Bernard Szlachta at 02:18, 17 November 2012

2012-11-17T02:18:01Z

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{{Cat|OCEB B200.5 - Quality and GRC}}
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Source: Change Management: The People Side of Change, Jeffrey Hiatt and Timothy Creasey - Prosci, 2003.

<slideshow style="nobleprog" headingmark="⌘" incmark="…" scaled="false" font="Trebuchet MS" >
;title: Change Management
;author: Bernard Szlachta (NobleProg Ltd)
</slideshow>

== Why Change Management? ⌘==
* People resist change (either good or ill)
* Manager can mitigate the resistance
* Technology changes are easier and cheaper these days than people attitude changes and learning

== Problems encountered ⌘==
# Not adequate time and resources
# Wrong or negative message about the changes
# Employees who become distracted and lost interest
# Value employees left the organization
# More sick leavers or absenteeism
# Unforeseen obstacles poping out of nowhere
# Lack of funding for the change

== Executive Concerns ⌘==
# Required Investement
# Financial Performance
# ROI
# Completion time
# Improvment capacity
# Impact on customers

== Eployee Concerns ⌘==
# Impact on my current job
# Job security
# Suitability of the new environment

== Two views of Change ⌘==
'''Organizational change management'''
* the top-down executive view
'''Individual change management'''
* bottom-up employee view

== Primary change management principles ⌘==
* Senders and receivers
* Resistance and comfort
* Authority for change
* Value systems
* Incremental vs. radical change
* The right answer is not enough
* Change is a processes

== Senders and Receivers ⌘==
* '''Sender''' provides information about the change
* '''Receiver''' is being given information about the change
* What a Sender says it not what a receiver hears and vice versa

E.g.
Sender: "We will reduce costs by automating this process and move people to more important tasks"
Receiver: "I may not have a job"

== Preferred Senders ⌘==
Immediate supervisors: messages related to personal impact
* personal impact (salary, people I work with)
* day to day responsibilities

Executives: messages related to business issues and opportunities
* external factors driving the change
* issues facing the business
* marketplace drivers
* financial risks

== Resistance and comfort ⌘==
* "The natural and normal reaction to change is resistance"
* Plan for resistance
* Assess aversion to change from holistic perspective (e.g. what other changes are there)

== Authority for change ==
* Visible and active executive sponsorship
* "Employee resistance increases as the authority and sponsorship for change decreases"
* '''Sponsor''' is "the individual or group who has the power to sanction or legitimize change"

Employees will resist the change more if sponsor:
* is incompetent
* has know history of failed changes
* walks away too soon
* is not active and visible throughout the project

== Value systems ⌘==
* In old hierarchical (military like) structure, change is easier to implement
* The more employees are empowered the harder the change will get (they expected to question management decisions)

== Incremental vs. radical change ⌘==
* Change management should reflect the change size
* I.e. no "one size fits all" approach

== The right answer is not enough ⌘==
* Right answer to a business problem is not sufficient to overcome employee resistance
* People resist "we know batter what you want" approach

== Change is a processes ⌘==
ADKAR:
* '''Awareness''' of the need to change
* '''Desire''' to participate and support the change
* '''Knowledge''' about how to change
* '''Ability''' to implement new skills and behaviours
* '''Reinforcement''' to keep the change in place

== ADKAR and an individual ⌘==
* Each person can have a different rate of adapting to change
* I.e. some people can be in an Awareness mode, other already in Reinforcement
* Applying Change Management should be aligned with Project Management
** in the Business need stage, there should be focus on Awareness and Desire of the employees,
** In the Implementation, there should be focus on Knowledge and

== ADKAR ⌘==
* Individual Change Management framework
* '''Communication framework'''
* '''Diagnostic''' tool (which department/person is on which stage)
* '''Corrective Action''' tool

Change Management - Revision history

Bernard Szlachta at 02:18, 17 November 2012