CHANGE MANAGEMENT: ITS RELEVANCE TO OCCUPATIONAL SOCIAL WORK IN BRINGING

ABOUT A TRANSFORMED ORGANISATION

Kristo Skosana & Gladys Makondo

13 March 2013

ProgrammePart 1• Organisational Change Management Context• Change Management Role• Preparing for Change• Role Players in Project Success• Sponsor Role• Change Champions Network• Resistance Management• Emotional Cycle of Change Exercise

Part 2• Background and Context• SITA Vision and Mission• SITA Change Management Vision• SITA Change Management Model• SITA Turnaround Change Management Interventions

OCM Context

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1. Increase Sense Of Urgency

CHANGE

Initiate Change S

ust

ain

Ch

ang

e

Enable Change

3. Get The Right Vision

7. Don’t Let Up

8. Make It Stick

4. Communicate Buy-In

6. Create Short-Term Wins

2. Build A Guiding Team

5. Empower

Action

Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press

OCM Phases

4

Environment: Phase 1 - Initiate

External Drivers(e.g. legislation,

technology..)

Internal (Vision, Mission)

Organisation: Phase 2 - Enable

Strategy

Structure

Policies

Systems

Procedures

Processes

Individual: Phase 3 - Sustain

Cognitive Behaviour Performance Output

Phase1: Initiate Change

Environment

– This phase focuses on leadership interventions pertaining to external drivers for change and the impact on the internal vision and mission of the organisation.

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External Drivers(e.g. legislation,

technology..)

Internal (Vision, Mission)

Phase 2: Enable Change

Organisation

– This phase focuses on the impact of change on strategy, systems, policy, processes and procedures. To enable change to take place, an organisation needs to align and transition from the current state to the future state.

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Strategy

Structure

Policies

Systems

Procedures

Processes

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Change at Organisational LevelImplementing change management activities that affect broad groups of

employees. This process is shown below:

Organizational change management process

Phase 1 – Preparing for Change

Define Your CM Strategy

Phase 2 – Managing Change

Develop and Implement CM Plans

Phase 3 – Reinforcing Change

Collect and analyse feedbackDiagnose Gaps and Manage Resistance

Phase 3: Sustain Change

Individual

– The final phase addresses the impact of change on employees to adopt changes through changing behaviour and attitudes.

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Cognitive

Behaviour

Performance

Output

Change at Individual Level

Individual change management is a process for managing change at an

individual level with each employee as shown below:

The ADKAR Model

Managers that have direct employees are responsible for facilitating

individual change management. The process for managing change on an

individual level has five elements that serve as the sequential building blocks

of success. This change model is referred to as ADKAR®.

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Awareness Desire Knowledge Ability Reinforcement

Change Management Role

What Why How

Organisational capability

Employ mechanisms to support changes and building competence across the organisation.

Building competenceBuilding capability

Managerial capability

Ability of managers to transition their staff through the change process;Manager capability is a key differentiator in accounting for the differences between success and failure in the different change histories of organisations.

Minimize productivity lossManage customer impact and employee turnoverMaximize the speed of adoption and utilisation

Manage resistance

Individual capability

Ability of individuals to manage personal transition. Organisational changes can evoke different emotional reactions

Transition from current to future state

Focus for Change Management

Adoption of System

Proficiency in using the

system

Utilisation of System

Prosci 2007

Meet Project objectives

Ensure return on investment (ROI)

Organisational Level

Individual Level

Managerial Level

Build Capability

Develop Competence

Coaching Change Network

Time (periods)

0

+

- Exceptionally managed change cash flowPoorly managed change cash flowExpected cash flow

Net cash flow of project period

Comparing Change Management and ROI

Preparing for Change

Understanding changesunderway and your role

Adapting to change that is happening to you

Developing competencies for managing change

Identify the changes impacting your group

Understand why these changes are being made

Identify how the changes will impact your team

Understand your role

Identify your own areas of resistance

Discuss your objections or concerns

Make a personal choice to support and participate in the change

Understand the concepts of change management

Learn how to use the tools for managing change

Develop action plans for working with employees

Connecting the ‘people side’ back to project and organizational success

Project Name

If people don’t change how they do their job, then it doesn’t matter what specific changes are implemented

If people don’t change how they do their job, then we ultimately won’t achieve what we set out to from the beginning

