Leadership & change management, lecture 7, by rahat kazmi

LEADERSHIP AND CHANGE

MANAGEMENT

- CHANGE PROCESS AND ITS IMPLEMENTATION

- 6-CHANGE MODELS

CHANGE TECHNIQUES

LECTURE 6

BY

RA HAT KAZMI PREPARED BY: RAHAT KAZMI

SEPTEMBER 2010

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Discuss change process and its implementation

Discuss 6-Change Models

To have concluding discussion about each change technique

Objectives




Change Process and its Implementations




Managing the Change

Environmental analysis.

Set out the strengths and weaknesses of the organisation

Identify the change required

Determine the major issues

Identify and assess the key stakeholders

Win the support of key individuals

Identify the obstacles

Determine the degree of risk and the cost of change

Understand why change is resisted

Recognize the need for change, identify current position, devise a suitable method

Preparation for Change:




Managing the Change




Develop a clear vision

Make it people clear about what a change involves and

how they are involved in it

What is involved

What is the proposed change

Why should we do it

What the major effects will be

How we can manage the change

Building the Vision




Building the Vision




Building the Vision




Plan the Change

• Devise appropriate strategies to introduce change

• Design the change

• Identify the significant steps in the change process

• Discuss the need for change and the full details of what is involved

• Allow people to participate in planning change

• Communicate the plan to all concerned

• Produce a policy statement

• Devise a sensible time scale

• Produce action plans for monitoring the change

• Allow people to participate in planning change

• Get all parties involved in and committed to the change

• Inspire confidence by forestalling problems and communicating regularly

• Devise a sensible time scale for implementation of change

• Anticipate the problems of implementation

• Understand why change is resisted




Implementing the Change

Check on and record progress

Make sure that change is

permanent

Evaluate the change

Improve on any weak areas

Overcome resistance

Involve all personnel affected

Keep everyone informed

Devise an appropriate

reward system

Be willing to compromise on

detail

Ensure that strategies are

adaptable

Select people to champion

change

Provide support and training

Monitor and review




Implementing the Change




Two Types of Change

(1) Step Change:

Dramatic or radical change

in one fell swoop

Radical alternation in the

organisation

Gets it over with quickly

(2) Incremental change:

Ongoing piecemeal change

which takes place as part of

an organisation‟s evolution

and development

Tends to more inclusive




Do Organisations Need to be Identical?




Do Organisations Need to be Identical?




Teams building across units

Internal communication

Negotiation

Action planning

Change agents or champions of change

And a certain amount of compulsion manipulation

Techniques to Help Implement Change




Managers should be able to act as change agents:

To identify need for change

Be open to goods ideas for change

To able to successfully implement change

Change Agents




Forces trough change

Becomes the personification of the process

Responsibility for change is delegated thus freeing up senior managers to focus on future strategy

Advantages of Using a Change Agent:




Consider how they will be affected

Involve them in the change

Consult and inform frequently

Be firm but flexible

Make controversial change as gradually as possible

Monitor the change

Develop a change philosophy

Helping people to accept change




Adapt as necessary

Recording and monitor the changes

Measure progress against targets

Have the desired results been achieved?

Has the process been successful?

How do those affected feel about the new situation?

What might have been done differently?

How can those not responding well to the change be helped?

Sustain the change.- prevent any back sliding

Monitor and Review




What Not To Do:

[Ways to increase resistance to change]

[Managers can increase resistance by]

Failing to be specific about a change

Failing to explain why change is needed

Not consulting

Keeping people in the dark

Creating excess work pressure

Expecting immediate results

Not dealing with fears and anxieties

Ignoring resistance

Change Management Failures




• Employees do not understand the purpose or even the need for change

• Lack of planning and preparation

• Poor communication

• Employees lack the necessary skills and/ or there is insufficient training and development offered

• Lack of necessary resources

• Inadequate/inappropriate rewards

Reasons Why Change Can Fail




50 Reasons Not to Change




Negotiation Ethics

Lying about bottom line expected

& sanctioned

Misleading legal statements not

likely problem – caveat emptor

(“hire a lawyer”)

