self worth
• Belonging and social interaction
• Ownership and opportunity(s)

Disciplined Behaviors
Disciplined Behaviors
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Engaged Employees...

• Are subject matter experts in their work
• Work effectively within defined boundaries of
  authority
• Make contributions to the team effort
• Find needed information
• Provide ideas that solve problems

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What Engaged Employees Do With Others

• Help others personalize a future for themselves.
• Navigate through emotional ups and downs.
• Arent afraid of midcourse adjustments or change.
• They find a way to maintain a sense of optimism.
• Have meaningful influence in their team and the
  organization.

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Engaged Employees Practice the 7Cs

• Clarity - they focus on where they are going and
  aligned.
• Capability - they contribute to the team effort.
• Collaboration - they dialogue and interact with
  others.
• Commitment - they motivate, inspire and trust
  others.
• Communication - they use all forms of
  communication.
• Continuous Improvement - they seek to improve
  processes.
• Creativity - thinking big and develop
  breakthrough ideas.

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How Engaged Employees Build Credibility and Trust
in the Workplace

• They make credible presentations.
• They do the right thing.
• They take on tough challenges.
• They leverage strong emotions.
• They believe in themselves.

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Employee Engagement Cycle
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Engagement Developmental Model
Align Efforts With Strategy A clear
understanding of what is expected
timely information about changes
that affect work. Enabling
Appropriate authority to
make decisions and manage
their own work.
Development Plans
Opportunity
and support
to develop on the job.
Support and Recognition

Ongoing feedback on performance

and acceptance of individual

differences of approach, ideas, and opinion.
Focused Work
Teamwork
A high degree of cooperation within
a workgroup and an environment of
trusting and trustworthy actions that
foster rapid and satisfying resolution
of conflicts.
Collaboration A high degree
of cooperation between teams
that fosters common goals, rapid
conflict resolution, and
increased trust.
Interpersonal Support
Individual Value
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Engaged Employees Approaches and Methods

• Alignment to organizational goals and performance
  expectations
• Completion of project assignments and
  responsibilities
• Understanding and meeting performance
  expectations
• Giving feedback and self assessment
• Utilizes problem solving and impact plans
• Team building and business meetings
• Managing self

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Engagement Thinking

• Engagement cannot be an initiative. Employee
  engagement happens only when you remove barriers
  to work, and those barriers are unique to every
  work group.
• We often think that super important initiatives
  will transform our organizations into places
  where everyone will come to work and want to be
  engaged. Initiatives cant make the magic.
• Many business fads did not work in the past.
  Thats why employees wait for the latest fad to
  be over. Initiatives live out their lives and
  then go away. People who deliver initiatives
  have to make engagement happen, and those people
  must be your Leaders.

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Attributes of Employee Engagement
Training, development
career Immediate
management Performance appraisal
Communication Equal opportunities fair
treatment Pay benefits Health
safety Co-operation
Highly engaged
Work expectations
Feeling Valued and Involved
Level of Importance
Employee Engagement
80
Helping Others Break from the Past

• Play the devils advocate
• Support innovation
• Sponsor wild ideas
• Demand continuous improvement
• Stage a symbolic break with the past

81
Creating a Supportive Learning Environment

• Focus attention away from blame and toward
  problem solution
• Admit what you dont know
• Declare a practice zone
• Support time for training

82
Change Communication Planning
Coworkers
Supervisors
Employee Engagement Communication Strategy
Intranet
Influencers
Newsletters

• Support Change Effort
• Fully Engaged in the Workplace
• Ownership of Problems Solutions
• Improved Productivity
• Stronger Commitment to Mission
• Customer Satisfaction

Employees
Industry Leaders
Internet
Meetings
Behaviors
KEY Stakeholders
Media
Executive Communications
Friends
83
Change Communication Model
Identify Desired Outcomes
Feedback, Reflection Adjustments
Issue The topics to be communicated
Gap Analysis
Audience To whom directed
Does a communication plan exist that will
support the change process?
Create To Be Communication Plan
Review As Is Communication Plan
Message What needs to be known
No
Validate
Messenger Who delivers the message
Media / Materials Vehicles to be used
Yes
No Change
Time / Frequency When and how often
84
Communication Action Plan
Requested by____________________
Who is Responsible_________________
Notes
1. Issue The topic(s) to be communicated
Notes
2. Audience To whom directed
Notes
3. Message What needs to be known
Notes
4. Messenger Who delivers the message
5. Media / Materials Vehicles to
be used
Notes
Notes
6.Time / Frequency When and
how often
85
Change Management Communication Workshops
Creating Change Months 5-8 (Phase II)
Building Synergy Months 1-4 (Phase 1)
Leveraging Change Months 9-12
(Phase III)
Best Practices
Communicating Change.

