Building Commitment for Planned Change Michael J. Colburn, PhD, PE.

Building Commitment for Planned Change

Michael J. Colburn, PhD, PE

Why is change difficult

Discomfort Uncertainty Implied certainty of the status quo Mistrust

Michael J. Colburn PhD, PE2

Session Objectives

To learn the importance of listening to three critical voices.

To learn how to use five diagnostic questions to support a change friendly environment.

To learn six important lessons of successful planned change.

To learn ways to build high commitment for change in a team environment.


A Guiding Principle

High commitment is enhanced when there is a truly collaborative relationship among the stakeholders in the change initiative.

No fake input meetings


Three Important Voices

The Customer

The Process

The Associate


The customer defines quality.

The Voice of the Customer


Questions to Ask

What’s working? What do we do to add value?

What are your needs and expectations for us?

What are the measures that tell us we are meeting (exceeding) your expectations?

What can we do to improve?


85%+ of performance problems are the result of poor systems and processes. (W. Edwards Deming)

The Voice of the Process


Process Mapping

Bring together process members.

Facilitate the building and display of current process (visible display)

Ask “Where does the process breakdown?”

Send process map to team for ongoing analysis.

Build future state process map. Continue engagement.


The Voice of the Associate


Enlightened Leadership QuestionsReference: Enlightened Leadership by Oakley, E. & Krug, D.

1. What’s working?

2. Why is it working?

3. What do we want to accomplish (our purpose)?

4. What benefits will be achieved?

5. What do we need to do more of, better or differently to achieve our purpose?


The Power of Questions

Focus Forward

Change Resistant to Change Friendly


ObstaclesTo

Avoid

ResultsTo

Achieve

Turning Data into Information

Surveys – Establish ground rules for communication and

analysis.– Make sure you are asking the right questions. – Collect in groups if feasible.– Bring together people people to analyze the

information.

At best you have created some useful hypotheses


Turning Data into Information

Critical Incidents– “Think back over the past 30 days ….”– Let people tell their stories.

Hang Out– Experience the context.– Absorb the cultural information.

One question to ask ……



Critical Steps for Planned Change

Identify opportunity. Bring together key stakeholders. Determine information/data needs. Gather and analyze information/data. Create and agree on improvements. Create and implement action plans. Evaluate and adjust ---- standardize.


Lewin’s Force Field Analysis

Driving Forces Impeding Forces

Current Desired State State









Lessons I Have Learned



Lesson One

The initial problem is a symptom.


Lesson Two

Everyone is telling the truth.


Lesson Three

Find the sources of energy.


Lesson Four

Respect the doubters/detractors.


Lesson Five

Build trustworthy relationships.


Lesson Six

Create accountability systems.

Building Commitment



Support Continuum

High Negative Energy

Little or no Energy

Some Positive Energy

High Positive Energy

ActiveResistance

PassiveResistance

Compliance Commitment

I’ll work to change the direction of this misguided effort

I’ll do it if you push me.

I’ll do it to support you. It’s my job.

I’ll do it. It’s my mission.


Get the right people in the room


Identify a compelling reasonto cooperate


Minimize power differentials

Make process visible. Agree on ground rules. Be sensitive to physical cues. Manage the formal leader. Allow humor to surface.


Encourage constructive conflict

Focus on the issue – not the person. Focus on interests – not positions. Check on needs & opinions – straw votes. Make sure the unspoken is spoken. Build consensus.


Create structure to sustain

Discovery – Intention - Action


Discovery

Inte

ntio

nAction

Building Commitment for Planned Change Michael J. Colburn, PhD, PE.

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