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Change Leadership
Managing the People Side of
Change
INTRODUCTIONS
Tell Us:
• Your First name, Your Role @ Organization X
• What would you like to get out of today’s
workshop? (jot it down too!)
Change Leadership course agenda
Focusing on the People Side of Change
Defining
Change
Managing
Change
Leading
Change
DEFINING CHANGEDefining
Change
Defining Change
The Change Continuum
Incremental (Adaptive) Change:
Most change is incremental as it:
• Does not disrupt past patterns
• Is an extension of what was done
before
• Allows us to feel as if we are in
control
Deep (Radical) Change:
• Involves new ways of thinking
and behaving
• Is major in scope
• Is discontinuous with the past
• Involves taking risks
Adaptive
Change
Innovative
Change
Radical
Change
Degree of complexity, cost, and uncertainty
Potential for resistance to change
LOW HIGH
What distinguishes a
successful change from an
unsuccessful change?
Exercise
Your Pre-Work:
– Reflect on your change experiences
in the past -both successful and
unsuccessful.
• What types of things helped the
change process?
• What types of things hurt the change
process?
• Reflect on and develop a list of key
factors that differentiated the
successful changes from the
unsuccessful ones.
– In your team: (15 minutes)
• Share your personal list of key factors
and some of the experiences to
support them.
• Develop a shared list of 3 to 5 key
factors that seem to consistently
produce successful changes.
• Be prepared to share your results…
What types of
things helped
the change?
What types of
things hurt
the change?
What We Know about Change Initiatives…
66% of change initiatives fail to achieve desired outcomes
– Harvard Business Review
57% of organizations experience a decline in workforce
productivity during change management initiatives
– Research by Accenture
60% to
70%
of projects fail to deliver on the benefits in the business
case due to a lack of change management
– KPMG research
80%
Research Finding
• The #1 obstacle to success for major change
initiatives is:
– Employee resistance & the ineffective
management of the people side of change
Prosci 2008
The People Side of Change…..
“No organization can institute change if its employees will
not...accept the change. No change will ‘work’ if employees don’t
help in the effort. And change is not possible without people
changing themselves.
Any organization that believes change can take hold without
considering how people will react to it is in deep delusion.
Change can be ‘managed’ externally by those who decide when it is
needed and how it ‘should’ be implemented. But it will be
implemented only when employees accept change- and the specific
change-internally.”
Todd D. Jick’s “The Recipients of Change” , p.300 , Copyright 1990 by the President and Fellows of Harvard College. Harvard Business
School case 9-491-039
The People Side of Change
What is the impact on the individual?
Lewin’s Force Field
Present
State/Condition
Transition
Phase
Desired
State/Condition
Unfreezing old
attitudes
Introducing the
change
Re-freezing
attitudes around
the new approach
The old ways are
no longer
appropriate and
change is needed
Select an
appropriate and
promising
approach
Driving Forces
>/</=
Restraining
Forces
The new approach
is implemented and
it becomes
established
William Bridges
http://www.bwrconsulting.com/blog/wp-content/uploads/2011/01/Bridges-3-Phases-of-
Transition.png
Crisis Opportunity
Awareness
Resistance/Anger
Pleading/Bargaining/Negotiating
Check out / Leave the organization
Exploration/ Resignation
Building
Kubler-Ross Grieving Cycle/ Phases of Change
Acceptance
Shock/Denial
They aren’t really going to go
through with it?
What a waste of time and
money!
If they want me to do that fine
but I won’t have time to get on
with my other duties!
This is how it is and things are
okay
This really is happening and
there is nothing I can do about
it…so what are my options?
This new set up is better than
the old – I can make this work
for me!
Pulse Check!
Transition is an Iceberg!
Ending Neutral Zone
New
Beginning
TipoftheIceberg
• Focus on past
• Cling to status quo
• Mourning
• Resistance
• Non-acceptance
• Lower productivity
• Decline in trust, loyalty
• Communication mix-ups
• Increased conflict
• Breakdown of teamwork
• Control seeking
• Increased absence
• Focus on future
• New vision
• New values
• New behaviors
• Return to teamwork
• Structure & stability
Beneaththe
Surface
Responses associated
with LOSS & GRIEF:
– Denial/Disbelief
– Anger
– Anxiety
– Sadness
– Acceptance
Reactions associated
with STRESS:
– Physical
– Mental, Emotional
– Behavioral
Reactions associated
with FUTURE:
– Relief
– Renewed energy
– Optimism
During Change, a Person Experiences Loss
• Loss of security
• Loss of relationships with co-workers and managers
• Loss of familiar environments
• Loss of knowledge, expertise, and comfort in jobs
• Loss of control, predictability, and structure
• Loss of power, influence, and territory
• Loss of confidence in an anticipated future
*Leaders acknowledge this loss & help guide your people
through it. Loss leads to resistance to change!
