Change Management: From the Inside Out

1

Change Management:From the Inside Out

Dr. Gregory L. Ferris

Ferris Consulting Group

Session VI: Change Management2

Quote

“Now for you and me it may not be

that hard to reach our dreams,but that magic feeling never seems to last.

And while the future’s there for anyone to change,

still you know it seemsit would be easier to change the past.”

3

Topics Covered

1. Awareness and understanding of change management,2. Awareness of change management models,3. How to implement an organizational change model,4. Practical application of a selected change model - ADKAR,5. Interactive applications of change simulations throughout the

session,6. Understanding resistance to change,7. Using employee engagement as a tool for change, 8. Change management case studies of selected State Highway

Departments.

Session VI: Change Management

4

The Seven Dynamics of Change

1. People feel awkward, ill at ease and self conscious.

2. People think about what they have to give up.

3. People feel alone even if everyone else is going through the change.

4. People can handle only so much change.

5. People are at different levels of readiness.

6. People will be concerned that they do not have enough resources. (time, skills, etc.)

7. If not supported and encouraged to change, people will revert to old behavior.


5

Session Expectation: What You Must Do! Be actively engaged in the session. Ask questions of each other. Offer wisdom. Be courteous to each other. Think about things you don’t think about. Challenge the presenter – you just might

know more about change than he does. Have fun.


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What Is Happening Here?



From the Inside Out

Like a man who has worn eyeglasses so long

that he forgets he has them on, we forget that the

world looks to us the way it does because we have

become use to seeing it that way through a

particular set of lenses.

Kenich Ohmae

What Is Happening Here?



A CHALLENGE

Please Write a One Sentence Please Write a One Sentence Definition of Definition of

CHANGECHANGE


Understanding Different Responses To the Change Curve

On a scale of 1-10 (10 being the most) How many changes have you initiated in the past two years? (e.g. taking a new job, getting married, learning a new skill, etc.) How many changes have you had to adapt too in the past two years (e.g. job/role, new boss, new role and responsibilities, etc.)

Write the number on two Post-It notes and cluster the change Post-It notes under two groups:

a. Changes that you initiated b. Changes you had to adapt too


Defining Change Management The concept of change management describes a structured

approach to transitions in individuals, teams, organizations and societies that moves the target from a current state to a desired state.

The task of managing change; an area of professional practice; a body of knowledge; a control mechanism.

Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level with at least three different aspects, including: adapting to change, controlling change, and effecting change.

Sense of Direction, Sense of Discovery and a Sense of Destiny.


The 21st Century Operations-Oriented State DOT **

RealityIncreased

recognition of relevance of

SO&M

Causes• Delay• Unreliability• Safety risk• Insecurity• Inconvenience

“More”• Proactive• Aggressive• Integrated• Traffic-responsive• Cooperative• Automated• Communicated

Evolution of a Service Agency Culture

• Relate customer service to SO&M• SO&M Leverage Understood• Operations as a Core Program• Organization with Accountability• Planning Restructured for SO&M• Sustainable Resource Support• Agency Leadership Role Accepted• Performance Reporting Institutionalized

Vision of Potential Customer Service• Reduce Delay & Increase Predictability • Reduction in Crashes• Premium Options• Informed Travel Decisions• Improved Accountability

Existing Tools &Concepts• Manage & Operate• Provide Premium Options• Disseminate Information• Incorporate Customer • Feedback

Customer Focus• Delay & Unreliability• Safety & Security• Lack of Options• Little Information

WHY(Driving Forces)

WHAT(Strategies)

VISION(Outcomes)

HOW(Intense applications)

** Steve Lockwood, 2005

• Culture• Understanding

• Formal Program• Planning

• Organizational Structure• Coordinate Roles

Institutional Framework


Some Current Applications in State Highway Departments

Florida DOT - Florida’s Turnpike Enterprise – Culture Shift to High Participation-High Performance - Customer Orientation

Kansas DOT – Cultural Due Diligence, Team-Based, Strategic Planning, Moving toward Operations Orientation

Missouri DOT – Performance Management System – Customer Feedback and Operation’s Focus

