Undaunted Coaching and Consulting© Project Management and Change Management: An Uneasy Partnership Undaunted Coaching and Consulting Michael L. Gordon, President November, 2015 1
Undaunted Coaching and Consulting©
Project Management and Change Management:An Uneasy Partnership
Undaunted Coaching and ConsultingMichael L. Gordon, President
November, 2015
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Balancing the Triangle
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The two faces of change management
Engineer Psychologist
Focus Processes, systems, structure People
Business practices BPR, TQM, ISO 9000, Quality Human resources, OD
Starting point Business issues or opportunities
Personal change, employee resistance (or potential for resistance)
Measure of success Business performance, financial and statistical metrics
Job satisfaction, turnover, productivity loss
Perspective on change “Shoot the stragglers, carry the wounded.”
“Help individuals make sense of what the change means to them.”
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http://www.change‐management.com/tutorial‐definition‐history.htm
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Change Mastery Begins at Home: What do you know about yourself?
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Known to Self Unknown to Self
Known to Others
Unknown to Others
OPEN BLIND
HIDDEN UNCONSCIOUS
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Who is Michael?
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The Continuum of Change
CHANGE MASTERY CHANGE MANAGEMENTDialogue‐based Analysis‐based
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Prism of Personal Experience
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Formation of Beliefs, Values, Biases
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Planning for D‐Day, 1944: An Example of Change Mastery
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The Challenger Disaster: A Change Management Void
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Change may be messy, but it’s our mess!
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Formula for Change
Q A E
Effectiveness of a change is a function of the interaction between the Quality of the technical solution and
Adoption of that solution
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A recent change – Chevron Learning Management System
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Change roadmap: Putting the puzzle together
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The Continuum of Change ‐ revisited
CHANGE MASTERY CHANGE MANAGEMENTDialogue‐based Tool‐based
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The lay of the land prior to D‐Day
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A recent change – Cisco Systems
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Change Masters are…
Present Humble Respectful Transparent Curious
Collaboration
Learning
Enlightened Self‐Interest
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Avoid assumptions based on faulty data…
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ObserveInterpret
Respond
Notice some things, ignore
others
Derive meaning based on past experience
React instinctively
From certainty to curiosity
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Communicating more effectively
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Pendulum has swung toward presenting and arguing for one’s point‐of viewShift toward exploring each other’s stories ‐ learning
Advocacy Inquiry“Here’s what I think and how I got here”
“I came to this conclusion because…”
“Here’s an example of what I mean…”
“When you say XYZ, I worry that…”
“What do you think about what I’ve said?”
“Tell me about your perspective on this”
“Why is that important to you?”
“Tell me more…”
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Improvisation techniques for change mastery
Yes, and…
Have an objective
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References for Growth as a Change Jedi
Johari Window‐ http://kevan.org/johari
Transition ‐ http://www.wmbridges.com/
Change Models / Tools‐ http://www.change‐management‐coach.com/change‐management‐
models.html Advocacy / Inquiry, Ladder of Inference
‐ https://www.solonline.org/?page=Tool_InquiryAdvocacy‐ https://www.solonline.org/?tool_ladder_of_infer
Improvisational Theatre Techniques for Org Change and Just Plain Pleasure‐ http://www.appliedimprov.com/‐ http://www.suburbanthunderimprov.com/
Undaunted Coaching and Consulting – Michael L. Gordon, President‐ https://www.linkedin.com/in/michaelgordon2
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Thank you!
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Teams – Calming the storm before it hits
GRPI model created by Richard Beckhard, 1972
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From Status Quo to Future State
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