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Sustaining ChangeSustaining Change

Sustainability WorkshopSustainability Workshop

May 21, 2010May 21, 2010

Facilitator: Dan BelangerFacilitator: Dan Belanger

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Sustainability ReliabilitySustainability Reliability

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Change Exercise Change Exercise

Exercise ChangeExercise Change

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Why Do People Resist Change?Why Do People Resist Change?

Communication IssuesCommunication Issues

Organisational/Environmental IssuesOrganisational/Environmental Issues

Skills IssuesSkills Issues

Group Psychological IssuesGroup Psychological Issues

55

The 8-Step Process The 8-Step Process ofof

Successful Successful

ChangeChange

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First, Set the StageFirst, Set the Stage

1. Create a Sense of Urgency.1. Create a Sense of Urgency.

2. Pull Together the Guiding Team2. Pull Together the Guiding Team. .

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Then DECIDE WHAT TO DOThen DECIDE WHAT TO DO

3. Develop the Change Vision 3. Develop the Change Vision and Strategy. and Strategy.

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MAKE IT HAPPEN!MAKE IT HAPPEN!

4. Communicate for 4. Communicate for Understanding and Buy-in. Understanding and Buy-in. 5. Empower Others to Act. 5. Empower Others to Act. 6. Produce Short-Term Wins. 6. Produce Short-Term Wins. 7. Don’t Let Up.7. Don’t Let Up.

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MAKE IT STICK!MAKE IT STICK!

8. Create a New 8. Create a New Culture. Culture.

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Think back …Think back …

Make a few notes about the Make a few notes about the change: change: • What was the change? What was the change? • Who was involved?Who was involved?• Was it a success or failure or in between? Was it a success or failure or in between? • Why do you categorize it as such? Why do you categorize it as such?

Share at tables brief overview of Share at tables brief overview of projectproject

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Decide What to Do Decide What to Do

Develop the Develop the Change Vision and Change Vision and Strategy Strategy

On a 1 to 10 cycle On a 1 to 10 cycle with 1 being the with 1 being the worst and 10 being worst and 10 being the best:the best:

How did your How did your project rate in project rate in deciding what to deciding what to dodo• Learnings? Learnings?

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Make It Happen Make It Happen Communicate for Communicate for

Understanding and Buy InUnderstanding and Buy In• Understand and accept Understand and accept

vision and strategyvision and strategy

Empower Others to ActEmpower Others to Act• Remove barriersRemove barriers

Produce Short-term Wins Produce Short-term Wins • Visible, unambiguous Visible, unambiguous

successes ASAPsuccesses ASAP

Don’t Let up Don’t Let up • Press harder and faster Press harder and faster

• Page 131 Page 131

On a 1 to 10 scale On a 1 to 10 scale with 1 being the with 1 being the worst and 10 being worst and 10 being the best:the best:

How did your How did your project rate in project rate in making it happenmaking it happen• Learnings? Learnings?

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Education and CommunicationEducation and Communication

Methods for responding to resistance to change……

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Participation and InvolvementParticipation and Involvement

Methods for responding to resistance to change……

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Facilitation and SupportFacilitation and Support

Methods for responding to resistance to change……

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Model For Improvement Model For Improvement

Remove BarriersRemove Barriers• Remove barriers to Remove barriers to

removing barriers removing barriers

Quick Wins Quick Wins • Testing Testing • Changes with a Changes with a

pedigreepedigree

What are we trying to accomplish?

How will we know that a change is an improvement?

What change can we make that will result in improvement?

Act Plan

Study Do

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Repeated Use of CycleRepeated Use of Cycle

Hunches Theories

Ideas

Changes That Result in

Improvement

APS

D

A P

S DD S

P A

A P

S D

Learning from Data

Very small scale test

Follow-up tests

Wide-scale tests of change

Implementation of change

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Negotiation and AgreementNegotiation and Agreement

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Manipulation and Co-optationManipulation and Co-optation

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Explicit and Implicit CoercionExplicit and Implicit Coercion

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More Ideas……More Ideas……

Change your perception of and reaction Change your perception of and reaction to resistance to change…..to resistance to change…..• Revel in the pushbackRevel in the pushback• Gently confront the resistanceGently confront the resistance• Respect the resistor Respect the resistor

Don’t label them negativelyDon’t label them negatively Embrace and use their knowledgeEmbrace and use their knowledge

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Ask yourself two questions…Ask yourself two questions… Why am I seeing this behavior as Why am I seeing this behavior as

resistance?resistance? If I viewed the resistance as feedback,If I viewed the resistance as feedback,

what could I learn about how to refine the what could I learn about how to refine the

change effort?change effort?