• Best Practices

Work Program Education

• The Market Driven
• Organization
• The SBU in Practice
• Learning about performance
• metrics
• Creating Project
• Team Charters
• Embracing a formal
• communication plan
• Introducing employee
• engagement culture

Work Program Education
Organizational Reorganization Clarity
Culture Integration
Employee Engagement Principles
Sustaining Culture
Guiding Coalition Development
Organizing Work
Guiding Coalition Development
Accountability Structure
Guiding Coalition
Change Management
Encouraging the Heart
Encouraging the Heart
Culture Driving Structures
Project Teams
Executives, Management Employees
Executives, Management Employees
Executives, Management employees
86
Communication Plan

• Phase II - Implementation
• Communication-Mobilization-Involvement-Performance
  
• Taken from Kerr-McGee Corporation Oil Division
  Transformation

87
A Snapshot of the Plan
9.
Making It Happen And What We
Are Reaching For
1. Theme
8. Having Dialogue
2. Engaging One Another
7. Checking Ourselves Out
The Journey To Top Quartile
3. Further Engagement Staying Engaged
6. How We Begin To Talk
4. Informative Motivating
5. How We Talk With One Another
88
Theme The Journey to Top Quartile

• Getting us ready for tomorrow
• Using best practices in the industry
• Building on our strengths, seeking business
  opportunities and cashing in
• Recognizing its a moving bar
• Getting some wins along the way
• Earning those bragging rights

89
Engaging One Another

• Action Statement
• Keeping one another informed through an ongoing
  communication process that has meaning for all of
  us

90
Further Engagement

• Objectives
• Seeing the vision in a practical way that I
  understand
• Crossing the lines to talk about change
• Securing ownership through engagement and
  collaboration
• Gaining support and commitment

91
Staying Engaged

• Putting Life Into the Objectives
• What we have accomplished
• Breaking it down - goals, objectives and what we
  can deliver
• Getting understanding and buy-in by covering all
  the bases
• Going after the new playing field (stretching)
• Making change a partner

92
Informative Motivating

• Placing the business case up-front
• Walking the talk
• Open, honest with two-way feedback
• Communicating in different ways
• Timely information that keeps people in the loop

93
How We Talk with One Another

• Within OG
• Across Kerr McGee
• Leveraging knowledge and creative strengths
• Identifying champions
• In small and large groups
• Networking fully

94
How We Begin To Talk

• Newsletters/Articles
• Chat Boards
• Kick Off E-mail
• Open House
• Operations Center
• Weekly E-mail
• QA Bulletins
• Glossary of Terms

• Town Meetings
• Training Sessions
• Conference Calls
• Videos
• To Be Fairs
• A Day with a Team
• Celebration Events
• Success Stories

95
Still Talking

• Kick Off E-Mail - Transformation Statement
• Open House - Operations Team Rooms
• Weekly Updates E- Mail
• Town Meetings - Journey To Top Quartile

96
Checklist for Success

• Serious tone
• Be realistic
• Not overly optimistic,nor overly pessimistic
• Predict probability of success
• Not a pep rally or sales pitch
• Avoid being argumentative

• Acknowledge uncertainties where they exist
• Explain how new business processes will be used
• Emphasize that we are all in this together
• Use workplace words

97
Having Dialogue How We Can Make It Easier

• Focus Groups
• E-mail Hot Line (Open door policy)
• One-on-One
• Voice Mail
• Surveys
• To Be Fairs
• Town Meetings
• Open House

98
Making it Happen Building on Ideas

• Action Plan
• What When Who
• Kick-Off E-Mail Wk. 1
• Open House Wk. 2
• E-Mail Follow-Up Wk. 3
• Start E-Mail Update Wk. 4
• Town Meetings Monthly

