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Managing Change:Munis Implementation

And Beyond

Managing Change:Munis Implementation

And Beyond

Manager and Supervisor TrainingThursday, November 7, 2007

22

IntroductionsIntroductions

AgreeYa Solutions

• Stacy Bowman

• Chris Dennis

Team HR

• Judy Clarke

3

Objective: Lead Change With Intention and IntegrityObjective: Lead Change With Intention and Integrity

Create awareness of need for change

Differentiate change and transition

Understand affect on self and team

Communicate effectively during change

4

Manager’s Core CompetenciesManager’s Core Competencies

Old school

• “Get the work done”

• “Watch the bottom line”

• Individual performance

New school

• Old school +

• “Respond to seismic shifts”

• “Navigate uncharted water”

• Team performance

5

What Is Changing In Hillsboro?What Is Changing In Hillsboro?

6

Why Is StreamLine A Significant Change?Why Is StreamLine A Significant Change?

First new financial core in > 20 years

• New experience for most employees

Decentralized access

• New processes for employees

MUNIS!

Group IV

7

Decentralized AccessDecentralized Access

Group IV Munis

BusinessUnit 3Business

Unit 2

BusinessUnit 1

Group IV

Finance

Pap

erPaper

Paper

BusinessUnit 3

BusinessUnit 2

BusinessUnit 1

Finance

Munis

Vendors

8

What Does Decentralization Mean For Me?What Does Decentralization Mean For Me?

Do you fill out or sign a time card?

• Process will change

Do you track vacation?

• Process will change

Do you budget?

• Process will change

Data changes

• Where it resides

• How we access it

• What we can do with it

999

AgendaAgenda

Orientation to change management

Change and transition management demystified

Change tools

The role of Manager/Supervisor in change

Wrap-up

1010

Why Change Management?Why Change Management?

Multiple studies show a direct correlation between

how well you manage change

and

whether or not you meet project objectives

1111

Change Management FactsChange Management Facts

80%

20%

50%

50%

36%

64%

18%

82%

0%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of participants

Very poor Poor Average Very good Excellent

Change Management Effectiveness

Percentage failed to meet objectives Percentage met or exceeded objectives

12

Change Management for StreamLineChange Management for StreamLine

Communications

• Public outreach, newsletters…

Leadership support

• Executive, sponsor…

Training

• Project team, advocacy…

Today’s Activities:

Segments of all three

131313

Path to ChangePath to Change

The Big Why?

The Big Why?

You are

here

TRANSITION- Data- Staff- Customers

Wherewe’regoing

Willingness

Resistance Communication

141414

The Big Why!StreamLineThe Big Why!StreamLine

Centralized repository of data and information

Easier access and data utilization

Offer automated functions and self-service

Refined budgeting and reporting capabilities

Sustainable system

Added functionality

Reduction in multiple inputs to system

1515

Writing ExerciseWriting Exercise

1616

Change and TransitionKey ConceptsChange and TransitionKey Concepts

Understand the difference between change and transition

Learn why change is so difficult for people

Understand the 3 phases of transition

Learn strategies to help facilitate/ manage the transition process for self and others

1717

Change and TransitionKey ConceptsChange and TransitionKey Concepts

Understand your role as a manager or supervisor during change

Preview a model for assessing and supporting change

1818

What Is Change?What Is Change?

Change: Something new starts or stops and takes place at a particular point in time.

1919

What is Transition?What is Transition?

Transition: Psychological process of trying to find meaning and ways to function in a new situation.

• Goes on inside a person, not outside

• Takes much longer

• Starts with an Ending

• Finishes with a Beginning

• In-between is the Neutral Zone

2020

Neutral Zone

Ending Beginning

Moving Through the Neutral ZoneMoving Through the Neutral Zone

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Three Phases of the Transition ProcessThree Phases of the Transition Process

2. NEUTRAL ZONE1. ENDING

3. BEGINNING

2222Resistance

Exploration

DenialResolution and

Commitment

The Transition CurveThe Transition Curve

2323

Change ManagementChange Management

Establish the need for change

Design a change that effectively answers that need

Identify the impacts of the planned change

Plan how the changes will be implemented

Implement the changes

2424

Transition ManagementTransition Management

Develop and implement strategies for managing endings and losses

Develop and implement strategies for leading people through and profiting from the Neutral Zone

Develop and implement strategies for helping people to make a new beginning

2525

Transition StateTransition State

Characteristics of the Transition State include:

• Low stability

• Perceived high levels of inconsistency in the environment

• High emotional stress

• High, often undirected energy

• Control becomes a major issue

2626

Transition State, Part 2 Transition State, Part 2

• Past patterns of behavior become highly valued

• People conclude the worst

• Conflict increases

2727

TransitionsTransitions

• Transitions begin in confusion and end in direction

• The key to transitions is to generate “movement” by accepting (although not necessarily agreeing with) the change