Purpose Particulars People

Role Players in Project Success

Three key role players in the success of projects

Primary Sponsor

Political Sponsor

Secondary Sponsor

Secondary Sponsor

Secondary Sponsor

Secondary Sponsor

Secondary Sponsor

Champion Champion

Secondary Sponsor

Secondary Sponsor

Secondary Sponsor

Secondary Sponsor

Secondary Sponsor

Champions Champions Champions Champions

Champions Champions

Sponsor Diagram

Sponsor Role

The Sponsor s’ role has multiple thrusts– Political (Contextual)– Strategic side (Leadership)

• Vision• Strategy

– Project side (Decision making)• Resources• Scope• Timelines

– People side (Action)• Communications• Coalition building• Visible participation

Levels of Sponsorship

Level of Sponsorship Role Relationship owner

Political Sponsorship Create a sense of urgency

Build coalition with stakeholders

DPSANational TreasurySITA Executives

Primary Sponsorship Create the Vision

Build a guiding team

Alignment Change initiative to business

imperatives

Provide strategic direction

Manage the scope, timelines and resources

SITA Implementation DPSANT

Secondary Sponsorship Communicate Vision

Build coalition with peers

Change Champions

Ensure Alignment with strategy

Provide resources

Active Participation

SITA ImplementationDPSA

Level of Sponsorship Role Relationship owner

Political Sponsorship Create a sense of urgency

Build coalition with stakeholders

Primary Sponsorship Create the Vision

Build a guiding team

Alignment Change initiative to business

imperatives

Provide strategic direction

Manage the scope, timelines and resources

Secondary Sponsorship Communicate Vision

Build coalition with peers

Change Champions

Ensure Alignment with strategy

Provide resources

Active Participation

Primary Sponsor Role

• Chairs the Change management meetings.• Advice and gain commitment from the other members.• Represent business.• Build relationship between employees and project.• Coach employees through change and provide management vision and

direction.• Reviews the Change management scope and the overall impact to the

affected stakeholders including users.• Facilitate the implementation of the change in their business.• Provide guidance and feedback to Change management team on the

implementation of the change initiatives.• Identifies risks and issues and own the action plan to manage the risks

engaging with key stakeholders.

What is a Change Network (CN)?

• A group of people that assists with the implementation and assist to integrate the project with the business to strengthen ownership.

• The Change Network comprises of Change Champions and Change Agents.

• It is both a formal and informal network to leverage communication channels and roll out of change management interventions.

The Role of the Change Champions

• Plan and implement SMART(Specific, Measurable, Achievable, Reliable and Time Bounded) change initiatives in their own areas

• Provide a symbolic leadership: Facilitate internal communication presentation

• Lead change impact briefing sessions in their areas

The Role of the Change Champion

The effective Change Network will influence upwards, downwards and sideways

The Change Network plays a very important role in the Change Management process

Simply put, the Change Network does three things

1. They MOBILISE a significant number of people within the organisation focused on understanding and supporting implementation

2. They act as a CONDUIT to convey the feelings and issues of the organisation to the leadership and formal change structure, before these become business challenges

3. They help RESOLVE day to day practical concerns and uncertainties as they arise, forming a peer to peer support network focused both on cognitive and behavioral issues associated with the implementation

In other words….

Change Network Team Structure

Project Change Management Team

Change Agents

Change Champions

End Users

Progress Updates

Feedback to/from Change Champions

Change Network Structure

Resistance Management

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• Change Resistance is the equivalent of an individual or team’s rejection of an organisational change activity that reduces the effectiveness of the change process. It may build up gradually over time, initially having no significant effect on the performance of a process, or appear suddenly at a very high level.

• All change can generate scepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements.

.

“The only person who likes change is a wet baby.” R. Blitzer

Generic Pillars of Resistance

PoliticalIs there a risk

for my position?

What will my power

be tomorrow?

EmotionalAm I going to be

successful?

How will I look in

the future

Rational

Why should

I change?

Is the new system

really better?

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• Resistance to change can be rational, emotional and/or political.

• The rational aspects of change are easy to identify and work through. Individuals are able to state their support or objections to the event.

• Often the emotional and political aspects of change are hidden beneath the surface. The political landscape of the organization has to be understood and then identification of the possible forms or resistance. Awareness of the individual emotional responses which can be deeply held by the individual and not often shared need to be observed and unravelled.

