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Driving the Acceptance of Change Dr. Michael Ohler, Principal BMGI Europe [email protected] http://www.bmgi.com Open Access Learning: http://www.bmgi.org
Driving the Acceptance of Change
Dr. Michael Ohler, Principal BMGI Europe [email protected] http://www.bmgi.com Open Access Learning: http://www.bmgi.org
The initial brainstorm:
Key words around
“leading change”
Change initiatives fail because they don’t …
1) Establish a strong sense of urgency 2) Form a powerful guiding coalition 3) Create a vision of the future state 4) Communicate the vision well 5) Empower others to act on the vision 6) Plan for and create short-term wins 7) Consolidate the improvement, produce more change 8) Institutionalize the new approaches From J. Kotter, "Leading Change:
Why Transformation Efforts Fail" , HBR 1995
Transition Process Current State
Change spells instability
Un-freeze Re-freeze CHANGE
Kurt Lewin, “On the special case of Germany”, 1943
Future state
Momentum is terribly hard to build. Here is how things often evolve:
It starts with a big bang - All hands meeting, lead by the CEO - A great article in the company newsletter - Talk at coffee machines and in corner offices …
And a month later - It is all delegated to middle management - Controlling is tasked to produce powerpoint reports
It soon has become the most recent in a long chain of
Yet another „corporate initiative“.
What motivates you as a leader does not necessarily motivate others
Story #1: „Our historical advantage has eroded over time. We need to regain a leadership position“.
Leaders must be more specific.
And more creative.
Story #2: „We are performing below industry standard. We will need to change – or we will die“.
Change begins with
„Be the change you want to see in the world“
M. Gandhi
YOU
“Vision without action
is merely a dream.
Action without vision
is merely passing the time.
Vision plus action
can change the world.”
Joel Barker
Spelling a compelling vision is harder than most people think
So what about the participants experience of change? Case studies provided by participants
Mind the Change Process
Institutionalizing The change
Gaining Buy-in
Inspiring Burning Platform
Sharing Vision
Po
sit
ive &
in
sp
irin
g
Co
mp
reh
en
siv
e &
de
tail
ed
Ha
ve r
ea
ch
Sh
are
d
Leader
Initi
ated
Po
sit
ive &
in
sp
irin
g
Co
mp
reh
en
siv
e &
de
tail
ed
Ha
ve r
ea
ch
Sh
are
d
Leader
Initi
ated
1. Leader Initiated
2. Comprehensive & Detailed
3. Have Reach
4. Positive & Inspiring
5. Shared by Everyone
* Ref- Joel Barker – Power of Vision
Traits of a great vision
Nurture your first followers
Video: Leadership lessons from a shirtless dancer
6 SYSTEM Factors – Changing Behavior
These 6 SYSTEM Factors are critical to enable success in your organization. If not in place, they will become barriers to change.
Shared Vision
You are Accountable
Stakeholder Involvement
Tools & Skills
Enabling Behavior (recognize & reinforce)
Measures & Processes
S
Y
S
T
E
M
The Classic Change Journey
Leve
l of
Perf
orm
ance
Progress towards the Future State
Valley of Despair III. Resistance • frustration • unable to see a positive outcome • negative questioning or doubting • stubbornness/complaining • anxiety
IV. Exploration
• Energized • creative • overworked but excited • increased commitment • small wins
V. Commitment • excitement • enthusiasm • problem solving • teamwork • clear direction/focus
II. Denial • passiveness • indifference • numbness • apathy
I. Initial Excitement • excitement • motivated • enthusiastic
* Reference: Mastering the Change Curve- Dr Jaffe
1. Analyse
Identify stakeholders
Implement / manage actions to achieve stakeholder
target positioning
Develop actions to build
stakeholder support
Collect and analyse information on
stakeholdes
Develop objectives for Stakeholder management
Stakeholder Management is a process – not a one-time event
3. Implement
2. Plan
Welcome to Change Pro!
Change Pro Overview
Group Debrief from Change Pro Simulation
Best ever result
Some lessons learnt from the Change Pro simulation
…so change is not as easy as it seems and most importantly it takes practice!
Management versus Leadership
We brainstormed for keywords on „managing“ and „leading“ change. From this list of keywords, we then analyzed the difference between what managers and leaders do.
Review of expectations
At the end of the workshop, we reviewed expectations. Full circle: expectations fully met Empty circle: expectation not met at all.
BMGI Workshop Amsterdam, June 22nd 2012
Driving the Acceptance of Change
THANK YOU FOR COMING!
Dr. Michael Ohler, Principal BMGI Europe [email protected] http://www.bmgi.com
