Business tools Change Management Team Development.

Business tools

Change Management Team Development

Business tools

Introduction

Developing Team Effectiveness

Reviewing Team Goals

Delivering Business Benefits

Working Together

Prioritising and Planning

Review and Next Steps

Agenda

Introduction

Business tools

The challenge of change

“It should be borne in mind that there is nothing more difficult to arrange, more doubtful of success, and more dangerous to carry through than initiating changes . . .

The innovator makes enemies of all those who prospered under the old order and only lukewarm support is forthcoming from those who would prosper under the new”

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Contracting Template One

What do I expect of you?

Facilitator

Manager

Fellow participants

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Contracting Template Two

What do I think you expect of me?

Facilitator

Manager

Fellow participants

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Ground Rules

What behaviours are going to help us achieve our objectives and to meet our mutualexpectations?

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Introduction




Working Together



Agenda


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Team development is . . .

Working with a group/team to assist them to work more effectively as a whole

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Team effectiveness

Goals

What the team is to accomplish

Clear, shared goals

“SMART”

Understood and owned by everyone

Processes

How the team works

Planning

Decision-making

Communication

Monitoring and control

Allocation of work

Roles

Who does what

Individual responsibilities are clear

All “types” of team roles are covered

Leadership responsibilities defined

Relationships

How the team members Interact Conflict Feelings/emotions Attitudes Values Motivation

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A hierarchy of team effectiveness

Environmental factors

Goals

Roles

Processes

Relationships

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Stages of team development

Forming

Storming

Norming

Performing

Mourning

Out

put

Time

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Stage

Forming

Characterised by

Storming

Attempt to identify tasks and how group will accomplish them

Discussion of symptoms or problems peripheral to the tasks

Decisions on type of information required

Hesitant participation

Minimal task accomplishment

Personal agendas uppermost

Dispute about focus/priorities

Experimentation

Infighting, defensiveness and competition

Resistance to task demands because they interfere with personal needs

Minimal task accomplishment

Polarisation of team members

High energy or withdrawal

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Stage

Norming

Characterised by

Performing

Acceptance of team, team norms and own roles

Establishment and maintenance of team boundaries

An attempt to achieve maximum harmony by avoiding conflict

Sense of team cohesiveness

Moderate task accomplishment

Proactive problem-solving

Members experience insight into personal and interpersonal processes

Collaborative conflict resolution

Looking for improvements in team efficiency

Goals are achieved and exceeded

Looking back/nostalgiaMourning

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Goals + Roles + Processes + Relationships

Forming + Storming + Norming + PerformingDevelopment Stage

Team Concerns

Team performance links

?

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Introduction




Working Together



Agenda


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Agree sub-team mission statement

What are we here to do?

One sentence to describe the ”raison d’être” of the sub-team; what it does and wants to do; the boundaries of its activities; the main beneficiaries, stakeholders, customers, etc

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Agree strategic objectives

What are our key objectives?

1.

2.

3.

4.

5.

6.

Broad statements of strategic intent, focusing on desired outcomes. Exclude measures, and activities. 4-6 maximum

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Define strategic objectives

Strategic Objective 1 (etc)

Description (emotional, gut-feel)

Measures (indicators of achievement in ST, MT, LT)

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Now undertake two exercises

(Brief) paper review, gallery-style

Review feedback from

Key player survey

Customer survey

Then go back into sub-teams

In terms of our objectives

What have we got right?

What have we got wrong?

What have we missed?

What should we do differently?

In plenary answer the same question for the change management team as a whole. Who else has responsibilities and what are the respective roles. Introduce Accountability charting

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Accountability Charting

Most common forms:

Responsibility chart

Inter-accountability chart

RACI chart

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What needs to be done? By whom? By when? Other eg resources/assumptions?

