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Mahboob Ali Khan, MHA,CPHQ,Change Management
Presented for Faculty of Psychology4th December 2011, KSA.
CHANGE MANAGEMENT
- Concepts And Tools
“God will not change people’s fate if they do not change it themselves”
(Al-Qur’an, Ar-Ra’d: 11)
4TH DECEMBER ,2011.MAHBOOB ALI KHAN,MHA,CPHQ 2
‘R U MAD’? Are You Ready for
“Making A Difference”?
An Initiative of the Education Foundation
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‘Learning is an experience, everything else is just information.’
(Albert Einstein)
‘The mind is not a vessel to be filled, but a fire to be ignited.’
(Plutarch)
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AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Problems of Change The Best Practice of Change Antam’ Experience
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WHAT IS CHANGE?
”Change is inevitable. In a progressive country change is constant.” (Benjamin Disraeli,1804 - 1881)
”We must become the change we want to see” (Mahatma Gandhi, 1869 - 1948)
” Change the way people think, and things will never be the same” (Steve Biko, 1946 - 1977)
”If we don't change our direction we're likely to end up where we're headed” (Chinese Proverb)
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WHAT IS CHANGE?
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To change is to take different actions than previously. To take different actions than previously means to make different choices. Different choices produce change. The same produce sameness, a reinforcement of the status quo.
Change management is defined as the systematic deployment of change management programs, tools and processes throughout an organization.
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WHAT IS CHANGE?
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The goal of CM : Create competitive advantage or economic
value of an organization Improve the utilization of human capital Ensure vision/projects meet their goals
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THE IMPACT OF ENVIRONMENTAL CHANGES
Change:• Economic
• Politic• Social
• Technological
CustomersSuppliersBusiness partners
Organization
Indirect impacts
Direct impacts
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CHALLENGES FACING BUSINESS
Discontinuities in the business environment
Old New
Confidence and rigidity Insecurity and opennessPermanence and certainty Turbulence and uncertaintyIncremental change Revolutionary changeFacts and theories ValuesLogic IntuitionBoundaries and disciplines Interest, issues and problemsOrganization AdaptationAttitudes FeelingsPersonalities and vested interest Principles & business philosophyQuantity Quality and post – quality Getting ahead Achieving balance and harmonyDrives NeedsProducer centered Customer centeredFocus on activity Focus on outputConflict and rivalry Cooperation and consensus
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Discontinuities in the business environment
Old New
Command and control Two-way communication & sharingBureaucracy hierarchy Horizontal relationshipAbsolutes Solutions relative to contextSimplicity Diversity and relative complexityOne-dimension maximization Multi-dimensional trade – offs Answer QuestionSolutions Temporary accommodationSanction ConsentAuthority EncouragementDepartmentalism and procedures Business processesDiscrete problems Holistic issuesUniformed customers Demanding customersHomogenous customers Diverse customersStandard products and services Tailored products and servicesLocal customers International customers
CHALLENGES FACING BUSINESS
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Discontinuities in the business environment
Old New
Established relationship Integration and fragmentationSales Account managementIndividuals TeamsThe self and the organization The group and the environmentThe ‘here and now’ The consequences and the futureUnsupported Facilitating processes & technology‘Hoarding’ by the few Empowerment of the manySingle discipline Multi – disciplinaryDiversification FocusGeneralization SegmentationKnowledge CompetenceTeaching Learning Specialist teaching institution Integration of learning & workingInitial qualification Continual updatingLifetime practice Functional mobility
CHALLENGES FACING BUSINESS
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CHALLENGES FACING BUSINESS
Discontinuities in the business environment
Old New
Career ladders Succession of projectsStandard employment Various patterns of workCommodity products Search for differentiationLimited competition Open competitionBarriers to entry Diversity of supplyCartels and oligopoly Competition and choiceZero – sum relationship Positive – sum collaborationIndependence and dependence Interdependence & partnership
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Any organization is facing today’s business challenges:
* Severe competition
* Rapid change in technology, communication
and information
WHY WE DO CHANGE?
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To have competitive supremacy, increasing
profits, and maximum control over organization’s destiny it
is essential to innovate, learn quickly and respond quickly
Being aware of the environment and trends outside
the organization and working with those within the
organization who are keen to make change a strategic
approach to required change
BENEFITS OF CHANGE
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AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Problems of Change The Best Practice of Change Antam’ Experience
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TWO SIDES OF CHANGE
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People Oriented Change
Organizational Change
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TWO SIDES OF CHANGE
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People Oriented Change: before changing other people, we have to change our self, first!
