2014 organizational change management
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ORGANIZATIONAL CHANGE MANAGEMENT Compete like never before. Consulting Technology Performance
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Akili’s project management process includes project phases where the client’s new IT business solution is formally introduced and adopted through organizational change management training techniques.
Transcript of 2014 organizational change management
ORGANIZATIONAL CHANGE MANAGEMENT
Compete like never before. Consulting Technology Performance
COM
PETE LIKE NEVER BEFO
RELeading Organizational Change
CULTURE and CHANGE
Current Culture
Beliefs Behaviors Assumptions
Attempts to introduce changes that are radically different than the existing culture usually are not successful.
Attempts to introduce changes that are generally consistent with the current culture usually are more successful.
Does this project represent a “radical” change?
Organ transplant analogy
Weaknesses Flaws
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COM
PETE LIKE NEVER BEFO
RELeading Organizational Change
CULTURE SHIFT and CHANGE
Tissue Type MatchBlood Type MatchAnti-Rejection MedicationNo other illness presentOr else…..• The Culture (body) will send out
“Corporate white blood cells” to reject & kill the foreign object
CurrentCulture
Beliefs Behaviors Assumptions
Weaknesses Flaws
Your Favorite Change Initiative
Organ transplant analogy
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COM
PETE LIKE NEVER BEFO
RELeading Organizational Change
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PARADIGMSWhat is truth. What we believe.
MISSIONWhy we exist.
MANAGEMENT VALUESWhat we think is important/priorities.
PROCESSESHow we accomplish work.
Conceptual
Physical
Hardest to Change
Easiest to Change
Complexity
Risk
Rate of Speed
How Difficult is this Change?
COM
PETE LIKE NEVER BEFO
RENegative Response To Change Model
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Status Quo
Shock
Denial
Anger
Depression
Testing
Acceptance
Active
PassiveBeginning Conclusion
EM
OTIO
NA
L R
ES
PO
NS
EChecking Out Points
Bargaining
PrivatePublic
Checking Out
RecalibrateExpectationsRecalibrate
Expectations
People who feel it’s a bad thing.
COM
PETE LIKE NEVER BEFO
REPositive Response To Change Model
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UninformedOptimism
InformedPessimism
HelpfulRealism
InformedOptimism
Resolution
Checking Out
PrivatePublic
High
Low
RecalibrateExpectations
Beginning ConclusionTIME
PESS
IMIS
MPeople who feel it’s a good thing.
COM
PETE LIKE NEVER BEFO
RELeading Organizational Change
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Surprise is BAD!• We don’t want/need “Shock & Awe”
Information is GOOD!• Good Leadership has CLARITY.• Followers want it.• Simple things minimize Surprise & Resistance.
Common Sense is often not Common Practice.• Simple, but it’s still work.• It won’t happen by itself.• Ignoring this reality is bad business.
Nature abhors a void.
COM
PETE LIKE NEVER BEFO
RELeading Organizational Change
• Power: to legitimize the change• Pain: discomfort with status quo• Vision: clear definition of the outcome• Communication: an effective vehicle to explain it• Resources: ability and willingness to commit them• The Long-View: in-depth understanding of impact• Persistence: resist short-term for long-term• Sensitivity: capacity to see people issues - transformation skills• A Public Role: visibility, a voice!• A Private Role; time for individuals or groups• Consequence Management Techniques: “+” & “-” actions• Monitoring Plans: measurements of success• A Willingness to Sacrifice: not exempt from impact of the change/effort
SPONSORSHIP ATTRIBUTES
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Good sponsorship
is essential!
COM
PETE LIKE NEVER BEFO
RELeading Organizational Change
Commitment is Expensive! • You pay to get it,• Or you pay for not having it.
o But you WILL pay!
Pay me now, or pay me later.
– expensive.
– real expensive!
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COM
PETE LIKE NEVER BEFO
RELeading Organizational Change
Our OCM goal is…• To achieve new levels of operational
performance productivity as soon as possible following a major change in the business while experiencing minimal dysfunctional behavior.
Minimize
Resistance
CommitmentMaximize
ReducedDysfunction
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COM
PETE LIKE NEVER BEFO
RELeading Organizational Change
We define Communication Strategy as: specific actions, tasks, or measures we take to…
• Inform and assess impacted people• Receive and respond to questions• Organize demos/presentations• Solicit input and comments• Gather, process, and respond to feedback• Identify and measure pockets of resistance• Act to minimize resistance by building commitment• Identify and measure acceptance, and• Identify and recognize/reward/publish instances of success to encourage
acceptance
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