Manifestations of Resistance

• Avoidance of responsibility • I’m not surprised • Silence • Nit-picking • Pressing for solutions • Changing the subject • Flooding with detail • One-word answers • Impracticality • Attacking • Compliance • Confusion

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How to Manage Resistance• The systemic intervention creates the structure and establishes the overall

temperament for engaging resistance. However, resistance cannot be managed as a group event. Change, after all, is experienced individually. Thus the systemic approach must be accompanied by the one-on-one encounters or small group meetings. It is in these more intimate settings that individual frames of reference can be understood and validated. Here, resistors obtain the self-awareness that leads to owning one’s own resistance.

• Surface it … ask for it • Listen … acknowledge it • Pin point the source– what is it? • “Name that Resistance” … put it in words using neutral language• Call for action -- help them take responsibility for the part they control. • These conversations revolve around understanding the resistor’s frame of

reference from three key perspectives: (1) the disruption caused by the change; (2) their motivation to change; and (3) the source of any resistance.

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PROSCI Change Management Maturity Model™

Highest rate of project failure, turnover and

productivity loss

Highest profitability and responsiveness

People-dependent without any formal practices or plans

Little or no change management appliedAdhoc or

absentLevel 1

Many different tactics used

inconsistently

Some elements of change management are being applied in isolated projects

Isolated

projectsLevel 2

Examples of best practices evident

Comprehensive approach for managing change is being applied in multiple projects

Multiple

projectsLevel 3

Selection of common approach

Organization-wide standards and methods are broadly deployed for managing and

leading change

Organizational

standardsLevel 4

Continuous process

improvement in place

Change management competency is evident in all levels of the organization and is part of the organization’s culture

and intellectual property.

Organizational competencyLevel 5

Highest rate of project failure, turnover and

productivity loss

Highest profitability and responsiveness

People- dependent without any formal practices or plans

Little or no change management appliedAdhoc or

absentLevel 1

Many different tactics used

inconsistently

Some elements of change management are being applied in isolated projects

Isolated

projectsLevel 2

Examples of best practices evident

Comprehensive approach for managing change is being applied in multiple projects

Multiple

projectsLevel 3

Selection of common approach

Organization-wide standards and methods are broadly deployed for managing and

leading change

Organizational

standardsLevel 4

Continuous process

improvement in place

Change management competency is evident in all levels of the organization and is part of the organization’s culture

and intellectual property

Organizational competencyLevel 5

Part 2

SITA Change Management and Turnaround Process

Background and Context The turnaround strategy is a platform on which the requirements for a successful Prime Systems

Integrator must be realised,

To align to the above mandate, the turnaround recommended an organisational overhaul to rolled out through multiple projects that will focus on different aspects of the business. These include:– Business Model Definition;– Organisational Capability Definition ; and – Organisation Architecture Implementation.

The change management agenda for the turnaround is required to meet the change management needs of all programmes under the turnaround implementation.

Moreover, it will drive change interventions that will curtail anxiety and stress during the transformation process. The goal is to deliver seamless change management efforts (continuous engagement) that will sustain employees through this period of transformation, whilst building foundations for crafting the new SITA culture.

The change management for the turnaround is broadly informed by SITA ‘s approved integrated change management strategy.

Background & Context

SITA Vision & Mission: Turnaround Change Management key drivers

STRATEGY

STRUCTURE

EMPLOYEES

POLICIES/PROCEDURES/PROCESS

SYSTEM

VISION

“Be the lead ICT agency to enable public sector service delivery.”

MISSION

“To render an efficient and value added ICT service to the public sector in a secure, cost-effective and integrated manner, contributing to service delivery and citizenconvenience."

Change Management vision for the Turnaround and key principals for

successful change

To ensure that the business

principles and behavioural

requirements for the turnaround

are merged together at all levels to

advance effective transition of

employees and transformation of

SITA

Turnaround Change Management Vision

Key Guiding Principles

• Leadership sponsorship

• Careful planning

• Measurement

• Engagement

• Support Structures

• Communication

• Team building

Rolling out the Turnaround Strategy

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Phase 1: Organisational

Review

Entails the review of the organizational strategic intent, the review of the SITA capabilities, to understand where the organisation is going to determine the platform on which the new org structure has to be developed

Phase 2: Organisation Design

Involves the actual design of the Org Structure, the design principles, the updating of the capabilities, as well as the design of competencies and the job profiles

Focuses on implementing the new Org structure, including training and Migration

Change Management

Phase 3: Implement

ation

Communication

The Change Management Interventions initiatives as per the project implementation phases

Implementation Phase – Change Management Plan

Phase 1:

Organisational Review

Facilitate interactive engagements based on the Turnaround,

Create awareness of SITA new visions, Rational for the turnaround, Generate buy-in from employees to support to change; Assess employee level of readiness towards the pending

change, Create excitement towards the pending change.