Organizational Change: changing the strategy, policy, system and procedures for achieving an high performing organization
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AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Problems of Change The Best Practice of Change Antam’ Experience
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PEOPLE ORIENTED CHANGE
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Changing the mindsets:C Creating hope
C Building beliefsC Shifting paradigms
C Courage to Take Action
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CREATING HOPE
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Creating hopes
Dream..Dream …
Dream …
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Adapted from Ackerman (1997)
Developmental of change• Improvement of existing situation
Time
Perf
orm
ance
• Transitional change Implementation of a known new state Management of the interim transition state over a controlled period of time
Transformational change• Emergence of a new state, unknown until it takes shape, out of the remains of the old state; time period not easily controlled
OLDstate
NEWstate
Transition
Birth
GrowthPlateau
Chaos
Death
Re-emergence
CREATING HOPE
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Creating a New Vision
Vision is a reality that has not yet come to be Vision is not a dream Vision reflects a depth and breadth of
understanding that enables one to detect patterns or trend, and it guide a leader through the present and into the future A vision of the future is more than just a plan or a
goal. It a picture of what we want to be in the future Leader have a responsibility to transform the
vision into reality
CREATING HOPE
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Creating a New Vision
A true vision must provide a clear image of desirable future – one that represents an achievable, challenging, and worthwile long – range target toward which people can direct their energies
CREATING HOPE
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BUILDING BELIEFS
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Yes, I’m sure that I can be happybecause of ….
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Values and Beliefs
Values and beliefs are the critical dimensions in leadership
effectiveness because they serve as the basis for direction and action
A person with vision who cannot articulate beliefs and
values and inspire others is a dreamer, not a leader
BUILDING BELIEFS
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Values and Beliefs
Tom Peters and Waterman describe the seven basic beliefs shared by the excellent organizations they studies:
Belief in being the best Beliefs in the importance of the details of execution Beliefs in the importance of people as individuals Beliefs in superior quality and service Beliefs that most members of the organization should
be innovators Beliefs in the importance of informality to enhance communication Beliefs and recognition of the importance of economic
growth and profits
BUILDING BELIEFS
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Values and Beliefs
Ray Kroc, founder of Mc Donald’s, provide a good example of the leader’s role in promoting and protecting values. The stated values of McD are quality, service, value and cleanliness.
Motorola, the first winner of MBQNA is a organization with a strong belief system. Its stated “seven attributes of a quality system”. The attributes are follows:• Extend leadership and quality commitment form top to
bottom• Communicate to every employee so that each knows
that his or her individual contribution helps• Train every employee and teach them the corporate
language
BUILDING BELIEFS
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BUILDING BELIEFSValues and Beliefs
• Establish challenging goals and very high standards
• Recognize success in achieving quality through incentives and other rewards• Create a participative and cooperative culture throughout the organization and between divisions• Develop a high quality, creative, receptive, and
adaptive work force by developing employees to their fullest potential
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SHIFTING PARADIGMS
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So I have to change all the ways that I have done…..
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OLD PARADIGMS NEW PARADIGMS
THE BUSINESS Ore-Mining ExploitationUp-stream industry
Mining-Based ProcessingDown-stream industry
THE OPERATIONS
Local and Domestic organization (Mind-set) Local standards
Global and International Operations (Mind-set) World-class standards
THE QUALITY Good organization Great Institution
THE PEOPLE People = Costs
People = Human Capital, Strategic Assets and Strategic Partners
LEADERSHIP Managers are promoted
Leadership is earned. You do not need a title to be a leader.
Transactional Leaders Transformational Leaders
Effective Managers should be nice and kind.
Effective Leaders deliver results.
LEADERSHIP DEVELOPMENT
Survival of the fittest (By Nature)
Development of the fittest (By Nature + Nurture)
SHIFTING PARADIGMS
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OLD PARADIGMS NEW PARADIGMS
THE CULTURE Strategy and Culture are independent and standing alone
Culture can drive or drag Strategy
Build Any Culture Build High Performance Business Culture
DEVELOPMENT Training Learning
Class Training – Training is one way & knowledge transfer.
Learning can be any where and by any means. The role of Interventions are key.
Training = Costs (Key word: REDUCE!)
