2. 1 Sustaining Change Sustainability Workshop May 21, 2010 Facilitator: Dan Belanger

3. 2 Sustainability Reliability

4. 3 Change Exercise Exercise Change

5. 4 Why Do People Resist Change? Communication Issues Communication Issues Organisational/Environmental Issues Organisational/Environmental Issues Skills Issues Skills Issues Group Psychological Issues Group Psychological Issues

6. 5 The 8-Step Process ofSuccessfulChange

7. 6 First, Set the Stage 1. Create a Sense of Urgency. 2. Pull Together the Guiding Team.

8. 7 Then DECIDE WHAT TO DO Then DECIDE WHAT TO DO 3. Develop the Change Vision and Strategy.

9. 8 MAKE IT HAPPEN! MAKE IT HAPPEN! 4. Communicate for Understanding and Buy-in. 5. Empower Others to Act. 6. Produce Short-Term Wins. 7. Don’t Let Up.

10. 9 MAKE IT STICK! 8. Create a New Culture.

11. 10 Think back … Make a few notes about the change: Make a few notes about the change: What was the change?What was the change? Who was involved?Who was involved? Was it a success or failure or in between?Was it a success or failure or in between? Why do you categorize it as such?Why do you categorize it as such? Share at tables brief overview of project Share at tables brief overview of project

12. 11 Decide What to Do Develop the Change Vision and Strategy Develop the Change Vision and Strategy On a 1 to 10 cycle with 1 being the worst and 10 being the best: On a 1 to 10 cycle with 1 being the worst and 10 being the best: How did your project rate in deciding what to do How did your project rate in deciding what to do Learnings?Learnings?

13. 12 Make It Happen Communicate for Understanding and Buy In Communicate for Understanding and Buy In Understand and accept vision and strategyUnderstand and accept vision and strategy Empower Others to Act Empower Others to Act Remove barriersRemove barriers Produce Short-term Wins Produce Short-term Wins Visible, unambiguous successes ASAPVisible, unambiguous successes ASAP Don’t Let up Don’t Let up Press harder and fasterPress harder and faster Page 131Page 131 On a 1 to 10 scale with 1 being the worst and 10 being the best: On a 1 to 10 scale with 1 being the worst and 10 being the best: How did your project rate in making it happen How did your project rate in making it happen Learnings?Learnings?

14. 13 Education and Communication Methods for responding to resistance to change……

15. 14 Participation and Involvement Methods for responding to resistance to change……

16. 15 Facilitation and Support Methods for responding to resistance to change……

17. 16 Model For Improvement Remove Barriers Remove Barriers Remove barriers to removing barriersRemove barriers to removing barriers Quick Wins Quick Wins TestingTesting Changes with a pedigreeChanges with a pedigree What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in improvement? ActPlan StudyDo

18. 17 Repeated Use of Cycle Hunches Theories Ideas Changes That Result in Improvement A P S D AP SD D S P A AP SD Learning from Data Very small scale test Follow-up tests Wide-scale tests of change Implementation of change

19. 18 Negotiation and Agreement

20. 19 Manipulation and Co-optation

21. 20 Explicit and Implicit Coercion

22. 21 More Ideas…… Change your perception of and reaction to resistance to change….. Revel in the pushbackRevel in the pushback Gently confront the resistanceGently confront the resistance Respect the resistorRespect the resistor Don’t label them negatively Don’t label them negatively Embrace and use their knowledge Embrace and use their knowledge

23. 22 Ask yourself two questions… Why am I seeing this behavior as Why am I seeing this behavior asresistance? If I viewed the resistance as feedback, If I viewed the resistance as feedback, what could I learn about how to refine the change effort? Resistance is a resource and channeled energy Change your perception and reaction Change your perception and reaction Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

24. 23 Boost Awareness Explain what is changing Staff need opportunity to process the change Staff need opportunity to process the change Drop down 2 levels… Drop down 2 levels… Keep the dialogue open Keep the dialogue open Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