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Inter-accountability matrix

Key: S = SharedP = Prime C = Contributory R = Provide resources

Team membersA B C D E

Responsibility 1

Responsibility 2

Responsibility 3

Responsibility 4

Responsibility 5

P C

S S R

P

R

C

C

Responsibility

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The RACI chart

Roles of Participants

Decisions orActivities

A C I

R C

C I R A

R A

I A C

A I R C

Type or Degreeof Participation

C

R = Responsible A = Approves/Accountable C = Consulted I = Informed

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Establishing a sense of urgency and creating a vision

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From ‘As Is’ to ‘To Be’

DesiredState

PresentState

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The change process and the transition state

Low stability

High emotional stress

High, often undirected energy

Control becomes a major issue

Past patterns of behaviour become highly valued

Conflict may increase

TransitionState Desired

State

Typical characteristics of the transition state

PresentState

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Comfort Zone

ComfortZone

Growth

Pain

RiskChallenge

Opportunity

Fear

ProgressChange

Danger

Self Esteem

Excitement

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Breaking the habit - The formula for initiating change

D x V x P > C

=

=

=

=

D

V

P

C

Dissatisfaction

Vision of the future

Practical first steps to change

The perceived cost (material, psychological) of change

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For change to be initiated successfully, all of the elements must be present , or else . . .

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P

P

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Dysfunction

Ulcers

Short term interest

Academic theory

Hope

Advocacy

Success

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Urgency and Vision

How is FATP doing?

What is the implications?

What should/can we do?

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Objectives

To optimise the performance of the change management team by:

Updating on FATP and reviewing feedback

Confirming scope, objectives etc and roles in delivering the change

Discussing the principles of effective change

Reviewing change tools/techniques

Identifying ways to improve team effectiveness

Output

Individual, sub-team and change team plans

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Agenda

Day 1

Introduction




Review of Day 1

Day 2

Working Together

Input and Exercises on change agent skills


Individual, sub-team and change team plans

Business tools

Introduction




Working Together



Agenda


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Learning from Kotter’s experience

Error Eight steps to transformation

Not establishing a great enough sense of urgent No 1 Establish a sense of urgency

Not creating a powerful enough guiding coalition No 2 Form a guiding coalition

Lacking a vision No 3 Create a vision

Under-communicating by a factor of ten No 4 Communicate the vision

Not removing obstacles to the new vision No 5 Empower others to act of the vision

Not systematically planning for and creating short term wins

No 6 Plan and create short term wins

Declaring victory too soonNo 7 Consolidate improvement and produce still more

change

Not anchoring changes in the culture of the business No 8 Institutionalise new approaches

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Forming a guiding coalition (and managing different roles in change)

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Roles within the change process

InitiatingSponsor

DesiredState

PresentState

SustainingSponsors

ChangeTargets

ChangeAdvocates

ChangeAgents

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ChangeAgents

InitiatingSponsor


DesiredState

PresentState

SustainingSponsors

ChangeTargets

ChangeAdvocates

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Established members of an organisation may initially be strong opponents but make the best advocates if you can convert

them. They may have to be your first targets

Advocate

Is seen to support the change

Can lead the way in adopting the changed situation/approach

Is respected (in the appropriate places)

Wants the change, but needs sponsorship to initiate it

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ChangeAgents


DesiredState

PresentState

SustainingSponsors

ChangeTargets

ChangeAdvocates

InitiatingSponsor

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Initiating sponsors will need to provide leadership throughout the project, not only at the launch

Initiating sponsor

Gives the project ‘legitimacy’

Must want the change and be seen to want the change

Must have the necessary seniority

May not play a day to day part but must be available to provide support and backing when needed

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ChangeAgents


InitiatingSponsor

DesiredState

PresentState

ChangeTargets

ChangeAdvocates

SustainingSponsors

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Sponsorship must cascade throughout the organisation to avoid ‘black holes’ developing where change momentum is lost

Sustaining sponsor

Provide day to day management backing for specific activity

Must have clear, agreed and measurable targets

Must want the change and be seen to want the change

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ChangeAgents


InitiatingSponsor

DesiredState

PresentState

SustainingSponsors

ChangeAdvocates

ChangeTargets

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Almost everybody involved will be a target at some point even if they then take on another role

Target

Is someone who will have to change

May not be aware of the change that is needed

Is probably already too busy

May not want it anyway . . .