Development = Investment (Key word: MEASURE THE RETURNS!)
COST Efficiency Effectiveness (Cost Conscious-ness is still important)
Bureaucratic Operations
Speedy + Agile Operations
SHIFTING PARADIGMS
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OLD PARADIGMS NEW PARADIGMS
EMPLOYMENT
Attracting mediocre people
Employee of Choice – Ability to attract the best talent
The dullest = the brightest
Employer of Choice – Ability to retain the best people
Life-time employment
Life-time employability
KNOWLEDGE Knowledge = Certification
Knowledge is the ability to act
BUSINESS Business is dirty, the ends justify the means.
Business with ethics. Business is noble. To improve the quality of life of mankind.
Business is complex. You need sophisticated solutions to play.
Business is simple. The business principle uses common sense.
H.C Staffs Administrators Performance Consultant
SHIFTING PARADIGMS
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• Leader must possess the discipline, determination, and courage necessary to get the job done. “A unique feature of the human brain is its ability to form mental images of the future and to translate these images into reality though leadership and action”.
• Leaders must possess more than vision and values. They must discipline, energy, determination, zeal, and courage to carry them through the difficult periods and more important, to keep them moving forward during thee good times as well.
COURAGE TO TAKE ACTION
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Turning Point
“The road stop here, what got you here, won’t get you there”
GoodGre
at
First Curve
Second Curve
COURAGE TO TAKE ACTION
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2003 2008 (20XX)(2012) 20112003
Long-Term Plan
Strategic Scenario
HistoryOld ParadigmsIndustrial EconomyContinuous Improvement
Future VisionNew ParadigmsKnowledge EconomyInnovation and Breakthrough
ExtrapolationProjection
Interpolation
Strategic Scenario - A Transformation Approach
GAP
BAU
THE ROAD STOPS HERE
STRATEGIC INITIATIVES
STRATEGIC TARGETS
COURAGE TO TAKE ACTION
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COURAGE TO TAKE ACTION
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Capacity for change (resources)
• Capacity here means resources and these are staff time and,
where appropriate, money. To implement change you need to identify the resources that will be required before you proceed and make sure these are provided. Often, the cost benefits from implementing energy efficiency measures and waste minimisation programmes can provide the financial resources for an ongoing programme of improvement
• It is usually the organisation’s own employees that have the
information, intuition, ideas and instincts necessary for implementing change effectively. When given the capability and the opportunity to participate in improvement programmes, it is employees who often can find the greatest cost savings and efficiency improvements
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COURAGE TO TAKE ACTION
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“We are what we repeatedly do. Excellence then, is not an act, but a habit” – Aristotle
“Energy is equal to desire and purpose” - Sheryl Adams
Having got the other three factors in place (pressure, a clear
shared vision and capacity) you now have to implement the planned change.
Keeping up momentum is what matters here and implementing the PLAN – DO - CHECK – ACT management methodology is essential to maintaining the effectiveness and appropriateness of the change. Good monitoring and analysis of the resulting data is essential. > Make sure you continue to keep employees informed of progress
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AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Problems of Change The Best Practice of Change Antam’ Experience
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ORGANIZATIONAL CHANGE:Change Management Orientation
* Theory E Theory E has as its purpose the creation of economic value, often expressed as shareholder value. Its focus on formal structure and systems. It is driven from the top down with extensive help from consultants and financial incentives. Change is planned and programmatic
* Theory O Theory O has as its purpose the development of the organization’s human capability to implement strategy and to learn from actions taken about the effectiveness of a changes made. Its focus is on the development of a high – commitment culture. Its means consist of high involvement, and consultants and incentives are relied on far less to drive change. Change is emergent, less planned and programmatic
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Theories E and O of Change
Purpose & Means Theory E Theory O
Purpose Maximize economic value Develop organizationalcapabilities
Leadership Top – down Participative
Focus Structure & systems Culture
Planning Programmatic Emergent
Motivation Incentives lead Incentive lag
Consultants Large/knowledge – Small/process driven driven
ORGANIZATIONAL CHANGE:Change Management Orientation
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DimensionsOf Change
Theory E Theory O Theory E and O Combined
Goals Maximize shareholdervalue
Develop organizationalcapabilities
Explicitly embrace the paradoxbetween economic value andorganizational capabilities
LeadershipManage change from the top down
Encourage participationfrom the bottom up
Set direction from the topand engage the people below
Focus Emphasize structureand systems
Build up corporate culture, employees’ behavior and attitudes
Focus simultaneously on the hard (structures and systems) and the soft (corporate culture)
Process Plan and establish programs
Experiment and evolve Plan for spontaneity
