Implementing Swift & Sudden Change

W E B I N A R

CHANGE MANAGEMENT

A n d y We s t

www.ilxgroup.com

I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R

Introduction

Andy West

An experienced and professional Project & Change Management Skills Trainer with experience across a range of market sectors.

Involved in a number of projects covering the design and implementation of business systems and training solutions within a number of organisations.

I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R

Purpose of this webinar

To look at the problems encountered when reacting to Swift and Sudden change in the environment

(Brexit being a good example of this).To suggest some strategies and tools to deal with

these problems.

I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R

Change?

• Change “to make the form, nature, content,  future course, etc., of (something) different  from what it is or  from what it would  be if left  alone: to”• “The altering of an entity”

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Emergent Change

Link to Chaos Theory

Many Interacting Forces

Many Reacting Responses

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Types of Organisational Change

• UNPLANNED• PLANNED

Swift & Sudden Developmental & Deliberate

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Swift & Sudden Changes

Triggers such as:• Brexit• Government Changes• New Technology• Ownership• Corporate Strategy

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Common Issues

• Leadership• Resistance• Timescales for decision making• Timescales for delivery• Knee Jerks• Capability Gap

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Culture of Questions

One of the failures identified has been:“simple compliance with an authority figure”

Do we ask:• Why?• How do you know that?• Where did you get your figures from?• What assumptions have you made?

I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R

How People React to Change

Kübler-Ross Curve (1969)Denial

Anger or blame

Depression & confusion

Acceptance

Bargaining& self-blame

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I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R

Resistance: Causes & Responses

Not all resistance is bad, it forces you to explain and check

C A U S E R E S P O N S E

Loss of control   Let them make choices and get involved

Excessive uncertainty Sense of safety

A surprise Don’t plan changes in secret

Too many differences Minimise the number of unrelated differences.Loss of face Celebrate the elements of the pastCompetence Lots of information, education, mentors and support systems.

Change is more work Allow some people to focus exclusively on the change.

Ripple effects Enlarge circle of stakeholders.

Past resentments Consider gestures

The threat is real Be honest, transparent, fast and fair.

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Change Formula

C – ChangeA – Dissatisfaction with currentB – Desirability of the ChangeD – Practicality of the ChangeX – Cost of the Change

C = [ABD] > X

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Capability Gap (McKinsey 7S Model)

Strategy

StructureSystems

Shared Values Style

Staff Skills

FARFUTURE

Strategy

StructureSystems

Shared Values Style

Staff Skills

NEARFUTURE

Strategy

StructureSystems

Shared Values Style

Staff Skills

NOWFUTURE

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Levels of Adoption

LEVEL NEED LENGTH OF COMMITMENT

LEVEL OF INITIATIVE REQUIRED

REINFORCED BY

LEVEL OF COMMITMENT

REQUIRED

1. COMPLIANCE‘I need to be

able to tell them what to do and

they’ll do it’

Short-term Low Rewards & penalties Accept

2. IDENTIFICATION

‘I need them to understand why they need to do

this and the consequences of

not changing’

Medium-term Medium A sense of meaning Willing

3. INTERNALIZATION

‘I need them to be able to make decisions about what, why, when and how things

are done’

Long-term High Alignment to values Committed

Kelman (1958)

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Using the Deliberate & Developmental

Consider developing• Culture• Skills• Toolkits• Localised leadership

I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R

A Final Thought

Swift & Sudden does not mean ‘Panicked’.Swift & Sudden does not always mean ‘Top Down’.

Ask yourself: “As an organisation, are we in the best place to react to any emergent challenges?”

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Courses available at ILX Group

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The APMG-International Agile Project Management and Swirl Device logo is a trade mark of The APM Group Limited. APMG-International Change Management is a trade mark of The APM Group Limited. The APMG-International Change Management and Swirl Device logo is a trade mark of The APM Group Limited

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