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InitiatingSponsor

DesiredState

PresentState

SustainingSponsors

ChangeTargets

ChangeAdvocates

ChangeAgents

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Becoming a change agent, particularly in the initial stages of the project, can be difficult and support is essential

Change agent

Have to facilitate the changes (do the training, hold the workshops, produce the material etc)

Must want the change, be seen to want the change and model the new behaviours

Must have a sustaining sponsor who ‘lends’ their authority

Must have clear, agreed and measurable targets

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The change agent’s dilemma . . .

The sponsor needs to make his/her commitment clear to the target (ie “I’m behind this 150%”)

Sponsorship cannot be delegated to agents

Agents cannot legitimise change

Only sponsors can legitimise change

. . . is the sponsor’s challenge

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Sponsorship is critical to successful change

“Initiating” and “Sustaining” sponsors must never attempt to fulfill each other’s functions

Sponsorship cannot be delegated to agents

Weak sponsors must be educated or replaced, or failure is inevitable

Cascading sponsorship must be established and maintained

Principles of sponsorship

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A guiding coalition, and roles in change

How is FATP doing?

What are the implications?


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Communicating the vision and building commitment

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The path to commitment

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Time

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VIII. Internalisation

DispositionThreshold

CommitmentThreshold

VII. Institutionalisation

VI. Adoption

V. Installation

IV. Positive perception

III. Understand the change

II. Awareness of the change

I. Contact

Unawareness Confusion Negativeperception

Decision not toattempt/support

installation

Change abortedafter initialutilisation

Change abortedafter extensive

utilisation

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Who needs to be committed?

Number of people

Le

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Awareness

Understanding

Acceptance

Commitment

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Criticalness to change

Impact of changeon group

Low

High

Address concerns

Partial involvement required

Active full timeinvolvement required

Keep informed

Identifying the impact on stakeholder groups

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Tailoring the communication effort

Number of people

Le

ve

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mit

me

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req

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Awareness

Understanding

Acceptance

Commitment

Quad 1 2 3 4

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Communicating the vision and building commitment

How is FATP doing?



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Empowering others to act on the vision, and managing resistance

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Experience shows that resistance to change is inevitable

Differences in perception are a major cause of resistance

Resistance is a force that slows or stops movement

Perception of negative outcome

Expectations do not match reality

Lack of ability (perceived or actual)

Habit

Others resist

Change overload

Why do people resist change?

Manager’s mental modelsIndividual’s mental

models

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Dysfunction occurs because of the aggregate impact of several changes

75 pointsPrince William

Examples of multiple changes that require assimilation effort

Assimilation Points Used

100 pointsThe Euro

100 pointsI-buy

100

300

500

1000

200

600

400

800

700

900

200 pointsLaser

400 pointsBSC

400 pointsOCP

550 pointsService Culture

800 pointsBereavement

700 pointsDivorce

Macro

Organisational

Micro

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Dysfunctional behaviour can reduce or delay the business benefits of the project – and increase project cost

Change related dysfunction

1000

2000

3000

1994 1995 1996 1997 1998 1999 2000 2001

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4000

600 PtsBrief irritation that diverts attention from work

Poor communication/reduced trustReduced risk taking

Blaming/defensivenessPoor decision making

Venting frustration at homeIncreased error rates/accidents

Inappropriate outbursts at officeFeeling victimised/unempowered

Chronic absenteeismStress related health disorder

Malicious complianceCovert undermining of leadership

Substance abuseStrike

SabotageFamily abuse

Violenceetc

Time

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Em

oti

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al

res

po

ns

e

Active

Emotional response to negative change

Time

Shock

Anger

Bargaining

Testing

Depression

Stability

Adjustment

Denial

Passive

E

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Kub

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Ros

s

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When a change is perceived as positive

Pessimism

1. Uninformed Optimism(Certainty)

2. Informed Pessimism(Doubt)

3. Hopeful Realism(Hope)

4. Informed Optimism(Confidence)

5. Completion(Satisfaction)

D

aryl

Con

nor

Opting Out

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The impact of the transition state

Level of performance

S

OU

RC

E:

1. Reduced performance

2. Old ways re-invented

3. New ways adopted in part

4. Institutionalised

7. Business benefit achieved

6. Cost of change

5. Period of transition

Time

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En

erg

y

Active

Raising people’s ability to cope with change means providing a sense of control

TimePassive

Communication, consultation and engagement provide increasing levels of understanding of and input to change

3000

2000

1000

Communicate EngagementConsult

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People react to change by . . .