Virginia DOT – SOPP – Customer Focus, Governor’s Initiative

Maryland DOT – Change Ready – Focus On Preparation For Operation Orientation

The Positive Change Cycle



The Four Stages of Change Learning

1. Unconscious - Incompetence

- “we don’t know that we don’t know

2. Conscious - Incompetence

- “we know that we don’t know”

3. Conscious – Competence

- “we work at what we don’t know”

4. Unconscious – Competent

- “we don’t have to think about knowing it”

Quote

“It is only when people begin to shake loose from their preconceptions, from the ideas that have dominated them, that we begin to receive a sense of opening, a sense of vision.”

— Barbara Ward —


Models of and Approaches To Organizational Change (1)


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Kurt Lewin’s Three-Step Model (1951):

Unfreeze

Move

Refreeze

• Examine status quo• Increase driving forces for change• Decrease resisting forces against change • Take action

• Make changes• Involve people

• Make change permanent• Establish new way of things• Reward desired outcomes

1. Communicating the gap between current state and the end state to key players in the change process2. Working to minimize the resisting forces3. Working to maximize or make the most of driving forces4. Agreeing to a change plan and a timeline for achieving the end state



Bullock and Batten, Planned Change (1985)Exploration – verifying the need to change and seeking expertisePlanning – key decision makers and SME – diagnosis completed Action – actions are completed according to plan with feedback mechanismsIntegration – aligning the change with other areas


Session VI: Change Management 19

1. Sense of urgency People start telling each other, “lets go, we need to change things.”

2. Build the guiding team A group powerful enough to guide a big change is formed and they start to work together well.

3. Get the vision right

4. Communicate to gain support and commitment

5. Enabling actions

6. Create short-term wins

7. Don’t let up

8. Make change stick

The guiding team develops the right vision and strategy for the change effort.

People begin to buy into the change, and this shows in their behavior.

More people feel able to act, and do act, on the vision.

Momentum builds as people try to fulfill the vision, while fewer and fewer resist change.

People make wave after wave of changes until the vision is fulfilled.

New and winning behavior continues despite the pull of tradition, turnover of change leaders, etc.

Kotter, Eight Step Model (1995):



ADKAR Model (2005):

The ADKAR Model

A Awareness of the need for changeD Desire to support and participate in the changeK Knowledge of how to changeA Ability to implement required skills and behaviorsR Reinforcement to sustain the change


Types of Change

PresentState

TransitionTransitionStateState

DesiredState

Developmental Change

Transitional Change

Transformation Change

Birth

Growth

Success Plateau

Chaos

Death – Mindset (Forced to Shift)

Re-EmergenceThrough Visioning

and Learning


Change Management Process Phase 1 – Preparing for Change

Define your change management strategy

Prepare your change management team

Develop your sponsorship

Phase 2 – Managing Change

Develop change management plans

Take action and implement plans

Phase 3 – Reinforcing Change

Collect and analyze feedback

Diagnose gaps and manage resistance

Implement corrective actions and celebrate successes

Quote

“If you must begin, then go all the way, because if you begin and quit, the unfinished business you have left behind will haunt you all the time.”

— Trungpa Rinpoche —


ADKAR


ADKAR

Rei

nfor

cem

ent A

wareness

Des

ire

Knowledge

Ability

ChangeChange

Factors Influencing AWARENESS of the Need for Change


5.Contestability of the reasons

for change

4. Circulation of

misinformation or rumors

3.Credibility

of the sender

2.How a person

perceives problems

1. A person’s view of the

current state

Awareness Awareness of the need of the need for changefor change

Factors Influencing AWARENESS of the Need for Change


Factor 1: If its not broke, don’t fix it We have been doing it this way for a long time What is wrong with the way we are doing it? I told you that changes were needed a long time ago It’s about time someone listen to me

Factor 2: A person’s cognitive style and how they internalize (adaptive – internal threats and innovative – external threats

Factor 3: Level of trust and respect for the sender

Factor 4: The presence or absences of distorted or incorrect information in background conversations

Factor 5 : Challenging the internal or external pressures of the planned change

5.Contestability of the reasons

for change

4. Circulation of


3.Credibility

of the sender

2.How a person

perceives problems

1. A person’s view of the

current state

Awareness Awareness of the need of the need for changefor change

Awareness Participant Activity

Briefly describe a change in behavior you would like to facilitate with a friend, family, work associate or at work that is not working.

