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Six SigmaGreen Belt

-6 -4 -2 0 2 4 6

Accelerating ChangeAccelerating Change

2

Six SigmaGreen BeltMoving AheadMoving Ahead

TransitionState

CurrentState

ImprovedState

3

Six SigmaGreen BeltChange Management ModelChange Management Model

Leading ChangeLeading Change

Changing Systems & StructuresChanging Systems & Structures

TransitionState

CurrentState

ImprovedState

Creating A Shared NeedCreating A Shared Need

Shaping A Vision Shaping A Vision

Mobilizing CommitmentMobilizing CommitmentMonitoring ProgressMonitoring Progress

Making Change LastMaking Change Last

4

Six SigmaGreen BeltLeading ChangeLeading Change

Key Principle: A Champion or Champions who sponsors the change

Leadership Change Skills:

Attention

– Time

– Behavior: “Walk the talk”

Enroll Others

– Facilitative Leadership Skills

– Inquiry

– Win/Win

Passion

– Personal involvement

– Is "known for"...

ChangeChange

SkillsSkills

5

Six SigmaGreen BeltTools & TechniquesTools & Techniques

Calendar Check:

Identify 4-5 things you feel strongly about (at home or at work)

Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you

1.

2.

6

Six SigmaGreen BeltCreating a Shared NeedCreating a Shared Need

Key Principle: The reason to change whether driven by threat or opportunity is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance

7

Six SigmaGreen BeltTools & TechniquesTools & Techniques

SWOT Analysis:

Strengths

Weaknesses

Opportunities

Threats

8

Six SigmaGreen BeltShaping a VisionShaping a Vision

Key Principle: The desired outcome of change is clear, legitimate, widely understood and shared

9

Six SigmaGreen BeltTools and TechniquesTools and Techniques

Bull’s Eye Chart

Goal/Mission/VisionGoal/Mission/Vision

MindsetMindset

BehaviorBehavior

Making a Vision Actionable

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Six SigmaGreen BeltMobilizing CommitmentMobilizing Commitment

Key Principle: There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention

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Six SigmaGreen Belt

Innovators Resistors

EarlyAdopters

LateAdopters

Tools and TechniquesTools and Techniques

Key Stakeholders Map

Attitude Charting

% o

fP

op

ula

tio

n

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Six SigmaGreen BeltTools and TechniquesTools and Techniques

Stakeholder Assessment

TPCF Analysis

Names StronglyAgainst

ModeratelyAgainst

Neutral ModeratelySupportive

StronglySupportive

Stakeholder Assessment

13

Six SigmaGreen BeltTools and TechniquesTools and Techniques

Influence Strategy

StakeholderIssues/

ConcernsInfluenceStrategy

Identify“Wins”

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Six SigmaGreen BeltMaking Change LastMaking Change Last

Key Principle: Once change is started, it endures, flourishes and learnings are transferred throughout the organization

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Six SigmaGreen BeltImportant FactorsImportant Factors

Leading Change

Changing Systems& Structures

Reflection/Integration

Ongoing Support/

Commitment

Clear PathForward

Motivation/Energy

Ability ToAdjust

MakingChange

Last

Understanding

ClearContinuous

Communication

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Six SigmaGreen BeltTools and TechniquesTools and Techniques

Change Profile

Change Management Self-Assessment

Profile on Change Processes

0

25

50

75

100

LeadingChange

Creatinga Shared Need

Shapinga Vision

MobilizingCommitment

MakingChange Last

MonitoringProgress

ChangingSystems &Structures

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Six SigmaGreen BeltTools and TechniquesTools and Techniques

Systems and Structures Worksheet

Measure-ment

Reward

Staffing

Develop-ment

Org.Design

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Six SigmaGreen BeltMonitoring ProgressMonitoring Progress

Key Principle: Progress is real; benchmarks set and realized; indicators established to guarantee accountability

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Six SigmaGreen BeltChanging Systems and StructuresChanging Systems and Structures

Key Principle: Making sure that the management practices are used to compliment and reinforce change

Changing Systems & Structures Involves Using/Modifying: Staffing (How we acquire/place talent) Development (How we build competence/capability) Measures (How we track performance) Rewards (How we recognize/reward desired behavior) Communication (How we use information to build and sustain

momentum) Designing Organizations (How we organize to support the change

initiative)

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Six SigmaGreen BeltTools and TechniquesTools and Techniques

Measurement Assessment

Making a VisionActionable

8A3 4 5A 7

Mindset

Actions/Actions/BehaviorBehavior

Mission/VisionMission/Vision

Existing Measures

1.2.3.4.5.6.7.8.9.10.

Which existing measures provide littleor no information about any of the desired behaviors?

1.2.3.4.5.etc.

Which desired behaviors cannot be reliably measured by any existing measure?

1.2.3.4.5.etc.

5BHow could we measure these desired behaviors?

6If you achieve your desired changes, which existing measures will emit false signals indicating that performance is degrading?

1.2.3.4.5.etc.

If an employee carries out each of the desired behaviors, what is likely to be the organization’s reaction?A = Reward or ApprovalB = Punishment or DisapprovalC = No ReactionD = Impossible to Predict

More of:1.2.etc.

Less of:1.2.etc.

Existing Rewards

Financial1.2.3.etc.

Non-financial1.2.3.etc.

8AHow could we reward the desired behaviors not now being rewarded?

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Six SigmaGreen BeltRewarding Performance ExamplesRewarding Performance Examples

Action Choice (1 – 4) a. Coming up with and trying out new, untested ideas b. Exceeding your authority when necessary to get the job done c. Bending the rules when necessary to get the job done d. Violating the chain of command when necessary to get the job done e. Going along with the boss even when (s)he's wrong f. Always going along with the majority view g. Presenting your boss with an unpopular point of view h. Sharing information with other units and departments i. Keeping information from other units and departments j. Achieving your group's goals at the expense of other groups l. Setting very easy goals and then making them m. Maximizing short term bottom line at the expense of long term bottom line n. Spending money in the short -term that will pay off later o. Achieving your volume and budget objectives, but at the expense of product or

service quality