Adopting coping responses

Assimilating change – up to their personal capacity at the time

If overloaded: demonstrating dysfunctional behaviour

Resisting

How can we help people through change?

By raising their ability to cope

By surfacing and addressing resistance

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Fully understand the consequences of decisions Learn to accept these consequences and become

resolute

The importance of surfacing resistance earlyR

es

ista

nc

e

Time

Ignored or suppressed resistance is likely to surface at a high pressure point in the programme

Resistance to change We need to surface resistance early so that people

Ideal

Dangerous

Implement

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Creates ownership

Builds awareness, gains input and helps generate positive feeling

Helps build awareness

One-way communication (written, electronicor presented) is insufficient

The first steps in managing resistance

Engagement

Consultation

Communication

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Tackling other obstacles

Results

No change

Superficial change

Short-term change

Distorted change

Failure to demonstrate sufficient initiating sponsorship

Inability to generate sufficient sustaining sponsorship

Symptoms

S

T

InitiatingSponsor

No SustainingSponsors

BlackHole

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Institutionalising new approaches

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“Change the change, change the culture, or prepare to fail!”

Belief Behaviours Assumptions

Current Culture

Introducing a change that is radically different from the existing culture is difficult to achieve

Attempts to introduce changes that are generally consistent with the current culture are usually successful

“Change the change, change the culture, or prepare to fail!”

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The need for cultural alignment

Beliefs, behaviours,and assumptions

required by the change

Existing beliefs,behaviours, andassumptions

Existing Culture Change

The extent to which new beliefs, behaviours, and assumptions are congruent with the existing culture

Degree of consistency:

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Building the capacity for continuous change

DesiredState

PresentState

Capacity for change

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Detecting the culture

What do leaders measure, reward, control?

Leaders’ reaction to critical incidents

Who are the role models?

Criteria for recruitment, promotion, retirement and departure

Formal and informal socialisation: rituals and rites of passage

Stories and myths about key people and events

Organisation and physical design

Ed Schein

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Rituals and routines

Organisationalstructures

Stories and myths

Power structures

Symbols

Control systems

Shared assumptions and beliefs

The cultural web

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The individual mindset – the building block of culture

SkillKnowledge

Social roleValues

Self imagePersonality traits

Motivation

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Mindset

The levers of change

Skills and behaviour

Organisation

Structure

HR Processes

Leadership

Process and

systems

Performance Review

Vision Results

Customer focus Competencies for new

processes

‘New World’

Leapfrog Laser GSTP

FACT Finance Forum

OCP

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Institutionalise new approaches

How is FATP doing?



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Review of Day 1

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Introduction




Working Together



Agenda

Working Together

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Mapping Your Interactions

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Change Team Map - Bubble Chart

Identify a significant change that you are involved in

List all the people who have an impact on that change (formally and informally). Name individuals rather than job titles or depts

In the centre of a blank page, write your name and a brief description of your responsibility for the change

Draw circles for each of the people listed in step 2. Represent how closely or frequently you work with each person by how closely you draw their circle

Represent the importance of each relationship by the thickness of the line and the nature of the flow of information with arrows

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Change Team Map - Bubble Chart

PeterClear vision and

direction. Coaching

JohnLiaise with

unions

StephenPutting plans

into action

EvaTranslating broad

goals into practical steps. Communicating

with the team

LauraPutting plans

into action

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Contracting Exercise

My Role

Actions & Behaviours

What they want from me?

What I wantfrom them?

