Presentation on theme: "Teaching an Old Dog New Tricks"— Presentation transcript:
1 Teaching an Old Dog New Tricks Managing Organizational Change
2 Mark Sherry ITIL Expert ISO 20000 Consultant MBA, MA, B.Comm 30+ ITIL ImplementationsPartner in Marval North AmericaConsultancyTrainingITSM software
3 Definition Also known as: Reorganization Restructuring “Change Management is an approach to transitioning individuals, teams and organizations from a current state to a future state”.Wikipedia May 2013Also known as:ReorganizationRestructuringBusiness Process EngineeringTurnaround
11 McKinsey 7S Framework Top three are hard elements Bottom four are soft elementsTwo to three of the seven will be the vital ones based on the organizationEvery element has an impact on the other elements
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 Establish a Sense of UrgencyCreate a Guiding CoalitionDevelop a Vision and StrategyCommunicating the Change VisionEmpowering Employees for Broad-Based ActionGenerating Short Term WinsConsolidating Gains and Producing More ChangeAnchoring New Approaches in the Culture
14 Step 1 - Establish a Sense of Urgency 75% of company’s management needs to buy into the change in order for it to be successfulUrgency has to be real – don’t fabricateLoss of market share, escalating costs, new technology, competition, etc.Look to customers, industry and stakeholders to strengthen the argumentExamine potential threats and opportunities
15 Step 1 - Establish a Sense of Urgency Only 71 companies remain today from the original Fortune 500 list.
16 Step 2 – Create a Guiding Coalition Four Qualities of Effective CoalitionPosition Power – senior leaders on boardExpertise – informed decision makingCredibility – group needs to be respectedLeadership – proven leadership
17 Step 3 – Develop a Vision and Strategy Six key characteristics of an effective visionImaginableDesirableFeasibleFocusedFlexibleCommunicable
18 Step 3 – Develop a Vision and Strategy StrategiesPlansBudgetsLeadershipManagement
19 Step 4 – Communicating the Change Vision Keep the communicationSimple – no techno babbleVivid – verbal pictures (metaphor, analogy)Repeat, repeat, repeatWalk the talkListen and be listened toUse many different forms
20 Step 5 - Empowering Employees for Broad-Based Action Address structural barriersProvide needed trainingAlign system to visionDeal with the troublesome managers
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 projectsAdd more help to the mixLeadership from managementProject management and leadership from belowReduction of unnecessary interdependenciesDrive the Change Deep Into the Organization
23 Step 8 – Make it Stick (Anchoring New Approaches in the Culture) Cultural change comes last, not firstResults show new way is better than oldSuccess must be visible and communicatedBe prepared to lose people along the wayReinforce culture through every new hire or promotion
25 Tuckman’s Stages of Group Development AdjourningPerformingNormingStormingFormingForming – Team acquaints and establishes ground rules. Formalities are preserved and members are treated as strangers.Storming – Members start to communicate their feelings but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility.Norming – People feel part of the team and realize that they can achieve work if they accept other viewpoints.Performing – the team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance.Adjourning – The team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members’ contributions.
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 assessmentList of things that could have been done betterTransition planningRecognizing members for their contributions.Reform and redo to reduce mourningCelebrate !
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.
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 DissatisfactionDRIVINGforcesVVisionFFirst StepsRRESTRAININGforcesResistance to Change
30 Individual ChangeIt 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.