This is an addition to the previously published deck: A working change management framework (http://www.slideshare.net/eklemola/a-working-change-management-framework-25158331) and gives more insight into testing organizational readiness for change.

1. © 2 0 1 3 E r j a K l e m o l a
Asking the right questions
&
interpreting the results
Testing organizational
readiness for change

2. © 2 0 1 3 E r j a K l e m o l a
Z One success story of change managed right; a working framework
http://www.slideshare.net/eklemola/a-working-change-management-framework-25158331

3. © 2 0 1 3 E r j a K l e m o l a
The Kübler-Ross change curve describes how
people go from shock and denial through depression to
integration. (Brown line in the picture) This is taught in each
Change and Project Management course and is taken for
granted. I don’t fully agree with it, though.
In my opinion there are at least 3 types of people
1. The people who act like the ones described in the
picture (Brown line)
2. The people who react stronger
3. The people who don’t mind that much (the gray dotted
line)
TEST & MEASURE!
How can we manage
people based on average,
if we don’t know the
standard deviation?
Competence
Time
Why test readiness for change?
Tools for testing
& interpreting
Question
examples
Characteristics
of a test
Reasons
for testing

4. © 2 0 1 3 E r j a K l e m o l a
• Thinking that everyone reacts the same way seems like
an easy way out of a difficult situation ~the more
efficient way is to create a test and measure where your target
audience is at any given time.
• People need different kind of guidance depending on
their position on the curve ~giving the same guidance
regardless of the targets position creates confusion, boredom
or a rushing sensation.
Why put anyone through something like that?
Why test readiness for change?
Tools for testing
& interpreting
Question
examples
Characteristics
of a test
Reasons
for testing

5. © 2 0 1 3 E r j a K l e m o l a
• Would you recognize at least these
characters in any change program?
Why test readiness for change?
So, what
should I do
with the
information?
People who get it soon and
jump onboard ~usually these
make good change agents
People who learn slower
~they like to analyze things and
may seem to resist the change
People who get really
excited first ~and then get
bored, because the change
doesn’t happen fast enough
Pk Z fi
Tools for testing
& interpreting
Question
examples
Characteristics
of a test
Reasons
for testing

6. © 2 0 1 3 E r j a K l e m o l a
You need to talk to these characters differently:
Why test readiness for change?
PkYour “people who don’t mind
that much”, require engaging
and supportive communication.
~they have a high readiness rate;
they get it already. Communicate
when there’s a change in the plan.
Create a 2-way communication
channel for collecting their insight
and maintaining their energy level.
ZThe analytical people usually
follow the normal Kübler –Ross
curve ~they need reassuring,
reasoning and extra support. You
might want to keep an additional
training session for these people only,
because they need time to adapt to
new ways.
fiYour “extreme people” need
crisis communication. ~when they
get excited, their expectations need
to be managed; when they fall into
despair their feelings require extra
empathy. They need multiple
channels to let their steam out. If not
managed correctly they may poison
the program. If managed correctly
they may be the best.
Tools for testing
& interpreting
Question
examples
Characteristics
of a test
Reasons
for testing

7. © 2 0 1 3 E r j a K l e m o l a
• A good test is
▫ Appropriate for the situation
▫ Repeated often enough
▫ Used and communicated clearly
Characteristics of a good test
OK, but what
should I ask?
When should I
ask?
A good test gives answers to:
(choose depending on the situation)
• Organizational Culture
• Perception towards the
change program
• Understanding the vision
• Is there trust and respect
• Why are we changing
• Top Management support
• Accepting the change
• Managing the change
Tools for testing
& interpreting
Question
examples
Reasons
for testing
Characteristics
of a test

8. © 2 0 1 3 E r j a K l e m o l a
• A good test gives you a clear vision regarding the
current state of the organization ~the change program
needs to react to any changes in the feelings of the target
audience.
• If the morale is getting lower, that needs to be
addressed before moving forwards
• If the morale and competence is the same or higher,
there needs to be a celebration in order to keep it
that way.
Schedule testing and measuring to fit the program’s
development from the very beginning.
Characteristics of a good test
Tools for testing
& interpreting
Question
examples
Reasons
for testing
Characteristics
of a test