Reasons for positions not expected

to be believed REASONS FOR

NEGOTIATION

Often very convincing

facts rather than opinion

Material or immaterial,

harmless puffing or bluffing




• Allowing too much complexity

• Failing to build a substantial coalition

• Failing to understand the need for a clear vision

• Failure to clearly communicate that vision

• Permitting roadblocks against that vision

• Not planning for short term results and not realising them

• Declaring victory too soon

• Failure to anchor changes in corporate culture

(John Kotter)

Eight Common Reasons for Failure of Change Management




6-Change Models




Change Model 1: The 4-D Process of Appreciative Inquiry




Time

Emotion Shock

Denial

Anger

Bargain

Depression

Acceptance

Change Model 2: The Kuebler-Ross Model of Change




1. Establish a sense of urgency

2. Create a coalition

3. Develop a clear vision

4. Share the vision

8. Secure short- term wins

7. Consolidate and keep moving

6. Anchor the change

5. Empower people to clear obstacles

Change Model 3: John Kotter’s Change Model




A B

C

?

D

1. Preparation:

-Getting prepared for

change journey: known

and unknown

-Exploring &

understanding reasons

and alternatives

-finding common mind

set: balance between

top-down & bottom-up

-Choosing change models

-Finding right partners

-Agreeing the rules and

principles

-Making first plans

-Discovering change

forums

2. Starting the

change journey: -Getting everybody

involved and engaged

by joint planning,

-Understanding A to B

journey

-First moves & actions

towards the goal

3. Living the

change journey:

-Living the new reality -Using strengths

-Solving problems

measuring and changing

the change

-Becoming aware what

works and what doesn’t

4. Creating skills

for working in

constant change: -Learning from the

experience,

-Developing new skills,

-Being prepared for

future changes,

-Being able to chnage

things fast

Change Model 4: The Change Journey (HUMAP)




Check-In Build trust

among diverse stakeholders

Analyse Understand needs,

processes & structures and

foresee resistance

Facilitate Apply tools that initiate

change processes

Envision Develop a sense of

a better future for all

Review Design new structures,

processes and procedures

Experiment Initiate and

support communities of practice

Nurture Establish a framework that

sustains the change

Monitor & Communicate

Make the change visible to all

Coach and Mentor Help individuals to

master change

Change at System Level

Change at Team & Individual Levels

Goals Exploring and creating

meaning

Celebrate Highlight

achievements and honour champions

Change Model 5: Cyclical Process Framework (CFAN)




suspending

redirecting

letting go

Seeing with fresh eyes

Sensing from the field

Prototyping the new by linking head, heart, hand

Crystallizing vision and intention

embodying

enacting

letting come

Presenting connecting to Source

Downloading past patterns

Performing by operating from the whole

Open Will

Open Heart

Open Mind

Change Model 6: Theory U (Otto Scharmer)




Overcoming Resistance to Change




When Technology and People meet … Some hard

facts

Some

‘inconvenient

truths’

Symptoms,

diagnosis, and

… treatment

Overview




To

Overcome Your

Opponent, You

Must First Understand

Him Sun Tzu

The Art of War

This is war; make no mistake












• The number one reason:

– resistance to change

• According to 2006 Global

Business Practices Survey:

“Staff resistance to change is a factor

that complicates roughly half of all

technology implementation projects and

severely threatens about one in ten”

Why Do Technology Projects Fail?




Why Do Technology Projects Fail?




Resist or Not Resist?

People Don‟t Resist Change, they

Resist Being Changed.

Peter Bregman




Analytical

•not enough information

•making a wrong decision

•being forced to decide

Driver

•loss of control

•failure

•lack of purpose

Amiable

•damaged relationships •confrontations •not being recognised or efforts

Expressive

•being ignored •being asked for detail •being linked with failure

Fears about Change




Kotter and Schlesinger

6 Approaches

1.Education and Communication

2.Participation and Involvement

3.Facilitation and Support

How to Overcome Resistance to Change?




4.Negotiation and Agreement

5.Manipulation and Co-optation

6.Explicit and Implicit Coercion

How to Overcome Resistance to Change?




