CSULA

Managing Change

April 13, 2000

Peter Levin, MBA, Ph.D.
RHR International Company
949-364-8909
Its not so much that were afraid of change,
or so in love with the old ways, but its the
place in between that we fear its like being
between trapezes. Its Linus when his blanket
is in the dryer. Theres nothing to hold on to.

- M. Ferguson
Class agenda

Part I: Organizational Issues and change

Part II: The nature of change.
Part III: Leading others through change.
Part
Part I:
I: Organizational
Organizational Issues
Issues

Characteristics of The Adaptive Organization

The Prerequisites for Change
Characteristics of Effective Change Sponsors
What Effective Change Leaders Need to Do
The Internal Players in the Change Process and their
Roles
The Role of Outside Consultants
 The Adaptive Organization

Willingness to make change Risk taking is rewarded

Identifies problems quickly Candidness
Internal and external looking
Open to feedback

Implements solutions rapidly Enthusiasm

Focus on innovation
Long-term focus
Upward communication

Skill Development
Trust
Learning Organization
 Prerequisites for Change

Vision: Develop, articulate and communicate a shared

vision of the desired change

Need: A compelling need has been developed and is

shared

Means: The practical means to achieve vision: planned,

developed and implemented

Rewards: Aligned to encourage appropriate behavior

compatible with vision and change

Feedback: Given Frequently

An Effective Change Sponsor Must Have

Power: to legitimize change

Pain: Personal Stake
Vision: Total in-depth view
Public/Private Role: Commitment and ability to support
change publicly/ meet privately with agents

Performance Management: Ability to reward/confront

Sacrifice: Pursue change despite personal price
What Effective Change Leaders Do

Embrace change when its needed

Develop a vision for change
Communicate effectively
Shake things up by challenging status quo and encouraging others to do
the same

Stay Actively Involved by walking the walk and being visible about it.
Direct, Review Implementation of change - continued participation -
never done attitude. Be in position to notice and coach.
 Roles: The Change Players

Sponsors: Senior management leaders - the driving force

of change - must walk the walk.

Advocates: Allies of leaders, deploy the vision -

communicate - involve - sell - MOTIVATE

Agents: Influence sponsors commitment, target

resistance, measure readiness, assess existing
people/structures

Targets: Everyone in organization - develop, train,

reinforce, support
 Role of Consultants

Assessment of: management, key players, barriers, opportunities

Coach/Develop/Train: help people adopt new behavior
Plan: Assist in process/knowledge
Values / Vision: Facilitate their development
Redesign Organizational Factors: Rewards, Reports, Re-engineer
Communications: Facilitate the process
Project Management Assistance
Introduction
Part
Part II:
II: The
The Nature
Nature of
of Change
Change

Change in business is not new its just accelerating due

to
New technology.
Global competition.
Growth & increased complexity.

The result: Change or die

What to expect from change
Sense of loss, confusion.
Mistrust and a me focus.
Fear of letting go of that which led to success in the past.
People hold onto & value the past.
High uncertainty, low stability, high emotional stress
Perceived high levels of inconsistency.
High energy often undirected.
Control becomes a major issue.
Conflict increases especially between groups.
 Individual prerequisites for change to occur

Why should I change?

Thinking &
Whats in it for me?
Emotional/
understanding Motivational

Head Heart

Behavioral

Hands

What do I do differently?
Change management

The Effective Management of Change Involves An

Integrated Approach In Each Of These Three Arenas

Effective Change

Equals

Altering Harnessing Shaping

Mind-set Motivation Behavior
Stages of change management

Coming to Grips with the Problem

Working through the Change

Attaining and Sustaining Improvement

 Strategy/change implementation

Arenas of Mind-set Motivation Behavior

Change
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management

1. Coming to
Grips with Breaking the Dealing with Changing
the Problem
Conventional Reactions to Behavior and
Mind-set and Loss and Developing
2. Working
Generating a Creating the Competency
through the Picture of the Will to and Capability
Change
Future Succeed

3. Attaining and
Sustaining
Improvement
 Part
PartIII:
III: Leading
LeadingOthers
Others
through
throughChange
Change

1. Identify (roughly) the stage person/group is in.

2. Determine obstacles/arenas:
a. Head
b. Heart
c. Hands
d. All of the above

3. Use tools to move through obstacles.

May need several simultaneously.

