Managing Change – Key Components for Success Participation: Encourage people to make choices and...

Managing Change – Key Components for Success

Participation: Encourage people to make choices and to get involved, leading them to feel responsible and justify their choices

Leading and Managing through Symbolic Action: Provide a clear vision and consistently support through language, symbols, rewards, story telling, and recognition

Management of Information: Communicate consistent, relentless yet brief messages with vivid examples

Reward Appropriate Behavior: Provide desired rewards for critical tasks

© 2003, Robert V. Fogel All Rights Reserved.

• Achieving a Shared Sense of Urgency

• Creating a Leadership Coalition

• Evolving with key stakeholders a Vision of the Future

• Establishing a Strategy for Change

• Communicating the Change Strategy

• Involving People Behaving in the New Ways

• Recognizing Short-Term Wins

• Consolidating Gains and More Change

• Institutionalizing the New Ways

Organizational Change Places Common Process Demands on Leaders


High

High

Low

Low

DEG

REE

OF

INFL

UEN

CE

WIT

H O

THER

S

DEGREE OF SUPPORTFOR YOUR AGENDA

CHOOSE YOUR CHANGE ALLIES WELL!!!


Transition

Manager

Transition

Plan

Transition

Team

Transition

Resources

FeedbackMetrics

Organizational Transitions Need to Be ManagedAs If They Were Complex Projects

Because…….They Are!


Cultural DiagnosisImagine a close friend is joining your unit. What advice would you give?

• What are the espoused values?

• What behavior is rewarded by management?

• What to do to be accepted in the group?

• What behavior will get them “kicked out” of the group?


Change Leadership Pitfalls We Have Seen (the dirty dozen)

• Launching without a vision or well thought-out “game-plan”for change.• Poor assumptions about the commitment of your coalition members.

• Overestimating the sense of urgency in the organization.• Not engaging the entire organization in ACTION.

• Playing Poker with only “part of the deck.”• Underestimating how much (redundant) communication is needed.

• Boredom.• Failing to model the new behavior . . . and to demand it of report to’s.

• Inadvertently sending mixed-messages (“the glue of the status-quo”).• Missing the middle of the organization.

• Overestimating the power of power.• Forgetting that change is an emotional experience.


Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?

Executive Leadership• Behavior• Information• Symbolic action

Critical Tasks• What key tasks have to get done to implementthe strategy?

People• Do people have the re- quired competencies?• Are they motivated?

Culture• What are the norms, values, attitudes, and behaviors needed?

Formal Organization• Structure? Controls?• Rewards? Careers?

PERFORMANCE

Leaders Often Emphasize the Vertical

CONTEXT

H ISTORY

ENVIRONMENT


Vision/Strategy/Objectives• What is our vision ?• How will we compete?• What are our objectives?

Executive Leadership• Behavior• Information• Symbolic action

Critical Tasks• What key tasks have to get done to implementthe strategy?

People• Do people have the re- quired competencies?• Are they motivated?

Culture• What are the norms, values, attitudes, and behaviors needed?

Formal Organization• Structure? Controls?• Rewards? Careers?

PERFORMANCE

But, Long Term, REAL Behavioral Change is Often Controlled by the Horizontal

CONTEXT

H ISTORY

ENVIRONMENT


Some Summary Thoughts About: Leading Strategic Change (in an established organization)

Strategic change can be bold and visible, or it can sneak up on you. It matters! Ready-Aim-Fire vs. “FIRE-READY-AIM” is the right approach 90% of the time. Understanding relevant history and contextual environment always yields great value and leverage. Opportunity and Performance Gaps differ . . . …….one starts internally and the other externally. As in the game of chess . . . “look at and play the whole board.” Doing a small number of extremely leveraging things well is more advantageous than trying to accomplish too many things too quickly It all comes down to changing behavior . . . engagement of the “changees” is critical. Don’t underestimate, or overestimate, the power of power. A dash of inspiration, of design, and of discipline . . . is a good recipe. Change most often fails for lack of consistency, process discipline and follow-through. “Mixed Signals are the Glue of the Status-Quo” More than a few MAJOR changes initiated simultaneously yields potential for systems dynamic and chaotic and thus less predictable effects and outcomes. Change sometimes looks like failure when you are half way through. Sometimes failure is failure and it needs to be diagnosed to provide remedy and redirection.


Lead

Manage

Stability Change

• Translate New Frames• Reinforce New Way• Retarget• Realign Congruence•Control to learn, change•Comm /comm /comm

• Challenge Frames• Create Gaps• Shake Power Tree• Model the New Way• Enable Realignment•Comm /comm /comm

•Reinforce the Frame• Set Incremental Goals• Protect Power Tree• Model the Right Way• Preserve Alignment• Communicate

• Support Current Frame• Enforce the Right Way•Meet Reachable Goals• Tune Alignment•Control for predictability• Communicate

During stable times, effective leaders and managers settle into familiar roles and mu tual expectations.

Change challenges their capabilities and disrupts their relati

In stable times, effective leaders and managers settle into familiar roles and mutual expectations.

.Change . . . challenges their capabilities and disrupts their relationships.


“We trained hard, but it seemed that everytime we were beginning to form into teams,we would be re-organized. I was to learnlater in life that we tend to meet any newsituation by re-organizing and a wonder-full method it can be for creating the illu-sion of progress while producing confusion,inefficiency, and demoralisation.”

Restructuring Is Not Enough!

Who said this?


Roman General Gaius PetroniusAD 66


Effective leadership is putting first things first. Effective management is discipline, carrying it out.

Stephen R. Covey


Only the wisest and stupidest of men never change.

Confucius


You must be the change you wish to see in the world. Mohandas Gandhi


It is not necessary to change. Survival is not mandatory.

W. Edwards Denning


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