Resistance is a resource and channeled Resistance is a resource and channeled energyenergy

Change Change youryour perception and reaction perception and reaction

Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

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Boost AwarenessBoost Awareness

Explain Explain whatwhat is changing is changing

Staff need opportunity to process the Staff need opportunity to process the changechange

Drop down 2 levels…Drop down 2 levels… Keep the dialogue openKeep the dialogue open

Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

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Return to PurposeReturn to Purpose

Explain Explain whywhy………(jobs are being ………(jobs are being changed…)changed…)

Listen---to better understand the Listen---to better understand the implicationsimplications

Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

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Change the ChangeChange the Change

Look for the pitfallsLook for the pitfalls

Be willing to change the change as long Be willing to change the change as long as it fulfills the purpose (—or the why)as it fulfills the purpose (—or the why)

Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

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Build Participation and Build Participation and EngagementEngagement

Elicit ideas Elicit ideas Idea listIdea list Elicit concerns Worry listElicit concerns Worry list

Listen…..and work the lists!Listen…..and work the lists!

Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

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Complete the PastComplete the Past

Uncover past failuresUncover past failures

OR Quality OR Quality Baggage…..Baggage…..

Ask about the historyAsk about the history Heal the past---make it right.Heal the past---make it right.

Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

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Make it Stick Make it Stick

Make It StickMake It Stick• Create a New Create a New

Culture Culture • Page 131 Page 131

On a 1 to 10 scale On a 1 to 10 scale with 1 being the with 1 being the worst and 10 being worst and 10 being the best:the best:

How did your How did your project rate in project rate in making it stick?making it stick?• Learnings? Learnings?

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Sustainability ReliabilitySustainability Reliability

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ReliabilityReliability

The extent of failure-free The extent of failure-free operation over time.operation over time.

David GarvinDavid Garvin

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Reliability ConceptsReliability Concepts

Phrased as questions:Phrased as questions:• Do you have a system (process) in Do you have a system (process) in

place? place? • Does it fail? Does it fail? • Do you catch the failures?Do you catch the failures?• Do you use that information to fix the Do you use that information to fix the

system? system?

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Design StrategyDesign Strategy Prevent Initial Prevent Initial

FailureFailure • Segmentation Segmentation • Using intent and Using intent and

standardizationstandardization

Identify failure and Identify failure and mitigatemitigate• Human factor changesHuman factor changes• Redundancy functionRedundancy function

Redesign from Redesign from failure modesfailure modes• Identify critical failures Identify critical failures

and then redesign and then redesign

prevent

identify

redesign

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High Reliability Organizations High Reliability Organizations (HRO’s)(HRO’s)

Preoccupation Preoccupation with with FailureFailure

Reluctance to Reluctance to SimplifySimplify

Sensitivity Sensitivity to to OperationsOperations

Commitment to Commitment to ResilienceResilience

Deference to Deference to Experts Experts

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ClosingClosing

Most people don’t mind change…..Most people don’t mind change…..

they mind being changed they mind being changed

(especially without notice or (especially without notice or purpose)purpose)

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Resources and ReferencesResources and References Kotter, J and Rathgeber, H. (2006) Our Iceberg is MeltingKotter, J and Rathgeber, H. (2006) Our Iceberg is Melting

Lippit, Mary. Managing Complex Organizational ChangeLippit, Mary. Managing Complex Organizational Change

Taylor, M. S. and Tekleab, A.G. (2004), Taylor, M. S. and Tekleab, A.G. (2004), Taking Stock of Psychological Taking Stock of Psychological Contract ResearchContract Research in Coyle-Shapiro, J., Shore, L.M., Taylor, M.S., Tetrick, L.E. in Coyle-Shapiro, J., Shore, L.M., Taylor, M.S., Tetrick, L.E. (2004) (2004) The Employment RelationshipThe Employment Relationship, New York, Oxford University Press Inc , New York, Oxford University Press Inc

Weick, K.E. (1996), Weick, K.E. (1996), Drop Your Tools: An Allegory for Organisational StudiesDrop Your Tools: An Allegory for Organisational Studies, , Administrative Science QuarterlyAdministrative Science Quarterly, June 96, Vol 41, issue 2, p301 , June 96, Vol 41, issue 2, p301

Weick, KE and Sutcliffe (2007) Managing the Unexpected; resilient Weick, KE and Sutcliffe (2007) Managing the Unexpected; resilient Performance in an Age of Uncertainty Performance in an Age of Uncertainty

Zaltman, G. and Duncan, R. (1977) Chapter 3, Zaltman, G. and Duncan, R. (1977) Chapter 3, Resistance to changeResistance to change, in , in Strategies for Planned ChangeStrategies for Planned Change, New York, Wile, New York, Wile