Building the case for change for the turnaround strategy

Rational Impact Drivers Implementation

Employees awareness sessions Change readiness assessments Engagement sessions

Project Phase Context/Objective Desired Outcomes

Phase 2:

Organisation Design

Ensure employees are aligned to key project activities, Employees are knowledgeable about the OA-project

activities Impact assessment Provide varied tools of employees engagement

Facilitate the various engagement forums,

Support projects engagement, information sessions and communication requirements of the organisation architecture phase of the project.

Job fairs,

The Change Management Interventions initiatives as per the project implementation phase 3

Implementation Phase – Change Management Plan

Phase 3: Implementation

Ensure employees are knowledgeable of how the new SITA has been translated into the various policies, strategies and frameworks.

Buy-in Break despondence of employees Improve morale Ensure an engaged workforce

Policy implementation roadshows Continues engagement sessions in the

various forums Policy implementation Information dissemination Impact assessment Job fairs Induction and onboarding

Project Phase Context/Objective Desired Outcomes

Employee Wellness Programs• Financial Counselling• Career Counselling

Informed staff and positive staff - whatever the outcome of the placement process.

The impact of the Migration and Placement on staff is not only emotional but financial as well. It is possible that not all staff are quipped to make the decisions regarding the financial implications of the options/outcomes of the Migration and placement process.

SITA Change Management ModelSITA Change Management Methodology

Requirements

Purpose of the Change Management Strategy

ChangeEmbedding

Lessons Learned Framework

Resistance Management Plan

Change Champion Network

Risk Mitigation Plan

Training Plan

Evaluation & Continuous Reinforcement

Change Management Vision

Team Structure

SponsorshipRoadmap

Objectives of the Change Management Strategy

Situational Analysis

Critical Success Factors for the change

SITA

OCM

STRATEGY

Organizational Readiness

Stakeholder management Plan

Communication Plan

Impact Evaluation

OCM Approach

Consequential Management

Workstream CharterObjectives Key Activities Deliverables

Promote the benefits and objectives of the Turnaround within the organisation for employees;

Prepare impacted stakeholders and business impact for the implementation;

Ensuring that the expectations are managed during implementation;

Support the leadership to ensure visible sponsorship of the change, through communication and involvement;

Ensure that there is frequent communication regarding the project status and policies;

Promote enthusiasm and excitement for turnaround implementation outcomes.

To ensure Situational awareness Organisational Awareness sessions

conducted to ensure all employees understand the Turnaround Strategy and the Impact on employee work experience going-forward in the new SITA.

Awareness through presentations and booklets

To build Supporting structures That will reach out to employees

e.g MCF/CCF; Change Champions; CEO engagement sessions; Leadership alignment sessions;

To ensure continuous communication: OA-enquiries email Corporate communiqué; CEO bulletin Change Champion network Change management website Job fairs kiosks Focus groups sessions

To work closely with leadership so as to provide guidance on the required communication and engagement with SITAzens

Rebuild and revitalise a new organisational culture

Employee wellbeing and wellness interventions.

Change management strategy and plan Stakeholder management strategy and plan Communication plan Business Enablement Tools- New Role/Job Training - Presentations on new policies and frameworks- Revised/New Process Training

Change management evaluation tools Rebuild a progressive organizational culture.

Interdependencies Critical Success Factors

Internal Communication team Marketing Team Exco’s Involvement

Executive availability for involvement in change intervention

Alignment across all project teams of the Turnaround Programme

Sponsor & Champion Additional Resource Requirements

Sponsor : Diamond Mushwana Change Team Gladys Makondo

Gladys Boakye

Morongwa Mpete

Project Manager: Tshidi Gumbi

IFMS Change Management Team

Various tools are used in order to deliver on change management objectives

Communication Strategy Stakeholder Engagement Strategy Communication Plan Stakeholder Engagement Plan (Inclusive of Leadership Plan) Leadership Assessment Alignment Tools Employee Engagement Assessment Tools Assessment (readiness, impact) tools Change Impact Tool (Monitoring and Evaluation Tool)

SITA Change Management Methodology

…all of these tools will be used throughout the project.

