Managing Change

INFO 563
 What is
Change Management?

A structured process and set of tools

for leading the people side of change.
 Blending Organizational and
Individual Approach

At an organizational level
Using a structured change management approach
Engaging sponsors in the change process

At an individual level
Building change competency of managers and
supervisors
Equipping employees to have the right conversations
about change and how the change impacts them
 Pressures
for Organizational Change
Internal Growth
Poor performance
Other?
Technical Changing technology
Explosion of knowledge
Other?
Social/Cultural Competition
Changing labor force
Other?
Organizational Sources of Resistance to
Change
Culture and norms
Structural constraints
Limitations in available resources
Prior commitments
Other?
A Generic Typology of Organizational
Change
Radically
Adaptive Innovative innovative
change change change

Reintroducing a Introducing a Introducing a

familiar practice practice new to the practice new to
organization the industry

Low High
Degree of complexity, cost
and uncertainty
Potential for resistance to
change
Eight-Step Process to Creating Major Change
from Leading Change by John P. Kotter

1. Establish a greater 5. Empower others to

sense of urgency.
2. Create a guiding
coalition.
3. Develop a vision and a
strategy.
4. Communicate the
change.
act.
6. Creating short-term
wins.
7. Consolidate gains and
produce more change.
8. Institutionalizing
changes in the culture
1. Establishing a Sense
of Urgency

Overcoming Complacency
A compelling need has to be developed and
shared
Visible Crises catch peoples attention and
drive up the urgency level
 Ways to Increase Urgency
Allow a financial loss
Eliminate obvious examples of excess
(planes, executive dining rooms, etc.)
Set high targets that cannot be reached by
conducting business as usual
Stop senior management happy talk
Provide customer satisfaction measures to
all employees
2. Creating the Guiding Coalition

Position Power are the key players on board

Expertise does the coalition represent various
points of view
Credibility does the coalition have members
with high internal reputation
Leadership does the coalition include proven
leaders
 3. Developing a Vision
and Strategy
Vision: Develop, articulate and communicate a
shared vision of the desired change that is:
Imaginable Creates a Picture
Desirable Appeals to the long-term interest
Feasible Realistic & Attainable
Focused Clearly guides decisions
Flexible Allows for changing conditions
Communicable Successfully explained in 5 min.
4. Communicating the
Change
Keep it Simple; Lose the Jargon
Create Verbal Pictures
Multiple Forums; Repetition
Lead by Example; Your Behavior Speaks
Explain the Appearance of Inconsistencies
2- Way: Listen as Well as Share
5. Empowering Others to Act

Communicate vision to employees easier to

initiate action with a shared sense of purpose
Make structures compatible with vision
Provide employee training
Align information and personnel systems
Confront supervisors who undercut needed
change
 6. Creating Short-term
Wins

Provide evidence that sacrifices are worth it

Reward change agents
Helps to fine tune the vision
Undermine cynics
Keep bosses on board
Builds momentum
 7. Consolidating Gains &
Producing More Change

Use increased credibility to change other systems

that dont fit the vision
Hire, promote, and develop people who implement
the change vision
Reinvigorate the process with new projects,
themes, and change agents
Dont let up
8. Institutionalizing Change

Cultural change comes last, not first

Depends on results may take some
time for everyone to realize that the
new way really is better
Requires a lot of talk
May involve turnover
Change promotion criteria
 Common mistakes in managing
organizational change
Urgency
Underestimating difficulty
Lack of leadership
Powerful Coalition (of not just senior managers)
Underestimating difficulty of change
No history of teamwork
Staff versus line executive leading the team
Vision
Detailed plan or list of projects/initiatives as opposed to semi-coherent
vision
30-minute vs sound-byte vision
Communication
Good vision, but not communicated frequently
Good vision, but people dont understand it
Good vision, sufficient communication, but key senior executives behave
in ways that are antithetical
 Common mistakes in managing
organizational change
Organizational Obstacles
Organizational structure: narrow job definitions and measurement schemes
Performance measures & incentives not aligned with vision
Bosses who refuse to change
Short Term wins
No plan for when to celebrate, take a break etc people will run out of steam
Consolidating Improvements & Continue Change
Declaring victory too early people & procedures refreeze harder to
motivate another round of change
Institutionalizing Change
Not anchoring change in org culture
Not enough demonstration of the benefits of the change (communication issue
again!)
Not grooming next generation of senior managers that personifies the new
organization
 Mapping
Organizational Change
to Individuals
 Individual Sources of Resistance to
Change
Disbelief that change is needed
Habit/inertia
Fear of the unknown
Protection of power, influence, & position
Cynicism resulting from previous failed
change efforts
Other?
Phase 1 Preparing for change
Define your change
management strategy

Prepare your change

management team

Develop your
sponsorship model

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 readiness

Implement actions and

celebrate successes
 Phase 1 Preparing for Change
assesses the current state and
prepares for the transition.