Awareness: List the reasons you believe the change is necessary. Review these reasons and rate the degree to which you think the area above is aware of the reasons or need to change.

Reasons:

Score: (Circle) Lowest 1 2 3 4 5 Highest


Factors Influencing DESIRE for Change

Factor 1: What the change is and how will impact them (WIIFM)

Factor 2: How the organization is perceived and the surrounding that are undergoing change

Factor 3: Their work and home environment.

Factor 4: What motivates us as people, including our expectation that we could be successful


4. Circulation of


3.Intrinsic

motivators

2.Organizational

contest &history

1. Nature of the

change

Desire to Desire to support & support & participate participate

in thein thechangechange

Desire Participant Activity

List the factors or consequences (good and bad) for this person/work that create a desire to change. Consider motivating factors, including the person’s/work conviction in these factors and the associated consequences.

Factors:



Factors Influencing KNOWLEDGE On How To Change

Factor 1: What the person knows or if a gap exist

Factor 2: The capacity to learn

Factor 3: Resources available to support the need to learn

Factor 4: Having access to the information needed to perform


4. Access to or existence of

required knowledge

3.Resourcesavailable to

provide education & training

2.Capability

of the person to learn

1A person’s

current knowledge

base

KnowledgeKnowledgeof how to of how to

changechange

The Change Factor Model


The Entrenched

Clinging to Narrow

Learnings

40-60%

The Learner

Engaging and Growing

10-15%

The BS’er

“Makes It Up”High Drive but Low Substance

10-15%

LOW Comfort with ChangeLearning Readiness HIGH

HIGH

Ab

ility

to

Lea

rnC

apac

ity

for

Ch

ang

e

The Overwhelmed

Withdrawing and Avoiding

10-15%

The Overwhelmed: Withdrawing and Avoiding

Avoids confronting the real issues. Retreats into old patterns that are perceived

as safe. Waits for things to return to normal. Engages in passive-aggressive behavior. Avoids thinking about or planning for the

future.


The Entrenched: Clinging To Narrow Learnings

Blames and complains. Acknowledges the need for change but

resists changing. Works harder than ever at previously

successful behaviors. Tries to ride it out until things return to

normal.


The BS’er: “Makes It Up” High Drive but Low Substance

Jockeys for positions of influence. Presses for quick solutions and decisive

action. May initially come across as a beacon in the

darkness; but ultimately becomes transparent.

Often fools supervisors but eventually identified.


The Learner: Engaging and Growing

Finds silver linings behind the dark clouds. Finds humor in difficult situations and uses

as a tool. Are very aware of strengths and weaknesses Expands the boundaries of their personal

comfort zone.


Knowledge Participant ActivityList the skills and knowledge needed to support the change, including if the person/work has a clear picture of what the change looks like.

Skills & Knowledge:

Rate this person’s knowledge or level of training in these areas.



Factors Influencing ABILITY To Implement New Skills & Behavior Factor 1: Blocks caused by mental

nervousness or incapable to perform

Factor 2: Psycho-motor skill dysfunctions, etc.

Factor 3: High level problem solving and analysis and business case development

Factor 4: Financial, tools and materials, personal coaching, and mentors/SME

Factor 5: The access to, or existence of, the required knowledge


5.Availability of resources to support skill development

4.Time available

to develop needed skills

3.Intellectualcapability

2Physicalabilities.

1.Psychological

blocks

Ability to Ability to implement new implement new

skills and skills and behaviorbehavior

Ability Participant Activity

Considering the skills and knowledge needed to change, evaluate the person/work ability to perform these skills or act on this knowledge. Are there any barriers preventing this person/work from acting? List below.

Rate this person’s/work ability to implement new skills, knowledge and behaviors to support the change.