25. 24 Return to Purpose Explain why………(jobs are being changed…) Explain why………(jobs are being changed…) Listen---to better understand the implications Listen---to better understand the implications Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

26. 25 Change the Change Look for the pitfalls Look for the pitfalls Be willing to change the change as long as it fulfills the purpose (—or the why) Be willing to change the change as long as it fulfills the purpose (—or the why) Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

27. 26 Build Participation and Engagement Elicit ideas Idea list Elicit ideas Idea list Elicit concerns Worry list Elicit concerns Worry list Listen…..and work the lists! Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

28. 27 Complete the Past Uncover past failures Uncover past failures OR Quality Baggage….. Ask about the history Ask about the history Heal the past---make it right. Heal the past---make it right. Source: Harvard Business Review, April 2009: Decoding Resistance to Change; Ford, J.D and Ford, L.W.

29. 28 Make it Stick Make It Stick Make It Stick Create a New CultureCreate a New Culture Page 131Page 131 On a 1 to 10 scale with 1 being the worst and 10 being the best: On a 1 to 10 scale with 1 being the worst and 10 being the best: How did your project rate in making it stick? How did your project rate in making it stick? Learnings?Learnings?

30. 29 Sustainability Reliability

31. 30 Reliability The extent of failure-free operation over time. David Garvin

32. 31 Reliability Concepts Phrased as questions: Phrased as questions: Do you have a system (process) in place?Do you have a system (process) in place? Does it fail?Does it fail? Do you catch the failures?Do you catch the failures? Do you use that information to fix the system?Do you use that information to fix the system?

33. 32 Design Strategy Prevent Initial Failure Prevent Initial Failure SegmentationSegmentation Using intent and standardizationUsing intent and standardization Identify failure and mitigate Identify failure and mitigate Human factor changesHuman factor changes Redundancy functionRedundancy function Redesign from failure modes Redesign from failure modes Identify critical failures and then redesignIdentify critical failures and then redesign prevent identify redesign

34. 33 High Reliability Organizations (HRO’s) Preoccupation with Failure Preoccupation with Failure Reluctance to Simplify Reluctance to Simplify Sensitivity to Operations Sensitivity to Operations Commitment to Resilience Commitment to Resilience Deference to Experts Deference to Experts

35. 34 Closing Most people don’t mind change….. they mind being changed (especially without notice or purpose)

36. 35 Resources and References Kotter, J and Rathgeber, H. (2006) Our Iceberg is Melting Kotter, J and Rathgeber, H. (2006) Our Iceberg is Melting Lippit, Mary. Managing Complex Organizational Change Lippit, Mary. Managing Complex Organizational Change Taylor, M. S. and Tekleab, A.G. (2004), Taking Stock of Psychological Contract Research in Coyle-Shapiro, J., Shore, L.M., Taylor, M.S., Tetrick, L.E. (2004) The Employment Relationship, New York, Oxford University Press Inc Taylor, M. S. and Tekleab, A.G. (2004), Taking Stock of Psychological Contract Research in Coyle-Shapiro, J., Shore, L.M., Taylor, M.S., Tetrick, L.E. (2004) The Employment Relationship, New York, Oxford University Press Inc Weick, K.E. (1996), Drop Your Tools: An Allegory for Organisational Studies, Administrative Science Quarterly, June 96, Vol 41, issue 2, p301 Weick, K.E. (1996), Drop Your Tools: An Allegory for Organisational Studies, Administrative Science Quarterly, June 96, Vol 41, issue 2, p301 Weick, KE and Sutcliffe (2007) Managing the Unexpected; resilient Performance in an Age of Uncertainty Weick, KE and Sutcliffe (2007) Managing the Unexpected; resilient Performance in an Age of Uncertainty Zaltman, G. and Duncan, R. (1977) Chapter 3, Resistance to change, in Strategies for Planned Change, New York, Wile Zaltman, G. and Duncan, R. (1977) Chapter 3, Resistance to change, in Strategies for Planned Change, New York, Wile