1. Leading Change While Implementing Innovations

2. Did you ever notice … some people just don’t like change?

3. Which of the following challenges do you face?
Resistance to change
“Turf issues”
Lack of a clear, common understanding of what is important for success
Not enough time to get involved
Lack of resources (funding/staff)
“Policy” as an obstacle to your change
Others?

4. Managing Change: Popular “Models”
Bridge’s Transitions Model
Lewin’s Model
Proci’s ADKAR Model
Kotter’s 8-Step Model
For the subject area-what are the key factors/concepts to be considered

5. The Profile of an Agile Worker
am open to this new experience,
am motivated to achieve,
am open to disruptive innovation–a creative thinker focused on finding solutions,
work well with others, but I’m not so trusting that I can’t make my own decisions about what is best for me and my team during times of change,
am willing to make tough choices to improve my own interests and those of my team,
am secure in my own abilities–confident I can achieve, and
am involved … I feel as though I am an important part of the process today and tomorrow.
© Richard D. Maher, 2014

6. Understanding Organizational Change ©
Agility
Resistance
(Preserve Status Quo)
Workforce Response
Organizational Factors
Individual
Factors
Change Event
Individual and Organizational Factors - Impacts Workforce Response
© copyright Richard D. Maher, 2014
© Richard D. Maher, 2014

7. Understanding Organizational Change ©
Agility (+)
(Innovation)
Transformational Leader
High Organizational Justice
Positive Communication
Participatory Mgt.
Social Support
Group Engagement
Openness to Experience
Achievement Motivation
Agreeableness
Emotional Stability
Situational Self-Efficacy
Individual Engagement
Organizational Factors
Individual
Factors
Workforce Response
Change Event
Resistance (-)
(Preserve Status Quo)
Individual and Organizational Factors - Impacts Workforce Response
© copyright Richard D. Maher, 2014
© Richard D. Maher, 2014

8. 5 Critical Success Factors:
An engaged high-power Process Owner
A compelling, common “Future Vision”
Engagement built through participatory management
Positive communications and training
Institutionalize the change

9. 5 Critical Success Factors:
An engaged high-power Process Owner
A compelling, common “Future Vision”
The “why” and the “why now”
The story of “Dislocated Dave?”
Engagement built through participatory management
Positive communications and training
Institutionalize the change

10. 5 Critical Success Factors:
An engaged high-power Process Owner
A compelling, common “Future Vision”
Engagement built through participatory management
Use “tribal networks” to your advantage (opinion leaders)
Positive communications and training
Institutionalize the change

11. 5 Critical Success Factors:
An engaged high-power Process Owner
A compelling, common “Future Vision”
Engagement built through participatory management
Positive communications and training
Outreach builds momentum of “small wins”
Training builds awareness and capacity
Institutionalize the change

12. 5 Critical Success Factors:
An engaged high-power Process Owner
A compelling, common “Future Vision”
Engagement built through participatory management
Positive communications and training
Institutionalize the change
“Move the middle” and you win …
Coach/manage to new performance standards
What gets inspected gets expected.

13. Celebrate Our Success!
Questions?

14. Thanks! Contact: Rick Maher President/CEO Maher & Maher