Factors Influencing REINFORCEMENTTo Sustain the Change

Factor 1: They are meaningful to the person recognized

Factor 2: There is an absence of negative consequences for desired behavior

Factor 3: Accountability mechanism are in place

Factor 4: There is an absence of negative consequences for desired behavior


4.Degree to which reinforcement is meaningful

3.Accountability systems to \

reinforce the change

2Absence of

negative consequence

1.Association of

reinforcement with accomplishment

Reinforcement Reinforcement to sustain to sustain the changethe change

Reinforcement Participant Activity

List the reinforcements that will help to retain change. Are incentives in place to reinforce the change and make it stick?

Rate how well the reinforcements help support the change.



ADKAR Profile


5

4

3

2

1A D K A R

Barrierpoint

Barrierpoint

ADKAR Profile


5

4

3

2

1A D K A R

Change Management Scaling


Medium-HighRisk

High Risk – More Change Management

Low Risk –Less Change Management

Medium-Low Risk

Change Resistant

Organization

Change-AbleOrganization

Small,Incremental

Change

Large, Disruptive

Change

Aligning Change Management To Business Results


Change ManagementChange Management

Strategy DevelopmentStrategy Development

Change Management

ActivitiesChange Management

Elements - ADKARADKARBusiness Results

Assess the

change

Communications AwarenessAwareness On time

Access the

organization

Sponsorship DesireDesire On budget

Assess the

sponsorship

Training KnowledgeKnowledge Achieve

business objectives

Assess risks

and challenges

Coaching AbilityAbility - Lower costs

Design special

tactics

Resistance

management

ReinforcementReinforcement - Increased revenue

Form team and

sponsor model

- Improved quality

Assess team

readiness

- Return on

investment (ROI)

Resistance: The Constant Companion To Change



I Don’t Get It!I Don’t Get It!

I Don’t Like It!I Don’t Like It!

I Don’t Like You!I Don’t Like You!


The 10 Challenges of Change


Taken from In The Dance of Change-The Challenges of Sustaining Change in Learning Organizations .

Grouped in Three Categories

Challenges of Initiating Change Challenges of Sustaining the Change Challenges of System-Wide Redesign and

Rethinking


Challenges of Initiating Change

1. “We don’t have time to do this stuff!”People who are involved in a team to initiate a change effort need enough control over their schedules to give their work the time that it needs.

2. “We have no help!”Members of the team need enough support, coaching, and resources to be able to learn and to do their work effectively.


Challenges of Initiating Change

3. “This stuff isn’t relevant!”There need to be people who can make the case for change - who can connect the development of new skills to the real work of business.

4. “They’re not walking the talk!”A critical test for any change effort - the correlation between espoused values and the actual behavior.


Challenges of Sustaining Momentum

5. “This stuff is…!” Personal fear and anxiety - concerns about vulnerability and inadequacy - lead members to question a change.

6. “This stuff isn’t working!”Change efforts run into measurement problems - early results

don’t meet expectations, or traditional metrics don’t calibrate to the team’s effort.


Challenges of Sustaining Momentum

7. “They’re acting like a cult !” The team falls prey to arrogance, dividing the company into “believers” and “nonbelievers.”


Challenges of System-wide Redesign and Rethinking

8. “They…never let us do this stuff!” The team wants more autonomy, “the powers that be” don’t want to lose control.

9. “We keep reinventing the wheel!”Instead of building on previous successes, each team finds that it

has to start from scratch.


Challenges of System-wide Redesign and Rethinking

10. “Where are we going?” The larger strategy and purpose of a change effort may be obscured by day-to-day activities. Big question – can the organization achieve a new definition of success?