Possible conflictareas/obstacles

Suggested ActionsChange Team Members

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The Change Agent Role and Skills

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The role of the change agent

The change agent is the essential link between the sponsor, who legitimises the change, and the targets, who actually change. Therefore change agent skills are critical to successful implementations

In addition to “technical” knowledge and skills in their specialist area, change agents must be able to apply a wide range if interpersonal skills, based on what is increasingly be called “emotional intelligence”

The foundation of emotional intelligence is self-awareness

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Emotional intelligence

Listening

Influencing

Conflict Resolution

Confronting

Coaching

Feedback

etc

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Differential responses to change

A key factor in the application of change agent skills is the ability to understand the other persons “frame of reference”

One useful way of categorising frames of reference is to understands the degree to which the other person is primarily a:

An intuitor

A thinker

A feeler

A sensor

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Thinker - Characteristics

Ineffective application

Verbose

Indecisive

Over-cautious

Over-analysis

Unemotional

Nondynamic

Controlled and controlling

Over serious, rigid

Effective application

Effective communicator

Deliberative

Prudent

Weighs alternatives

Stabilizing

Objective

Rational

Analytical

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Thinker - Behaviours

Typically:

Works in a steady, tenacious manner

Relies upon observation and rational principles (logic)

Avoids emotionalism

Is sceptical towards novel departures form what’s been proven out in the past

Is sceptical of own initial reactions and those of others until tested and analysed

Prefers to “sleep” on new ideas before making a commitment

Avoids being swept away by needs of the moment or emotional fervour

Under Stress:

Can be overly cautious – to the point of indecision

Is likely to appear rigid and insecure

Is concerned with correctness at the expense of timely exploitation of opportunities

Appears emotionally “out of touch”, task oriented

Is at times unwilling to depart from established methods and routines

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Sensor - Characteristics

Ineffectiveness application

Doesn’t see long range

Status seeking, self-involved

Acts first, then thinks

Lacks trust in others

Domineering

Arrogant

Effective Application

Pragmatic

Assertive, directional

Results-oriented

Objective – bases opinions on what he or she actually sees

Competitive

Confident

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Sensor - Behaviours

Typically:

Is a doer, moves ahead resourcefully, seems to move mountains

Thrives on working on a variety of project tasks at once

Has an incredible ability to get things done

Will commit to things only after he or she thinks it’s likely to work

Must be able to understand and relate to proposed action to his or her direct experience or finds it difficult to proceed

Learns best by doing,not by theoretically or conceptually analysing the situation

Is direct and decisive

Relieves anxiety by acting

Is well organised, pragmatic, hard-driving

Imposes high standards for self and others

Under Stress:

Is somewhat impatient acts impulsively, and likes short-term results but lacks long-range vision

Is overreactive to diverse opinions that represent resistance for caution and movement

Has a tendency to ride roughshod over feelings of others

Is likely to construe loyalty as a degree to which other agree with or help him or her

May demonstrate “tunnel vision”

Business tools

Intuitor - Characteristics

Ineffective application

Unrealistic

“far out”

Fantasy-bound

Scattered

Devious

Out of touch

Dogmatic

impractical

Effective application

Original

Imaginative

Creative

Broad-gauged

Charismatic

Idealistic

Intellectually tenacious

ideological

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Intuitor - Behaviours

Typically:

Is a fast, deep thinker

Questions him or herself and others, therefore doesn’t take things for granted

Seems at times to know things before others

Resents being hemmed in or required to operate in a well-defined manner

Enjoys creating own structure out of disorder

Cuts through traditional thought and able to see profitable new directions and solutions

Is concerned with the big picture

Can be impatient – irritated with other who demand detail

Can be more concerned with developing ideas than putting them into practical use

Under Stress:

May be seen by others as detached or overly intellectualised

At times, uncompromising and impractical

More concerned with development and defence of ideas than in translating them into more visible forms or trying to adapt them to the suggestions of others

Avoids the tedious, nitty-gritty details

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What is your primary frame of reference?