Reward System Motivate through financial incentives
Motivate through commitment – use payas fair exchange
Use incentives to reinforcechange but not to drive it
Use ofConsultants
Consultants analyzeproblems and shape solutions
Consultants support management in shapingtheir own solutions
Consultants are expert resources who empoweremployees
ORGANIZATIONAL CHANGE:Change Management Orientation
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• Incremental Change Strategy – taking necessary changes in sequential order
• Fundamental Change Strategy – the whole organization and its relationship will simultaneously change
TWO STRATEGIES OF CHANGE
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MANAGEMENTCHANGE
Generate energy, allocate resources, shift paradigms, develop transformation team, develop transformational leaders at all levels
STRATEGYCHANGE
Product portofolios, market repositioning, value proposition, competitive advantages, the winning formula, business success model (KPI, strategic initiative)
STRUCTURALCHANGE
Realignment and rebuilding of policies, management systems, organization structures, business processes, enabling technology
CULTURALCHANGE
Cultural assessment, value definition, a set of behaviors, socialization, internalization, externalization (Moments of Truth), reassessment
Fundamental Change
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CULTUREBusiness Acumen
A Culture of Excellence
THE STRATEGY MODELThe Strategy Model for Fundamental Change
PEOPLE
HUMAN CAPITAL
STRATEGY
EXECUTION
RESULTS
KPI & Goals Strategic Initiatives
Management Disciplines Reward/Incentives
LEADERSHIPResults-Based
Transformational
CHANGEFundamental, Strategic and Comprehensive
First WHO then WHAT
STRUCTURE & SYSTEMSAccountabilityRelationship
THE SOCIAL CAPITAL
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BUSINESSTRANSFORMATION
TECHNOLOGY CHANGE
PROCESS CHANGE
PEOPLECHANGE
Source : AGILE Change
Results
1. Anticipate Change2. Generate Confidence3. Initiate action4. Liberate thinking5. Evaluate results
1. Phase One: FOCUSED Communicate
Vision, Strategy and
commitment2. Phase two: Fast Target3. Phase three : Build on going capability
The Business Transformation Implementation of Change Model (Simplified Framework)
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AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Problems of Change The Best Practice of Change Antam’ Experience
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Before change After change
DesiredCondition
CurrentCondition
Restraining
forces
Drivingforces
RF
DF
RF
DF
Lewin’s Force Field Analysis Model
Restraining and Driving Forces
MANAGING RESISTANCE TO CHANGE
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Level of Acceptance
MANAGING RESISTANCE TO CHANGE
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SUCCESS FACTORS FOR CHANGE USING ADKAR
Awareness Desire KnowledgeAbilityReinforcement
Business Need
Concept and Design
Implementation
Post-implementatio
n
Ph
ases o
f a
ch
an
ge p
roje
ct
Phases of a change for employees
SuccessfulChange
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FACTORS INFLUENCING THE SUCCESS FOR CHANGE
Awareness ofthe need for
Change
How a personperceivesproblems
Credibility ofthe sender
Circulation ofmisinformation
or rumors
Contextstability
of the reasonsfor change
A person’sview of the
current state
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Desire tosupport and
participate in the change
Nature of thechange and
WIIFM
Organizationalcontext
and history
Personalsituation
Intrinsicmotivator
Desire
FACTORS INFLUENCING THE SUCCESS FOR CHANGE
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Knowledgeof how tochange
A person’scurrent
knowledgebase
Capability ofthe person
to learn
Resourcesavailable to
provideeducation
and training
Access to or existence of
requiredknowledge
Knowledge
FACTORS INFLUENCING THE SUCCESS FOR CHANGE
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Ability toimplement new
skills andbehaviors
Psychologicalblocks
Physicalabilities
Intelectualcapability
Time availableto develop
needed skills
Availability ofresources tosupport skilldevelopment
Ability
FACTORS INFLUENCING THE SUCCESS FOR CHANGE
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Reinforcementsto sustain
the change
Degree to which
reinforcementis
meaningful
Association ofreinforcement
withaccomplishment
Absence of negative
consequences
Accountabilitysystems
to reinforcethe change
Reinforcement
FACTORS INFLUENCING THE SUCCESS FOR CHANGE
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AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Problems of Change The Best Practice of Change Antam’ Experience
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TOOLS FOR CHANGE
Ø Analysis “Force Field”Ø Planning and Strategy ”Strategic
Triangle”Ø Implementation ”8 Steps”Ø Supporting implementation ”Cycle
of Change” ”Storytelling”
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UNDERSTANDING THE PRESENTFORCE FIELD ANALYSIS
Desired state
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DRIVINGFORCES
RESTRAININGFORCES
CURRENT STATE
Kurt Lewin
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The Strategic Triangle
OperationalCapacity:Ability to
deliver results
Legitimacy and Support:
Comes fromauthorizing
environment
Creating Public Value, Mark H. Moore
• Mission
• Goals
• Objectives
• Value
PLANNING & STRATEGY
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CREATING PUBLIC VALUE
In developing a change strategy, a leader must bring three elements into coherent alignment: • The change strategy must be substantively valuable in the sense that the organization or the program produces things of value to overseers, clients, and beneficiaries at low cost in terms of money and authority.
