Louis AylwardBusiness Change ManagerOD & Change team
Creating successful change
engaging people with change in the workplace
Personal responses to change
How change fails – a story
ACES model
Building on today
“The vast majority of large scale change efforts fail…
John Kotter
“The vast majority of large scale change efforts fail. Which means that the probability that you have actually experienced a failure, and your people know that and are pessimistic, therefore, about trying something again, is very high.”
John Kotter
Personal responses to change
How change fails – a story
ACES model
Building on today
Personal responses to change
How change fails – a story
ACES model
Building on today
Change as a personal response
People don’t like change.People don’t like change which is done to them.
Series1
Kolb’s learning dip
Time
Per
form
ance
Doing no change management
Doing good change management
People like change.People can handle change which they can learn.
Concrete experience
Reflective observation
Abstract conceptualisation
Active experimentation
Proposition
It helps to see change as a learning process
Sharing stories
Personal responses to change
How change fails – a short story
ACES model
Building on today
So if change is a learning process what happens when lots of people (each with a personal response) go through change in the workplace?
Current Transition Future
Change as a personal response
Current Transition Future
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This is a big problem
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“We occasionally do change well but it isn't consistent - there isn't a culture of doing it well.”
“Programmes come and go. Very little sticks and for staff who have been here a while it all adds to a sense of cynicism.”
“Our approach is mixed. At times we do it well and at times badly. There is no consistent approach.”
“We are good at talking about change. Bad at actually doing it.”
“It's a mixed bag. We've basically got a disparate array of small businesses. Some of them do change a lot more effectively than others.”
“We design procedures but don’t embed them or bring people through.”
“We are good at driving projects but forget that our staff are the ones who actually make it happen.”
2013 20140102030405060708090
100
14
31
6
24
My managers are equipped to identify when change is necessaryMy managers are equipped to manage change effectively
Average survey score for managers competencies over period
We trained hard. But it seemed that every time we were beginning to form into teams, we would be reorganised.
I was to learn later in life that we tend to meet any new situation by reorganising. And what a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralisation.
Gaius Petronius Arbiter, The Satyricon 1st century AD
Sharing stories
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Change management
People focus
How can we start thinking about this?
David KolbPsychologistStudied how we learn
Elizabeth Kubler-RossPsychiatristStudied how we grieve
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Change management
People focus
Great, but what can I do
with that?
Personal responses to change
How change fails – a story
ACES model
Building on today
What should a good change model do?
People-centred
Scalable but easy to remember
With common understanding about how we do change
Empowering managers with a range of usable “tools”
Installing a new phone systemInstalling a ready-made IT system
Office move
Restructuring programmesCultural change initiatives
OutsourcingMergers
Strategic-led change
Quite complex Extremely complex
Awareness – developing system understanding
Concept – creating a concept through a broad coalition
Engagement – landing the concept in the organisation
Sustain – reinforcing and supporting all aspects of the change
Awareness
Concept
Engagement
Sustain
Pre–project
change ready
In–project
emergent change
In–projectproject
thinking time
In–project
planned change
No
Decision to change
made?Yes
AwarenessWhat happens:• Flow of information is expanded across management boundaries• Normal barriers to “awkward” questions are lowered• Things are baselined• A picture of the real issues is built up through whole system engagement
Challenges you should expect:• “I don’t have time for this. I’m busy
with real work.”• Cynicism about management
exercises• Venting
Responses to consider:• Free up time – e.g. team meeting
slots• Actions not words / Dispersed
leadership• Allow it to happen & consider a
facilitator
Don’t forget:• You don’t need to plan too far ahead at this point – in fact you probably
shouldn’t.
Awareness
Tools:
• Dialogue
• Graffiti boards
• Charlas
• Open Space Technology events
Simple tools
Complex tools
Tailored support based on nature, size and speed of change
Awareness
Tools:
• Dialogue
• Graffiti boards
• Charlas
• Open Space Technology events
Delivery side:
• Sharing management information
• Portfolio information / advice
• Process mapping (CI team)
Dialogue is about thinking together rather than thinking alone
Dialogue demands that we both let go of our own invested positions for a while
Dialogue
William Isaacs
A key choice point in a conversation that involves some deliberation is whether to either defend your own view or position, or suspend it and therefore listen without resistance.
Suspending is more likely to lead to an exploration of the deeper questions, a new framing of key issues and the possibility of reaching collective, refreshing new insights.