4. Recognize and acknowledge steps forward.

5. Cycle back to Step 1.

Understanding what stage of change theyre in

Questions Stage
Do they see a need for change?
One:
How uncomfortable are they with the status quo? Coming to grips with the
Do they have any sense of urgency about changing? problem.

Are they struggling with making the change work? Two:

Are they looking for ways to make it work?
Working through the
change.
Are they communicating with others involved in the
change, to get salutations to problems, share Best Three:
Practices, etc. Attaining & sustaining
Are they looking for ways to leverage the change? improvement.
To enhance it?
 The technology of leading sustainable change
Arenas of Mind-set Motivation Behavior
Change
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management

Stage One:
Gather data to convince Increase dissatisfaction
you/others that old way
Coming to no longer works.
Grips with
the Problem
Confront myths,
assumptions, & beliefs
that prevent seeing
problem & changing.
Form team to gather
with old ways. data.
Increase confidence that Have management talk
change is achievable. about data & need for
change.
Outline costs of old way
& benefits of new way. Assess individual
readiness to change.

Identify specific
behaviors to change.
 The technology of leading sustainable change
Arenas of Mind-set Motivation Behavior
Change
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management
Create a vision of the Hold reality check Develop a new profile
Stage Two: future & articulate the meetings to work of leadership success.
new mind-set. through the threats, Evaluate the top levels
Working
through the Help people understand losses, and resistance. of management in
Change both the big picture & Work through the stores.
the details. leaders emotion/ Involve employees in
Communicate the resistance first. building change plans.
purpose & benefits Use individual gain/loss Reward successes;
broadly. analysis as as tool. expect & learn from
Help people make the Discuss how to manage mistakes.
link between solving stress. Be supportive of Drive individual
todays issues & the new one another. behavior change.
plan.
 The technology of leading sustainable change
Arenas of Mind-set Motivation Behavior
Change
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management
Continually update Celebrate & reward Make sure systems &
Stage Three: vision of desired future successes. rewards reinforce
& teamwork. Deal with people who desired behaviors.
Attaining &
Sustaining
Create forum for will not change. Train incoming people
Improvement feedback & continuous Establish two-way in the new behaviors.
learning. communication. Coach, give feedback,
Continue to articulate Involve people for buy- & reinforce new
whys & benefits. in. behavior.
Continue to support Deal with people who
each other in managing cannot change.
stress & change.
Addressing mind-set
Working with Mind-Set
Learn it thoroughly yourself.
Build relationships.
Explain the purpose of change. Help them understand & teach concept.
Articulate the benefits.
Link daily activities to their higher purpose & benefits.
Repetition: Provide frequent & consistent communication about
change & whats needed.
Paint a picture of the successful future using best practices.
Addressing behaviors
Working with Behaviors

Model desired behaviors & attitudes.

Clearly define desired behaviors & behaviors that need to
change.
Give feedback frequently to reinforce changed behavior
& correct wrong behavior.
Coach & teach desired behavior.
Addressing behaviors
Working with Behaviors

Identify training needs & communicate upwards.

Create goals to work toward: a vision of success.
Help people create specific, concrete behavior-change
plans as needed.
Communicate in multiple forms.
Summary
You have to be comfortable with the change before you can get others to
change.
People cant (or dont want to) change when they dont understand.
What, why, how, WIIFM.

You cant intervene until you understand the situation.

Resistance is part of the change process.
Work with it.

Address change at all three levels to be successful.

Sustainable change occurs in steps.
Define your priorities. Dont take on too much at once.
A stepped approach to change

Success

A journey of a thousand miles

occurs one step at a time.

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