Creating Public Value, Mark H. Moore
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CREATING PUBLIC VALUE
• It must be legitimate and politically sustainable. The organization or program must be able to continually attract both authority and money from the political authorizing environment to which it is ultimately accountable
Creating Public Value, Mark H. Moore
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CREATING PUBLIC VALUE
• It must be operationally and administratively feasible in that the authorized, valuable activities can actually be
accomplished by the existing organization with help from others who can be induced to contribute to the organization’s or program’s goal.
Creating Public Value, Mark H. Moore
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IMPLEMENTATION:8 STEPS FOR SUCCESSFUL CHANGE
“People will not make sacrifices, even if they are unhappy with the status quo, unless they think the potential benefits of change are attractive and unless they really believe that a transformation is possible.”
The Heart of Change (John P. Kotter and Dan S. Cohen)
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IMPLEMENTATION:8 STEPS FOR SUCCESSFUL CHANGE
� Increase urgency� Build the guiding team� Get the vision right� Communicate for buy-in*� Empower action� Create short – term wins� Don’t let up� Make change stick
* “70% of people’s problems need no other solution than understanding”
“Resolving conflict”, McConnon
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CHANGE EQUATION
If A + B + D > Z, then C
C = Change
A = Dissatisfaction with the status quo
B = Knowledge about first practical steps
D = Shared vision of the future
Z = Costs of change (economic, psychological)
Adapted from Richard Beckhard’s Change Equation C= f (A+ B + D) > Z
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SUPPORTING IMPLEMENTATION:CYCLE OF CHANGE
Daryl R. Conner
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Explain complex idea to spark action
Image
Transmit values
Further team work
Tame the grapevine Share
information and
knowledge
Lead people into the future
“Squirrel Inc.” Stephen Denning
SUPPORTING IMPLEMENTATION:STORYTELLING 7 POSSIBILITIES
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SUMMARY Important to factor in the change
process Techniques to work with change: - Force Field Analysis, - Strategic Triangle, - 8 Steps model, Change Equation - Cycle of Change, Storytelling
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AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Problems of Change The Best Practice of Change Antam’ Experience
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If change without direction business as
usual Change for better and the
importance of change is adapting to new era and survival
MISCONCEPTION ABOUT CHANGE
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For most organizations, the problems with managing change derive from two key areas:
Too many unnecessary changes caused by cross - functional misunderstandings; And too many well-intentioned changes made in later stages without adequate consideration of their negative impact
MISCONCEPTION ABOUT CHANGE
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These four factors for failure then lead to the “treadmilleffect”:
• No time for reflection, planning and learning• No improvement in design and implementation • Increasing need to do something• Increasing failure and unplanned consequences• Go back to 1. and repeat
THE FOUR FACTORS FOR FAILURE
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“The main dangers in this life are the people who want to change everything or nothing” - Lady Nancy Astor
Before looking at the four factors for success, recognising the four factors for failure in managing change can help identify problems more rapidly, and can show where initial action should be concentrated:
• Lack of consistent leadership• De-motivated staff kept in the dark• Lack of capacity: budget cuts, no spend-to-
save policy, short-term approach to investment, stressed out staff working hard just to stand still • Lack of initiative to “do something different”
WORST PRACTICE IN MANAGING CHANGE
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LESSONS LEARNED
Change process goes through a series of phases that, in total require a considerable length of time
Skipping steps creates only an illusion of speed and never produces a satisfying result
Critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard won gains
