Leadership of Complex Change in a Productivity Improvement ...€¦ · Another popular change model...

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Leadership of Complex Change – Productivity Improvement

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Proposal for ‘Company’ - Project Title Date: 21st October 2015

Leadership of Complex Change in a Productivity Improvement

Environment

Authors:

Simon Grogan

Dr Toni Whitehead

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Introduction

‘Change Management’ and ‘transformational change’ are words and phrases we hear many

times in organisations, and in the news and media, for example.

But what does change management mean and how do people in organisations react when they

experience change management activity?

As individuals, we all respond to ‘change’ in different ways – but interestingly, it can manifest

itself in a small suite of emotions or behaviours. We often hear the words ‘people are in ‘shock’

or ‘denial’ and that before they can begin to embrace the change – they need to ‘reach a state of

acceptance’. Think about contemporary stories in the press, for example, Brexit …………, changes

in your own life or at work …….

This paper focusses on a range of change management approaches whilst considering complex

change in productivity improvement environments.

The Kubler Ross Model

A commonly used model in change management is from the 1960s, by Kubler-Ross. In its

original form it was known as the bereavement or grief cycle but it has been adapted for ‘change’

as it relates to a sense of ‘loss’….. (The left axis relates to morale, competence or confidence

levels – referred to as performance in some adaptations, whilst the right relates to time).

In an organisational context – people experience a strong sense of loss when things in the

workplace change from the ‘established’, to the ‘new’.

It is also worth noting that when people are experiencing change or loss – at home, for example,

this may also manifest itself in the workplace, on the Kubler-Ross curve – and their reactions and

behaviours may reflect some of these – however, the root cause of this emotional turmoil may be

nothing to do with work.

Figure 1 – Adaptation of Kubler-Ross – Organisational Change

Whilst the shape of the curve is reflective of the emotions experienced by individuals, the time

taken to travel through this, and the sequence of emotions can differ for each individual.

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People can often reach a low point – through frustration and anger, before they begin to move

towards ‘acceptance’ of the change, by learning more about opportunities that may emerge –

moving through Experiment, Decision and Integration.

Further understanding of the Kubler-Ross model could be offered by John M Fisher, a Chartered

Psychologist who charted personal emotional states throughout ‘change’.

Figure 2 – John M Fisher - Personal, Emotional States Through Change

These stages are common and are as follows:

Anxiety – You don’t know may happen next and you are not sure what any change(s) will look like

yet.

Happiness – You feel good about the change – at last you can get rid of things, systems and

processes which do not work.

Threat – You are unsure about how the change will affect YOU.

Fear – You are fearful of the way the change will force you to think, work and behave differently.

Anger – Some anger and frustration is directed at others, especially those who you believe are

responsible for forcing the change.

Guilt – You feel angry with yourself for not having coped as well as you believe you could have.

Despair – You may feel confused and apathetic and really start to wonder who you are – the old

you and things you knew are gone …….

Hostility – You show aggression towards yourself, others and the change(s).

Acceptance – You become more emotionally detached from the situation and begin to make

sense of your environment and the change(s).

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Moving Forward – You start to take more control and make things happen - in a positive way.

Other pathways off the curve are:

Denial – you deny that any change is occurring at all

Disillusionment – where you decide that the change does not fit with your value system and you

decide to have nothing more to do with it.

On reading this, many of you will recognise these emotions and behaviours in yourself and in

others – at work or at home. So in a working environment, for example, how can we counter the

negative responses to ‘change’ and motivate people to embrace the new ways of working ……

Maslow and the ‘Hierarchy of Needs’

This is a psychological theory based on the work of Abraham Maslow in his 1943 paper "A Theory

of Human Motivation". This relates to individuals and what motivates them ……

Maslow's hierarchy of needs is often portrayed as a pyramid showing largest, most basic human

needs at the bottom, moving up to the need for self-actualisation or realisation at the top:

Figure 3 – Abraham Maslow – Hierarchy of Needs

In an organisational change environment, these needs can be impacted through modifications to

organisational structure, role and responsibility, team, location, etc which can impact individuals

and affect their motivations to engage.

The model below shows how Maslow can align to employee engagement:

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Figure 4 – Maslow’s Hierarchy of Needs & Alignment to Employee Engagement

It is therefore incumbent on those leading change and transformation to understand these

impacts on their people and devise strategies for effective engagement – of all relevant

stakeholders, not only employees.

The Lean Iceberg Model

Change deals with all elements often referred to in the Lean Iceberg Model in the Shingo Prize

Winning Book – Staying Lean – ‘above and below the waterline’:

Figure 5 – Hines et al – Lean Iceberg Model©

The S A Partners Enterprise Excellence model we use in consulting and training has been

developed over 23 years of research and practical application with clients in differing businesses,

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sectors, regions and cultures. The familiar areas of focus are on Purpose (Strategy), Process (all

systems and business processes) and People (cultural and behavioural elements that make the

business work). The critical elements of the model are those which integrate Purpose, Process

and People and power change in organisations – Align, Engage & Improve.

