Presentation on theme: "Teaching an Old Dog New Tricks Managing Organizational Change."— Presentation transcript:
Teaching an Old Dog New Tricks Managing Organizational Change
2 ITIL Expert ISO Consultant MBA, MA, B.Comm 30+ ITIL Implementations Partner in Marval North America Consultancy Training ITSM software Mark Sherry
3 “Change Management is an approach to transitioning individuals, teams and organizations from a current state to a future state”. Wikipedia May 2013 Also known as: Reorganization Restructuring Business Process Engineering Turnaround Definition
11 Top three are hard elements Bottom four are soft elements Two to three of the seven will be the vital ones based on the organization Every element has an impact on the other elements McKinsey 7S Framework
12 Kotter’s Organizational Change Model First published in 1996, Kotter’s 8 Step Model is the grand-daddy of all change models and is widely used.
13 Kotter’s Organizational Change Model 1. Establish a Sense of Urgency 2. Create a Guiding Coalition 3. Develop a Vision and Strategy 4. Communicating the Change Vision 5. Empowering Employees for Broad-Based Action 6. Generating Short Term Wins 7. Consolidating Gains and Producing More Change 8. Anchoring New Approaches in the Culture
14 75% of company’s management needs to buy into the change in order for it to be successful Urgency has to be real – don’t fabricate Loss of market share, escalating costs, new technology, competition, etc. Look to customers, industry and stakeholders to strengthen the argument Examine potential threats and opportunities Step 1 - Establish a Sense of Urgency
15 Only 71 companies remain today from the original Fortune 500 list. Step 1 - Establish a Sense of Urgency
16 Step 2 – Create a Guiding Coalition Four Qualities of Effective Coalition Position Power – senior leaders on board Expertise – informed decision making Credibility – group needs to be respected Leadership – proven leadership
17 Step 3 – Develop a Vision and Strategy Six key characteristics of an effective vision Imaginable Desirable Feasible Focused Flexible Communicable
18 Step 3 – Develop a Vision and Strategy Vision Strategies Plans Budgets Leadership Management
19 Step 4 – Communicating the Change Vision Keep the communication Simple – no techno babble Vivid – verbal pictures (metaphor, analogy) Repeat, repeat, repeat Walk the talk Listen and be listened to Use many different forms
20 Step 5 - Empowering Employees for Broad-Based Action Address structural barriers Provide needed training Align system to vision Deal with the troublesome managers
21 Step 6 – Generating Short-Term Wins Why? Provide evidence Reward change agents Fine tune vision and strategy Undermine cynics Builds momentum
22 Step 7 – Don’t Let Up (Consolidating Gains and Producing More Change) This is a crucial point where many change initiatives die. Need to: Introduce more change - launch more projects Add more help to the mix Leadership from management Project management and leadership from below Reduction of unnecessary interdependencies Drive the Change Deep Into the Organization
23 Step 8 – Make it Stick (Anchoring New Approaches in the Culture) Cultural change comes last, not first Results show new way is better than old Success must be visible and communicated Be prepared to lose people along the way Reinforce culture through every new hire or promotion
24 Group Dynamics - Teamwork
25 Tuckman’s Stages of Group Development FormingForming NormingNorming StormingStorming PerformingPerforming AdjourningAdjourning
26 Tuckman’s Stages Stage 1: “Forming”Stage 2: “Storming”Stage 3: “Norming”Stage 4: “Performing”Stage 5: “Adjourning” Individuals are not clear on what they’re supposed to do. The mission isn’t owned by the group. No trust yet. High learning. No group history; unfamiliar with group members. People check one another out. People are not committed to the team. Roles and responsibilities are articulated. Agendas are displayed. Problems solving doesn’t work well. People want to modify the team’s mission. Trying new ideas. Splinter groups form. People set boundaries. Anxiety abounds. People push for position and power. Competition is high. Cliques drive the team. Little team spirit. Lots of personal attacks. Level of participation by members is at its highest (for some) and its lowest (for some). Success occurs. Team has all the resources for doing the job. Appreciation and trust build. Purpose is well defined. Feedback is high, well- received, and objective. Team confidence is high. Leader reinforces team behaviour. Members self-reinforce team norms. Hidden agendas become open. Team is creative. More individual motivation. Team gains commitment from all members on direction and goals. Team members feel motivated. Individuals defer to team needs. No surprises. Little waste. Very efficient team operations. Team members have objective outlook. Individuals take pleasure in the success of the team – big winds. “We” versus “I” orientation. High pride in the team. High openness and support. High empathy. High trust in everyone. Superior team performance. OK to risk confrontation. Final assessment List of things that could have been done better Transition planning Recognizing members for their contributions. Reform and redo to reduce mourning Celebrate ! s/HANDOUT_-_Tuckmans_Team_Development_Model.pdf
27 How to Move From One to the Other Action Steps: “Forming” to “Storming”Action Steps: “Storming” to “Norming”Action Steps: “Norming” to “Performing” Set a mission. Set goals. Establish roles. Recognize need to move out of “forming” stage. Leader must be directive. Figure ways to build trust. Define a reward structure. Take risks. Bring group together periodically to work on common tasks. Assert power. Decide once and for all to be on the team. Team leader should actively support and reinforce team behavior, facilitate the group for wins, create positive environment. Leader must ask for and expect results. Recognize, publicize team wins. Agree on individuals’ roles and responsibilities. Buy into objectives and activities. Listen to each other. Set and take team time together. Everyone works actively to set a supportive environment. Have the vision: “We can succeed!” Request and accept feedback. Build trust by honoring commitments. Maintain traditions. Praise and flatter each other. Self-evaluate without a fuss. Share leadership role in team based on who does what the best. Share rewards and successes. Communicate all the time. Share responsibility. Delegate freely within the team. Commit time to the team. Keep raising the bar – new, higher goals. Be selective of new team members; train to maintain the tea m spirit. s/HANDOUT_-_Tuckmans_Team_Development_Model.pdf
28 To Mix Things Up Add a new member to the group mid stream. Constantly change group members for each project. Mixture of group work and day to day work. Expand scope of group if it is high performing. Shorten timelines. Bring in external team members (consultants) to be a member of the team.
29 Beckhard’s Change Equation D V F R Dissatisfaction Vision First Steps Resistance to Change DRIVINGforces RESTRAININGforces
30 Individual Change It is hard to do! Lots of theories.
31 Individual Change Visualize the change. Agree outcome is positive. Tell as many people as possible. Turn accomplices into friends. Set incremental targets. Provide feedback to yourself. Control the environment.