Even very capable people often make at least one big error
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8 COMMON ERRORS
Not Establishing a Great Enough Sense of Urgency Not Creating a Powerful Enough Guiding Coalition Lacking a Vision Undercommunicating the Vision by a Factor of Ten Not removing obstacles to the New Vision Not Systematically planning for and Creating
Short-Term Wins Declaring Victory Too Soon Not Anchoring Changes in the Corporation’s
Culture
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ERROR #1: NOT ESTABLISHING A GREAT ENOUGH SENSE OF
URGENCY
Transformation requires the aggressive cooperation of many individuals
Change by definition always demand leadership The message that the status quo is more
dangerous than launching into the unknown must be given
ERROR #2: NOT CREATING A POWERFUL ENOUGH GUIDING
COALITION
Successful transformation requires a minimum “critical” mass
Guiding coalition members must include those that operate outside of the normal hierarchy
Teamwork is essential
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ERROR #3: LACKING A VISION
In failed transformations, you often find plenty of plans and programmes, but no vision
A vision says something that clarifies the direction in which an organization needs to move
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ERROR #4: UNDERCOMMUNICATING THE VISION BY A FACTOR OF TEN
In more successful transformation efforts, executives use all existing communication channels to broadcast the vision
Communication comes in both words and deeds Nothing undermines change more than behaviour by
important individuals that is inconsistent with their words
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ERROR #5: NOT REMOVING OBSTACLES TO THE NEW VISION
Too often,an employee understands the new vision and wants to make it happen. But something appears to be blocking the path,
Organization structures, systems and procedures can seriously undermine transformation efforts.
The worst of all are bosses who refuse to change and make demands that are inconsistent with the overall effort.
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ERROR #6: NOT SYSTEMATICALLY PLANNING FOR AND CREATING SHORT-
TERM WINS
Without Short-Term wins, too many people give up or actively join the ranks of those who have been resisting change
Short-Term wins help keep the urgency level up and force detailed analytical thinking that can clarify or revise visions
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ERROR #7: DECLARING VICTORY TOO SOON
While celebrating a win is fine, declaring the war won can be catastrophic.
Changes must sink deeply into an organizational culture.
New approaches are fragile and subject to regression.
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ERROR #8: NOT ANCHORING CHANGES IN THE CORPORATION’S
CULTURE
Change sticks when it becomes “the way we do things around here.”
There must be a conscious attempt to show people how the new approaches, behaviours, and attitudes have helped improve performance.
Take sufficient time to make sure that the next generation of top management really does personify the new approach.
AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Problems of Change The Best Practice of Change Antam’ Experience
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Pressure for change
Clear shared vision
Capacity (resources)
Action (and performance)
3Policy and action plan in
place Regular reviews
Active commitment from top management
3High level of awareness and
support at all levelsStaff highly motivated
3Resources (staff and
funding) routinely committedCost savings re-invested for
further improvements
3Action being taken and
embedded throughout the organisation
Monitoring and reporting of progress
2Policy agreed and
communicated to all staff
2Representatives from all
levels of management chain involved in planning process
and drawing up action plan(s)
All staff given opportunity to make an input
2Key staff working on plans
and projects.Staffing and funding needs
identified and resources becoming available
2Wider engagement across
the organisation‘Low-cost’ and more ‘no-
cost’ measures implemented
1Board level “champion”
appointedDrafting of policy
1Key and supportive staff identified for assisting in
drafting policy, taking action, and driving the process
1“Champion” appointed at
middle management level (to support the Board’s
“Champion”).Training & development
needs assessment
1Commencement of action at
some levels of the organisation.