9. © 2 0 1 3 E r j a K l e m o l a
Examples of test questions 1/2
Organizational
Culture
Example questions: Scale 1 - 5 Examples of interpretation:
Innovating & risk
taking
The degree to which I take risks and innovate:
none (1)-------------(5) a lot
Innovative people may be more eager to learn
new things. Risk avoiding people need clearer
instructions.
Carrying
responsibility
A degree to which I like following orders (1) rather than
making decisions on my own (5)
Followers want you to lead, decision makers may
go their own way...
Attention to detail The degree to which I exhibit precision, analysis and attention
to detail: none (1)-------------(5) a lot
Do you have a process organization? They need
flowcharts.
Outcome orientation The degree to which I focus on results (1) or outcomes rather
than on the techniques and processes used to achieve them. (5)
Outcome oriented people are more prone to cut
corners.
People orientation The degree to which I take into consideration the effects of our
decisions or actions on people: none (1)-------------(5) a lot
If this result is low, work on that first. Any change
program needs understanding and
companionship.
Team orientation The degree to which I like activities to be organized around
groups (1) rather than individuals. (5)
Team oriented people like workshops;
individuals might prefer on-line training.
Aggression The degree to which I am easygoing (1) rather than
competitive. (5)
Give competitive people challenges; easygoing
people feel pressured in a competition situation.
Stability The degree to which my activities emphasize growth (1) in
contrast to maintaining the status quo. (5)
Growth orientation equals readiness for change.
Tools for testing
& interpreting
Reasons
for testing
Characteristics
of a test
Question
examples

10. © 2 0 1 3 E r j a K l e m o l a
Examples of test questions 2/2
Change
Program
Example questions: Examples of interpretation:
Feelings towards the
program
How are you doing? How are we doing as a company? Do you
believe in your own capabilities?
Is the morale on a good enough level for the
change? If not, work on this first.
Understanding
vision
What needs to change? Which change is more important than
the other? How fast should we change?
YES ASK EVERYONE! The easiest way to get
buy-in is to let the target decide on the direction
and schedule. Increases readiness a lot.
Trust and respect Are you willing to help others through the change? Who needs
the change: you, others or the organization?
These questions help people to internalize the
vision of the change.
Reason for change What is achieved by changing in your opinion? What are the
risks if we don’t change?
Again this helps to understand why. Gives an
idea of how well the vision has been
internalized.
Top management
support
Is this company capable of changing? Do the change agents
have enough authority? Is the change supported by everyone?
Is your compensation in line with the new requirements?
YES, courageously, ASK EVERYONE! These
question create an environment of openness and
mutual trust and respect. That’s what you need,
right?
Accepting change Is the overall rating of the change positive or negative? What
in this for you?
Accepting change equals readiness for change.
Managing change How are we doing? Is anything missing? Are we communicating
enough? Do you know what’s happening next?
Get feedback also from your own performance
as a change or project manager.
Tools for testing
& interpreting
Reasons
for testing
Characteristics
of a test
Question
examples

11. © 2 0 1 3 E r j a K l e m o l a
• Create the test(s) preferably with an on-line tool ~they
allow you to compare the results and save a lot of time.
• Ask descriptive background questions, which on the
other hand ensure anonymity. Good background
questions are the likes of:
▫ Organizational unit
▫ Organizational status: management, staff
▫ Years working for the company: new employees are usually
readier for change, but on the other hand lack authority to
lead it as change agents.
Tools for testing and
interpreting 1/2
Reasons
for testing
Characteristics
of a test
Question
examples
Tools for testing
& interpreting

12. © 2 0 1 3 E r j a K l e m o l a
• Repeat the test often enough ~you need time to take
corrective action, if something needs attention.
• Remember the Kübler-Ross curve ~it’s ok for the morale
and competence to fall during the middle part of the program;
expect this and react only, if the results is alarmingly lower
than on the previous round.
• Have your finger on the pulse. ~have a corrective plan
ready, even if you don’t need it.
Tools for testing and
interpreting 2/2
Reasons
for testing
Characteristics
of a test
Question
examples
Tools for testing
& interpreting

13. T h i s p r e s e n t a t i o n w a s w r i t t e n a n d c r e a t e d b y
E r j a K l e m o l a , w o r k i n g a s a n I C T A d v i s o r f o r S o f i g a t e O y
The test subjects should know, why they are answering to
the questions. Hence, communicate the aim, results and
the direction of readiness openly. Remember that change
management takes time and it needs to be scheduled
just like any other project or as a part of another
project plan (an ICT implementation for example). Remember to create
an appropriate set of questions for each change program.
This is your guiding vision. Without this knowledge, you’re
shooting blindfolded.
Conclusions and last words