• You will need empathy and understanding

• You need to clarify why you are stuck so that you can “let go” and get unstuck

2828

Transitions, Part 2Transitions, Part 2

• Begin to connect the old with the new and look for the opportunities the change presents

• Guard against playing the victim

• Focus on what you can control

• Develop your personal resilience to deal with constant change

2929

Successful ChangeSuccessful Change

To successfully change, an organization needs its employees and managers to…

• See why they have to change

• Let go of the old ways

• Align with the new direction

• Adapt their values and behavior with the new ways

3030

And…And…

• Commit to what needs to be done to make it work

• Be active in creating success

• Learn new skills and mindsets

• Be ready for more change in the future

313131

The Shape of ChangeStreamLine Example

Centralized repository of dataand information

Easier access and data utilization

Offer automated functions and self-service

Better budgeting and reporting capabilities

Sustainable system

Added functionality

Reduction in multiple inputs to system

32323232

StreamLine Project ScheduleStreamLine Project Schedule

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

Financials

Human Resources & Payroll

Business License

Utility Billing

Inventory & Work Orders

2007 2008 2009Phases

You Are Here

333333

Change Example:Implementation PhaseChange Example:Implementation Phase

Activity

Project Team

Users

Start End Ops

Analysis & Implementation Go Live

BusinessProcessRedesign

Planning Piloting

End User Training

Visioning

DataConversion

Testing On-GoingBusiness

In w/Munis Out w/G4

ProblemResolution

ProblemResolution

343434

The MUNIS ViewThe MUNIS View

Analysis & Implementation

Go Live

3535

BreakBreak

Return in 10 min.

Purpose?

• Clear the air

• Re-focus attention

• Use restroom

• Have a treat

3636

What Will Help Me?What Will Help Me?

Anticipating and preparing for change

Understanding my reactions and the reactions of others

Using tools to get the results we want from ourselves and others

“Working For Success”

373737

FuturescapePossible Munis Scenarios

FuturescapePossible Munis Scenarios

Can’t do work

Work is trashed

Unnecessary work

Wow! I didn’t think the future would

be like this!

383838

Can’t Complete TaskCan’t Complete Task

Fear

• I’m failing

• System broken/ useless

Root cause?

• Incomplete/ ineffective training

• Task not necessary

• Project oversight

Positive response

• “Who can help clarify?”

• “How will I adapt?”

393939

System Fails or Generates Bad ResultSystem Fails or Generates Bad Result

Fear

• Data wrecked

• Unrecoverable error

Root cause?

• Incomplete testing

• Bad system setup

Positive response

• “Who needs to know?”

• “How can I describe the problem?”

404040

No Need For What I Used To DoNo Need For What I Used To Do

Fear

• Lose my job

• City Manager: ‘Forget losing your job, we need you’

Root cause?

• Munis success

• Increased efficiency

Positive response

• “What can I do next?”

• “Where am I needed?”

414141

StethoscopeListening To Your Response

StethoscopeListening To Your Response

Good old days

Dishrag

Dr. Jekyll, Mr. Hyde

424242

The Good Old DaysThe Good Old Days

Symptoms

• Daydreaming about old system

• Using old/work-around system

Positive response

• Acknowledge resistance

• Engage with new system

Prevention

• Going away ceremony

• Dismantle work-around

434343

DishragDishrag

Symptoms

• Lethargy, sleepiness

• Say nothing, do nothing

Positive response

• Stomp foot, short powerwalk

• Make self accountable to colleagues

Prevention

• Start out accountable

• Find different role

444444

Dr. Jekyll, Mr. HydeDr. Jekyll, Mr. Hyde

Symptoms

• Agree in public, disagree in private

• Fantasize destructive behavior

Positive response

• Admit angst to self

• Drain angst away from colleagues/project

Prevention

• Say project issues in public

• Admit feelings fast

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Experience – The MindExperience – The Mind

“Most of the pain and distress we create is through the thoughts and stories we make up about the people, events, and circumstances around us” Christine Caldwell

4646

An EventAn Event

46

Joe Cool

Ahhhhh

Jack the Knee-Jerk

Grrrrrr

474747

How We Create MeaningHow We Create Meaning

Describe

Acceptance

Responsive Action

Interpret

Judgment

Urge to Control

EVENT

What WeTell Ourselves

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Describing vs. InterpretingDescribing vs. Interpreting

Describing

Observing and reflecting on “what is”

Direct experience

Present time

Acceptance

Natural response

Interpreting

Creating a story about what we believe

Mix direct experience with history

Past and Future time

Judgment

Urge to control48

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Challenge InterpretationChallenge Interpretation

Am I sure?

Can I know absolutely for sure that this is true?

5050

BreakBreak

Return in 10 min.

Purpose?

