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Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
Maya Townsend, FounderPartnering Resources
Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve its
Change Goals
Learning Objectives
• The one approach that makes a change initiative 10 times more likely to succeed.
• The six methods of creating change in organizations.
• How leaders can use the six methods to help create change.
• How leaders can choose the best fit for their projects or initiatives.
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
3
Pace of Change is Increasing
81% of managers say the pace of change has
increased compared to the pace 5 years ago
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And Along With Change Comes…
60%
65%
69%
50% 55% 60% 65% 70%
More complexity
More uncertainty
More volatility
Data: IBM (2010) “Capitalizing on Complexity.”
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
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Moving Beyond…
Image: Unknown.
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Experiences with Change Leadership
• Think of a change initiative that you admire
• Identify: What happened during the initiative that helped people change? ► What did the leaders do?
► What supports were put in place?
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
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Using 4+ techniques leads to
10 times greater likelihood of successGrenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008
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Ways to Create Change
IndividualIndividual SocialSocial StructuralStructuralIndividual: Increase staff motivation and ability to change
Social: Create social networks and relationships that value and reward change
Structural: Ensure that the environment supports change
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
ABILITY
MOTIVATION
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
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I-M: Link to Mission & Values
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Link to Mission and
Values
For Individual Motivation
Help people link change to the mission and values
Techniques:Public testimonialsStorytellingFuture mapping
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I-A: Overinvest in Skill Building
For Individual Ability
Help people build skill over timeOverinvest in Skill-Building
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:Periodic trainingImmediate feedback WebinarsSimulations
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
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So-M: Use Peer Pressure
For Social Motivation
Create social momentum Use Peer Pressure
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:Engage informal leadersTrain all informal leaders to model the new behaviorsInvolve the “squeaky wheels” earlyReinforce leadership commitment to change
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So-A: Create Social Support
For Social Ability
Make sure support is there when people need it
Create Social Support
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:On-the-job coachingCreate special reinforcement for tough challengesCreate easy ways for people to get help
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
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Stronger Networks & Project Success
• 93% of successful change initiatives were led by people with very strong / strong personal networks
while
• Only 27% of less successful change initiatives were led by people with very strong / strong networks
Very Strong
36%
Strong57%
Successful Projects
Strong27%
Less Successful Projects
Data: NEHRA / Partnering Resources study (2009).
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St-M: Align Reward Systems
For Structural Motivation
Help match motivation to the message
Align Reward Systems
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:Link formal rewards systems to the changeMake clear the consequences of not changingFind informal ways to recognize changeHold people accountable
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
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St-A: Change the Environment
For Structural Ability
Make the environment match the message
Change the Environment
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Techniques:Change the workplace to remove obstaclesProvide software or other enabling toolsShare information and measures
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Current State Inventory
• Use the Action Planning Guide to identify which techniques you’re using today on current project or initiative.
• Find a partner and review techniques.
• Analyze: What might you add? What might you improve?
• Plan: What three steps will you take in order to take action?
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
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Where To Go From Here• Ackerman Anderson, L., Anderson, D., & Marquardt, M. (2003). Development, Transition, or
Transformation? OD Practitioner. • Bridges, W. (2003). Managing Transitions (2nd Ed.). Cambridge, MA: Perseus Books.• Gartner, “Planning and Managing Change in the IT Organization: Case Profile Study.” For
Gartner clients only.Grenny, J., Maxfield, D., & Shimberg, A. (2008). How to Have Influence. MIT Sloan Management Review. Ibarra, H. & Hunter, M. (2007). How Leaders Create and Use Networks. Harvard Business Review.
• Kotter, J. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review. Spreier, S. W. Fontaine, M. H. & Malloy, R. L. (2006). Leadership Run Amok. Harvard Business Review.
• Townsend, M. (2007). Becoming a Change Leader. CIO.Com. Available at http://bit.ly/HIWqh. Townsend, M. (2009). Leveraging Human Networks to Accelerate Learning and Change. Chief Learning Officer. Available at http://bit.ly/L4NRS.
• Townsend, M. (2011). People Problems? Keep Your Human Network Up and Running! Available on http://www.cio.com .
• Vinitsky, M. H. & King, A. S. (2006). Change from the Employees’ Perspective: The Neglected Viewpoint. OD Practitioner.
• Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner.
Becoming a Change Leader (Yes, You!)What You Need to Lead Your Organization to Achieve its Change Goals
What questions do you have?
Becoming a Change Agent (Yes, You!)Healthcare Businesswomen’s AssociationNovember 9, 2012
www.partneringresources.com
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Maya Townsend
• Founder & lead consultant, Partnering Resources
► We help organizations meet complex change and collaboration challenges
• Teaches at Boston University Corporate Education Center
• Prolific author
► Articles: Chief Learning Officer, Talent Management, CIO, Mass High Tech, and others
► Blogs: Future of Work Enabled & Partnering Resources
► Books (co-author / co-editor)
• Strategic HR: Best Practices in Organization Development from the OD Network (11/28/2012)
• NTL Handbook of OD & Change (2nd ed., publication date TBD)
• Likes chocolate a lot