Habit

Individual Resistance:

EconomicFactors

Fear ofUnknown

Selective Information Processing

Individual Individual ResistanceResistance

The Top 5 Reasons Employees Resist Change *

Not aware of the underlying business need for change

Layoffs we announced or feared as part of the change

Perceived the need for new skills currently lacked

Wanting to maintain personal rewards, sense of accomplishment and fulfillment in the current state


* Proci’s 2005 Change Management Report

The 5 Top Reasons Managers Resist Change *

Loss of power, responsibility or resources Overburdened with current responsibilities

and workload Lacked awareness of the need for change Lacked the skills needed to manage the

change Felt fearful or uncertain about the changes

being made


* Proci’s 2005 Change Management Report



Organizational Resistance:

Threat to Established Power

Relationship

Threat to Resource Allocation

StructuredInertia

Limited Focus of Change

GroupInertia



Education &Communication

Overcoming Resistance:

EmployeeEngagement

Facilitate and Support

Negotiation

Overcoming Overcoming Resistance Resistance to Changeto Change

Manipulation

Coercion

Flow Check Process


Thinking Thinking It It ThroughThrough


1. Has the change been defined? No Thoroughly define change.

Yes

2. Will change disrupt the organization No Project represents a minor change:

Proceed with implementation planning, although using a methodology may not be essential to this project.

3. Is there a history of implementation problems? No Even though there is no history of implementation problems, change may be disruptive to the organization.

Go to 4.

4. Are the sponsors sufficiently committed to the change? No Educate or replace the sponsors of prepare to fail in achieving stated objectives.

5. Do sponsors, change agents and targets work together? No Develop synergy or prepare for less-than-fully-successful implementation

6. Is target resistance low?. No Are sponsors willing and able to pay the price to prevent resistance?

No Are sponsors willing and able to pay healing costs?

No Educate or replace sponsors or repare to fail

Yes

Yes

Yes

Yes

Yes


7. Is the change inconsistent with the existing culture? No Go to 10.

8. Will the sponsors scale back the change? No Will sponsors alter the culture?

No Yes

Odds of failure high; Continue continue diagnosis diagnosis

9. Return to Step 1.

10. Are the change agents sufficiently skilled? No Train the change agents or prepare for failure

11. Was the level of stress that existed No Proceed with implementation but be cautious since before the change low? targets may be highly stressed.

12. Does the particular configuration of people involved with the change indicate a high degree of opportunity for successful implementation? No Alter the group membership, abandon project, or

prepare to invest a great deal of time and other resources in the planning and execution of implementation

13. Complete preliminary implementation plan

Yes

Yes

Yes

Yes

Yes

Change Leadership


“Leadership is about “being.” It is about being a compelling presence;

a presence so compelling that others are willing to leave what “is” to become - or create - what your

presence argues “can be.”

Who Is Leading the Change?

Executives are no longer exclusively responsible for leading change.

For a change effort to succeed, it must be championed by lots of people at many levels of an organization.

One cannot rely on formal position or authority alone to implement change.

The ability to lead change can be developed over time by learning and practicing a group of key behaviors.


Involving Others in the Change

Employ problem-finding Fully consider others’ ideas Let others know what happened to their ideas Practice empathetic and non-defensive listening Ask effective questions Utilize technology to bridge physical distance Organize a large group meeting


Quote

“To be on this journey one must have an attitude toward loss and being lost…Loss, every loss one’s mind can conceive of, creates a vacuum into which will come (if allowed) something new and fresh and beautiful, something unforeseen...”

— Robert K. Greenleaf —


Engaging Employees

A Workplace Where Employees -

Know More,

Do More,

and Contribute More


Employee Engagement: Findings

“Organizations today cannot survive if involvement is limited to a few.” Bergmann,et al., 1999.

“People define involvement by what they do - or don’t do - in “small” moments.” McLagan, 1995.

“The instant that people experience you as involved, they start keeping score.” Katzenbach, 2000.

“For people to see you involved and participating, you need to be fully engaged in work efforts.” Bergmann, et al.,1999.


What Creates Employee Engagement Opportunities?

Increased competition and more demanding customers.

A loosening-up of the formal organization. Fewer and busier managers. The predominance of a more knowledgeable

workforce. A growing focus on projects and teams. Post-heroic leadership perceptions held by many.


The Need To Balance


Vision, Mission, Goals & Objectives Special work projects Customer satisfaction Work output and improvement Core business capability

development

Source of livelihood Direction, structure and control Identity, purpose, and self –worth Belonging and social interaction Ownership and opportunity(s)

Organizational Performance Requirements Individual Fulfillment Needs

DisciplinedBehaviors

DisciplinedBehaviors

Engaged Employees...

