Organizational Change: Facilitating a Process

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Organizational ChangeFacilitating a Process
Facilitated by John Besaw, Ph.D.
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Same Direction
Clarity
Consistency
Commitment
Clarity
Consistency
Commitment
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Leadership Drives Change
Leadership
Management
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Big Picture

• There really is no one answer.
• Each of us must find our own way.
• Need active, executive-level sponsorship.
• Need highly visible (transparent) process.
• People need to be released.
• Planning 10, Execution 90.
• Need for executive coaching.
• No plan survives the first battle.

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Keys to Implementation

1. Tie to Business Strategy and Priorities
2. Tie to Business Critical Success Factors
3. Keep Top Leaders Involved
4. Position as Improved Competitiveness and World
   Class
5. Keep Message Simple and Clear
6. Focus on Short-Term Results
7. Focus on Long-Term Growth and Development
8. Make e-Learning an Ongoing Activity

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Steps to Action
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From Where You Are, to Where You Want To Go (From
Here, to There)
Future (To Be)
Present (As Is)
The Gap (between where you are and where you want
to be)
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Stay away from ineffective and backward focused
questions. Use effective questions that are
forward focused.
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Adjust as Plan Evolves
No plan survives contact with the enemy.
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Model The Journey
Vision
TO BE

• How are we going to get there?

Where we are today?
AS IS
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People Drive Change

• Organizations are communities of people AND an
  array of organizational structures and processes.
  Structures and processes must be top-notch, but
  they arent necessarily the drivers of change.
  People are.

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Build Behavior First

• People believe in a new direction because they
  are actually seeing behavior, action, and results
  that lead them to conclude that the program
  works.
• Use action to gain understanding and commitment.

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For Discussion

• Changing technology was the easy part of
  becoming an e-Business convincing people to
  change the way they worked was the hard part.
• Larry Ellison, Chairman and CEO, Oracle
• The crucial component in adapting to
  technological change was the human factor.
• Richard Dutton, Citicorp
• Improved performance from technology investments
  are highly dependent on how people buy into and
  utilize their new tools on the job.
• Harvard Business Review

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Emotional Rollercoaster

• Getting there
• Analyze the Gap
• State Tasks
• Prioritize Tasks
• Lead the Journey

Shared Vision
To Be
Growth
Denial
Awareness
Fear
As Is
Acceptance
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For Discussion
Compliance Commitment Training Learning Short
Term Long Term External Internal Safety Ris
k-taking Predictability Ambiguity Control Orde
r
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Module _An Integrated Approach
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A Model of Change ManagementAn Integrated
Approach
Business Strategy
Technical Changes
Change
Business Process Changes
People Behavior Changes
Organization Structural Changes
Culture
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Integrated Approach to Transformation
Guiding Coalition
People Strategy
Technical Strategy
Organizational Strategy
New Organization Structures and Business Processes
New Technology
New Behaviors
Transformation
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People20-60-20

• 20 of people in the organization will be change
  friendly

• 60 will sit on the fence

• 20 will resist

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Module _Sustained Change
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Implement and Sustain Change

• Customs and Norms
• Rules and Policies
• Management Behavior
• Training
• Communication Networks
• Rewards and Recognition
• Organizational Structures
• (formal and informal)

Sustained Change
Change
Cultural Screen
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Apparent
Roles
Attitude
Structure
Systems
Less Apparent
Informal Communication
Beliefs
Attitude
Motivation and Commitment
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Why Change is Resisted

• Fear humans fear unknown
• Self-interest Change may be good for others or
  even for the system as a whole, but unless it is
  specifically good for us, we resist it
• Inertia When a large body is in motion, it
  takes considerable force to alter its course

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Emotional concerns are much more energized than
the technical ones people tend to see
themselves as victimised by events beyond their
control.
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Lessen Resistance

• The uncertainty and fear of the unknown
  associated with change can be minimized by an
  effective communication program.
• Information concerning the what and why involved
  in transformation should be provided to all
  organization members.

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Thoughts for Discussion

• Changing depends on wanting to change.
• Everyone changes in their own way.
• Changing is largely an emotional process.
• Change is inherent to learning.

