Change Management Program

Change Management

Dr. John Persico Jr.

612-310-3803

Agenda: Change Management Learning Objectives

Introduction of Participants

Overview of Change

The Pace of Change

Organizational Response to Change

Principles of Managing Change

The Change Process

People Respond Differently to Change

Reasons for Change FailureConsequences of these reasons

Personal Change Experience

Agenda, Cont. • Transitions

• Stages of Change

• Lewin’s Change Model

• Activities Contributing to Effective Change Management

• Change Model

• Stages of Change Assessment

• Kotter’s Eight Stage Process of Creating Major Change

• Creating a Vision for Change

• Communicating the Vision

Agenda, Cont.

• Empowering Others to Act on the Vision

• Change Case Study

• Concluding Thoughts

Learning Objectives

• At the conclusion of this session, participants will be able to:

1. Describe the nature of change in today’s world. 2. Identify the process of change in an

organization. 3. List the stages of change through which

individuals progress. 4. Differentiate between change and transition for

individuals.

Learning Objectives, Cont.

5. State the leader’s role in implementing change. 6. Analyze a case study of an organization implementing evidence-based practices. 7. Evaluate the current stage of change for both the agency and the participant. 8. Meet with a peer mentor to discuss new approaches to handling change to evidence-based practices.

Introduction of Participants

Opening Change Activity

Opening Activity

Introduce Activity:Once everyone is relocated, the following questions are discussed:•What were your reactions to being required to change seats? (e.g., positive, since I didn’t like that seat anyway, negative because I had to move from my comfort zone or neutral, didn’t really care) •How did the arbitrary order make you feel? (angry, relieved, confused, etc.)

Activity Discussion Questions

• How did you respond? (moved as close as possible to my current seat, resistant to moving, etc.)

• What would have made the demand easier to comply with? (If told a reason for the change, If allowed to have input, If asked rather than ordered)

Intro to Change

“Self-assessment can motivate change. Fear of self-knowledge

can prevent it.”—Walter Turnow

Overview of Change

It has never been more true that today and

tomorrow will be a time of constant and rapid

change. Managers and leaders need the skills

to help their people and organizations navigate

the rocky and chaotic shoals of change.

Without the proper tools and understanding of

how to lead change, you will be unable to

prevent your organizations from being

destroyed on the sharp edges of ambiguity and

chaos.

Personal Reactions to Change-Group Exercise

Individuals will brainstorm reactions to the question: What words do you first

think of when you hear the word “Change.”

Virtues vs. Vices - Discussion

We will look at such positive aspects of change as: innovation, risk-taking, creativity, diversity, openness to new ideas, strategic thinking and risk taking. We will explore the nature of entrepreneurism. The negative side of change will also be explored as we examine the harmful effects that change can have on people and their workplace.

The Pace of Change

Discrete Steps:

•Specific actions that address a particular problem or need.

•Relatively small and short-term with an end date.

Continual Steps:

•Do not carve out dramatic, widely spaced steps, but rather continual small shuffles.

•There is no end date, but committed to learning forever.

Pace of Change, Cont.

Technological Changes

•Number of years until mass use:

•Electricity -46

•Telephone -35

•Television -26

•Personal Computer -16

•Mobile Phone -13

•The Web -7

Labor Changes

• During the early 1900’s, 85% of our workers were in agriculture. Now agriculture involves less than 3% of the workforce

• In 1950, 73% of U.S. employees worked in production or manufacturing. Now less than 15% do

• The Department of Labor estimates that by the year 2000 at least 44% of all workers will be in data services – for example, gathering, processing, retrieving, or analyzing information

Organizational Response to ChangeTime needed for Different Personalities to change:

•Innovators and Early Adaptors – Short time to change and join the organization.

•Intellectuals – need more time to process. Will eventually come along.

•Late adaptors – Need more time to change.

•Traditionalists/Diehards – Will hold out to the end until they have to change.

Positional Response to Change

Top Management

•Isolated at the top and may underestimate the impact of change.

•Avoid communication in fear they do not have the answers.

•Depend on Middle-Managers to make change happen.

PRC, Cont.

Middle Management

•Squeeze between Top Management and Workers.

•Feel pressure to make change happen.

•Often feel deserted, blamed or misunderstood when there is resistance to change.

PRC, Cont.

Workers

•Often feel attacked that they are not doing a good job when changes are made.