Are subject matter experts in their work Work effectively within defined boundaries of

authority Make contributions to the team effort Find needed information Provide ideas that solve problems


What Engaged Employees Do With Others Help others personalize a future for themselves. Navigate through emotional ups and downs. Aren’t afraid of midcourse adjustments or change. They find a way to maintain a sense of optimism. Have meaningful influence in their team and the

organization.


Engaged Employees Practice the 7C’s

Clarity - they focus on where they are going and aligned. Capability - they contribute to the team effort. Collaboration - they dialogue and interact with others. Commitment - they motivate, inspire and trust others. Communication - they use all forms of communication. Continuous Improvement - they seek to improve processes. Creativity - thinking big and develop breakthrough ideas.


How Engaged Employees Build Credibility and Trust in the Workplace

They make credible presentations. They do the right thing. They take on tough challenges. They leverage strong emotions. They believe in themselves.


Employee Engagement Cycle


1. New Work

Experiences &

Challenges

2.Defining

New Roles

3.New

Workplace Actions

4.Creative

Applications

7. Increasing

Self-Esteem & Confidence

6.Skill

Development & Growth

5.Positive

Reinforcement

Starting Point

Critical Point

Engagement Developmental Model


Interpersonal Support

IndividualValue

Focused Work

Teamwork A high degree of cooperation within a workgroup and an environment of trusting and trustworthy actions that foster rapid and satisfying resolution of conflicts.

Collaboration A high degree of cooperation between teams that fosters common goals, rapid conflict resolution, and increased trust.

Align Efforts With Strategy A clear understanding of what is expected; timely information about changes that affect work.

Enabling Appropriate authority to make decisions and manage their own work.

Development Plans Opportunity and support to develop on the job.

Support and Recognition Ongoing feedback on performance and acceptance of individual differences of approach, ideas, and opinion.

Engaged Employees: Approaches and Methods Alignment to organizational goals and performance

expectations Completion of project assignments and

responsibilities Understanding and meeting performance

expectations Giving feedback and self assessment Utilizes problem solving and impact plans Team building and business meetings Managing self


Engagement Thinking Engagement cannot be an initiative. Employee

engagement happens only when you remove barriers to work, and those barriers are unique to every work group.

We often think that super important initiatives will transform our organizations into places where everyone will come to work and want to be engaged. Initiatives can’t make the magic.

Many business fads did not work in the past. That’s why employees wait for the latest fad to be over. Initiatives live out their lives and then go away. People who deliver initiatives have to make engagement happen, and those people must be your Leaders.


Attributes of Employee Engagement


Feeling Valued and

Involved

Training, development & career

Immediate management

Performance & appraisal

Communication

Equal opportunities & fair treatment

Pay & benefits

Health & safety

Co-operation

Highly engaged

Work expectations

Leve

l of

Impo

rtan

ce

EmployeeEngagement

Helping Others Break from the Past

Play the devil’s advocate Support innovation Sponsor wild ideas Demand continuous improvement Stage a symbolic break with the past


Creating a Supportive Learning Environment

Focus attention away from blame and toward problem solution

Admit what you don’t know Declare a practice zone Support time for training


Change Communication Planning


Influencers

Employee Engagement Employee Engagement Communication StrategyCommunication Strategy

FriendsExecutive

Communications

Media

Meetings

Internet

Industry Leaders

Newsletters

Intranet

Supervisors

Coworkers

EmployeesEmployees

KEY KEY StakeholdersStakeholders

• Support Change Effort• Fully Engaged in the Workplace • Ownership of Problems & Solutions• Improved Productivity• Stronger Commitment to Mission• Customer Satisfaction

BehaviorsBehaviors

Change Communication Model


Review“As Is”

Communication Plan

Issue: The topics to becommunicated

Audience:To whomdirected

Message:What needs to

be known

Messenger:Who delivers the message

Media / Materials:Vehicles to be

used

Time / Frequency:When and how

often

Create“To Be”

Communication Plan

Does a communication

plan exist that will

support the change process?