Some ‘no-cost’ measures implemented
0No explicit policy
‘Business as usual’, no forward planning
Lack of consistent leadership & responsibility
(buck-passing)
0De-motivated staff kept in
the dark
No communication.General mistrust
0No investment. High stress levels in over-worked and
under-valued staffNo training & development
0Zero action
(or limited to crisis management)
THE FOUR FACTORS FOR SUCCESS
85
ELEMENTS OF CHANGE MANAGEMENT
Vision
Vision
Vision
Vision
Vision
Skills
Skills
Skills
Skills
Skills
Incentives
Incentives
Incentives
Incentives
Incentives
Resources
Resources
Resources
Resources
Resources
Action Plan
Action Plan
Action Plan
Action Plan
Action Plan
Change
Confusion
Nervousness
Gradual Change
Frustration
False Starts
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# 1: DEVELOP A COMPELLING VISION
How Things Will Be Better With the Change
More Than Sloganeering Leaders and Change Agents Need Their
Own Individual Visions and Need to Know How That Fits Into the Organization’s Vision
People Need to See How They Fit Into That Vision
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THE LAW OF 23BEST PRACTICES/LESSONS
LEARNED
87
# 2: CHANGE IS A JOURNEY,NOT A BLUEPRINT
Develop Detailed, Multi-dimensional Plans Change Description Business Objectives Human Objectives Key Role Map Vision Detailed Activities, Resources, Timelines Measurements
Recognize That This Is a Journey Will Need to Adapt Plan As Needs Change
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WARNING: NEED TO BALANCE “PREPARING FOR” AND “IMPLEMENTING”
There Is a Need to Develop a Comprehensive Plan for the Change
There Is a Need to Get the Organization Ready for the Change
But If It Takes Too Long, People Lose Interest and Motivation
So, Plan for Short Projects That Will Engage the People
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# 3: UNDERSTAND ANDOWN THE PAST
The Past Bounds Future Success Identify Critical Success Factors From
Previous Successful Changes in the Organization Surveys Interviews Lessons Learned Sessions
Acknowledge Past Failures Explicitly Plan on Countermeasures
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# 4: BUILD A STRONG, COMMITTED MANAGEMENT COALITION
At All Levels Within the Organization Teach Them Their Job
Establish a Clear Vision Articulate That Vision Communicate With the Affected Groups Focus Energies on Their Direct Reports Monitor Progress Eliminate Obstacles Recognize and Reward Short-term Wins Stick With It for the Long Haul
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# 5: IDENTIFY ALL THE PEOPLE WHO ARE AFFECTED OR WHO NEED TO BE INVOLVED
Create a Key Role Map of the Formal Organization Sponsors (at All Levels) Change Agents Targets
Augment With Identification of Informal Organization Key People (Understand Why They Have This Influence) Opinion Shapers Gate Keepers Idea Champions
Develop an Understanding of Their Level of Influence Level of Commitment to the Change
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# 6: ANALYZE THEIR READINESS FOR CHANGE
Assess the Organization on Their Readiness for This Particular Change Surveys One-on-One Discussions
Understand Where People Are Early Adopters Late Adopters Laggards
Are There Outside Organizations That Are Influencers?
Understand Their Frames of Reference and Develop Communication Strategies
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# 7: START WHERE PEOPLE ARE MOST RECEPTIVE
Avoid the Dedicated Resistors, Focus on Early Adopters (About 20% of the Population)
Helps to Get Some Early Wins
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# 9: PEOPLE DON’T RESIST THEIR OWN IDEAS
Get People Involved Early in the Planning Even If They Can’t Plan “What”, They Can Plan
“How” They Are Changed by the Act of Participating in
Planning the Change Surfaces Resistance Early and Can
Potentially Manage It
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# 10: MANAGE THE DRIVING FORCES AS WELL AS THE RESTRAINING FORCES
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# 11: ESTABLISH A GOOD REASON TO CHANGE
Substitute One Fear for Another Make the Anxiety Associated With Not
Changing Greater Than the Anxiety of Changing
Intentionally Create Disorder Remove the Mechanisms That Allow People
to Stay the Same
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# 12: SAY IT ONCE, SAY IT TWICE, AND SAY IT AGAIN
Keep It Simple – No Jargon Use Language of the People Use Storytelling Use Different Mediums
Memos Group Meetings Stories in Newsletters One-on-one Meetings (Have Different Levels of Impact)
Change Style of Communication Depending Upon Where You Are in the Change Who You Are Communicating With
Walk the Talk, Be Honest
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# 13: BUT MONITOR THE COMMUNICATIONS
Sample
Memo From Director General to Manager:Today at 11 O'clock There Will Be a Total Eclipse of the Sun. This Is When the Sun Disappears Behind the Moon for Two Minutes. As This Is Something That Cannot Be Seen Every Day, Time Will Be Allowed for Employees to View the Eclipse in the Car Park. People Should Meet in the Car Parking Area at Ten to Eleven, When I Will Deliver a Short Speech Introducing the Eclipse, and Giving Some Background Information. Safety Goggles Will Be Made Available at a Small Cost.
