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Managing Change:Munis Implementation

And Beyond

Managing Change:Munis Implementation

And Beyond

Manager and Supervisor TrainingWednesday, October 24, 2007

2

IntroductionsIntroductions

AgreeYa Solutions

• Stacy Bowman

• Chris Dennis

Team HR

• Judy Clarke

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AgendaAgenda

Orientation to change management

Change w/Munis

Change and transition management demystified

Change tools

The role of Manager/Supervisor in change

Wrap-up

4

Why Change Management?Why Change Management?

Multiple studies show a direct correlation between

how well you manage change

and

whether or not you meet project objectives

5

Change Management FactsChange Management Facts

80%

20%

50%

50%

36%

64%

18%

82%

0%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage of participants

Very poor Poor Average Very good Excellent

Change Management Effectiveness

Percentage failed to meet objectives Percentage met or exceeded objectives

66

Path to ChangePath to Change

The Big Why?

The Big Why?

You are

here

TRANSITION- Data- Staff- Customers

Wherewe’regoing

Willingness

Resistance Communication

77

What Changes with StreamLine?What Changes with StreamLine?

Data

• Where it resides

• How we access it

• What we can do with it

Staff

• What we no longer need to do

• What we continue to do

• What we do that we have never done

• What we can do on our own

Customers/Suppliers

• Interaction

• Process

8

Specific Changes to ExpectSpecific Changes to Expect

Departments will enter more information

• Less paper to Finance

With HR/Payroll implementation the timekeeping process will change

8

9

The Big Why?The Big Why?

9

MUNIS!

Group IV

1010

The Big Why?The Big Why?

Reduction in multiple inputs to system

Centralized repository of data and information

Increased ability to access and utilize data for analysis

Automated functions and provide self-service

Refined budgeting and reporting capabilities

Added functionality

Sustainable system

1111

When?When?

When will changes happen to budget process, procurement, timekeeping, etc.?

• Project team, Finance, HR Experience the most change

• In other departments? Peaks and valleys

121212

Project ScheduleProject Schedule

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

Financials

Human Resources & Payroll

Business License

Utility Billing

Inventory & Work Orders

2007 2008 2009Phases

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Change Example:Implementation PhaseChange Example:Implementation Phase

Activity

Project Team

Users

Start End Ops

Analysis & Implementation Go Live

BusinessProcessRedesign

Planning Piloting

End User Training

Visioning

DataConversion

Testing On-GoingBusiness

In w/Munis Out w/G4

ProblemResolution

ProblemResolution

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The MUNIS ViewThe MUNIS View

Analysis & Implementation

Go Live

15

Change and TransitionObjectivesChange and TransitionObjectives

Understand the difference between change and transition

Learn why change is so difficult for people

Understand the 3 phases of transition

Learn strategies to help facilitate/ manage the transition process for self and others

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Change and TransitionObjectivesChange and TransitionObjectives

Understand your role as a manager or supervisor during change

Preview a model for assessing and supporting change

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What Is Change?What Is Change?

Change: Something new starts or stops and takes place at a particular point in time.

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What is Transition?What is Transition?

Transition: Psychological process of trying to find meaning and ways to function in a new situation.

• Goes on inside a person, not outside

• Takes much longer

• Starts with an Ending

• Finishes with a Beginning

• In-between is the Neutral Zone

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Neutral Zone

Ending Beginning

Moving Through the Neutral ZoneMoving Through the Neutral Zone

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Three Phases of the Transition ProcessThree Phases of the Transition Process

2. NEUTRAL ZONE1. ENDING

3. BEGINNING

21Resistance

Exploration

DenialResolution and

Commitment

The Transition CurveThe Transition Curve

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Change ManagementChange Management

Establish the need for change

Design a change that effectively answers that need

Identify the impacts of the planned change

Plan how the changes will be implemented

Implement the changes

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Transition ManagementTransition Management

Develop and implement strategies for managing endings and losses

Develop and implement strategies for leading people through and profiting from the Neutral Zone

Develop and implement strategies for helping people to make a new beginning

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Transition StateTransition State

Characteristics of the Transition State include:

• Low stability

• Perceived high levels of inconsistency in the environment

• High emotional stress

• High, often undirected energy

• Control becomes a major issue

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Transition State, Part 2 Transition State, Part 2

• Past patterns of behavior become highly valued

• People conclude the worst

• Conflict increases

• Past patterns of behavior become highly valued

• People conclude the worst

• Conflict increases

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TransitionsTransitions

• Transitions begin in confusion and end in direction

• The key to transitions is to generate “movement” by accepting (although not necessarily agreeing with) the change

• You will need empathy and understanding

• You need to clarify why you are stuck so that you can “let go” and get unstuck

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Transitions, Part 2Transitions, Part 2

• Begin to connect the old with the new and look for the opportunities the change presents

• Guard against playing the victim

• Focus on what you can control

• Develop your personal resilience to deal with constant change

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Successful ChangeSuccessful Change

To successfully change, an organization needs its employees and managers to…

• See why they have to change

• Let go of the old ways

• Align with the new direction

• Adapt their values and behavior with the new ways

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And…And…

• Commit to what needs to be done to make it work

• Be active in creating success

• Learn new skills and mindsets

• Be ready for more change in the future

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What Will Help Me?What Will Help Me?

Anticipating and preparing for change

Understanding my reactions and the reactions of others

Using tools to get the results we want from ourselves and others

“Working For Success”

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FuturescapePossible ERP ScenariosFuturescapePossible ERP Scenarios

Can’t do work

Work is trashed

Unnecessary work

Wow! I didn’t think the future would

be like this!

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Can’t Complete TaskCan’t Complete Task

Fear

• I’m failing

• System broken/ useless

Root cause?

• Incomplete/ ineffective training

• Task not necessary

• Project oversight

Positive response

• “Who can help clarify?”

• “How will I adapt?”

3333

System Fails or Generates Bad ResultSystem Fails or Generates Bad Result

Fear

• Data wrecked

• Unrecoverable error

Root cause?

• Incomplete testing

• Bad system setup

Positive response

• “Who needs to know?”

• “How can I describe the problem?”

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No Need For What I Used To DoNo Need For What I Used To Do

Fear

• Lose my job

• City Manager: ‘Forget losing your job, we need you’

Root cause?

• ERP success

• Increased efficiency

Positive response

• “What can I do next?”

• “Where am I needed?”

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StethoscopeListening To Your ResponseStethoscopeListening To Your Response

Good old days

Dishrag

Dr. Jekyll, Mr. Hyde

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The Good Old DaysThe Good Old Days

Symptoms

• Daydreaming about old system

• Using old/work-around system

Positive response

• Acknowledge resistance

• Engage with new system

Prevention

• Going away ceremony

• Dismantle work-around

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DishragDishrag

Symptoms

• Lethargy, sleepiness

• Say nothing, do nothing

Positive response

• Stomp foot, short powerwalk

• Make self accountable to colleagues

Prevention

• Start out accountable

• Find different role

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Dr. Jekyll, Mr. HydeDr. Jekyll, Mr. Hyde

Symptoms

• Agree in public, disagree in private

• Fantasize destructive behavior

Positive response

• Admit angst to self

• Drain angst away from colleagues/project

Prevention

• Say project issues in public

• Admit feelings fast

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Experience – The MindExperience – The Mind

“Most of the pain and distress we create is through the thoughts and stories we make up about the people, events, and circumstances around us” Christine Caldwell

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An EventAn Event

40

Joe Cool

Ahhhhh

Jack the Knee-Jerk

Grrrrrr

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How We Create MeaningHow We Create Meaning

Describe

Acceptance

Responsive Action

Interpret

Judgment

Urge to Control

EVENT

What WeTell Ourselves

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Describing vs. InterpretingDescribing vs. Interpreting

Describing

Observing and reflecting on “what is”

Direct experience

Present time

Acceptance

Natural response

Interpreting

Creating a story about what we believe

Mix direct experience with history

Past and Future time

Judgment

Urge to control42

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Challenge InterpretationChallenge Interpretation

Am I sure?

Can I know absolutely for sure that this is true?

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BreakBreak

Return in 10 min.

Purpose?

• Clear the air

• Re-focus attention

• Use restroom

• Have a treat

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The Price of RigidityThe Price of Rigidity Suppleness is

paramount

• Bending without breaking

Practical

• Feel impact of rigidity and suppleness

Take-away

• Help the mind do what the body can do

A Practical in SupplenessA Practical in Suppleness

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Automatic Reactive Habit PatternsAutomatic Reactive Habit Patterns

Explode/Implode Get Busy

Avoid/Analyze

Emotional/Freeze

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How Do We Use Them?How Do We Use Them?

How we keep out the unknown and unfamiliar

How we attempt to control the rate of change

How we allow ourselves time to digest and integrate

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Emotional Guidance ScaleEmotional Guidance Scale

1. Joy/Knowledge/Empowerment/Freedom/Love/Appreciation2. Passion

3. Enthusiasm/Eagerness/Happiness4. Positive Expectations/Belief

5. Optimism 6. Hopefulness 7. Contentment 8. Boredom

9. Pessimism10. Frustration/Irritation/ Impatience11. “Overwhelment”

12. Disappointment 13. Doubt 14. Worry 15. Blame 16. Anger 17. Discouragement

18. Revenge19. Hatred/Rage

20. Jealousy 21. Insecurity/Guilt/Unworthiness 22. Fear/Grief/Depression/ Despair/Powerlessness

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Wise InvestmentsCommunicating for SuccessWise InvestmentsCommunicating for Success

Focus on fact

Focus on future

Reach for root cause

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Focus On FactFocus On Fact

Expected benefit

• De-personalize challenges

• Faster problem solving

How to reach out

• Separate “what is so” from “how I feel about it”

• “Here are three examples of…”

Success

• Facts acknowledged

• Emotional level unchanged or reduced

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Focus On FutureFocus On Future

Expected benefit

• Smoother transition to Munis

• Faster transition to Munis

How to reach out

• Illustrate what will be better

• Demonstrate path to future

Success

• Future vision acknowledged

• Glimmers of optimism

MUNIS!

Group IV

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Reach for Root CauseReach for Root Cause

Expected benefit

• Faster problem resolution

• Minimize rework

How to reach out

• “Could ___ have caused the problem?”

• “Do we understand why this happened?”

Success

• Focus shifts from “!#@!! symptom!” to satisfying hunt

• Root cause identified

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Finding BalanceFinding Balance

Work » Work » Collapse

5454

Finding Balance: Active RestFinding Balance: Active Rest

Work

Active Rest

Work

Active Rest

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Active RestActive Rest

Move

• Stretch

• Take a walk

• Exercise

Connect to Nature

• Sit in the park

• Stare at a picture

• Imagine

• Look out the window

• Focus beyond the horizon

Music

• Relaxing

• Energizing

Get Centered

Appreciation

• Family, friends, pets

• Health

• Proximity of Starbuck’s

Take One Conscious Breath

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Writing ExerciseWriting Exercise

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The Supervisor/Manager’s Role During ChangeThe Supervisor/Manager’s Role During Change

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Supervisor and Manager’s RoleSupervisor and Manager’s Role

People want to hear about strategic changes from Executive Leadership

People want to hear about changes to their job from those closest to them – their supervisor

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POPULATION

POPULATION

0%Total

Resistance

50%Indifference

100%Eager

Readiness

Pushed by Pain

Drawn by Vision

Normal Distribution

Late Majority

Early Adaptors

Early Majority

Transition TimeTransition Time

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Change and Transition InfluencesChange and Transition Influences

Influence is based on:

• Communication

• Respect

• Trust

• Rewards

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Being a Leader During ChangeBeing a Leader During Change

Building and maintaining trust requires that leaders be committed to the change

Leaders must be models and show commitment for the change

Leaders must show consistency in what they say and do

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Being a Leader During ChangePart 2Being a Leader During ChangePart 2

• Listen, be visible, acknowledge difficult times

• Be honest as possible

• Say “I don’t know” if you don’t

• Have an “open door” policy, pass on information

• Ask questions and solicit employees’ views and concerns – respond to concerns

• Allow for the expression of emotions

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ADKAR ModelADKAR Model

Awareness

Desire

Knowledge

Ability

Reinforcement

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ADKAR Model, Part 2ADKAR Model, Part 2

Awareness – of the need for change

Desire – to support the change

• personal motivation

• organizational drivers

Knowledge – on how to change

Ability – to implement new skills

Reinforcement – to sustain the change

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Applying ADKARApplying ADKAR

ADKAR for Personal Change

Exercise

66

What’s Next?What’s Next?

How to talk with employees about change

Key messages about the change

Identify who is impacted and how

Prepare to meet with your group

Prepare to meet one-on-one

67

Burning Questions…Burning Questions…

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What’s on your mind?