Dan Olson's presentation to the HUGmn techday2010 conference.

1. STAR Collaborative’s Top 7 Change Management Tools to Improve Implementation Performance or, “ How I Learned to Stop Worrying and Love Change Management “ 03.11.10

4. The Difficulty and Costs of Change 4 Pay now or pay later. There are costs no matter when you react to change. The trick is minimizing them. © 2009 STAR Collaborative Anticipatory Change Reactive Change Crisis Change Most difficult to get going Difficult to get going Easiest to get going Anticipatory Change Reactive Change Crisis Change Least Cost Moderate Cost Most Cost The Difficulty of Change The Costs of Change

5. Change tool #1: Learning Cycle SCCPMSD-V1-62790.1 Modified from Peter Senge’s The Fifth Discipline

7. Change Tool #3: Change Magnitude Assessment © 2009 STAR Collaborative

8. Change Tool #3: Change Magnitude Assessment © 2009 STAR Collaborative

9. Change Tool #3: Change Magnitude Assessment © 2009 STAR Collaborative

10. Change Tool #3: Change Magnitude Assessment © 2009 STAR Collaborative

11. Change Tool #4: The Change Curve © 2009 STAR Collaborative Commitment Level Time 1 6 2 3 4 5 7 8 Contact Aware Understand Accept Adopt Launch Institutionalize Internalize

13. Change Tool #5.5: The Change Curves © 2009 STAR Collaborative a b c d e

16. Current/Future State Definitions © 2009 STAR Collaborative Date: Date:

18. Behavioral Anchors for Group A © 2009 STAR Collaborative # Change Curve Level What should we see and hear from this group? What should we watch out for? (Negative Behaviors) 1 Contact 2 Aware 3 Understand 4 Accept 5 Adopt 6 Launch 7 Institutionalize 8 Internalize

19. Steps Up the Change Curve: What Should You See and Hear? © 2009 STAR Collaborative These guidelines are general behavioral anchors and should be modified based on your culture, bandwidth, and readiness for change. What good looks like: What to watch out for: Contact Leaders have built a culture of transparency and clearly communicate company priorities. Employees are unaware of strategic priorities or are unclear on what is most important. Aware Employees have received baseline communication about the change effort that is to come. Employees are surprised by the new change effort or hear it through the rumor mill. Understand People can clearly articulate what change is coming, how it affects them, and how to prioritize it. Employees are unclear how the change affects them in their role or how it fits into the company’s priorities. Accept Impacted audiences are willing and able to process the change and are actively participating in the process. There is active resistance or apathy to the coming change. People have checked out. Adopt The proposed change has become the new way of doing things. People are actively engaged and excited. Old systems, tools or processes are still being used instead of the new change. Launch The new system , process or toll begins. Institutionalize The new tool, process or system becomes the standard operating procedure for the organization’s culture. Old systems and tools are still being used. Active resistance or apathy towards the new change. Internalize The new tool, process or system becomes the standard operating procedure for each individual. Old systems and tools are still being used. Active resistance or apathy towards the new change.

20. Change Tool #9: Culture Assessment 6 © 2009 STAR Collaborative Behaviors & Attitudes Current Culture Future Culture Contributors Detractors Watchers 1 Identify the new desired culture you are trying to create. 2 Evaluate the current culture (behaviors, attitudes, contributors, detractors, watchers). 3 Detail what changes need to be made to move from current to new. 4 Identify key individuals’ roles in change (block it, watch it, help it, make it happen) 5 Determine effective ways to move stakeholders to appropriate level of support. 6 Detail what changes need to be made to move from current to new.

23. Communication Plan: Message Framework © 2009 STAR Collaborative Positioning: What is the burning imperative of this project? What does future state look like? Twitter-Sized Description: Key words or phrases that makes this project important. Audiences: What interests each audience listed in the key role map? Benefits and Attributes: Key messages about what the project offers from the point of view of the audience. Features: Talking points or detailed messages about the benefits in the language of the audience.

25. STAR Collaborative in Monday’s STAR Tribune Business Section © 2009 STAR Collaborative