ACM Summit Change Management Presentation

8/12/2019 ACM Summit Change Management Presentation

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Change Management forAcquisition Career Managers

Understanding the impact of change and how to

obtain buy in from our customers

December 7, 2011


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Why Is This Important?

The amount of change in our Agencies at themoment is phenomenal

Acquisition Career Managers are on the receiving

end of changes, and they also have to lead

them!

People react to change differently

Resistance can cause change to fail

Excellence as ACMs involves Change Leadership


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Some Definitions

Change Agent: People who act as catalysts for change

Someone who directly or indirectly causes change

Change Leader:

Ability to energize groups who will be implementing

change projects that they may or may not have bought

into

A leader who creates a vision to guide people, through

inspiration and commitment

A leader who initiates and manages the change process,

and energizes it on an ongoing basis, removing

roadblocks and/or accelerating its pace


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Types of Change

Type IThat which is done to us. Very few people like this type of change!

It violates our sense of independence, freedom and control of our own

destiny

Most likely to resist within the context of organizational change

Type IIThat which we do to ourselves. This type of change is very different

We're in control. We're deciding for ourselves that doing something different

is necessary

Because it's our decision, we don't "resist" our decision to change

Type IIIThat which we do to others. Change from the other side of the fence

If we're inflicting Type III Change, then its perceived by the receiver as

Type I Change


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Dimensions of Change

20% Rational

What should the new

policy be ?

Is the new approach

really better?

40% Political

Is there a risk for

my position ?

What will my powerbe tomorrow?

Case for change Structure & Ratios Roles Measures Sizing Skills & Knowledge

How does power shift? How big is my budget? How will my customers react?

40% Emotional

Is the effort worth it ?

Am I going to be

successful ?

How will I look in the

future ?

How will this affect me?

Will I have a job? How will my career develop?


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Dimensions of Change for ACMs

CHANGE

ACM OFPP/FAI

Acquisition

Workforce

Agency


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Dimensions of Change for ACMs

Change

Leadership

Policy Three tier

certification

Ambiguity

Process New procedures

Ambiguity

Technology New systems

New tools

Ambiguity


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Change for ACMsIndividual Change


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Individuals and Temperament

NOTE: Introduction to Temperament, Hile Rutledge

NF - Idealists NT - Rationalists

Eat Sleep and Breathe

Personalization

Motto

Im an NF, and Im here to help

Achilles Heel Guilt


Complexity

Motto

Why?

Achilles Heel Incompetence

SJ -Guardians SP - ArtisansEat Sleep and Breathe

Procedures

Motto Dont change what isnt broken

Achilles Heel

Disorder/Disorganization


Now

Motto If all else fails, read the directions!

Achilles Heel

Routine/inactivity


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Temperament and Change

NF IdealistsTo whom? NTRationalistsWhy?

Need to know who will be affected and how

and why its meaningful

Change must support their value systems

Must be for the good of the organization and

the people

Manage impact to organizational atmosphere

Give them the big picture first

Resist if it seems illogical, unreasonable or

unfair

Logical reasons for the change and a clear

strategy and path forward

Need to know their analytical abilities will

be valued in the new order

Sense of competence and task mastery

Need to see big picture, starting with goal

and why its important

SJGuardiansHow? SPArtisansWhat?

Need to know rationale and benefits

Need to know what the plan is

Need the opportunity to preserve what workswell

Incremental change anchored by current

realities

Need a sense of belonging throughout the

change

Need to know step by step instructions of how

to do new things

Resist if not been involved upfront

Desire to be where the action is

Need something to do right away Flexibility and options designed into the

change

Hands on approach to trainingon the job

Lets get on with it!


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What's happening for the ACMs?

NOTE: William Bridges, Managing Transitions

Reconcile Reorient Recommit

Policy enforced on them

Indignation because not involved in

the decision

Confusion over day to day impact

Anxietywill there be an impact to

my job?

Feeling of lossliked the old

certification approach

Confusion over how to sell this new

policy to the Acquisition Workforce

Anxiety over day to day impact

Creative ideas for helping Acquisition

Workforce see the benefits

Improved understanding of

advantages of new certification

approachreduced anxiety

Institutionalized processes

Benefit for the Acquisition Workforce

is visible

Endings

New Certification Policy

Neutral Zone

Transition to new policy

New Beginnings

New policy is institutionalized

Desired &

Eventual

ProductivityDenial

Shock

Anxiety

Confusion

Anger

Avoidance

Resignation

Undirected EnergyCreativity Conflict Stress

Acceptance

Impatience

Hopeful/Skeptical

Relief/AnxietyExcitement

Trust

Enthusiasm

Original

Productivity


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Change for theAcquisition Workforce


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Whats happening for the

Acquisition Workforce?

Reconcile Reorient Recommit

Resistance to learning something new

Indignation because not involved in

the decision

Confusion over day to day impact

Anxietyhow will I fit this in with

everything else on my plate?

Feeling of lossliked the old

certification approach

Conflictisnt there another option?