Figure 6 – S A Partners Enterprise Excellence Model ©

Change Management Approaches

The Kurt Lewin 3 Stage Change Model

This organisational change model has been around since the 1940s and still remains relevant

today. Known as ‘Unfreeze > Change > Refreeze’ or ‘Unfreeze > Move > Refreeze’ this is often

referred to as a simple, practical change model – although change is rarely simple in

organisations.

Stage 1 is where the existing structure and ‘mind set’ is dismantled. Stage 2 is where the

change activities occur - typically a period of confusion and transition from the old ways of

working to the new, which may not be fully articulated at this stage. The final stage is referred to

by Lewin as ‘Freezing’ or more commonly known now as ‘Refreezing. The new mind set is

expected to embed and the new ways of working are being imbibed in the people, processes and

systems. Comfort levels are expected to return to previous levels.

The challenges created by change, experienced through the Kubler-Ross model by those affected

by the change – particularly at the early phases of Shock, Denial, Frustration or Anger need to be

carefully managed by Leaders and Managers in particular, in order to bring the wider community

of stakeholders along on the change journey as quickly and as engaged in the process, as

possible.

Within the S A Partners Enterprise Excellence Model, we use proven approaches such as

Programme Management, Stakeholder Management, Communication Management and

Leadership & Coaching approaches that are contingent to the client and organisation we are

working in.

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Figure 7 – Kurt Lewin – Organisational Change Model

Another popular change model is the John Kotter 8 Stage Model

John Kotter - 8 Step Model for Leading Change

This model was introduced in 1996 by John Kotter. After 20 years of implementing change using

the model, the most prominent reasons why organisations want to transform are:

To increase revenues/profits or decrease costs and/or to become more effective or more

efficient.

Figure 8 – John Kotter – 8 Step Leadership Change Model

The first three steps relate to the creation of a climate for change:

Step 1 – Create urgency - Leaders must describe an opportunity that will appeal to individuals’

heads and hearts and use this statement to engage wider stakeholders and workforce to power

the change.

Step 2 – Form or build a powerful coalition – Stakeholders from across the organisation form a

coalition of effective people — coming from its own ranks — to guide, coordinate and

communicate the change and its activities.

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Step 3 – Create a Vision (& initiatives) for Change – Kotter describes this as ‘activities that, if

designed and executed fast enough and well enough, will make your vision a reality.’

The next three steps are specifically targeted at engaging and enabling the organisation in the

change:

Step 4 – Communicate the vision - Large-scale change can only occur when very significant

numbers of stakeholders or employees amass under a common opportunity and align to the

same purpose or vision.

Step 5 – Empower action - By removing barriers, for example, inefficient processes,

organisational silos or hierarchies, leaders provide the freedom necessary for employees to work

across boundaries and create real impact.

Step 6 – Create quick wins – Kotter asserts that ‘Wins are the molecules of results’. They must

be collected, categorized, and communicated — early and often — to track progress and energize

your stakeholders to drive change.

The two final steps are about implementing and sustaining or embedding change:

Step 7 – Build on the (initial) change - Leaders must adapt quickly to maintain momentum.

Whatever the news ways of working, or removing misaligned processes, Leaders must determine

what can be done — every day — to stay aligned to the vision.

A good point to raise at this stage is – are leaders balancing Change Management with Change

Leadership – Kotter suggests the following check list:

Figure 9 – John Kotter – Check List for Leaders & Managers

Step 8 – Make it stick - To ensure new behaviours are repeatable and consistent over the long-

term, it's important to define and communicate the alignment between these ideal behaviours

and the organisation's success.

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Therefore, the challenge for Leaders and Managers is to steer the stakeholders, align to the

vision and to communicate, communicate and communicate effectively ad often. How can this

be achieved?

Within the S A Partners Enterprise Excellence Model and our Leadership & Coaching approach

use a blend of proven approaches, balanced across the Purpose, Process and People elements

that deliver alignment, engagement and improvement. These are used in a contingent manner

based on the phase of change, client and organisation we are working in.

How we Speak when Leading Change

SoundWave was designed by Kevin Eyre, an Occupational Psychologist, based on significant

research with senior level individuals from multiple organisations across different sectors,

regions and cultures.

It was designed for practitioners of Organisational Change and Improvement and comprises a

suite of diagnostic and developmental resources which has a proven application and benefit in

the areas of coaching, lean-sigma improvement employee engagement and leadership

development

SoundWave’s point of departure is dialogue – by improving the quality of dialogue across

organisations, positive, productive and developmental outcomes occur. SoundWave …….:

• Looks at the risk of under-using a voice as well as over-using it.

• Focuses on your strengths as a communicator.

• Offers narrative interpretation of your results which are particular to your own results.

