Change Management Primer - SplashMaker LLC

Cause a Ripple: Cause a Ripple: A Primer in

Change Management

Darshana Patel, PMP

©2008 SplashMaker LLC

SplashMaker LLC

• www.splashmaker.org

• Linked In: http://www.linkedin.com/in/darshanapatel1

• For details on our services and how we can help you through

change, please visit our website or call 770-886-2301

• Several slides contain copy written material. Please contact • Several slides contain copy written material. Please contact

SplashMaker LLC for a request to leverage content. Thanks!

• Cause A Ripple!

©2008 SplashMaker LLC 2

The Change Gap

• IBM 2008 study

• CEOs expecting significant change

– 2006: 65% � 2008: 83%

• Successfully managed change• Successfully managed change

– 2006: 57% � 2008: 61%

• “Change Gap” tripled from 8% to 22% in just

two years

• Project Managers will play a critical role


“No one likes change,

except, as the old joke

goes, a baby with a wet goes, a baby with a wet

diaper.”

4©2008 SplashMaker LLC

Intentions

• Foundations of change management

• Mechanics of change management

• Human dynamics in change

• Change Leadership: • Change Leadership: Coalitions & Change Agents

• What it means for the Project Manager


FOUNDATION


What is Change Management?

• Systematic approach to dealing with change

• Non-linear and comprehensive

• Addresses multiple levels

7

Organization

Group

Individual


Roots of Change Management

• Integrated aspects of multiple disciplines

• Psychology

• Neuroscience

• Sociology• Sociology

• Business

• Economics

• Organizational Behavior


Projects and Changes

• Project = Change

• Successful project ≠ successful change

Project Management Change Management


Project Management

• Schedule

• Budget

• Scope

• Quality

• Schedule

• Budget

• Scope

• Quality

Change Management

• Adoption

• Institutionalization

• Sustainability

• Adoption

• Institutionalization

• Sustainability

CHANGE MECHANICS


“Only a fool tests the depths

of water with both feet.”

- African proverb


Predisposition to Change

Change Capacity Change Characteristics

Episodic Infrequent, discrete, bureaucratic

Targeted Deliberate, opportunistic


Targeted Deliberate, opportunistic

Incremental Defined, focused, ongoing

Continuous Ongoing, evolving, cumulative

Adapted from: Weick, Karl, and Robert E. Quinn. 1999. Organizational Change and

Development. Annual Review of Psychology 50: 379.

Disequilibrium in Change

Driving Forces

Restraining Forces


4 Change Levers

Goals

Culture

What we do & how we’re measured

Tactical ----- Strategic

Individual fit and identify with the whole

Low affiliation ----- High affiliation

14

Goals

Structure

Process

Tactical ----- Strategic

How work is done

Task-oriented ----- Problem-oriented

Organizational design to get work done

Hierarchical ----- Network


Assess Degree of Impact

Incremental


Incremental

Transformational

Change Management Mechanics

• Communication Plan

• Training and Development Plan

• Organizational Alignment

• Change Management Plan• Change Management Plan

• Project Plan integration


HUMAN DYNAMICS


Resistance

A force, such as friction, that operates opposite

the direction of motion of a body and tends to

prevent or slow down the body's motion.

Source:

Resistance. (n.d.). The American Heritage® Science Dictionary. Retrieved November 07, 2008, from Dictionary.com website:

http://dictionary.reference.com/browse/Resistance


Reasons for Support & Resistance

Support

• Genuine belief in the change

• Respect of leaders

• Discomfort with status quo

• Genuine belief in the change

• Respect of leaders


Resistance

• Likes status quo

• Heavy investment

• Lack of trust

• Likes status quo

• Heavy investment

• Lack of trust



• Early involvement

• Personal gain

• Natural excitement


• Early involvement

• Personal gain

• Natural excitement

• Lack of trust

• Not confident in success

• No input

• Fear of personal loss

• Change saturation

• Fear of inadequate skills

• Power to block or ignore

• Lack of trust

• Not confident in success

• No input

• Fear of personal loss

• Change saturation

• Fear of inadequate skills

• Power to block or ignore

Situational Change Styles

Conditionalist Catalyst

Change Tolerance

High

Conservationist Conventionalist


Change Scope

Change Tolerance

Incremental

Low

Transformational

The Change CycleEmotional State

CommitmentDenial

Looking to the past Looking to the future

AcceptanceFrustration


Source:s

Based on concepts from E. Kubler Ross, On Death and Dying, Collier Books, 1993

Suzanne Turner, Tools for Success, McGraw-Hill, 2002

Emotional State

Time

Anger/

Confusion

Irritation Exploring

The Positive Change CycleMood

Positive

Uniformed Optimism(Honeymoon period)

Informed

Optimism

Completion


Source:

http://changingminds.org/disciplines/change_management/psychology_change/positive_change.htm

Mood

Negative

Time

Informed

Pessimism

CAUSE A RIPPLECHANGE LEADERSHIP


The Ripple Effect

• A spreading effect or series of consequences

caused by a single action or event

• A gradually spreading effect or influence

Source:

"ripple effect." Dictionary.com Unabridged (v 1.1). Random House, Inc. 27 Oct. 2008


Be Coalition Conscious

• Who are the allies?

• Who may be potential allies?

• Who are the resistors?

• Are there counter-coalitions?• Are there counter-coalitions?


Coalitions May Evolve Naturally

Cautious Support

Strong Support

Anticipated Benefits

High

Weak Support

Indifferent Support


Perceived Success Probability


Low

Low

High

Coalitions May Evolve Naturally

Cautious Support

Strong Support


High

+ Confidence

Weak Support

Indifferent Support


Perceived Success Probability


Low

Low

High

+ Benefits

+ Confidence

Stakeholder Seascape

Swimmer SplashMaker

Attitude

Positive

Drifter Sinker


Power

Attitude

Low

Negative

High

Know Your Stakeholders

• Perform stakeholder analysis

• Create stakeholder influence strategy

• Segment Communication Plan

• Communicate early and often• Communicate early and often

• Distinguish support versus agreement


“It is wise to bring some

water when one goes out

to look for water.”to look for water.”

- Arab proverb


Leverage Change Agents

• Broaden and strengthen the coalition

• Tap into formal / informal communication

channels

• Propagate themes, messages, ideas• Propagate themes, messages, ideas

• Synchronize and amplify the change message

• Employ at all levels

• Supply critical recalibration feedback


FOR THE PROJECT MANAGER


Elements of Successful Change

• Addresses the disruptive nature of change

• Considers full impact – span and breadth

• Assesses readiness for change at all levels

• Cultivates proper conditions• Cultivates proper conditions

• Generates a dissatisfaction with status quo

• Addresses the multidimensional nature


What You Can Do Today

• Be aware of changes stemming from projects

• Handle the mechanics

• Be sensitive to natural human response

• Be Coalition Conscious• Be Coalition Conscious

• Leverage Change Agents

• Incorporate a Change Management model


The SplashMaker Model

Envision & Plan

Goals | Culture

Initiating Planning Executing Closing


Align & Engage

Anchor & Sustain

Originating Transforming Stabilizing

Lead, Manage, & Monitor

Structures | Processes

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