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Resistance looks like

• Anger
• Blame
• Anxiety
• Depression
• Isolation
• Fear

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Resistance comes with the territory . . .when
managed creatively, resistance encourages
constructive candor, stimulates creative problem
solving, and increases innovation . . .to the
untrained, however, the destructive consequences
of resistance are tension, factionalization and
decreased productivity.
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Assumptions
From To Strong leaders Dispersed
leadership I am powerless to change The choices
I make the big systems that everyday
significantly affect my life. affect my
life. We all need to take care We are all
connected of ourselves. We must take care
of both ourselves and each other.
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Both

• People
• Empathy and understanding
• Friendly and approachable
• Participative

• Task
• Setting goals
• Knowing expectations
• Setting schedules
• Working

Goals AND Relationships
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Why Change Efforts Fail

• 1. Lack of a Sense of Urgency
• 2. No Guiding Coalition
• 3. Lack of a Vision and Strategy
• 4. Failure to communicate the Change Vision
• 5. Failure to Empower Broad-Based Action
• 6. Failure to Anchor New Approaches to Cultural
  Values
• 7. Resistance Underestimated.
• 8. Underestimate communication required.
• 9. Miscalculate the time element.
• 10. Not walking the talk.

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Sunrise or Sunset?
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A High Degree of Energy for Change
Burning Platform
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Transformation Facilitator/Guide

• Repository of information and experience
• Catalyst
• Process helper
• Resource linker
• Helps reduce resistance/win support
• Links job specifics with change
• Harmonize with different initiatives
• Help with the necessary skill development
• Fact finder
• Not decision maker

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Rules of Engagement

• No sacred cows.
• When in doubt get it outfor discussion.
• Call a snake a snake.
• Dont get defensive.
• Beware behind-the-scenes efforts to sabotage.
• Consider the multiplier effect everyone
  involved.
• Avoid shaken-baby syndrome.
• Think of How we can do it, NOT Why it Cant be
  done
• Maintain a Positive Attitude.

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Consensus

• Consensus is A proposal that is acceptable,
  although not necessarily liked, by all members.
  It is a proposal that all members can support.
• Consensus is not A unanimous vote, a majority
  vote, or something that totally satisfies
  everyone.
• Consensus takes Time, active and honest
  participation by all members, skills in
  listening, conflict resolution, discussion
  facilitation, and open-minded and creative
  thinking.

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Guidelines for Reaching Consensus

• Involve Everyone
• Explore Alternatives
• Listen to Others
• Identify Problems, not Symptoms
• Be Careful of Quick Solutions
• Encourage Differences
• Dont Compete
• Allocate Time Carefully
• Strive for Best Decision
• Use Data

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Why Most Prefer Voting

• VOTING
• Clear-Cut Results
• Widely Accepted
• Divisiveness Conflict
• Win/Lose
• Efficient

• CONSENSUS
• Win/Win
• Support by All
• No Opposition
• Time Consuming
• Increased Discussion
• May Never Reach Decision
• Frustrating

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Both

• Collaboration
• A process through which parties who see different
  aspects of a problem can constructively explore
  their differences and search for solutions that
  go beyond their own limited vision of what is
  possible.
• Consensus
• A proposal that is acceptable, although not
  necessarily liked, by all members. It is a
  proposal that all members can support.

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Breaking Through Barriers to Cooperation

• Dont React
• Dont Argue
• Dont Reject
• Dont Push
• Dont Escalate

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Key Elements

• Goals are understood and committed to
• A climate of trust is reached
• Open and honest communication
• Diversity of opinions and ideas are encouraged
• Creativity and risk-taking is encouraged
• Individuals are constantly learning and improving
  
• Procedures are developed to diagnose, analyze,
  and solve problems
• Collaborative leadership is practiced

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Why Change Efforts Fail

• 1. Lack of a Sense of Urgency
• 2. No Guiding Coalition
• 3. Lack of a Vision and Strategy
• 4. Failure to communicate the Change Vision
• 5. Failure to Empower Broad-Based Action
• 6. Failure to Anchor New Approaches to Cultural
  Values
• 7. Resistance Underestimated.
• 8. Underestimate communication required.
• 9. Miscalculate the time element.
• 10. Not walking the talk.

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• Task
• Setting goals
• Setting schedules

• People
• Empathy and understanding
• Friendly and approachable
• Participative

Leadership
Management
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Imagin - eering

Ability to Visualize Courage to Commit
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• Comprehensive change strategy integrating
  people, organization structures and technology.
• People includes the network of social
  relationships and behavioral patterns of members,
  such as norms, roles and communications.
• Organization Structures includes the formal
  design, policies, procedures, etc., and is set
  forth by the organization chart including
  division of work and patterns of authority.
• Technical includes the primary functions,
  activities, and operations including the
  techniques, equipment, etc., used to produce the
  output of the system.

