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Change Management
Frank Jeffries
Our Roadmap
What’s the Big Deal Anyway?
Change and our reactions
Mental Models and Organizational Identity
Change acceptance and process
Kotter’s Eight Steps to Successful Change
Let’s Roll the DICE
Change is Big Business
Google “Change Management” and you get: 836,000,000
hits
There are:
Change management consultants
Change management journals
Change management departments of organizations
Change management models Hundreds of ‘em
There is even an Association of Change Management
Professionals
Change is Life
Change is driven by:
Technology
Competition
Scarce resources
The Economy
New Generations
Fill in the blank _______________
The Big Deal is that to Survive in Business
we need to Deal With Change Effectively
It is not a matter if if, but when change will come
It is unpredictable in many cases
We need to adapt and survive
Typical employee reaction to change
Why is Change so Challenging?
Routines give us security
Change involves risk
Change requires (additional) work
Change leads us into the unknown
Change is scary
The Role of Mental Models
We view change through our existing mental models
Change requires a different mindset
This challenges our assumptions about the organization
Mental Models and Organizational Identity
Part of the culture
“How we do things around here”
What members think is vital to the essential character of
the organization
Can limit what an organization can do
Barriers to Fundamental Change
Barrier One: Passive Resistance
Passive resistance due to failure to comprehend the
change
Fundamental change is foreign to the members
If it is not linked to some current aspects of identity, risk
of failure is greater
Barrier Two: Active Resistance
Change is perceived to be in basic conflict with valued
elements of the current organizational identity
Triggers strong negative emotional responses like anger
and fear
Failures result because change is not framed well, WIIFM
is not understood
Organizational Identity as a Tool for Change
The current identity is the base for resistance
Creating an ideal identity can help overcome this
resistance
Who do we want to be?
Creating a shared vision
The Identity Gap
To be meaningful the gap between who we are and who
we want to be needs to be significant
Too small of a gap results in the perception there is no
need for change, creating inertia
Too large a gap will result in perceptions that the change
is unattainable, creating stress
A significant gap will create positive organizational stress
to close the gap
The Change Acceptance Zone
The change must be large enough to cause members to
have a strong desire to close the gap
It has to be enough to motivate fundamental change
without looking impossible
This will be an on-going process to be effective
Incremental change is not seen as necessary
Revolutionary change is too scary (and expensive)
Effective Change Process
“Selling” change can come back to haunt you
Rather, have a dialogue and get those affected to
understand the change, accept it, and support it
You are revising the Psychological Contract
Face-to-face is best
People many times don’t like the change, but if they
understand it they will support it
Be Clear About Whose Responsibility
Change is
The manager is responsible for change
Facilitation
Managing
The employee is responsible for doing their best
Change Involves People, it is not Imposed on
Them
Participation, involvement, communication
Feedback from employees is critical
Empathy and empowerment from management
Reinforce and reward behaviors that advance the cause
Let’s Roll the DICE
Up to now we have focused on the touchy-feely side
There is a set of hard factors that are important too (Sirkin, Keenan, and Jackson (2005) The Hard Side of Change Management. HBR October, pp.109-118)
Paying attention to the “soft side” of change is necessary, but not sufficient for success
There is a correlation between the success (or failure) of change efforts and four factors:
Duration
Integrity
Commitment
Effort
Duration
There is no correlation between the length of time an
initiative takes and its success or failure
What matters if how it is reviewed
Long projects reviewed frequently more often succeed
Transformation projects that are reviewed every two months
are more likely to succeed
If reviews happen less that every 8 weeks they lose momentum
Milestones are important and should be marked and
celebrated when accomplished
Integrity
The reliability of the team managers and leaders in
championing, managing, and leading the change
Having the right people on the teams from executive
management to staff
Employees go the extra mile to ensure that their normal
work gets done in addition to the change program
Clear roles, expectations, and commitment is required as
well as a reward system for performance
Members of the team are carefully selected
Commitment
Commitment from two groups is a must:
Visible backing from the most influential executives
Enthusiasm of the people who need to deal with the new
systems, processes, or ways of working
If you are the champion of a change initiative, You need to be
talking up the change initiative at least three times more than
you think you need to
There needs to be a single company line regarding the initiative
(“layoffs will not occur” and “layoffs are not expected to
occur”)
Do not underestimate your ability to build staff support
Effort
Those doing the work of change have jobs to do in
addition to the change effort
No one should experience more than a 10% increase in
workload
Exceeding that limit invites trouble
Low morale
Conflict
Look for lower priority work that can be delayed or find
help with handling routine priorities
Does DICE help?
Why, yes it does
It was predictive of the success of change efforts in a
study of 225 firms
It has been used effectively in many others
So, to Wrap it All up….
We cannot avoid change
No one particularly likes it
The natural response is to resist it
We Don’t Want to be Here
Successful Change in a Nutshell
To be successful we need to pay attention to
the DICE
Explain WIIFM
Involve those impacted
Lead from the front – show commitment
Make it worth their while, reward them for
taking the risk and performing