99
What We Are Reaching for

• Milestones
• Creating an awareness and understanding of how we
  plan to move into the Top Quartile
• Keeping people involved
• Creating a communication plan that will continue
  to be a useful tool
• Learning how to anticipate and manage the hazards
  and potholes during the journey

100
Quote

• What we call the beginning is often the end.
• And to make your end is to make a beginning.
• The end is where we start from.
• 
  
  T.S. Eliot

101
Staying Afloat
Moving Forward
Moving On
Letting Go
Your Paradigm
Breakwith
Holding On
Be Change Ready
Breakthrough
102
Books Utilized

• Change Management Masterclass A Step by Step
  Guide to Successful Change Management. Mike
  Green, 2007.
• Deep Change Discovering the Leader Within.
  Robert E Quinn. 1996.
• ADKAR A Model for Change in Business, Government
  and Our Community. Jefferey M. Hiatt, 2006.
• The Heart of Change, John P Kotter and Dan S.
  Cohen. 2002.
• Our Iceberg Is Melting, John Kotter and Holger
  Rathgeber, 2005.
• The Heart of Change Field Guide, John Kotter and
  Dan S. Cohen, 2005.
• The Change Leaders Roadmap How To Navigate Your
  Organizations Transformation, Linda Ackerman
• Anderson and Dean Anderson, 2001.
• Transforming the Way We Work The Power Of The
  Collaborative Workplace. Edward M. Marshall,
  1995.
• Communicating Change Winning Employee Support
  For New Business Goals. T J Larkin and Sansar
  Larkin, 1994.
• Change Management, The People side of Change.
  Jeffrey Hiatt and Timothy J. Creasey, 2003.
• Making Sense of change Management A complete
  Guide to the Models, Tools and Techniques of
  Organizational Change. Esther Cameron Mike
  Green, 2004.
• Making Change Happen On time, On Target , On
  Budget. Ken Matejka and Al Murphy, 2005.
• Building the Bridge As You Walk On It A Guide
  for Leading Change. Robert E. Quinn, 2004.
• Transition The Personal Path through Change.
  William Bridges, 2000.

103
Research Identified

• Bennett, H. (2000). The effects of organizational
  change on employee psychological attachment.
  Journal of Managerial Psychology, 15,
• Burnes, B. (2004). Kurt Lewin and the planned
  approach to change a re-appraisal. Journal of
  Management Studies, 41
• Caldwell, R. (2003). Models of change agency a
  fourfold classification. British Journal of
  Management, 14,
• Damodaran, L. and Olphert, W. (2000). Barriers
  and facilitators to the use of knowledge
  management systems. Behavior Information
  Technology, 19,
• Doyle, M., Claydon, T., and Buchanan, D. (2000).
  Mixed results, lousy process the management
  experience of organizational change. British
  Journal of Management, 11,
• Gill, R. (2003). Change management or change
  leadership?. Journal of Change Management, 3,
• Hailey, V. H. (2001). Breaking the mould?
  Innovation as a strategy for corporate renewal.
  Human Resource Management, 12,.
• Lawson, E. and Price, C. (2003). The psychology
  of change management. McKinsey Quarterly, 2,
• Levasseur, R. (2001). People skills change
  management tools Lewins change model.
  Interfaces, 31,.
• Newman, K. L. (2000). Organizational
  transformation during institutional upheaval. .
  Academy of Management Journal, 25,
• Quy Nguyen, H. (2001). Time, temporal capability,
  and planned change. Academy of Management Review,
  26,
• D.M. and Tijoriwala, S. A. (1999). Whats a good
  reason to change? Motivated reasoning and social
  accounts in promoting organizational change.
  Journal of Applied Psychology, 84,.
• Skinner, D. (2004). Evaluation and change
  management rhetoric and reality. Human Resource
  Management Journal, 14,
• Strebel, P. (1996). Why do employees resist
  change? Harvard Business Review, 74,
• Sugarman, B. (2001). A learning-based approach to
  organizational change Some results and
  guidelines. Organizational Dynamics, 30,
• Zell, D. (2001). Overcoming barriers to work
  innovations lessons learned at Hewlett-Packard.
  Organizational Dynamics, 30,