•Many respond with anger, frustration, and confusion.

•Become afraid to take risks or be innovative.

Principles of Managing Change• Major change is an untidy process

• Vision for changes comes from different parts of an organization

• Changes must be championed

• Leaders must put tension into the organization

• Beware: change is costly

• The location of power is key

• Change in one area affects other areas

• Stress must be managed

• Avoid “death by 1000 cuts”

• Indoctrinate and train all those involved

• Leaders must retain trust

• Opinion leaders need to be identified and led toward a deep consensus about ends and means

• Positive change must be rewarded

• Leaders must find ways to listen

• Heroes have to found and praised

The Change Process

Reasons for Change Failure

• Allowing too much complacency

• Failing to create a sufficiently powerful guiding

coalition

• Underestimating the power of vision

• Under-communicating the vision by a factor of 10

• Permitting obstacles to block the new vision

• Failing to create short-term wins

• Declaring victory too soon

• Neglecting to anchor changes firmly in the corporate

culture

Consequences of these Reasons

• New strategies aren’t implemented well

• Acquisitions don’t achieve expected

synergies

• Reengineering takes too long and costs too

much

• Downsizing doesn’t get costs under control

• Quality programs don’t deliver hoped-for

results

Personal Change Experience

Recall an experience in your life when you

went through a personal change. This may be a

major or minor life or career change, but should

be something you are willing to share with

others. Make a few notes about the change.

What we call the beginning is often the end

And to make and end is to make a beginning.

The end is where we start from.

-T. S. Eliot

“Little Gidding,” from Four Quartets

The Transition Process

• Begin with the Ending

• The Neutral Zone

• Finish with a New Beginning

Stages of Change

• Precontemplation

• Contemplation

• Preparation

• Action

• Maintenance

Lewin’s Change Model

Unfreezing

Moving

Refreezing

Activit ies Contributing to Effective Change Management

Change Model

So What?

What concerns me the most about these

changes?

What opportunities are possible?

Now What?

What steps will I take to influence this

change?

What support do I need?

What?

What is changing? What is staying the

same?

What questions do I still have?

Stages of Change Assessment

On this form, please note which stage of

change you believe you, your staff, and the

district as a whole are currently experiencing.

Check only one stage of change for each of

yourself, your staff and the agency. Do not put

your name on the form.

Kotter’s Eight Stage Process

Stage 1 – Establish a Sense of Urgency

Stage 2 – Creating the Guiding Coalition

Stage 3 – Developing a Vision Strategy

Stage 4 – Communicating the Change Vision

Stage 5 – Empowering Broad-Based Action

Stage 6 – Generating Short-Term Wins

Stage 7 – Consolidating Gains and Producing More Change

Stage 8 – Anchoring New Approaches in the Culture

Exercise and Reflection

Using a 1-5 scale have participants take this

time to grade themselves as a leader on each of

the above 8 steps when they undergo a change

process or how they are doing during a current

change process: (Discuss in small groups ways

that you could improve your change processes)

Change Bingo!!!

You have up to seven minutes to fill in the Bingo card

below with the names of individuals in this session that

have experienced one or more of the changes below.

The first person to get a “BINGO” (horizontal, vertical,

diagonal with different names) will win a prize. If no

one gets a BINGO, the person with the most different

names filled in the boxes will win.

Creating and Communicating a Vision for Change

• Repeat and repeat again

• Use metaphors, analogies, and examples

• Walk the talk

• Use different communication vehicles

• Explicitly address seeming inconsistencies

Empowering Others to Act

• Make structures support the change

• Provide needed training

• Align personnel and information systems

with the change

• Confront those who undercut change

Managing Change: Action Plan

• Create a Vision for Change

• Communicate the Vision

• Empower Others to Act on the Vision

In small groups fill out the worksheet with your organization or department in mind.

Change Case Study

• Analyze the following case study and use

what you have learned so far in this

workshop to effectively solve the problems

present in this scenario

• Answer the six discussion questions

following the case study

Concluding Thoughts

• You can learn ways to master your reaction to change.

• The more used to change you become, the easier it is to adapt to the next change.

• Practice good communication skills during times of change. Be a careful listener. Avoid rumors. Address problems when they come up.

• Take care of yourself. Spend time with friends and family doing the things you enjoy. Don’t let it take over your life.

• Try to focus on the things you can control.