„To leave the comfort of the status quo, most

individuals need to believe that the change is truly

imperative and that there is a more attractive

alternative‟

Attractive Alternative




Post launch Pre launch

Design &

Document Buy in Structuring

Assessment &

Migration Review Re-assess Baseline Assessment

Executives Individual

behaviours

Group

behaviours

panic

Manager Individual

behaviours

acceptance

bargaining

panic panic panic

acceptance

Passive resistance

Re-assess Review

Active resistance Active resistance

Bargaining

Active resistance

panic

acceptance

Passive resistance

Bargaining

Resistance Behaviours




It‟s (just) a technology

implementation

It‟s (just) business

as usual

It‟s (just) an

infrastructure project

It‟s (just) a piece of

software …

Pre-implementation Reassurances




• If we explain the business

rationale,

people will understand

• If we tell them what will

change,

people will adjust

• If we give them application

training,

people will use the system

And When it Comes to the User




People will

naturally fall in

line

(and do as

they‟re told)

Management’s Expectation?




Behavior is more

complex

than that

Everyone has different

drivers

The Reality?




The technology is

*just* the tool – the

desired outcome is „to

do something

differently‟ =

transform (part of) the

business

Truth No.1




Outcome




Business Transformation is a process

- not a product

Truth No.2




(With apologies to any vegetarian and vegan students)

Outcome




Technology is never the promised silver bullet – not

all business problems are solvable by automation

Truth No.3




No sophisticated technology

system can be used „off the

shelf‟ – there will always be

a need for customization

Truth No.4




Inefficient Processes +

New Technology = Failure

Upgrading or automating

a dysfunctional process:

… same problems, just

faster and harder to fix

Truth No.5




Get your key people involved and…

fix what‟s broken first!

Before You Do Anything Else:




1. Secure C-level Sponsorship

2. Bring in independent experts

3. Talk with

your people,

not just at

them

Preparing for the Implementation




Change may be psychologically painful, but

uncertainty about the end-state is

more painful

Fear of loss is a

powerful

motivator

Loss of what?

Understanding Reluctance




No More

Mr. Big

Shot?

Loss of status




“I have no idea what I‟m doing anymore”

Loss of Expertise




No more working from

home?

Loss of Privilege




No longer part of the winning team?

Loss of Team Cohesion




I used to know where we were headed …

Loss of Purpose




Get ready to pound the pavement again?

Loss of Job




Dysfunctional behavior;

territorialism

Passive resistance; apathy (lack of interest)

Cling to inefficient

work methods

Jealously guard expertise;

no sharing

Politicized environment

How to Recognize Resistance




Which behaviors link to which fears?

What are the risks?

to the team?

to the project?

to the individual?

What if the fear is justified?

Discussion About Loss




One-on-one

conversation

Acknowledge,

discuss, Resolve

Focus on CAUSE

of behavior

How to Counter Resistance




Do NOT like surprises

Most People …




Get everyone together and communicate

The Answer?




Already feel overwhelmed with „special projects‟ –

don‟t need another headache

Feel uncomfortable with

„difficult‟ conversations

Most managers …




Talk about the problem, not the

solution

Focus on positive outcomes and

benefits

Tap into collective memories

Provide forum for sharing

experiences

Involve users in defining new roles

Use peer-mentoring

Learn to Ask Staff for Input:




Fact: most managers spend 80% of their time with the 20% that are poor performers

Stop it! Face time one-on-one with the boss should be a reward; an earned privilege, and recognition for a job well-done

Make Time for Your Top Performers




Use mentor as a sounding

board

Ask for help dealing with

internal politics

Find a Mentor!




Bottom-up solutions

enhance ownership

Managing by results,

not by process gets a

lot more work

finished

Partnering With Stakeholders




• Humans are actually very adaptive

and, as always, evolve to suit new worlds

The Good News:




• It‟s all about trust – in the system and in each other

Model desired behavior – do as I do…..not do as I

say - and most will follow

…a new

day..or DAWN

Coming Out the Other End




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