Feedback,Reflection

& Adjustments

Gap Analysis

No Change

No

Yes

Validate

Identify:Desired

Outcomes


3. Message:What needs to

be known

4. Messenger:Who delivers the

message

5. Media / Materials: Vehicles to be used

6.Time / Frequency:

When and howoften

1. Issue: The topic(s) to be

communicated

2. Audience:To whomdirected

Notes

Notes

Notes

Notes

Notes

Notes

Requested by:____________________ Who is Responsible:_________________

Communication Action Plan


Change Management Communication Workshops

Best Practices Best Practices

EmployeeEngagement

Principles

EmployeeEngagement

Principles

Building SynergyMonths 1-4(Phase 1)

Change ManagementChange Management

Guiding Coalition Development

Organizational Reorganization

Clarity

Work Program Education

Executives,Management& Employees

Creating Change Months 5-8

(Phase II)

Leveraging Change Months 9-12 (Phase III)

Work Program Education

Sustaining CultureSustaining Culture

Culture Integration

Communicating Change.

Organizing Work

Guiding Coalition

• Best Practices

• The Market Driven Organization

• The SBU in Practice

• Learning about performance metrics

• Creating Project Team Charters • Embracing a formal communication plan

• Introducing employee engagement culture

• Managerial- Leadership practices for employee engagement

• How to conduct business workouts

• Understanding change

• Organization celebrations

• Creating cross function project teams

Guiding Coalition Development

Accountability Structure

Culture Driving StructuresEncouraging the Heart

Encouraging the Heart

Executives,Management& Employees

Executives,Management& employees

Project Teams

Encouraging the HeartEncouraging the Heart

Communication Plan

Phase II - ImplementationCommunication-Mobilization-Involvement-Performance

Taken from Kerr-McGee Corporation Oil Division Transformation


A Snapshot of the Plan


1. Theme

2. Engaging

One Another

The Journey To “Top Quartile”

3.Further

Engagement&

Staying Engaged

5. How We Talk

With One Another

6. How We

Begin To Talk

7.Checking Ourselves

Out

8.Having

Dialogue

4.Informative

&Motivating

Making It Happen And What We Are Reaching For

9.

Theme: The Journey to “Top Quartile”

Getting us ready for tomorrow Using best practices in the industry Building on our strengths, seeking

business opportunities and cashing in Recognizing it’s a moving bar Getting some wins along the way Earning those “bragging rights”


Engaging One Another

Action Statement

“Keeping one another informed through an ongoing communication process

that has meaning for all of us”


Further Engagement

Objectives Seeing the vision in a practical way that I

understand Crossing the “lines” to talk about change Securing ownership through engagement

and collaboration Gaining support and commitment


Staying Engaged

Putting Life Into the Objectives What we have accomplished Breaking it down - goals, objectives and what

we can deliver Getting understanding and buy-in by

covering all the bases Going after the new playing field (stretching) Making change a partner


Informative & Motivating

Placing the business case up-front “Walking the talk” Open, honest with two-way feedback Communicating in different ways Timely information that keeps people in

the loop


How We Talk with One Another

Within O&G Across Kerr McGee Leveraging knowledge and creative

strengths Identifying champions In small and large groups Networking fully


How We Begin To Talk

Newsletters/Articles Chat Boards “Kick Off” E-mail Open House Operations Center Weekly E-mail Q&A Bulletins Glossary of Terms


Town Meetings Training Sessions Conference Calls Videos “To Be” Fairs A Day with a Team Celebration Events Success Stories

Still Talking…

“Kick Off” E-Mail - Transformation Statement

Open House - Operations & Team Rooms

Weekly Updates E- Mail Town Meetings - Journey To “Top

Quartile”


Checklist for Success Serious tone Be realistic Not overly optimistic,

nor overly pessimistic Predict probability of

success Not a “pep rally” or “sales

pitch” Avoid being

argumentative


Acknowledge uncertainties where they exist

Explain how new business processes will be used

Emphasize that “we are all in this together”

Use workplace words


Having Dialogue: How We Can Make It Easier

Focus Groups E-mail “Hot Line” (Open door policy) One-on-One Voice Mail Surveys “To Be” Fairs Town Meetings Open House