During Change, a Person Experiences…
Stage 1: Resistance-
Recognition of the situation
and preparing to resist
Stage 2: Compliance-
Coping with the situation,
frustration, pain
Stage 3: Transition-
Practicing the skills/action
required, doing, applying
Stage 4: Commitment-
Integrating and mastering
the new skill/behaviour
Stage 5: Acceptance -
Invigoration, renewal, and
feeling of accomplishment
Pulse Check!
People Handle Change Through Choices
Change
Trigger
Accept
Reject
Ignore
Behavioural Continuum
ACCEPT
Proactive
Committed
•
Grudging
Compliance
REJECT
Sabotage
Anger
Whining
IGNORE
Quit & Stay
Avoid/Hide
Wait & See
PULSE CHECK!
Change vs. Change Management
What is the difference? Why does it matter?
MANAGING CHANGE
The ADKAR Model
Managing
Change
ADKAR Model
Awareness of the need for change
Desire to support and participate in the change
Knowledge of how to change
Ability to implement new skills and behaviours
Reinforcement to sustain the change
ADKAR Exercise:
Managing Yourself
through Change
• Refer to the ADKAR
Worksheets in your
Workbook (pp. 6-12)
• (15 minutes)
WORLD CAFÉ
GROUP EXERCISE
• The first building block element of ADKAR
that you scored at ‘3’ or below is your
barrier to change- start here!
• Find the appropriate A-D-K-A-R group
and develop specific ways to overcome
your barriers. To guide you, use the tips in
your workbook (pp. 14-18) on:
– Building Awareness
– Creating Desire
– Developing Knowledge
– Fostering Ability
– Reinforcing Change
(15 minutes)
*(feel free to rotate from group to group
to add/gain some great insight!)
DEVELOPING YOUR CHANGE
MANAGEMENT PLAN
LEADING CHANGE
Kotter’s Eight Steps
Leading
Change
Skills of A Change Leader
“(T)echniques that facilitate change within
organizations-creating listening posts, opening
lines of communication, articulating a set of
explicit, shared goals, building coalitions,
acknowledging others-are key to creating
effective partnerships and sustaining high
performance, not just to managing change. They
build the trust and communication necessary to
succeed…”
“The Enduring Skills of Change Leaders”, p.433
Copyright 2002 by Rosabeth Moss Kanter, (Harvard Business School Press, 2001).
“Transformation is impossible unless hundreds
or thousands of people are willing to help,
often to the point of making short-term
sacrifices. Employees will not make sacrifices,
even if they are unhappy with the status quo,
unless they believe that useful change is
possible.”
John P. Kotter
Leading Change: Why Transformation Efforts Fail
John Kotter
http://semuwemba.wordpress.com/2011/03/13/mwenda-and-his-team-selectively-applied-the-kotters-model-in-their-analysis-of-
besigyes-performance/
1. Create a Sense of Urgency (Awareness)
(Desire)
2. Form a Powerful Guiding Coalition
(Awareness)(Desire)
3. Create a Vision (Awareness) (Desire)
4. Communicate that Vision (Awareness)
(Knowledge)
5. Empower Others to act on the Vision
(Desire)(Ability)
6. Plan for & Create Short-Term Wins (Ability)
(Reinforcement)
7. Consolidate Improvements and Build
Momentum to tackle tougher change (Ability)
and
8. Anchor the ‘New Way’ in the organizational
culture (Reinforcement)
Eight Steps to Lead Change (ADKAR)
DISCUSSION:
What does this look like @ Organization X ?
ADKAR Exercise:
Leading Someone
through Change
• Refer to the ADKAR
Worksheets in your
Workbook (pp. 22-28)
• (15 minutes)
WORLD CAFÉ
GROUP EXERCISE
• The first building block element of
ADKAR that you scored at ‘3’ or
below is your teammate’s barrier to
change- start here!
• Find the appropriate ‘Kotter 8 Steps
(ADKAR)’ group and develop specific
ways to lead your teammate through
his/her barriers to change.
• (20 minutes)
*(feel free to rotate from group to
group to add/gain some great
insight!)