Thinker Intuitor

Sensor Feeler

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Focus on Listening

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Levels of listening

Active Listening Asks questions, clarifies understanding, reflects and summaries

Attentive Looks at speaker, nods, reacts non verbally replays to self

Anticipative Listens mainly for opportunity to contribute Preparing contribution instead of listening

Distracted By speaker – dress, voice, languageBy external stimuli – sight, sound, sensation

Yes Dear Actively thinking about, reading, or doing something else

Passive Hearing No attempt to listen

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Active listening

Communicates to the other person that they are heard and understood

Recognises the feelings that underlie what is being said

Makes the other person feel accepted as a person by the listener

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Active listening: How would you respond ?

“I feel frustrated that I don’t have the resources I need to do my job”

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Active listening - Why is it Difficult?

What are the barriers to being an effective listener?

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Active listening - Two Facets

Paying attention Questioning Probing Encouraging

Level 1 - Drawing out information

Level 2 - Communicating understanding

Feeding back what has been heard Reflecting implications Acknowledging feelings Probing

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Drawing out information

Active listening: Guidelines

Pay attention

Use non-verbal responses

Words, Music and Dance

Use positive, non-verbal responses - eye contact

Question and Probe Use open questions to gather information

Use closed questions to check detail, control discussion

Ask for examples

Use silence

‘Echo’

Encourage Use non-verbal responses

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Active Listening: Guidelines

Communicate understanding

Feedback - what has been heard/ paraphrase

“As I understand it . . . ”

Reflect implication

‘so that may mean’

Acknowledge feelings

‘that must have been hard’

Probe more

‘how did that make you feel?’

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Active listening exercise

In triads comprising one speaker, one listener and one observer:

Speaker: Talk about a change you have been involved with that went well or poorly

The listener is to use active listening skills to develop their understanding of the situation the speaker found themselves in

At the end, the listener is to feed back a summary of what has been said and their perceptions of the speakers feelings

The observer manages the time and feedback process

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Summary

Active listening is a critical skill effective two-way communication performance in any situation

Active listening is easy to understand what active listening is, but difficult to do in “real life”. It takes conscious effort and practice

The rewards are greater clarity of understanding and commitment for all

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Summary: Key elements in the change process

Synergistic Relationship

Time

Dissafactisfaction

Vision

Plan

Transition risk factors

Mindset

SponsorCommitment

CulturalAlignment

AgentSkills

TargetResistance Desired

State

PresentState

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Introduction




Working Together



Agenda


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Team and individual action plans

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Change team action plans

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CuriousCul-de-sacs

TechnicalTemptations

IrrelevantSide-issues

DangerousDistractions

Maintain clear direction

Keep the project on the right road - as defined by business needs

Business Benefits –Project Objectives

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What is a Plan?

What are we doing? - it re-states the objectives

How are we doing it ? - it outlines our strategy

What does this involve? - it identifies activities

When will we do these? - it specifies a schedule

Who is doing what? - it defines responsibilities and organisation

How much will it cost? - it includes cost estimates

What if things change? - it defines control processes

How do I understand it? - it is simple, structured, and up-to-date

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A project management plan

Business needs and project objectives

Scope(Work Breakdown)

Time

Costs

Risks

Resources

Organisation

A project plan is not just a schedule

0

20

40

60

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100

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

LHLL

HL HH

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Typical project management plan contents

Project Specific

1. Introduction Background, business needs, benefits and costs

2. Terms of Reference Objectives, key deliverables, contract, constraints

3. Project Implementation Strategy Resources, approach, communications

4. Risk Management Approach, key risks, contingency plans

5. Project Organisation Management and reporting structure

6. Project Control Procedures Documentation, routines

7. Meetings Schedule Purpose, frequency, attendees, purpose

Appendices

High level risk assessment

Top level plan

Cost schedules

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Planning: group exercise

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Summary

Always keep focused on the business objectives and benefits

Project planning is more than producing a schedule

Involvement from others during planning will produce a better result

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Introduction




Working Together



Agenda


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What needs to be done? By whom? By when? Other eg resources/assumptions?

Business tools Change Management Team Development.

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Transcript of Business tools Change Management Team Development.