What resources would you need to put William Isaacs’ ideas about dialogue into practice?
Graffiti boards
13th January
14th January
18th January
19th January
29th January
8th February
10th February
Connections being made
Assumptions being challenged
Doing graffiti boards online…
What resources would you need to use Graffiti boards where you work?
Charlas
Everyone is right – no debatingRecord each point and move on
Get the gripes out of the system - get down to the real issues
What resources would you need to run a Charla?
Open Space Technology
Harrison Owen
The Rule of Two FeetWhen you are no longer listening or contributing, move on to somewhere more to your liking
What resources would you need to run an Open Space Technology event?
Awareness – develop system understanding
Sharing stories
ConceptWhat happens:• New ideas are put forward by a wide variety of stakeholders• A core desire for change is established (ok for motivations to vary)• Leaders of change are identified at all levels of the organisation• Things are benchmarked• A guiding vision emerges - including what doesn’t need to change
Challenges you should expect:• “Not my job to decide strategy”• Unconscious assumptions and
ingrained attitudes• Executive leaders setting vision
without listening
Responses to consider:• Why not? Revisit previous stage• Exercises to break mental
models• Revisit awareness stage and
emphasise dispersed leadership
Don’t forget:• A strong vision will have a wide base – have you respected the opinions
of operational staff, management leaders and subject matter experts?
Awareness
Tools:
• Concept questions
• C=[DVF] > R
• A pilot project
• De Bono’s hats and Walt’s strategy
Simple tools
Complex tools
Concept questions
What are we most proud of about what we do now?
What are we most proud of about what we do now?
What’s the one thing we’d like to change around here?
What are we most proud of about what we do now?
What’s the one thing we’d like to change around here?
If someone arrived here in three years time what would we want it to feel like for them?
What resources would you need to ask concept questions?
C=[DVF]>R
Change Dissatisfaction with status quo
Vision of what is possible
First concrete steps towards vision
Resistance to change
How could you use the change equation?
A pilot project
What resources would you need to a pilot project?
De Bono’s hats and Walt’s strategy
De Bono’s thinking hats…
The Disney Creative Strategy
What resources would you need to do one of these creative exercises?
Concept – creating a change concept through a broad coalition
Awareness
Concept
Engagement
Sustain
Pre–project
change ready
In–project
emergent change
In–projectproject
thinking time
In–project
planned change
No
Decision to change
made?Yes
EngagementWhat happens:• Change “coalition” establishes itself• Senior leadership publicly back the concept• Staff are empowered to learn the change and develop personal
resilience• Short-term wins are achieved• The change is designed and implemented by a change team
Challenges you should expect:• “Hold on. I didn’t know about this!”• Resistance to implementation• Human aversion to complexity
Responses to consider:• Revisit previous stages• Force Field Analysis• Start small and be
comfortable with complexity
Don’t forget:• This is where you actually start to change things – study the change
curve and don’t expect it to go smoothly
Awareness
Tools:
• A leaders’ call to action
• Psychological contracts
• Force field analysis
• Personal transition plans
Simple tools
Complex tools
“We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win… And it will be done before the end of this decade.”
Leader’s call to action
September 12, 1962 July 20, 1969
What do you need for an effective call to action?
Psychological contracts
CompetenceRecognitionFriendshipsStatusWork–life balanceMobilityLocationand more…
Contract of employmentJob description
This is you
Personal transition plans
Force Field Analysis (Lewin)
Desired state
(awareness raised & concept
defined)
Driving Force
Driving Force
Driving Force
Resisting Force
Resisting Force
Resisting Force
Force Field Analysis (Lewin)
Purchase of new ERP software
Reduced down-time
24/7 support available
Business disruption issues
Fear of redundancies
Guaranteed costs in short-term
Possible savings in long-term
Desire for HR/Finance integration Fear of competency loss
Time-consuming training
No local experts available
Force Field Analysis (Lewin)
Purchase of new ERP software
Reduced down-time
24/7 support available
Business disruption issues
Fear of redundancies
Guaranteed costs in short-term
Highly probable savings in long-term
Desire for HR/Finance integration
Time-consuming training
Incorporating best practice
Force Field Analysis (Lewin)
Kurt Lewin
Pioneer of social psychology
Coined the term “homeostasis”
Purchase of new ERP software
Reduced down-time
24/7 support available
Business disruption issues
Fear of redundancies
Guaranteed costs in short-term
Highly probable savings in long-term
Desire for HR/Finance integration
Time-consuming training
Incorporating best practice
Force Field Analysis (Lewin)
Using a Force Field Analysis to structure project work
Using a Force Field Analysis to structure project work
Engagement – landing the concept in the organisation
SustainWhat happens:• Changes are embedded – e.g. new procedures and processes are
recorded• People are allowed to “grieve” the old reality• Success is celebrated• Business transition is managed and people transition is addressed
Challenges you should expect:• “Phew! Now that’s over, let’s
change it back!”• Learning dip
Responses to consider:• Re-visit previous stages + write
down new procedures• See change as a learning process
+ extra support and training
Don’t forget:• Good changes can get easily get lost in this stage. Revisit the change
concept as often as you can, remember that you’re actually in the middle and everything can look like a failure in the middle… persevere!
