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Let's talk about change

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Change management-28477
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Let's talk about change

  1. 1. LET’S TALK ABOUT CHANGE IIBA Meeting, September 21, 2016 Kay Fudala Change Consultant & Coach, Impact Makers A BA'S GUIDE TO ORGANIZATIONAL CHANGE MANAGEMENT
  2. 2. Change is central to the human experience The world hates change, yet it is the only thing that has brought progress. ~ Charles Kettering To improve is to change; to be perfect is to change often. ~Winston Churchill Change means new experiences which makes people nervous and scared. ~ My 6 year old daughter Change before you have to. ~Jack Welch 2
  3. 3. Let’s talk about change • Nature of change • How individuals and organizations experience change • How business analysts can lead change 3
  4. 4. Does this sound familiar? • Scenario 1 –You have deployed an technological enhancement to a user group.The vision for this change was built over 2 years, you engaged influential leaders in the process, but 6 months after implementation your adoption rates are still low. • Scenario 2 –You have worked with the business to reengineer processes to realize operational efficiencies. But your business leaders are confused about the new procedures and still resort to outdated processes to get the work done. Metrics and morale have taken a nose dive. • How many of you have worked on projects that • Changed systems/tools, work processes, organizational structure? • Fundamentally altered the way work was done? 4
  5. 5. Nature of change • Change can be treated as moving from state A to state B but it is so much more than that • Change may be planned or unplanned • Change results from internal and external factors • Change takes place at varying rates • Change can be radical (first order) or incremental (second order) • Change is an ongoing activity, it is constant, it is inevitable People don't resist change.They resist being changed. ~ Peter Senge 5
  6. 6. How people respond to change EXPLORATION SHOCK RESISTANCE INTEGRATION Initial engagement with the new situation. Feels interested and curious. EnergyandCommitment Integration of Change Employees are learning to live with the change. Feeling confident and capable. Connected to the old ways. Feels frustrated and distressed. Unwilling to change. Disbelief at the event. Avoids the change. ACCEPTANCE Learning how to work in the new environment. Feels positive. Change Curve 6
  7. 7. How to help people adjust to change Inform Motivate Train Perform ReinforceEXPLORATION SHOCK RESISTANCE INTEGRATION Provide training on new concepts and skills. EnergyandCommitment Integration of Change Recognize successes. Keep reinforcing the need for the change. Encourage sponsors to demonstrate support. Be empathetic and transparent to inspire trust. Increase awareness of why the change is necessary. Do not overwhelm with too much information ACCEPTANCE Coach employees to master new skills and processes Change Curve 7
  8. 8. Resistance – Why it matters Level 1 “I don’t get it” ▪ Lack of exposure to critical information ▪ Disagreement with data ▪ Confusion over what it means Level 2 “I don’t like it” ▪ Emotional reaction to change ▪ Flight-Freeze-Fight mode Level 3 “I don’t like you” ▪ Lack of trust, confidence ▪ Skepticism 8
  9. 9. Resistance – What to do about it Level 1 “I don’t get it” ▪ Make your case ▪ Explain why the change is needed ▪ Use preferred communication channels Level 2 “I don’t like it” ▪ Remove fear ▪ Increase the excitement about what’s positive about the change Level 3 “I don’t like you” ▪ Rebuild damaged relationships ▪ Tend to neglected relationships 9
  10. 10. How organizations change – Lewin’sTheory Stage Description Unfreeze • Break down status quo to build up a new way of operating • Develop compelling messages for why existing way of doing things cannot continue • Challenge organizational beliefs, values, attitudes, and behaviors • Expect uncertainty Change • People begin to resolve their uncertainty and look for new ways to do things • People start to believe and act in ways that support the new direction • People need to understand the benefits of the change • Not everyone will fall in line just to support the change and its benefit Refreeze • Changes take shape and people embrace new ways of working • Outward signs of stable organization chart, consistent job descriptions • Acknowledgement of people’s efforts reinforces belief in future changes • Celebration of successes helps people find closure UNFREEZE Create the right environment CHANGE Support the desired state REFREEZE Reinforce the change 10
  11. 11. Types of Organizational Change • Transactional Change • Transitional Change • Transformational Change 11
  12. 12. Transactional Change • Simple, predictable outcomes • Low level of investment needed by the leadership and organizations • Minor alterations to organizational structure, policies and procedures • Minimal change to individual skills and abilities needed to implement the change 12 Accounts payable as an example Transitional Switch to electronic invoicing from suppliers, coupled with online invoice approvals and automated payments Transactional Shift to online invoice approvals and automated payments Transformational Shift to self-invoicing triggering automated payments StakeholderValueCreatedLowHigh Cultural Change RequiredLow High