DEVELOPING YOUR CHANGE
LEADERSHIP PLAN
Change Leadership Templates
• Change Impact Analysis Templates:
– Communication Plan
– Sponsor Roadmap & Assessment
– Coaching Plan
– Training Plan
– Resistance Management Plan
* These templates are available at…..
For further Change Management Support:
– Register for free bi-weekly
white papers and tutorials at
www.change-management.com
Change Leadership:
Defining
Change
Managing
Change
Leading
Change
Thank You & Enjoy the change….

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Change Leadership Workshop: Managing the People Side of Change

  • 1. Change Leadership Managing the People Side of Change
  • 2. INTRODUCTIONS Tell Us: • Your First name, Your Role @ Organization X • What would you like to get out of today’s workshop? (jot it down too!)
  • 3. Change Leadership course agenda Focusing on the People Side of Change Defining Change Managing Change Leading Change
  • 5. Defining Change The Change Continuum Incremental (Adaptive) Change: Most change is incremental as it: • Does not disrupt past patterns • Is an extension of what was done before • Allows us to feel as if we are in control Deep (Radical) Change: • Involves new ways of thinking and behaving • Is major in scope • Is discontinuous with the past • Involves taking risks Adaptive Change Innovative Change Radical Change Degree of complexity, cost, and uncertainty Potential for resistance to change LOW HIGH
  • 6. What distinguishes a successful change from an unsuccessful change?
  • 7. Exercise Your Pre-Work: – Reflect on your change experiences in the past -both successful and unsuccessful. • What types of things helped the change process? • What types of things hurt the change process? • Reflect on and develop a list of key factors that differentiated the successful changes from the unsuccessful ones. – In your team: (15 minutes) • Share your personal list of key factors and some of the experiences to support them. • Develop a shared list of 3 to 5 key factors that seem to consistently produce successful changes. • Be prepared to share your results… What types of things helped the change? What types of things hurt the change?
  • 8. What We Know about Change Initiatives… 66% of change initiatives fail to achieve desired outcomes – Harvard Business Review 57% of organizations experience a decline in workforce productivity during change management initiatives – Research by Accenture 60% to 70% of projects fail to deliver on the benefits in the business case due to a lack of change management – KPMG research 80%
  • 9. Research Finding • The #1 obstacle to success for major change initiatives is: – Employee resistance & the ineffective management of the people side of change Prosci 2008
  • 10. The People Side of Change….. “No organization can institute change if its employees will not...accept the change. No change will ‘work’ if employees don’t help in the effort. And change is not possible without people changing themselves. Any organization that believes change can take hold without considering how people will react to it is in deep delusion. Change can be ‘managed’ externally by those who decide when it is needed and how it ‘should’ be implemented. But it will be implemented only when employees accept change- and the specific change-internally.” Todd D. Jick’s “The Recipients of Change” , p.300 , Copyright 1990 by the President and Fellows of Harvard College. Harvard Business School case 9-491-039
  • 11. The People Side of Change What is the impact on the individual?
  • 12. Lewin’s Force Field Present State/Condition Transition Phase Desired State/Condition Unfreezing old attitudes Introducing the change Re-freezing attitudes around the new approach The old ways are no longer appropriate and change is needed Select an appropriate and promising approach Driving Forces >/</= Restraining Forces The new approach is implemented and it becomes established
  • 14. Crisis Opportunity Awareness Resistance/Anger Pleading/Bargaining/Negotiating Check out / Leave the organization Exploration/ Resignation Building Kubler-Ross Grieving Cycle/ Phases of Change Acceptance Shock/Denial They aren’t really going to go through with it? What a waste of time and money! If they want me to do that fine but I won’t have time to get on with my other duties! This is how it is and things are okay This really is happening and there is nothing I can do about it…so what are my options? This new set up is better than the old – I can make this work for me! Pulse Check!
  • 15. Transition is an Iceberg! Ending Neutral Zone New Beginning TipoftheIceberg • Focus on past • Cling to status quo • Mourning • Resistance • Non-acceptance • Lower productivity • Decline in trust, loyalty • Communication mix-ups • Increased conflict • Breakdown of teamwork • Control seeking • Increased absence • Focus on future • New vision • New values • New behaviors • Return to teamwork • Structure & stability Beneaththe Surface Responses associated with LOSS & GRIEF: – Denial/Disbelief – Anger – Anxiety – Sadness – Acceptance Reactions associated with STRESS: – Physical – Mental, Emotional – Behavioral Reactions associated with FUTURE: – Relief – Renewed energy – Optimism
  • 16. During Change, a Person Experiences Loss • Loss of security • Loss of relationships with co-workers and managers • Loss of familiar environments • Loss of knowledge, expertise, and comfort in jobs • Loss of control, predictability, and structure • Loss of power, influence, and territory • Loss of confidence in an anticipated future *Leaders acknowledge this loss & help guide your people through it. Loss leads to resistance to change!