Phase 1 Preparing for change

Assessing the Creating a change
Define your change Sizing the change
management strategy
organization management strategy

Prepare your change

management team

Assessing team Preparing the change

Develop your sponsorship model Acquiring resources
competencies management team

Phase 2 Managing change

Developing sponsor
Develop change management plans Identifying sponsors Assessing sponsor
models and enabling
and stakeholders competencies
sponsors
Take action and implement plans

Phase 3 Reinforcing change

Collect and analyze feedback

Outputs:
Sizing the change profile
Diagnose gaps and manage readiness
Organizational attributes profile
Implement actions and Change management strategy guidelines
celebrate successes Change management team structure
Sponsor structure and responsibilities
 Sizing the Change
Scope the Change (workgroup, department, division
enterprise)
Determine Number of Individuals
Impacted
Define Change Type (policy, process, system,
organization, job roles, etc.)
Determine Amount of Change (incremental
improvement v. dramatic change)
Organizational Attributes
Value system and culture (adaptability to
change)
Capacity for change (how much more change can
the organization absorb)
Leadership styles and power distribution
Residual effects of past changes (past failures
may result in baggage that burdens a future change)
Middle-managements predisposition to
change
 Organizational
Assessment Grid

Low Change
Readiness Medium risk High risk

Organizational
Attributes

High Change Low risk Medium risk

Readiness

Small Large
Incrementa Disruptiv
l e

Change characteristics
 Phase 1 Preparing for change
Define your change
management strategy

Prepare your change

Desired outcomes
management team
Awareness
Develop your sponsorship model

Organizational attributes
Change characteristics
Desire
Phase 2 Managing change A
Develop change management plans D Customized
Knowledge activity
Take action and implement plans
K design
A
Ability
R
Phase 3 Reinforcing change

Collect and analyze feedback

Reinforcement

Diagnose gaps and manage readiness

Implement actions and

celebrate successes
Outputs:
Communications plan
Supervisory coaching plan
Training plan
Phase 2 -- Managing Change -- can be Readiness management plan
Sponsor roadmap
linked to the transition phase. Project team activities
Master schedule
 ADKAR is useful for individual change
management between supervisor and
employees.

Awareness of the need for change (why).

Desire to support and participate in the change (our
choice).
Knowledge about how to change (the learning process).
Ability to implement the change (turning knowledge
into action).
Reinforcement to sustain the change (celebrating
success).
 ADKAR Model
ADKAR describes the required phases that
an individual will go through when faced
with change.

ADKAR is a foundational tool for

understanding how, why and when to use
different change management tools.
Not Everyone Changes
at the Same Pace
Person A Awareness Desire Knowledge Ability Reinforcement

Person B Awareness Desire Knowledge Ability Reinforcement

Person C Awareness Desire Knowledge Ability Reinforcement

Person D Awareness Desire Knowledge Ability Reinforcement

Person E Awareness Desire Knowledge Ability Reinforcement

Person F Awareness Desire Knowledge Ability Reinforcement

Person G Awareness Desire Knowledge Ability Reinforcement

Person H Awareness Desire Knowledge Ability Reinforcement

Person I Awareness Desire Knowledge Ability Reinforcement

 Create ADKAR Profile
for Each Employee

Employee A D K A R Notes/actions

Adam 4 5 2 2 4

Beverly 4 1 4 3 4

Charles 2 2 3 3 4

Denise 5 1 4 2 3
 Mapping ADKAR to Change
Management Tools

These channels Communications Awareness

enable project
team to facilitate
organization Sponsor Roadmap Desire
through phases of
ADKAR. Training Knowledge

Readiness Mgmt Ability

Supervisory Coaching Reinforcement

Phase 1 Preparing for change
Define your change
management strategy
Phase 3 Reinforcing Change --
Prepare your change
management team
provides a framework for assessing
and reinforcing progress within the
Develop your sponsorship model
future state.

Phase 2 Managing change

Develop change management plans

Take action and implement plans Assessing

Auditingeffectiveness
compliance Analyzing change
Listening to employees
with
of new processes, management
and gathering feedback
systems and roles effectiveness
Phase 3 Reinforcing change

Collect and analyze feedback

Identifying
Identifying root
root causes
causes Enabling sponsors and
Developing
Developing corrective
action plans
and to
related pockets of
readiness coaches to manage
action plans
Diagnose gaps and manage readiness resistance resistance
readiness

Implement actions and

celebrate successes
Celebrating early Conducting After action
Implementing action
corrective
plans
successes and reviews and
action
reinforcing the change transferring ownership
Best Practices Approach to Reinforcing
Change
Preferred senders
Immediate supervisor

Best Practices:
Repeat messages 5 to 7 times
Use face-to-face
Answer WIIFM (Whats In It For Me)
Utilize question and answer format
Understand their interpretation
Factors Influencing Employees Perspective

on Change

Whether they trust the sender

What they have heard from others
How satisfied they are with work
Experience with other changes at work
 Common Change Management
Error

A common mistake change management

teams make is to not train managers and
supervisors in the basic principles and tools
for managing change. These managers will be
instrumental in your overall success.
 Major Takeaways
Leadership must take the initiative
Communicating a clear vision
Must actually have a clear vision
Have a plan
Organizational level
Individual level