  13. 13. Transitional Change • Simple yet unpredictable or complex yet predictable outcomes • Level of leadership and organizational investment needed is higher • Some modifications needed to organizational structure, policies and procedures, • Some change to individual skills and abilities needed to implement the change • This type of change can lead to an refinement of mission, strategy, and organizational culture 13 Accounts payable as an example Transitional Switch to electronic invoicing from suppliers, coupled with online invoice approvals and automated payments Transactional Shift to online invoice approvals and automated payments Transformational Shift to self-invoicing triggering automated payments StakeholderValueCreatedLowHigh Cultural Change RequiredLow High
  14. 14. Transformational Change • Complex and unpredictable outcomes • Highest level of leadership and organizational investment needed • Radical modifications needed to organizational structure, policies and procedures. • New skill, abilities, and ways of thinking are required to implement the change • This type of change requires a fundamental revision of one or more of mission, strategy, and organizational culture 14 Accounts payable as an example Transitional Switch to electronic invoicing from suppliers, coupled with online invoice approvals and automated payments Transactional Shift to online invoice approvals and automated payments Transformational Shift to self-invoicing triggering automated payments StakeholderValueCreatedLowHigh Cultural Change RequiredLow High
  15. 15. How organizational culture enables change Source: Diagnosing andChanging Organizational Culture: Based on the CompetingValues Framework, Kim Cameron & Robert Quinn 15 The characteristics of your organizational culture will determine the value drivers, the leadership styles that enable change. CLAN COLLABORATE LONG-TERM CHANGE ADHOCRACY CREATE NEW CHANGE HIERARCHY CONTROL INCREMENTAL CHANGE MARKET COMPETE FAST CHANGE STABILITY/CONTROL EXTERNAL POSITIONING INDIVIDUALITY/FLEXIBILITY INTERNAL MAINTENANCE Leader Type: Facilitator Mentor Teambuilder Value Drivers: Commitment Communication Development Theory of Effectiveness: Human development and high commitment produce effectiveness Leader Type: Innovator Enterpreneur Visionary Value Drivers: Innovative outputs Transformation Agility Theory of Effectiveness: Innovativeness, vision and constant change produce effectiveness Leader Type: Coordinator Monitor Organizer Value Drivers: Efficiency Timeliness Consistency and Uniformity Theory of Effectiveness: Control and efficiency with capable processes produce effectiveness Leader Type: Hard-driver Competitor Producer Value Drivers: Market share Goal achievement Profitability Theory of Effectiveness: Aggressive competition and customer focus produce effectiveness
  16. 16. Roles in organizational change • Individuals or groups with authority to determine that change will occur Change Sponsor • Responsible for implementing a well defined change successfully Change Agent • Individuals who change knowledge, skills, and behavior as a result of the change Change Target 16
  17. 17. Why Business Analysts? • Business Analysts • Identify and articulate the need for change in organizations • Work across all levels of an organization • Act as a guide, leading the business through unmapped territory, to the desired destination • Facilitate dialogue, face resistance and understand its impact • Help business realize benefits of change 17 • Business Analysts Help Businesses Do Business Better • As Change Agents you need to understand the people side of change and how to leverage organizational change management best practices Change Agent
  18. 18. Role of the Business Analyst Mediator Advocate Messenger Investigator Coach 18 Change Agent
  19. 19. BA skills to lead organizational change What is the change? Characterize the change – size, scope and type Build Change Definition/Vision Why is this happening? Clearly articulate benefits and consequences of the change not happening Who is impacted? Assess impacted stakeholders How will they respond? Assess resistance and evaluate changeability Create Resistance strategies When and where is the change happening? Create targeted communications, training and leadership action plan Integrate with project management 19
  20. 20. CreativeThinking Exercise Use the De Bono Six hats exercise to brainstorm solutions for organizational challenges. 20Source: De Bono Group, SixThinking Hats
  21. 21. • Leverage organizational change management best practices • Understand resistance and take steps to mitigate it • Seek support from management • Embrace the future and don't get stuck in the past. • Be patient with the rate of acceptance; some take longer to see the light • Put things in perspective. Practice good stress management. • Recognize and reward the accomplishments of those who were instrumental in enabling the change • Be you. Be the mediator, the coach, the advocate and the awesome change agent that you already are. Conclusion 21 Be the change that you wish to see in the world. ~ Mahatma Gandhi

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