• Considers your strengths in communication for the roles you will find easier to play.

• Considers the quality of your listening and speech to give you a perspective on dialogue.

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Figure 10 - Kevin Eyre – SoundWave

The suite of diagnostics can be targeted towards an individual – self-perception or 360 degree

and/or team dynamics.

A recent post in Linked In was a catalyst on how to synthesise various models to improve

Leadership, Communication and Engagement:

Figure 11 – Unknown - What Great Leaders Say to Highly Engaged People ………

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Synthesising the Models to Benefit Leaders, Managers and Individuals in a

Productivity Improvement Environment

As indicated above - the real challenge of course is to bring all of these approaches together in

an integrated solution to power change through organisations – and support people to ‘accept

the change’ as soon as possible – motivating them and engaging their talents and commitment

to make the change happen.

By compressing the time spent in Shock, Denial, Frustration and Depression – progressing

quickly to Experiment, Decision and Integration – therefore acceptance is a powerful transition.

Figure 12 – Time Compression in the Early, Foundation Phases of Change and Transformation

Programmes

The importance of applying the early Steps from the Kotter Model, for example, combined with

clarity and regularity of early and continuous stakeholder engagement and Communications are

essential enablers.

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How S A Partners Can Help

The S A Partners consulting and coaching team has considerable expertise in a proven, blended,

integrated approach to Leadership & Coaching., part of our overall Enterprise Excellence Model –

See Figure 6.

Figure 13 – S A Partners © Proven Leadership & Coaching Approach

What does this look like in practice?

By way of an example, the following shows 2 Companies who are undergoing complex change

programmes. Company A is benefitting from the S A Partners approach, whilst Company ‘B’ –

unfortunately - is undergoing a traditional change experience.

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Company ‘A’ Company ‘B’ Change Curve:

Compress Time in early phases of change

6 months to reach ‘acceptance’

Balance today with tomorrow

Understand ‘People’ & ‘Process’

Change Curve:

Traditional approach

12 months or more to reach ‘acceptance’

Over emphasis of ‘Today’s Problems &

‘Process’

Why?

Shingo Model & Thinking:

Simon Sinek – Why, What, How …

Principles-based Thinking

‘Behaviours’ & ‘Systems’

‘No Vision’

Change priorities on a daily basis

Compelling Case For Improvement

‘Firefighting’ culture – fix the problem …

Do not get to root cause

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Kotter’s 8 Steps

Hoshin Kanri – Strategy Deployment &

Alignment

Key Behavioural Indicators (KBIs) & Key

Performance Indicators (KPIs)

Supportive Management

Situational Leadership®

Emotional Intelligence – ‘The Impact of

How I Think & Behave’ – Self awareness

‘Just Do It’

A lack of collaboration

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Active Leadership

How I use language and communicate in

a CI environment

SoundWave®

Kata Coaching

Remote Leaders

Organisation operates in ‘Silos’

If you would like to know more about how our Leadership & Coaching services can help you with

your complex change and transformation challenges, contact Simon Grogan

Figures & References:

Figure 1 – Adaptation of Kubler-Ross – Organisational Change Model. Based on Kübler-Ross, E.,

1969, On Death and Dying

Figure 2 – John M Fisher - Personal, Emotional States Through Change. First Presented at the

10th International Personal Construct Congress, Berlin, 1999.

Figure 3 – Abraham Maslow – Hierarchy of Needs. "A Theory of Human Motivation" in

Psychological Review, 1943.

Figure 4 – Maslow’s Hierarchy of Needs & Alignment to Employee Engagement.

Figure 5 – Lean Iceberg Model© Hines et al, 2008, Staying Lean, Thriving not just Surviving

Figure 6 – S A Partners Enterprise Excellence Model ©

Figure 7 – Kurt Lewin – Organisational Change Model. Lewin, Kurt (June 1947). Frontiers in

Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social

Change". Human Relations.

Figure 8 – John Kotter – 8 Step Leadership Change Model. Leading Change, 1995.

Figure 9 – John Kotter – Check List for Leaders & Managers. E-Book. Accelerate, 2014.

Figure 10 - Kevin Eyre – SoundWave®

Figure 11 – Unknown - What Great Leaders Say to Highly Engaged People ………

http://hum.sagepub.com/content/1/1/5.full.pdf+html



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Figure 12 – Time Compression in the Early, Foundation Phases of Change and Transformation

Programmes. Whitehead & Grogan.

Figure 13 – S A Partners © Proven Leadership & Coaching Approach

Other References:

Blanchard Situational Leadership II ®

Mike Rother, 2009, Toyota Kata

Shingo Model®, Shingo Institute, Jon M Hunstman School of Business, Utah State University.

Simon Sinek, 2009, ‘Start With Why: How Great Leaders Inspire Everyone to Take Action’.

Leadership of Complex Change in a Productivity Improvement ...€¦ · Another popular change model...

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