  • 17. During Change, a Person Experiences… Stage 1: Resistance- Recognition of the situation and preparing to resist Stage 2: Compliance- Coping with the situation, frustration, pain Stage 3: Transition- Practicing the skills/action required, doing, applying Stage 4: Commitment- Integrating and mastering the new skill/behaviour Stage 5: Acceptance - Invigoration, renewal, and feeling of accomplishment Pulse Check!
  • 18. People Handle Change Through Choices Change Trigger Accept Reject Ignore
  • 20. Change vs. Change Management What is the difference? Why does it matter?
  • 21. MANAGING CHANGE The ADKAR Model Managing Change
  • 22. ADKAR Model Awareness of the need for change Desire to support and participate in the change Knowledge of how to change Ability to implement new skills and behaviours Reinforcement to sustain the change
  • 23. ADKAR Exercise: Managing Yourself through Change • Refer to the ADKAR Worksheets in your Workbook (pp. 6-12) • (15 minutes)
  • 24. WORLD CAFÉ GROUP EXERCISE • The first building block element of ADKAR that you scored at ‘3’ or below is your barrier to change- start here! • Find the appropriate A-D-K-A-R group and develop specific ways to overcome your barriers. To guide you, use the tips in your workbook (pp. 14-18) on: – Building Awareness – Creating Desire – Developing Knowledge – Fostering Ability – Reinforcing Change (15 minutes) *(feel free to rotate from group to group to add/gain some great insight!) DEVELOPING YOUR CHANGE MANAGEMENT PLAN
  • 25. LEADING CHANGE Kotter’s Eight Steps Leading Change
  • 26. Skills of A Change Leader “(T)echniques that facilitate change within organizations-creating listening posts, opening lines of communication, articulating a set of explicit, shared goals, building coalitions, acknowledging others-are key to creating effective partnerships and sustaining high performance, not just to managing change. They build the trust and communication necessary to succeed…” “The Enduring Skills of Change Leaders”, p.433 Copyright 2002 by Rosabeth Moss Kanter, (Harvard Business School Press, 2001).
  • 27. “Transformation is impossible unless hundreds or thousands of people are willing to help, often to the point of making short-term sacrifices. Employees will not make sacrifices, even if they are unhappy with the status quo, unless they believe that useful change is possible.” John P. Kotter Leading Change: Why Transformation Efforts Fail
  • 29. 1. Create a Sense of Urgency (Awareness) (Desire) 2. Form a Powerful Guiding Coalition (Awareness)(Desire) 3. Create a Vision (Awareness) (Desire) 4. Communicate that Vision (Awareness) (Knowledge) 5. Empower Others to act on the Vision (Desire)(Ability) 6. Plan for & Create Short-Term Wins (Ability) (Reinforcement) 7. Consolidate Improvements and Build Momentum to tackle tougher change (Ability) and 8. Anchor the ‘New Way’ in the organizational culture (Reinforcement) Eight Steps to Lead Change (ADKAR) DISCUSSION: What does this look like @ Organization X ?
  • 30. ADKAR Exercise: Leading Someone through Change • Refer to the ADKAR Worksheets in your Workbook (pp. 22-28) • (15 minutes)
  • 31. WORLD CAFÉ GROUP EXERCISE • The first building block element of ADKAR that you scored at ‘3’ or below is your teammate’s barrier to change- start here! • Find the appropriate ‘Kotter 8 Steps (ADKAR)’ group and develop specific ways to lead your teammate through his/her barriers to change. • (20 minutes) *(feel free to rotate from group to group to add/gain some great insight!) DEVELOPING YOUR CHANGE LEADERSHIP PLAN
  • 32. Change Leadership Templates • Change Impact Analysis Templates: – Communication Plan – Sponsor Roadmap & Assessment – Coaching Plan – Training Plan – Resistance Management Plan * These templates are available at…..
  • 33. For further Change Management Support: – Register for free bi-weekly white papers and tutorials at www.change-management.com