1. Leading Positive Change
Six Sigma Foundations
Continuous Improvement Training
Continuous Improvement - Leading Change I

2. Key Learning Points Change is a Process There are Tools for Change
Continuous Improvement - Leading Change I

3. Changing Systems & Structures
Leading Change
Leading Change
Share Need
Shape Vision
Get Buy-in
Current State
Transition State
Improved State
Make it last
Monitor Progress
Changing Systems & Structures
We need to understand that Change is a PROCESS.
Continuous Improvement - Leading Change I

4. A Process for Change Leading Change Shared Need Shape Vision
Give people someone to follow – by you and your Champions actions
Shared Need
Create an imperative to act now. Pass this on to others
Shape Vision
Be precise about what you want to achieve and make sure it is widely understood and shared.
Continuous Improvement - Leading Change I

5. A Process for Change (Cont.)
Get Buy-in
You must involve people and pass on your enthusiasm so that once you start another project the change is sustained
Make it Last
Ensure that all influences to confound or support change are controlled.
Monitor Progress
Ensure that you are measuring effect not effort. Further publish progress
Continuous Improvement - Leading Change I

6. A Process for Change (Cont.)
Changing Systems and Structures
Making sure that management practices (Staffing, development, rewards, measures, communication and organizational design) are used to compliment and reinforce change.
Continuous Improvement - Leading Change I

7. Q x A = E Implementing Change 10 10 100 QUALITY ACCEPTANCE
EFFECTIVENESS 10 10
100
Continuous Improvement - Leading Change I

8. Dimensions of Team Success
Successful teams measure their performance across three dimensions of success. They make conscious choices about where to focus their attention in order to have the highest impact
Results
Accomplishment of The Task or Goal
Shared
Responsibility
For
Success
Relationship
Rapport Between
Team Members
Process
Method or Approach
For Doing The Work
Results:
Did the results meet the team’s specific performance goals
Did the results meet customer expectations (internal & external)
Were the goals challenging enough
Process:
Did the plans or team processes work for the tasks in hand
Were we able to adjust when needed
Was our process well coordinated and facilitated
Were roles and responsibilities clear and executed effectively
Did our team employ our skills and talents effectively
Relationship:
Did team members support each other and share responsibility for success
Did team members establish trusting relationships in which team members felt valued
Overall did the team maintain a sense of team spirit and commitment to the team’s purpose
Continuous Improvement - Leading Change I

9. Threat versus Opportunity Matrix
Shared Need
Threat versus Opportunity Matrix
A threat opportunity matrix identifies the teams perspective of
Why the project is important
The project’s urgency
Now for your project draw the matrix and fill in what the opportunities and threats are for completing/not starting the project both in the short and long term.
Successful projects tend to have entries in all four quadrants
Best practice organizations know how to frame the need for change as more than just a short term threat. They work to find ways to frame the need as a threat and opportunity over both the short and long term. By doing so they begin to get the attention of key stakeholders in a fashion that ensures their involvement beyond what can be gained from a short term sense of urgency.
Building the case for change is one of the first and most important tasks for a project team.
This tool is used early on in the project, as soon as the team has bounded the project. Subject to modification this initial statement of need is essential to moving forward with a clear sense of why the change initiative is essential to do at this point in time.
Continuous Improvement - Leading Change I

10. Threat versus Opportunity Matrix
Shared Need
Threat versus Opportunity Matrix
Continuous Improvement - Leading Change I

11. Shared Need Data, Demonstrate, Demand
Three D’s Analysis
Data, Demonstrate, Demand
Do not treat people as you would wish to be treated but as they wish to be treated.
If you have told someone more than one way, then you are telling them in the wrong way.
Take responsibility and ownership of communication by planning a range of ways of communicating so that everyone can support you.
Coupled with the threat versus opportunity matrix, this is a powerful tool to produce a statement of the need for change. Demand refers to the degree to which senior management can demand that a change occurs by setting stretch goals or create a demand in others to change through their own behaviour. Data Diagnosis refers to the degree to which internal or external sources of data frame the need for change (benchmarking surveys or competitive data). Demonstration refers to the role that best practice sites or pilot projects can play in creating the need for change.
This tool can help a team bolster their cause with important facts and data in a way such that others feel the need to “get on board”
Continuous Improvement - Leading Change I

12. Shared Need Three D’s Analysis Technique:
DATA—Use internal data or use supplier data to make diagnosis from.
DEMONSTRATE: Post Competitor’s information---state”have they caught us yet?” Because they will…
Post Best Practices of other companies; Visit other organizations and have them visit you.
Talk about Lion and Gazelle.
DEMAND: Have mgt. Talk with data in meetings…utilize the SPACER before and after meetings…Placing the PMP’s on Champions reports or having them adopt this is an example…
Live by” DATA drives Decisions, NOT Opinions”
Talk about the Lion and the Gazelle…
“Every day in Africa the Gazelle Wakes up and knows that to survive it has to outrun the Lions, every day the Lion wakes up and knows that in order to survive it has to eat a Gazelle….so….you had better get running…”
Continuous Improvement - Leading Change I