Awareness
Tools:
• Reward and recognition
• Tuckman’s team stages
• Congruence
• Holding a wake
Simple tools
Complex tools
Now say thank you
Reward and recognition
There is no limit to how much recognition you can provide, and it is often free. Recognition brings the change cycle to its logical conclusion, but it also motivates people to attempt to change again.Rosabeth Moss Kanter
Tuckman’s team stages
Dialogue mindsetTeam charlas
Values and behavioursWorkshops
Process reviews
Training
Personal transition plans
Congruence (Nadler & Tushman)
Formal organisationInformal organisation
WorkPeople
Formal organisationWork
Informal organisation
People
INPUTStrategy Resources
Environment
OUTPUTIndividual, team and
organisation performance
Process mapping
Org. culture – disruptive? nudges?
Org charts
Written procedures
Contracts and JDs…FTE analysis – the right number of people doing the right things?
Training and development?
Tasks we do
Org. vision & purpose
Holding a wake
Time
Man
agem
ent l
evel
William Bridges
Sustain – reinforcing and supporting all aspects of the change
Awareness – developing system understanding
Concept – creating a concept through a broad coalition
Engagement – landing the concept in the organisation
Sustain – reinforcing and supporting all aspects of the change
Awareness
Concept
Engagement
Sustain
Pre–project
change ready
In–project
emergent change
In–projectproject
thinking time
In–project
planned change
No
Decision to change
made?Yes
Give me a date… any date
Sharing stories
Personal responses to change
How change fails – a story
ACES model
Taking it further
Re-imagining changeBefore After
F F F F F F F F F
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F F F F F F F F F
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Training: CI
Training: Intelligent Manager
Training: Leading successful
change
Network: Staying in
touch1-2-1:
your dateWebsite: OD
& Change site
Coaching: Participating
in change
Network: Brown bag
lunches
Support: working with
you
Taking it further
Training: CI
Training: Intelligent Manager
Training: Leading successful
change
Network: Staying in
touch1-2-1:
your dateWebsite: OD
& Change site
Coaching: Participating
in change
Network: Brown bag
lunches
Support: working with
you
Training: CI
Training: Intelligent Manager
Training: Leading successful
change
Network: Staying in
touch1-2-1:
your dateWebsite: OD
& Change site
Coaching: Participating
in change
Network: Brown bag
lunches
Support: working with
you
Training: CI
Training: Intelligent Manager
Training: Leading successful
change
Network: Staying in
touch1-2-1:
your dateWebsite: OD
& Change site
Coaching: Participating
in change
Network: Brown bag
lunches
Support: working with
you
Training: CI
Training: Intelligent Manager
Training: Leading successful
change
Network: Staying in
touch
Network: Brown bag
lunches
Website: OD & Change
site
Coaching: Participating
in change
Network: Brown bag
lunches
Support: working with
you
Training: CI
Training: Intelligent Manager
Training: Leading successful
change
Network: Staying in
touch
Network: Brown bag
lunches
SharePoint: OD & Change
site
Coaching: Participating
in change
Network: Brown bag
lunches
Support: working with
you
Training: CI
Training: Intelligent Manager
Training: Leading successful
change
Network: Staying in
touch
Network: Brown bag
lunches
Sharepoint: OD & Change
site
1-2-1: your date
OD and Change Team
Louis Aylward – [email protected]
More information on the OD and Change intranet pages
Andy Vallins (Head of OD and Change) – [email protected]
Thank you