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![Page 1: 1 Ryan Lanyon Manager, Smart Commute November 7, 2012 ACT Canada Sustainable Mobility Summit Change Agent at Work Applying Change Leadership and Management.](https://reader035.fdocuments.in/reader035/viewer/2022062314/56649e1c5503460f94b0a2b9/html5/thumbnails/1.jpg)
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Ryan LanyonManager, Smart CommuteNovember 7, 2012ACT Canada Sustainable Mobility Summit
Change Agent at WorkApplying Change Leadership and Management Principles to TDM
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Agenda
Assessment Preparation Leading Change: Eight Stages
Urgency Coalition Vision Dialogue Empowerment Piloting Tipping Point Culture
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Assessment: Types of Change
Extent of Change
Realignment Transformation
Speed of Change
Incremental Adaptation Evolution
Big Bang Reconstruction Revolution
Source: Balogun
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Assessment: Culture Web
Source: Balogun
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Assessment and Preparation: Kaleidoscope
Source: Balogun
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Preparation
Change requires: Leadership
• Vision• Strategy
Management• Plans• Budgets
Organizations are made up of individuals
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Preparation: Individuals
Awareness, trial, usage Consumer Behaviour Model
• Identification of a need• Information search• Evaluation of alternatives• Purchase decision• Post-purchase behaviour
Community-based social marketing
• Identify barriers and benefits• Use tools to address these
Transtheoretical Model (TTM) / Stages of Change Theory
• Pre-contemplation• Contemplation• Preparation• Action• Maintenance• Relapse
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Preparation: Individuals
Source: Balogun
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Assessment: The Change Formula
Is it worth moving forward? Dissatisfaction x Vision x First Actions > Resistance D x V x F > R D/10 x V/10 x F/10 > R/1000 D, V, F = / = 0
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Leading Change: Eight Stages
Adapted from Leading Change by John P. Kotter Urgency Coalition Vision Dialogue Empowerment Piloting Tipping Point Culture
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Step 1: Urgency
Fight complacency! Incent action Gain cooperation around an initiative Raise priority Get buy-in
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Raising Urgency
Crisis Move, parking supply
Examples of excess Frivolous mileage
Targets Environmental, transport
Accountability Data
Did you know…?
Talking Consultants
Spending too much External demands
Municipal requirements Stop “happy talk”
I’m going to quit for parking Bombard people
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Step 2: Coalition
Importance of Coalitions Need a balance of power, resources and influence
• Green teams?
Change must be guided by stakeholders affected by it• All business units or operating divisions
Cross-section of the department or company to ensure change is managed and led from various viewpoints
• CEO’s Office, HR, Real Estate, Health & Safety, Sustainability
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Building the Coalition
Existing or new? Find the right people
Power position Expertise Credibility Leadership
Create trust Develop a common goal
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Step 3: Vision
Purpose of a Vision Forced planning Agreement Clarity Efficiency Inspiration
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Creating the Vision
Steps Draft Develop Engage Revise
Considerations Teamwork Investment Emotion Indirect path
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Effective Visions
Imaginable Desirable Feasible Focused Flexible
Communicable Tear down comfort zones Appeal to customers,
employees, stakeholders Take advantage of
opportunities Exploit no one
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Testing Your Vision
If the vision is made real, how will it affect employees? Will they be more satisfied?
In a few years, will we be doing a better job? How will the vision affect stockholders or stakeholders?
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Vision Statement Examples
We are going to sell healthier food to our customers. We are going to reduce red tape and make our customers
happier. We are going to move our office to be closer to our
employees. Metrolinx: Working together to transform the way the region
moves.
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Step 4: Dialogue
Why is it important to engage in dialogue about change? Change makes people uncomfortable Everyone needs to be part of the change The change is not simple; questions arise Everyone needs to know, feel included
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Effective Communication
Simple Through metaphor,
analogy or example Multiple channels
Large meetings/town halls Memos Newsletters/bulletins Posters Word-of-mouth Events Mass mail (voice and electronic)
Repetition Leadership Address inconsistencies Two-way
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Simple and Effective Communication
Before Through a process of debureaucratization, we will
empower our frontline employees to better serve idiosyncratic customer requirements.
After We are going to throw out some of the rule books and
give employees more discretion to do the right thing for our customers.
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Metaphorically Effective Communication
Before We need to retain the advantages of economies of great
scale and yet become much less bureaucratic and slow in decision making in order to help ourselves retain and win customers in a very competitive and tough business environment.
After We need to become less like an elephant and more like
a customer-friendly Tyrannosaurus Rex.
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Step 5: Empowerment
How do you empower employees? See: Stages 1-4 Make them change agents
• Provide autonomy, resources and support
Ensure their voices are heard• Reinforces the importance of dialogue
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Step 6: Piloting
Pilot projects create short-term wins. Possibility and feasibility Demonstrate cost savings Demonstrate increased revenue Streamline procedures Increased effectiveness
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Necessity of Piloting
Sacrifices are worth it Provide an opportunity to
celebrate Fine-tune vision and strategies Undermine cynics and resisters Keep management on board Build momentum
Criteria for a short-term win Must be explicit Must be visible throughout
the organization Must be clearly related to
the change effort
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Step 7: Tipping Point
Change moves from a project to an operation More people will need to get involved
• Multiply the change agents
Senior management needs to lead Multiple initiatives will run concurrently Timeframe for change will extend Eliminate obsolete interdependencies
• Parking minimums!
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Balance of Leadership and Management
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Tipping Point Challenges
Longer timeframe; task seems more daunting Deeper organizational commitment Personal dynamics
Staff turnover / reorientation Exhausted coalition member Complacent manager Complimentary saboteur
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Step 8: Culture
What is culture? Norms of behaviour Shared values
• Metrolinx: Commitment, Service, Working Together, Innovation
Culture impacts Corporate culture affects everyone
• Subcultures are specific to subunits
Difficult to change - Invisible and hard to address Linked to human emotion
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Power of Culture
Can influence behaviour Is pervasive
Exists through thousands of small interactions Reinforces itself
Must ‘fit’ the organization Stories and legends set and maintain the tone
Happens without conscious actions or thoughts
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Role of Culture
Anchoring change Comes last, not first Depends on visible results Requires much discussion May involve changing key people Makes decision on succession crucial Takes time, patience and persistence
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Mapping a New Culture Web
Source: Balogun
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Mapping a New Culture Web
Symbols Free parking. Stylish bicycle racks at the door.
Controls Do we pay people to drive to meetings, but expect them to cover the cost of
taking transit? Cycling? A policy that provides a decision-making process favouring sustainable (and most
affordable) modes
Stories Was: “I got a huge mileage check and bought a new TV.” Now: “I started carpooling and saved enough for a new TV.”
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Thank You!
ContactRyan LanyonManager, Smart CommuteMetrolinx416-874-5933ryan.lanyon@metrolinx.comwww.smartcommute.ca
Sources Balogun, J. “Strategic Change” in Management
Quarterly. UK: Cranfield University (2001). http://www.tomorrowsleaders.com/A5569D/icaew/
content.nsf/DocumentLookup/ICAEWSTR0109/$file/MQ10+Strategy.pdf
Brown, P. A Brief Introduction to Change Management. YouTube (2011).
http://www.youtube.com/watch?v=3Jk6clmMycI&hd=1
Kotter, J. Leading Change. USA: Harvard Business Review Press (1996).
Mckenzie Mohr, D. and Smith, W. Fostering Sustainable Behaviour. Canada: New Society Publishers (1999).