13. Shaping a Vision Backwards Imaging
Imagine a point in the future when the project has been very successful
Find words to describe what you would see, hear, feel as you observe key constituents functioning in the new, changed state.
Collate, debate, reach consensus, “test” on others and modify
Future Now
I HAVE A DREAM!
Creating a picture of the future state that is expressed in behavioural terms is usually a challenge even for the most well-grounded change projects. This tool helps teams to translate an idea or images of the future state into a concrete description of what people will be doing once success has been realized.
This is an excellent way to help teams wrestle with the specifics of what the future state will be like in terms that can uncover both support and resistance.
This tool should be used after the team has framed the need for change to some detail and before ant significant attempts to win over key stakeholders.
Shared visions come from collective efforts
that reflect individual perspectives.
Continuous Improvement - Leading Change I

14. Shaping a Vision
Elevator Speech
Literally can you get your message across in the time it takes to travel in a lift/elevator.
Planning informal communication will help you maximize your effectiveness and enrol others. To do this use the following pattern to develop an Elevator speech.
Continuous Improvement - Leading Change I

15. Elevator Speech Template
(Greeting)
We are working on …..
The opportunity/ threat is …..
Currently we are …
Can you help by …..
Fill in the details for your project. Then tell the class in under 30 seconds
It is important to use language appropriate to the listener…
Continuous Improvement - Leading Change I

16. Team Elevator Speech
An agreed elevator speech is the simplest communications plan
At the end of a meeting the team should agree this week’s elevator speech
Write it out on a flipchart/white board
Each copy it down
At the next meeting ask the members to identify who they used the Elevator speech with and what reaction they received
Continuous Improvement - Leading Change I

17. Profile on Change Process
100
Lessons of Success 75 50
Perfection is rarely possible unless you have unlimited time, however - each step has been addressed. 25
Leading
Change
Shared
Need
Share
Vision
Get
Buy-in
Make it
Last
Monitor
Progress
Systems
&
Structures
Continuous Improvement - Leading Change I

18. Profile on Change Process
100
Lessons of Failure 75
Great ideas. Early enthusiasm. Great energy at the beginning Failure begins with lack of process, monitoring and planning so that little if any final impact. 50 25
Leading
Change
Shared
Need
Share
Vision
Get
Buy-in
Make it
Last
Monitor
Progress
Systems
&
Structures
This is used to assess the team’s current ability to apply tools and techniques of all seven Leading Change processes.
Continuous Improvement - Leading Change I

19. Profile on Change Process
100
Lessons of Failure
Total failure to engage others poor communication. Meetings forced, conflict or avoidance. Strong measurement system. People supplying misinformation and avoiding engagement. 75 50 25
Leading
Change
Shared
Need
Share
Vision
Get
Buy-in
Make it
Last
Monitor
Progress
Systems
&
Structures
This is used to assess the team’s current ability to apply tools and techniques of all seven Leading Change processes.
Continuous Improvement - Leading Change I

20. Profile on Change Process
To further develop yourself and the team -ask for the teams perspective, the champions perspective, and your mentor’s perspective.
This is a great tool for approaching conflict in a non-judgemental way.
This will develop your powers of self assessment to become more objective and reliable.
Continuous Improvement - Leading Change I

21. Profile on Change Process
The change process in outline consists of several steps. Experience shows that missing any of the steps results in failure.
As you work on projects you should plan and review your activities against this profile. To identify where you need to concentrate your leadership and to monitor the effectiveness of your plans.
On the graph following, identify from 0 (no effort) to 100 (Perfection) how well you feel you have tackled each step on your project. Be prepared to discuss
Continuous Improvement - Leading Change I

22. Profile on Change Process
100 75 50 25
Leading
Change
Shared
Need
Share
Vision
Get
Buy-in
Make it
Last
Monitor
Progress
Systems
&
Structures
This is used to assess the team’s current ability to apply tools and techniques of all seven Leading Change processes.
Continuous Improvement - Leading Change I

23. Plus and Delta
Plus and Delta is a very powerful way to measure your progress and that of the team.
If you finish a project without using Plus and Delta you have missed a major opportunity.
It is a way of encouraging open feedback. To do it well, you need to follow the following pattern.
Continuous Improvement - Leading Change I

24. Plus and Delta
Draw the Plus and Delta Matrix on a Flip Chart/ White board near the exit.
Handout Post-its.
Ask people to write down their thoughts on the meeting(s) one per post-it note.
Pluses are things they liked /enjoyed
Deltas are things which we should consider changing / improving
There are no negatives as we will use the Delta’s to improve
Continuous Improvement - Leading Change I

25. Plus and Delta
Before the next meeting, read and respond to the individuals as best you can. Always thank them for their feedback, pluses and deltas. If there are many Post its, group the Post its together
Next meeting, share with the group their feedback.
Thank them for their comments
Identify how you have/ will improve
Seek agreement for ways in which the team can improve
Acknowledge their request to improve even if you cannot respond immediately
If you do not understand a Plus/ Delta ask for more precise feedback
Continuous Improvement - Leading Change I

26. Leading Positive Change
Six Sigma Foundations
Continuous Improvement Training
Continuous Improvement - Leading Change I