APM Yorkshire & North Lincolnshire branch, 18 July 2019, Principles of Good Change management, presented by Michelle DeBrett-Watson

1. APM Enabling Change SIG
Principles of Good Change
Management
Michelle DeBrett-Watson
APM Yorkshire & North
Lincolnshire Branch Event
18 July 2019

2. Introduction: Who am I?
▪ Over 20 years delivering change and transformation
projects and programmes
▪ Managed change functions across Financial, Sport, Health &
Beauty, Licensed Retail and IT industry sectors
▪ Asset Delivery Manager for Northumbrian Water with a focus
on change management and performance
▪ Current Committee Member of Enabling Change SIG
▪ APMP, Prince 2 and MSP Practitioner
▪ Chartered member of CMI

3. Enabling Change SIG Mission
The SIG’s mission is to:
‘improve the change capability of
organisations, teams and
individuals’

4. Themes Practitioner Groups
Events, Membership &
Communications
Methods & Standards
Collaboration – External
(CMI, ABC)
Innovation
(Research, L&D,
Software)
Collaboration – Internal
(SIG’s, Branches)
Transport
PublicServices
Change
Community –
>700 members
Enabling Change SIG
Utilities

5. ▪ Events
▪ Blogs / Website
▪ Newsletter
▪ Twitter Feed @apmecsig
donna.unitt@rocket-consulting.com
Resources

6. Introduction to Managing Change
Guide
▪ Programme and project managers directly
managing change and transformation
▪ An accessible introduction within a familiar
context and a starting point for those who
have little background in the field
▪ For project professionals working in a
change management environment, it helps
raise awareness of the language and
concepts involved

7. Change Management-Setting the Scene
▪ APM Body of Knowledge Definition -
Change Management is a structured
approach to moving an organisation from
the current state to the desired future state.
▪ Change Management
– is about adoption – getting a critical mass of
people committed to sustain the change.
▪ Project Management
– is about installation – focusing on a plan
built around events and time.

8. What is Change Management
▪ Change Management is about realising the
benefits of the change or projects

9. What Change Management Is Not
▪ Governance
▪ IT Change Management in relation to the Information
Technology Infrastructure Library (ITIL), a set of practices for IT
Service Management
▪ Change Control in project management, i.e. scope or systems
▪ Change Control within Quality Management Systems (QMS) or
Information Technology (IT) systems, which is a formal process
used to ensure that changes to a product or system are
introduced in a controlled and coordinated manner
▪ Document version control

10. Change & The Individual
• Learning Preferences
• Individual Differences and Prejudices
• Conflicts and Compliments
• Learning Model
• Learning Dip
• Managing the Transition
• Individual Motivation
• Rewards and Punishment
• Personal Growth

11. ▪ The learning process has implications on job
performance
▪ Skilled performance or mastery associated
with unconscious competence is fluent and
quick and errors are infrequent
▪ As soon as a learner has to pay conscious
attention to the skill and especially before
basic competence is achieved – productivity
declines and error rates can climb, meaning a
significant fail in job performance
▪ When planning any change which will involve
people in learning new skills where they have
previously been highly competent, a learning
dip such as this must be expected and
planned for
The Learning Dip

12. Change & The Organisation
• Metaphors
• Culture – how its shaped
• Culture and Climate
• Emergent Change / Planned Change
• Drivers for Change
• Portfolio, Programmes and Projects
• Developing Vision / Vision Statement
• Viewpoints and Perspectives
• Change Leadership
• Change Roles – Sponsor / Agents
• Line Management
• Change Readiness

13. ▪ Level 1 – visible artefacts and products – e.g.
office layout, furniture , who gets what etc.
▪ Level 2 – Norms and Values
– norms are shared and accepted sense in an
organisation of what is ‘right’ or ‘wrong’
– Values are the basis on which something is seen
as ‘good’ or ‘bad’
▪ Level 3 – Basic Assumptions - e.g. the
assumption that ‘ all people are equal’ bias
assumption are seldom articulate but underpin
many of the norms and values of some
societies
Levels of Organisational Culture

14. Stakeholder Engagement

15. ▪ A successful communication and engagement
approach appeals to the hearts and minds of
those impacted
▪ Use both logical and emotional reasoning to
explain the drivers and approach to change:
– Symbolic actions and symbolism
– Use of metaphors
– Use of narrative and storytelling
What’s in it for me?