• Clear the air

• Re-focus attention

• Use restroom

• Have a treat

515151

The Price of RigidityThe Price of Rigidity Suppleness is

paramount

• Bending without breaking

Practical

• Feel impact of rigidity and suppleness

Take-away

• Help the mind do what the body can do

A Practical in SupplenessA Practical in Suppleness

525252

Automatic Reactive Habit PatternsAutomatic Reactive Habit Patterns

Explode/Implode

Get Busy

Avoid/Analyze

Emotional/Freeze

5353

How Do We Use Them?How Do We Use Them?

How we keep out the unknown and unfamiliar

How we attempt to control the rate of change

How we allow ourselves time to digest and integrate

545454

Emotional Guidance ScaleEmotional Guidance Scale

1. Joy/Knowledge/Empowerment/Freedom/Love/Appreciation2. Passion

3. Enthusiasm/Eagerness/Happiness4. Positive Expectations/Belief

5. Optimism 6. Hopefulness 7. Contentment 8. Boredom

9. Pessimism10. Frustration/Irritation/ Impatience11. “Overwhelment”

12. Disappointment 13. Doubt 14. Worry 15. Blame 16. Anger 17. Discouragement

18. Revenge19. Hatred/Rage

20. Jealousy 21. Insecurity/Guilt/Unworthiness 22. Fear/Grief/Depression/ Despair/Powerlessness

555555

Wise InvestmentsCommunicating for SuccessWise InvestmentsCommunicating for Success

Focus on fact

Focus on future

Reach for root cause

565656

Focus On FactFocus On Fact

Expected benefit

• De-personalize challenges

• Faster problem solving

How to reach out

• Separate “what is so” from “how I feel about it”

• “Here are three examples of…”

Success

• Facts acknowledged

• Emotional level unchanged or reduced

575757

Focus On FutureFocus On Future

Expected benefit

• Smoother transition to Munis

• Faster transition to Munis

How to reach out

• Illustrate what will be better

• Demonstrate path to future

Success

• Future vision acknowledged

• Glimmers of optimism

MUNIS!

Group IV

585858

Reach for Root CauseReach for Root Cause

Expected benefit

• Faster problem resolution

• Minimize rework

How to reach out

• “Could ___ have caused the problem?”

• “Do we understand why this happened?”

Success

• Focus shifts from “!#@!! symptom!” to satisfying hunt

• Root cause identified

595959

Finding BalanceFinding Balance

Work » Work » Collapse

606060

Finding Balance: Active RestFinding Balance: Active Rest

Work

Active Rest

Work

Active Rest

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Active RestActive Rest

Move

• Stretch

• Take a walk

• Exercise

Connect to Nature

• Sit in the park

• Stare at a picture

• Imagine

• Look out the window

• Focus beyond the horizon

Music

• Relaxing

• Energizing

Get Centered

Appreciation

• Family, friends, pets

• Health

• Proximity of Starbuck’s

Take One Conscious Breath

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The Supervisor/Manager’s Role During ChangeThe Supervisor/Manager’s Role During Change

Show active & visible support

Ensure the change remains a priority

Provide compelling justification

Communicate clear understanding of goals and objectives

Provide sufficient resources

63

Transition TimeTransition Time

Time to Transition

Po

pu

lati

on

PushedBy

Pain

Early Adopters“Eager Readiness”

Early Majority

Late Majority

DrawnBy Vision

“Total Resistance”

Time of Change

6464

How To Shorten Transition TimeHow To Shorten Transition Time

People are influenced to change by those closest to them

Influence is based on:

• Communication

• Respect

• Trust

• Rewards

6565

Building TrustBuilding Trust

Building and maintaining trust requires that leaders be committed to the change

Leaders must be models and show commitment for the change

Leaders must show consistency in what they say and do

6666

Leadership Actions During ChangeLeadership Actions During Change

• Listen, be visible, acknowledge difficult times

• Be honest as possible

• Say “I don’t know” if you don’t

• Have an “open door” policy, pass on information

• Ask questions and solicit employees’ views and concerns – respond to concerns

• Allow for the expression of emotions

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ADKAR ModelADKAR Model

Awareness

Desire

Knowledge

Ability

Reinforcement

6868

ADKAR Model, Part 2ADKAR Model, Part 2

Awareness – of the need for change

Desire – to support the change

• personal motivation

• organizational drivers

Knowledge – on how to change

Ability – to implement new skills

Reinforcement – to sustain the change

6969

Applying ADKARApplying ADKAR

ADKAR for Personal Change

Exercise

7070

What’s Next?What’s Next?

How to talk with employees about change

Key messages about the change

Identify who is impacted and how

Prepare to meet with your group

Prepare to meet one-on-one

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Burning Questions…Burning Questions…

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What’s on your mind?

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FeedbackFeedback

Quickly answer one of the following:

I learned ____.

I was reminded _____.

I was surprised _____.