Making it Happen: Building on Ideas


Action PlanWhat When Who

“Kick-Off E-Mail Wk. 1 Open House Wk. 2 E-Mail Follow-Up Wk. 3 Start E-Mail Update Wk. 4 Town Meetings Monthly

What We Are Reaching for

Milestones Creating an awareness and understanding of

how we plan to move into the “Top Quartile” Keeping people involved Creating a communication plan that will

continue to be a useful tool Learning how to anticipate and manage the

hazards and potholes during the journey


Quote

“What we call the beginning is often the end.

And to make your end is to make a beginning.

The end is where we start from.”

— T.S. Eliot —


Staying Afloat


Moving Forward:

Holding On Letting Go Moving OnB

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Books Utilized Change Management Masterclass: A Step by Step Guide to Successful Change Management . Mike

Green, 2007. Deep Change: Discovering the Leader Within. Robert E Quinn. 1996. ADKAR: A Model for Change in Business, Government and Our Community. Jefferey M. Hiatt, 2006. The Heart of Change, John P Kotter and Dan S. Cohen. 2002. Our Iceberg Is Melting, John Kotter and Holger Rathgeber, 2005. The Heart of Change Field Guide, John Kotter and Dan S. Cohen, 2005. The Change Leader’s Roadmap: How To Navigate Your Organization’s Transformation , Linda Ackerman Anderson and Dean Anderson, 2001. Transforming the Way We Work: The Power Of The Collaborative Workplace. Edward M. Marshall, 1995. Communicating Change: Winning Employee Support For New Business Goals. T J Larkin and Sansar

Larkin, 1994. Change Management, The People side of Change. Jeffrey Hiatt and Timothy J. Creasey, 2003. Making Sense of change Management: A complete Guide to the Models, Tools and Techniques of

Organizational Change. Esther Cameron & Mike Green, 2004. Making Change Happen: On time, On Target , On Budget. Ken Matejka and Al Murphy, 2005. Building the Bridge As You Walk On It: A Guide for Leading Change. Robert E. Quinn, 2004. Transition: The Personal Path through Change. William Bridges, 2000.


Research Identified Bennett, H. (2000). The effects of organizational change on employee psychological attachment. Journal of Managerial Psychology,

15, Burnes, B. (2004). Kurt Lewin and the planned approach to change: a re-appraisal. Journal of Management Studies, 41 Caldwell, R. (2003). Models of change agency: a fourfold classification. British Journal of Management, 14, Damodaran, L. and Olphert, W. (2000). Barriers and facilitators to the use of knowledge management systems. Behavior &

Information Technology, 19, Doyle, M., Claydon, T., and Buchanan, D. (2000). Mixed results, lousy process: the management experience of organizational

change. British Journal of Management, 11, Gill, R. (2003). Change management –or change leadership?. Journal of Change Management, 3, Hailey, V. H. (2001). Breaking the mould? Innovation as a strategy for corporate renewal. Human Resource Management, 12,. Lawson, E. and Price, C. (2003). The psychology of change management. McKinsey Quarterly, 2, Levasseur, R. (2001). People skills: change management tools – Lewin’s change model. Interfaces, 31,. Newman, K. L. (2000). Organizational transformation during institutional upheaval. . Academy of Management Journal, 25, Quy Nguyen, H. (2001). Time, temporal capability, and planned change. Academy of Management Review, 26, D.M. and Tijoriwala, S. A. (1999). What’s a good reason to change? Motivated reasoning and social accounts in promoting

organizational change. Journal of Applied Psychology, 84,. Skinner, D. (2004). Evaluation and change management: rhetoric and reality. Human Resource Management Journal, 14, Strebel, P. (1996). Why do employees resist change? Harvard Business Review, 74, Sugarman, B. (2001). A learning-based approach to organizational change: Some results and guidelines. Organizational Dynamics,

30, Zell, D. (2001). Overcoming barriers to work innovations: lessons learned at Hewlett-Packard. Organizational Dynamics, 30,


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Change Management: From the Inside Out

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