16. Using Stories to Engage People
▪ Research a resolution that addresses a problem
– e.g. the merger was successful and went smoothly
▪ Overcome a challenge successfully
– e.g. the two companies had very different cultures
▪ Have a clear key message which is the main point of
the story
– e.g. each company has their speciality and strengths, but
together they are much stronger, offer a better service
and have more opportunities
▪ Use rich sensory language to make it come alive
– e.g. describe some of the characters involved, the angst
they felt, their thoughts and concerns
▪ Move people to action
– e.g. be clear on what they should do next – e.g. get
involved in the forums to offer your ideas

17. Change Management In Practice

18. ▪ Emotional – exert an internal pressure to change such as competitive edge,
pride or a feeling of involvement
▪ Procedural – imposed by the process a person needs to follow, so the change
becomes an integral element to how things are done and the benefits of doing
so are clear
▪ Structural – implicit in the way the organisation is controlled and the way the
elements of the organisation are grouped together or managed separately
▪ Encourage the right behaviour and deal decisively with behaviour that could
undermine the success of the change. Set expectations early and reinforce
regularly
Types of Levers

19. ▪ Using a structured, co-ordinated approach to change helps prepare for
planned and unplanned changes.
▪ There are different ways of managing change, as appropriate to the change
being implemented and the organisation culture. The most common are:
– Methodology
▪ a system of methods used in a particular area of study or activity
– Framework
▪ a basic structure underlying a system, concept, or text
– Model
▪ a representation of a person or thing or of a proposed structure
– Approach
▪ a way of dealing with a situation or problem
Approaches to Change Management

20. How to approach managing change?
▪ Approach should be overarching and holistic, integrated into the
organisation’s strategy
▪ It should be practical and pragmatic to deploy
▪ Understandable and jargon free language
▪ Structured and clear, considering the scale and type of change
▪ Clearly identified success factors and benefits
▪ Communication and engagement at all levels, culturally appropriate with
consideration of the level of change experienced

21. Lewin

22. Creating sense of
urgency
Sharing the vision
– positive and
clear outcome
Committed
change leaders
Provide direction,
guidance and
support the
change
Involvement
Learning
environment
Rewards
Communication
– two way
feedback
Middle and First
Line Managers
responsible for
their area
Empowerment
Change Leaders
People buy into
the change -
WIFM
Inspired and
motivated
Personal
connections
Support through
transition
Relationships
Responsibility
Learning Curve
Shared Change
Purpose
Change Leadership Powerful
Engagement
Committed Local
Sponsors
Strong Personal
Connection
Sustained Personal
Performance
An Example Approach

23. Key Success Factors for Change
▪ Formulate a clear vision and strategy, supported by well-defined
benefits
▪ Ensure strong leadership and sponsorship
▪ Define and follow a well-structured and integrated approach
▪ Understand, engage with, build commitment from and support
key stakeholders
▪ Build a strong change team with the necessary capabilities for
success
▪ Measure the success of the change initiative

24. Change Benefits

25. Summary
▪ It’s all about the people
▪ Adoption of Change takes time – build this into your plans
▪ Start with your vision – make sure its clear and engaging
▪ Engage ALL Stakeholders
▪ Recognise any Trade Offs
▪ Work with the Willing
▪ Communicate even if you don’t have all the answers
▪ Listen / Feedback / Action
▪ Listen to the ‘Silent Ones’
▪ Learn and Adapt, Constantly Evaluate