ADKAR model towards Employee engagement has been identified as a measurable tool of employee’s commitment and buy-in to the change process

Current and Future

1. AWARENESS

3. KNOWLEDGE

4. ABILITY

• Effective awareness communication designed to lay a strong foundation of familiarity with the change key concepts

• Measurable return on awareness when implementing effective awareness efforts• enforced by leadership availability• change activities to enhance morale

• Enhanced familiarity with key change concepts by providing the necessary training,

• Explicitly define the behaviours to be modelled by leaders

• Diagnose organisational and individual capabilities• Disseminate existing change, project competencies across the

organizations• Build individual skills and self-confidence

• Continues focus group discussions breeds loyalty and responsiveness• Reduced despondence, detachment • maintaining momentums

2. DESIRE

5. REINFORCEMENT

The ADKAR Model as the necessary link to both employee engagement and communications..

Stakeholder Management is a critical success factor: SITAZENS will be engaged by different

groups representatives

Executive Group:

Provincial Heads

Senior and General Managers

Will communicate the new Organisation Structure Will highlight the benefits of the new structure for SITA and our clients

HR Operations

Change Champions

Will ensure effective operationalisation of the new structure and business processes.

They will address any confusion in the provinces so business

Will engage you and ensure understanding of what the organisation expects from each department and SITAzens.

Will have one-on-one discussions with SITAzens on new roles

Will provide support on the project team during the migration and transfer period.

Will be available as an information point for SITAzens.

Will ensure that project information is disseminated in their different environments. Will facilitate sessions to ensure understand and gather concerns and/or input

from SITAzens for escalation to project team.

Internal Mobilisation and Communications is the nerve of any transformation programme

The objectives of Internal Mobilisation and Communications are to:– Provide an effective communication strategy that creates awareness of the Organisation

Architecture project and its roll-out– Ensure SITAzesns understand their respective roles and key activities resulting in the

achievement of the above– Mobilise SITAzens to contribute and buy in to the change– Develop initiatives to manage risks and barriers to the implementation– Provide the opportunity for feedback from SITAzens

Strategy & Approach: Communication & Mobilization

Messages will be developed in line with the project milestones.

JOH-RNS003-20070522-JvW-P1

Communication channels relevant

Communicators

SET

SET

Change team

CEO breakfast

Corporate comms

Channel of communication

• Interactive workshops to align on key message

• Interactive workshop with consultative representatives to ensure alignment

• Informative workshop with Managers and employees

• Involving briefing and interactions with employees and clients

• Updates via news letter• Feedback and comments via the

portal

Audience

• Leadership

• MCF/CCF representatives

• SITAzenry

• SITAzenry

• SITAzenry

The Change Champion Network is an effective tool in driving out the change agenda at a peer-to-peer level

Credibility at all levels of the organisation Ability to give and receive feedback / coaching Good listening / interpersonal communication

skills Demonstrates desired culture values and

behaviours Good follow-up skills

– Ability to influence, push for action Commitment to results Ability to quickly pick up Change Management

skills and tools:– Facilitation and Communication– Root cause analysis problem solving– Feedback and coaching– Recognizing and dealing with resistance

Change Management Tools: Change Agents

Skills and Characteristics of Change Agents Expectations of Change Agents

Communication of the organisation in the Change Management Process:

– Able to conduct/facilitate sessions/workshops– Able to onboard new appointees in the business

(about the overall project)

Issue Resolution:– Assist stakeholders in resolution of issues

related to the project (e.g. ensure each user can access training portal)

Partner with departmental managers to implement the changes:

– Drive the preparation, facilitation and implementation (particularly with role profiling work)

– Co-facilitate meetings initially (e.g. 1-on-1 staff engagement for role profiling)

– Transition to background coach role

The process of conducting assessments/surveys is an ongoing exercise for the change management

team

A Change Readiness Assessment assesses an organization’s ability to change. It takes the pulse of the organization in order to determine to what extent key stakeholders understand, support and will help to

implement the change.

Change Management Tools: Assessments

The change impact assessment examines the degree of change impact on the employees’ wellbeing

Thank You