11/1/09 ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt 1 of 15
“What’s Change Got to Do With It?”
A Primer on the Psychology of A Primer on the Psychology of Change LeadershipChange Leadership
Prepared for Section 0502 BaltimorePrepared for Section 0502 Baltimore
American Society of QualityAmerican Society of Quality
By John WeiszBy John Weisz
SSBB, CQE, CRE, CPIM, CPLSSBB, CQE, CRE, CPIM, CPL
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Some Things to Think About• 70% of LSS projects do not meet charter’s goals• The average LSS project (for only “partially committed” LSS) has less than 50%
chance of survival• Why is this?
12/27/08
•This applies just as well to LSS,CMMI, MBNQA & ISO/TL 9000 endeavors
Organizations Don’t Manage Change Well!
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Further Considerations (or the “6 Steps to Success”)
1. Change Leadership is essential to LSS Success2. Anticipate change, don’t react to it (PDCA)3. Look below the surface
4. Be a pessimist- use methods and tools to identify worst case scenarios and execute plans that mitigate risk
5. “Control” is as important in change leadership as it is in project management
6. Validate that you have created a change leadership environment.
12/27/08
This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”
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The Growth (“S”) CurvePhase 1 Phase 2 Phase 3
Experiment & Slow GrowthRapid Growth; Mature Customer Preferences
Growth Declines; Rebirth or DEATH
FORMATIVE NORMATIVE INTEGRATIVE
Time
Per
form
ance
T3 TigerTech/Change leadership and LSS.ppt
Anticipating the change enables:• experimentation, failure & trying again• collection of more market & trend information• increase in resources to invest more in advanced development and proactively influence the next change
Equilibrium
Incremental change
Disequilibrium
Discontinuous change
Improved performance!
This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”
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The Growth Curve: Some Implications• The need for change is typically triggered by a
change in the environment• The need for change does not imply that what
we were doing before was wrong• The object of accelerating change is to
shorten Phases 1 and 3, so we can get to Phase 2 as quickly as possible.
• Delay can be fatal: the frequency of the change cycle is increasing
This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”
ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt
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Change Administration vs. Leadership
Traditional Approach(Administration)
• Manage organizational disruption• Focus on process• Work through existing
organization• Complex and sequenced• Long term (3-5 years)• One approach fits all
Accelerated Approach(“leadership”)
• Maximize shareholder returns• Focus on strategy• Change can require new
leadership• Simultaneous initiatives• Slow pace means low yields• Tailored approach, depending on
needs
Note: These are the same objections, methods and behaviors needed for leading LSS teams
12/27/08
This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”
ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt
Life
Cycle
Engineering Associates
11/1/09
The Paradigm Shift for ChangeIn
cre
asin
g C
om
mitm
en
t
Time
7 of15
- It's tough but CAN DO
- It's right thing to do
Conviction
- Train is leaving, I better be on it.
Failure
- I'll defend my turf at all costs
- There's no urgency
- I want to re-evaluate this decision one more time
This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”
- Boss said "do it"
- It will save me work
Anticipation/ Expectation
- Maybe this is a "pain-less solution"
Disillusionment / Hostility
- it's hard/threatening
- I'll do it when it suits me
- I will discredit the process whenever I can
Time of greatest risk
- To survive, I have to defend status quo
- why do it?
- why outsider? - someone else's problems
Disinterest / skepticism
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Accelerated Cycle of Change
- It's tough but CAN DO
- Boss said "do it"- It will save me work - It's right thing to do
- why do it?
Failure
Incr
ea
sin
g C
om
mitm
en
t
- why outsider? - someone else's problems
Disinterested / skeptical - Maybe this is a
"pain-less solution"
Anticipation/Expectation
Conviction
- Train is leaving, I better be on it.
Time
Launch Change
Campaign here
Make Business
Case for Change
WinningBusiness
Proposition
Early Success!!
Reduce time & cost to effect
change
-Drive ‘cycle time to change’ to zero-- Drive change variance to zero
Right Answer + Right Campaign =Right Results!
This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt
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5 Steps to Change Leadership’
• Step 1: Confront Reality
• Step 2: Define the Winning Future
• Step 3: Design the Change Plan
• Step 4: Execute & Adapt the Change Campaigns
• Step 5: Disengage and Follow UpASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt
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Change Leadership Documents
1. Business Case for Change2. Gap Analysis [Tools = FMEA & other tools]3. Winning Business Proposition4. Identify Campaign Changes5. Change Campaign Assessment6. Detailed Action Plans
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“What now, General Washington?”
[an historical example]
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What’s the Change Paradigm here?
Winning the war
• Independence!
• large, enthusiastic army
• ‘universal’ optimism
[Really] ready to fight
• has momentum
• more men; veterans
• food, supplies & $$
Losing the war
• in full retreat
• scattered and small army
• people not supportive
• Trenton• Princeton• …& beyond
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How did General Washington do it?
Nov'75- Aug'76Bus.Case for change
GW asks for permanent army
indifferent Congress30,000 men
abundant suppliesenthusiastic, but amateur leaders
- We beat them before - fear/standing army
- "God is with us"
Disinterested / skeptical
Sep-Oct '76Winning Bus. Prop.
GW adapts strategy
Manhattan lost15,000 dispirited men
some leaders emerge
fearful but stubborn Congress
- abandon NY?!- we can wear them down
Anticipation/ Expectation
- they are talking peace
- give me 2 more weeks!
- 'these are the times that try men's souls…'
Conviction!
- make these marches in bad weather & poor roads
16 Nov-23 DecLaunch Change Campaign
GW plans counter stroke
all NY and Jersies lost<8000 effectives
insubordinate leaders *
terrified Congress; gives General full powers
- NY & NJ Lost - the war is lost - is GW still "The Man?" - Washington consolidates forces; deals with disloyal, plans for future operations - Washington collects Intel; listens to subordinates
Disillusionment / Hostility
Time of greatest risk
ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt
24Dec'76 -March '77Earlier Successes
GW strikes & exploits
Relieved CongressTrenton, Princeton, etc
core of professional vets1600 grows to 7000 men
leaders confident/effective
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To Morristown
Bordentown
Trenton
BrunswickHillsborough
Rocky HillKIngston
Princeton
Basking Ridge
Perth Amboy
New York
Delaware R.
Hudson R.
Washington’s Plan: What actually happened?
1
X
X4
5
a 6 Major battles & ~ 60 minor
… all won by GW's armya almost all of Jersies recovereda supplies, recruits and $$ flowing ina British Army and homefront demoralizeda full faith and confidence in GW restored!a Veteran army & leaders ready for 1777
RESULTS OF NEW JERSEY CAMPAIGN
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Questions about Change
Leadership?
Call John Weisz SSBB, CQE, CRE410-987-1287
ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt