Professional Documents
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Managing Change: Csula
Managing Change: Csula
Managing Change
- M. Ferguson
Class agenda
Part I: Organizational Issues and change Part II: The nature of change. Part III: Leading others through change.
Characteristics of The Adaptive Organization The Prerequisites for Change Characteristics of Effective Change Sponsors What Effective Change Leaders Need to Do The Internal Players in the Change Process and their Roles The Role of Outside Consultants
Candidness
Open to feedback
Upward communication
Trust
Learning Organization
Power: to legitimize change Pain: Personal Stake Vision: Total in-depth view
Performance Management: Ability to reward/confront Sacrifice: Pursue change despite personal price
Embrace change when its needed Develop a vision for change Communicate effectively Shake things up by challenging status quo and encouraging others to do
the same
Stay Actively Involved by walking the walk and being visible about it.
Direct, Review Implementation of change - continued participation never done attitude. Be in position to notice and coach.
Advocates: Allies of leaders, deploy the vision communicate - involve - sell - MOTIVATE
Agents:
Influence sponsors commitment, target resistance, measure readiness, assess existing people/structures
Role of Consultants
Assessment of: management, key players, barriers, opportunities Coach/Develop/Train: help people adopt new behavior Plan: Assist in process/knowledge Values / Vision: Facilitate their development Redesign Organizational Factors: Rewards, Reports, Re-engineer Communications: Facilitate the process Project Management Assistance
Head
Heart
Behavioral
Hands
What do I do differently?
Change management
The Effective Management of Change Involves An Integrated Approach In Each Of These Three Arenas
Effective Change
Equals
Altering Mind-set
Harnessing Motivation
Shaping Behavior
Strategy/change implementation
Arenas of Change Stages of Change Management 1. Coming to Grips with the Problem
Behavior (Capability)
Stage
One: Coming to grips with the problem. Two: Working through the change. Three: Attaining & sustaining improvement.
Do they see a need for change? How uncomfortable are they with the status quo? Do they have any sense of urgency about changing? Are they struggling with making the change work? Are they looking for ways to make it work? Are they communicating with others involved in the change, to get salutations to problems, share Best Practices, etc. Are they looking for ways to leverage the change? To enhance it?
Behavior (Capability)
Increase dissatisfaction with old ways. Increase confidence that change is achievable. Outline costs of old way & benefits of new way.
Form team to gather data. Have management talk about data & need for change. Assess individual readiness to change. Identify specific behaviors to change.
Behavior (Capability)
Create a vision of the future & articulate the new mind-set. Help people understand both the big picture & the details. Communicate the purpose & benefits broadly. Help people make the link between solving todays issues & the new plan.
Hold reality check meetings to work through the threats, losses, and resistance. Work through the leaders emotion/ resistance first. Use individual gain/loss analysis as as tool. Discuss how to manage stress. Be supportive of one another.
Develop a new profile of leadership success. Evaluate the top levels of management in stores. Involve employees in building change plans. Reward successes; expect & learn from mistakes. Drive individual behavior change.
Behavior (Capability)
Continually update vision of desired future & teamwork. Create forum for feedback & continuous learning. Continue to articulate whys & benefits.
Celebrate & reward successes. Deal with people who will not change. Establish two-way communication. Involve people for buyin. Continue to support each other in managing stress & change.
Make sure systems & rewards reinforce desired behaviors. Train incoming people in the new behaviors. Coach, give feedback, & reinforce new behavior. Deal with people who cannot change.
Addressing mind-set
Working with Mind-Set
Learn it thoroughly yourself. Build relationships. Explain the purpose of change. Help them understand & teach concept.
Addressing behaviors
Working with Behaviors
Model desired behaviors & attitudes. Clearly define desired behaviors & behaviors that need to change. Give feedback frequently to reinforce changed behavior & correct wrong behavior. Coach & teach desired behavior.
Addressing behaviors
Working with Behaviors
Summary
You have to be comfortable with the change before you can get others to change. People cant (or dont want to) change when they dont understand.
You cant intervene until you understand the situation. Resistance is part of the change process.
Address change at all three levels to be successful. Sustainable change occurs in steps.
Success