Confusion over new certification

requirements

Creative ideas for how to fit

certification in schedule

Improved understanding of

advantages of new certification

Reduced anxiety due to engagement,

training, learning

Institutionalized processes

Improved career development and

skills

Endings

New Certification Policy

Neutral Zone

Transition to new policy

New Beginnings

New policy is institutionalized

Desired &

Eventual

ProductivityDenial

Shock

Anxiety

Confusion

Anger

Avoidance

Resignation

Undirected EnergyCreativity Conflict Stress

Acceptance

Impatience

Hopeful/Skeptical

Relief/AnxietyExcitement

Trust

Enthusiasm

Original

Productivity

NOTE: William Bridges, Managing Transitions


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Resistance

Leaving comfortable policies, systems, processes, etc.Impact to credibility or reputationConcern about career or financial advancementHeightened / expanded performance requirements

The need to prove yourselfagain in a new contextImpact to job role

NOTE: 20/60/20 rule 20% will get on board immediately

60% will be on the fence and look to the leaders for when andwhether to followthey will get on board eventually

20% will never get on board

AMBIGUITY ANXIETY RESISTANCE


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Examples of resistance

We tried that before.

It costs too much.

Its too radical a change.

Theres not enough help.

Weve never done it before.

Theres not enough time. Lets get back to reality.

Thats not our problem.

Why change it? Its still

working OK.

I dont like that idea.

Youre right, but

Youre two years ahead of your

time

Were not ready for that.

Sounds OK but impractical.

It might not work.

Not that again!

We did all right without it.

Its never been tried before.

Lets shelve it for the time being.

What you are really saying is Maybe that would work in your area

but not in mine.

Its impossible.

Youre not here to think.

Cant teach an old dog new tricks.

Lets wait until the next generation.

Its too early to think about it.

Its too late to start.

Weve always done it this way.


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Moving People Forward

Emotion

(Appeal) Create passion for the

change

Make it meaningful

Direction

(Achievable) Provide the Path

Describe the big picture

Describe the steps

Information

(Analysis) Provide information

Provide rationale

Make it logical

ENGAGEMENT


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Information

Provide information as early and regularly as possible

Provide the logic behind the change

Provide the business case

Describe the bright spots Not just what problem the change will solve

Also what the future will look like and why it will be better

Provide detailed guidance

Need a compelling vision, and yet the devil is in the details

Provide clarity to manage ambiguity

Change has to make sense.and the fact that change is

logical is not enough.!


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Emotion

Engage users early and often at all levelsMotivation is key

Make change manageable

Take small steps so that the change is not overwhelming

Make the change seem smaller than it is

Generate hope

Make change a matter of identity, not consequence

Who am I?

What kind of situation is this? What would someone like me do in this situation?

Change has to be meaningful.and yet this is still not

enough!


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Direction

People need to see the vision, the goal, the big picture

They will also default to taking the easiest path

Tweak the environment to make changing easier, and the status

quo harder

Re-shape the path to fit the needs of the change Rally people in support of the change

Be specific

Show people the right way to do the new thingcreate new

habits

Give them details

Reduce complexity and provide simplicity and clarity

Need all three for change to be successful!


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How To Deal With Resistance

Acknowledge: Tell the person your perception of resistance Be clear, specific, and honest Be empathetic

Investigate:

Identify main source of resistance Encourage person to talk about feelings

Listen

Isolate and work individual issues

Reinforce: Reinforce the positive aspects of change

Explain reasons for change

Use clear arguments

Gain acceptance

Dont take resistance personally!


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CommunicationUseful Tools Listen actively Listen attentively Listen with empathy

Listen

Notice and comment on behavior De-emphasize comments about the individual

Behavior vs. person

Express the effect and the personal impact Avoid phrases beginning with You

IMessages

Ask What is their contribution? Ask How they contribute to the situation?

Contribution

Feelings and Thoughts Ask What do you think? Ask What do you feel?

Magic of Pretending Use the concept Lets Suppose Help them imagine ideal outcomes

Options Emphasize multiple options Always consider three options

Avoid and eliminate asking Why? Ask instead What, Where, How, Who, Which,

When?

Open-Ended Questions

REMEMBERits better to over communicate!


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Change for theOrganizational System


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Exercise 4

Practicing communication styles: Find a different partner again

Take it in turns to practice delivering the messagesaround the new certification program using different

tones, words, styles, etc. Have the other person describe the impact that the

different approaches have on them

Take it in turns

Be prepared to share themes


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Impact to the OrganizationExternal

Environment

Mission &

Strategy

LeadershipOrganizational

Culture

Structure

Task & Individual

Skills

Management

Practices

Work Unit

Climate

Motivation

Individual &

Organizational Performance

Systems (Polices

& Procedures)

Individual

Needs & Values


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In Conclusion

Changes have impacts in many areas For Individuals

For the Customer

For the Organization

Change causes ambiguity, uncertainty, anxiety andresistance

Communicate, Communicate, Communicate

Excellent Managers are also Change Leaders!!

ACM Summit Change Management Presentation

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Transcript of ACM Summit Change Management Presentation