Memo From Manager to Department Head: Today at Ten to Eleven, All Staff Should Meet in the Car Parking Area. This Will Be Followed by a Total Eclipse of the Sun, Which Will Disappear for Two Minutes. For a Moderate Cost, This Will Be Made Safe With Goggles. The Director General Will Deliver a Short Speech Beforehand to Give Us All Some Background Information. This Is Not Something That Can Be Seen Every Day.
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# 14: ENCOURAGE THE HEART
In Terms That Have Meaning to Individuals and Teams Ask Them What a Reward Would Look Like to
Them Highly Visible Reward Throughout the Change, Not Just at the
End
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# 15: SHOW RESULTS – EARLY AND OFTEN
Plan for Goals (Long and Near Term) That Are Measurable, Tangible and Clear Explicitly Tied to Vision
Not a Count of Activities # Of People Trained in CM Projects/programs # Of Procedures Written
Performance Results That Matter to Customers, Employees or Shareholders Reduction in Delivered Defects Reduction in Cycle Time Reduced Escaped Defects Resulting in
Reduced Rework
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# 16: PREPARE FOR “IMPLEMENTATION DIP”
Things Often Get Worse Before They Get Better Increase the Communication
Change the Medium and Words Focus on What Is Ahead Provide As Much Information As Possible
Allow Resistance to Surface and Manage It
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# 17: VALIDATE THE FEELINGS OF PEOPLE
Resistance Can Be at Systemic or Behavioral Level Systemic – Lack of Appropriate Knowledge,
Information, Skills and Managerial Capacity (Cognitive)
Behavioral – Reactions, Perceptions and Assumptions (Emotional)
Acknowledge the Pain of Changing
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Letting Go of Familiar Past (Perhaps a Romanticized View)
Confronting Feelings About an Uncertain Future
Dealing With Loss of Face Redesigning a Focus on New Realities Working on These in Public, Facilitated
Forums Allows People to Constructively Express Their Anxiety and Anger and Helps to Reduce Passive-Aggressive Inertia and Sabotage
# 18: DEAL WITH THE FOUR “F’S OF LOSS AND CHANGE”
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# 19: DON’T RESIST RESISTANCE
Resistance Is Inevitable A Natural Function of Change Manageable
Resistance Is Not Necessarily Logical A Sign of Disloyalty To Be Taken Personally A Sign That the Change Project Is Out of
Control
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# 20: FACILITATE, RATHER THAN JUST TRAIN
Train Managers As Facilitators for the Change Helps Them to Demonstrate Active
Commitment to the Change Can Immediately Reinforce the Training on
the Job Trainers Are Generally Not Held Accountable
for Achieving Results Development and Delivery Are Much Less
Important Than Group Dynamics and the Perception That Leadership Is Interested
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# 21: USE A VARIETY OF MEDIUMS TO BUILD COMPETENCY IN THE CHANGE
Study Groups “On-the-Dash” Coaching Web-based Classroom Training
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# 22: RECOGNIZE EVERY PERSON IS A CHANGE AGENT
Educate Leaders of the Change As Well As the Targets of Their Roles in the Change To Be Open to Change To Anticipate Change, Not Just React to It To Accept That Change Causes Stress and to
Developing Coping Mechanisms
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# 23: CHANGE AGENTS MUST BE ABLE TO WORK WITH POLAR OPPOSITES
Simultaneously Pushing for Change While Allowing Self-learning to Unfold
Being Prepared for a Journey of Uncertainty Seeing Problems As Sources of Creative Resolution Having a Vision, but Not Being Blinded by It Valuing the Individual and the Group Incorporating Centralizing and Decentralizing
Forces Being Internally Cohesive, but Externally Oriented Valuing Personal Change Agency As the Route to
System Change
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FINAL THOUGHTS
“The Ultimate Measure of a Man Is Not Where He Stands in Moments of Comfort,
but Where He Stands at Times of Challenge and Controversy”
(Martin Luther King, Jr.)
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AGENDA
What is Change? Two Sides of Change People Oriented Change Organizational Change Managing Resistance to Change Tools for Change The Best Practice of Change Antam’ Experience
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THIS IS THE END….. OF THE BEGINNING?
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Questions and comments, please…
Thank You, and Good Luck…..
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