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Strategies

• Vision sets the direction teams navigate the
  way.
• Teams stimulate, coordinate and facilitate the
  change process.
• Teams maintain collaborative relationships.
• Teams create a climate of change.
• Teams are led by in-the-trenches activists.

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Opportunity Thinker
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Growth
Decline
Life Cycle CHANGE
Out of Business
Start Business
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Parking Lot(see notes)Curve
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How 1. How 2. How 3. How 4. How 5.
5 Hows
How
How
How
How
How
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Cascading
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Describe
Diagnose
Act
Prescribe
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E R O L
Events
Response
Learning
Outcome
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• T
• T
• T
• T

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Nature of Change
Awareness of Need for Change
Shaping a Vision
Monitoring Progress
The Change Process
Mobilizing Commitment
Making Things Happen
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Parking Lot(see notes)roles of different team
members
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BOTH Technical and Social

• Socio-Technical considers
• Changing human behavior (psycho-social)
• Changing organizational processes (technical and
  organization structures)
• Action Research involves collecting information
  about the organization, feeding this information
  back, and developing and implement action
  programs to improve system performance.

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Resistance
20
60
20
Early Adopters
Cynics
Wait-and-See
Figure__ Rule of 20-60-20
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Organizational Change
Process
Technology
Outcome
Trigger
Change
People
Figure __ Organizational Change
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Emotional Rollercoaster
To Be
Performance
Acceptance
Growth
Trigger Event
Denial
Fear
Anger
Learning
As Is
Break Through
Figure__ Emotional Rollercoaster
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Restraining Forces
Restraining Forces
Figure __ Forces of Organizational Change
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Leading Organizational Change
Organizational Change Team
Roadmap
Implementation Planning
Process
People
Content
Figure__ Leading Organizational Change
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Freedom to Choose
Perception of What Happens
Events
Freedom to Choose
Response
Learning
Outcome
Figure__ Events Response Outcome and
Learning
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Where we want to be (To Be)
Where we are today (As Is)
Figure __ Visual of the Organizational Change
Process
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Conceptual Model for the Process of
Organizational Change
Where we want to be (To Be)
Where we are today (As Is)
Figure __ Conceptual Model for the Process of
Organizational Change
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Conceptual Model for the Process of
Organizational Change
Where we want to be (To Be)
Where we are today (As Is)
Figure __ Framework for the Process of
Organizational Change
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A Process of Change
Process
Content
Learning
Trigger
Change
People
Figure __ Elements of a Process of Change
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Closed-Loop System
Figure__ Closed-Loop System
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Chunks
Figure__ Chunks
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Chunks
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Chunks
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Chunks
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Chunks
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Forces of Organizational Change
Restraining Forces
Restraining Forces
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Emotional Rollercoaster
To Be
Performance
Acceptance
Growth
Trigger Event
Denial
Fear
Anger
Learning
As Is
Break Through
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Resistance
20
60
20
Early Adopters
Cynics
Wait-and-See
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Current Reality
People
Content
Processes
New Processes
New Technology
New Behaviors
To Be
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Communication Key Elements

• Communication strategies are more effective when
  they are active rather than a passive process.
• Two-way communication produces better results
  than one-way communication.
• Participants gain more when they share
  responsibility for communication.

Two-way
Active
Shared Responsibility
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Communication
General
Detailed
Specific
Long Term
Near Term
Short Term
Business Teams
Technical Support
Who Stake Holder Groups
EAME
Communication Matrix from 5 Frogs On A Log by
M. Feldman M.F. Spratt 1999
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Segmenting the Communication Campaign
Information when and where he/she wants it.

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E-Business Communication
Intranet Offerings
Emails
Technology driven Web site always open for
business.
Customer Preference
Send Print pub
Wish to Receive in print
Yes
Survey customers
No
Continue web offering
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Example Deliverables
Key Deliverables
Performance Counts
Lean Supply Chain
Higher Levels of Performance
Increased Efficiency
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Lean and Simple
Clarity Consistency Commitment
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Freedom to Choose
Perception of What Happens
Events
Freedom to Choose
Response
Learning
Outcome
Events Response Outcome and Learning
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Action Steps
What?
When?
Who?

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Overview

• Change Models
• Develop strategies for Change Leadership.
• Create a framework for Change Management.
• Help leadership and workers become more resilient
  and responsive to change.
• Discuss an integrated approach to change
  management.
• Discuss need for responsibility/broad-based
  ownership.
• Discuss success factors