Change management

CHANGE
MANAGEMENT

Prepared by :-
Mehul Rasadiya
(K.K.Parekh Institute of Management Studies)
(Amreli)

Mehul Rasadiya

MODULE 1

SETTING THE CONTEXT

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MODULE 1
PART 1

The Change / Learning Process

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HOW DOES LEARNING / CHANGE
BEGIN?
• Disconfirmation – information that things are not working, expectations are
not being met creates…
• Survival anxiety or guilt. The fear, shame or guilt associated with not
learning something new. But the prospect of learning something new
creates…
• Learning anxiety. The feelings associated with an inability or unwillingness
to learn something new because (1) it requires unlearning and temporary
incompetence, (2) loss of power or status, (3) loss of group membership, (4)
loss of identity.
• Hence resistance to change.

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BASIC PROPOSITION ABOUT
LEARNING
• Survival anxiety must be > learning anxiety.

• Learning method 1: Escalate survival anxiety
until it is greater than learning anxiety.

• Learning method 2: Reduce learning anxiety until
it is less than survival anxiety – create
“psychological safety”.

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HOW TO REDUCE LEARNING
ANXIETY AND CREATE
“PSYCHOLOGICAL SAFETY”
• Involve the “change targets” in all the steps of the learning process.
• Provide a vision of a path.
• Provide a safe environment for learning (practice field).
• Provide the time and resources necessary for learning.
• Provide first steps and a direction.
• Work in groups.
• Provide coaching and help.
• Reward small steps in the right direction.
• Work in a supportive climate (norms that support error embracing).

CHANGE MANAGEMENT INTERVENTIONS AIM TO
CREATE PSYCHOLOGICAL SAFETY

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WHAT IS CHANGE MANAGEMENT?
• Gaining a mutual understanding of what we think
Change Management is…

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DISCUSSION OF THE KEY
CONCEPTS
• Conscious / unconscious
• Primary / secondary process
• Strategic Improvisation
• Dialogue

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MODULE 1
PART 2

The Change Consultant

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WHAT IS A CHANGE CONSULTANT?
• What characteristics underpin the role that we have
to perform?
• What function do we perform in organisations?
• What is our strategic relevance in organisations?

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THE DIFFERENT HELPING ROLES:
1. The Expert (Information Power)

2. The Doctor (Diagnostic Power)

3. The Process Consultant (Process Power)

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THE STRATEGIC GOALS OF PROCESS
CONSULTATION
1. Provide help i.e. create a situation where the client will get
help.

2. Create a situation in which information will surface that
will permit both consultant and client to understand better
what may be going on – “diagnostic intervention.”

3. Create a situation in which the client will at all times feel
ownership of the problem. Client and consultant become
an intervention team.

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TEN PRINCIPLES OF PROCESS
CONSULTATION
1. Always try to be helpful.

Obviously if I have no intention of being helpful and working at
it, it is unlikely to lead to a helping relationship. In general, I
have found in all human relationships that the intention to be
helpful is the best guarantee of a relationship that is rewarding
and leads to mutual learning.

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CONSULTATION
2. Always stay in touch with the current reality.

I cannot be helpful if I cannot decipher what is going on in me,
the situation and in the client.

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CONSULTATION
3. Access your ignorance

The only way I can discover my own inner reality is to learn to
distinguish what I know, from what I assume I know, from
what I truly do not know. It is generally most helpful to work
on those areas where I truly do not know. Accessing is the key,
and I must make an effort to locate within myself what I really
do not know by scanning my own inner database and gaining
access to empty compartments. If I truly do not know the
answer, I am more likely to sound congruent and sincere when I
talk about it. Mehul Rasadiya

CONSULTATION

4. Everything you do is an intervention.

Just as every intervention reveals diagnostic information, so
does every interaction have consequences for both the client and
for me. I therefore have to own everything I do and assess the
consequences to be sure that they fit my goals of creating a
helping relationship.

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CONSULTATION
5. The client owns the problem and the solution.

My job is to create a relationship in which the client can get
help. It is not my job to take the client’s problems onto my own
shoulders, nor is it my job to offer advice and solutions in a
situation that I do not live in myself.

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CONSULTATION

6. Go with the flow.

In as much as I do not know the client’s reality, I must respect
as much as possible the natural flow in that reality and not
impose my sense of flow on an unknown situation. Once the
relationship reaches a certain level of trust, and once the client
and helper have a shared set of insights into what is going on,
flow becomes itself a shared process.

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CONSULTATION
7. Timing is crucial.

Over and over I have learned that the introduction of my
perspective, the asking of a clarifying question, the suggestion of
alternatives, or whatever else I want to introduce from my own
point of view has to be timed to those moments when the client’s
attention is available. The same remark uttered at two different
times can have completely different results.

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CONSULTATION
8. Be constructively opportunistic with confrontive
interventions.

When the client signals a moment of openness, a moment when his
or her attention to a new input appears to be available, I find I
seize those moments and try to make the most of them. Those
moments occur when the client has revealed some data signifying
readiness to pay attention to a new point of view.

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CONSULTATION
9. Everything is a source of data; errors are inevitable
– learn from them.

No matter how well I observe the above principles, I will say and
do things that produce unexpected and undesirable reactions in
the client. I must learn from them and at all costs avoid
defensiveness, shame or guilt. I can never know enough of the
client’s reality to avoid errors, but each error produces reactions
from which I can learn a great deal about my own and the
client’s reality.
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CONSULTATION
10. When in doubt, share the problem.

Inevitably there will be times in the relationship when I run out
of steam, don’t know what to do next, feel frustrated, and in
other ways get paralyzed. In situations like this, I find that the
most helpful thing I can do is to share my “problem” with the
client. Why should I assume that I always know what to do
next? In as much as it is the client’s problem and reality we are
dealing with, it is entirely appropriate for me to involve the
client in my own efforts to be helpful.

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PART 3

The Facilitator

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THE FACILITATOR FUNCTIONS
• Preparing
• Determining the group’s focus
• Fostering trust
• Assessing group process & providing feedback
• Keeping communication channels open & exposing
tension
• Managing conflict
• Concluding

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THE METASKILLS OF THE
FACILITATOR
• Compassion
• Mindfulness
• Neutrality / Following the Process
• Detachment / Dual Awareness
• Playfulness
• Beginners Mind / Humility
• Patience

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FACILITATION TECHNIQUES
• Using the flipchart effectively
• Sorting the field
• Noticing silent participants
• Climate report
• Checking in
• Reflective listening

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PART 4

The Solution Finder

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PROBLEM SOLVING - EDWARD DE
BONO’S SIX THINKING HATS

White Hat Yellow Hat
Facts, Information Benefits, Values
Data Positives

Red Hat Green Hat
Feelings, Hunches Ideas, Alternatives
Intuition Possibilities

Black Hat Blue Hat
Cautions, Problems Process Control
Difficulties Thinking about Thinking

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PROBLEM SOLVING - LEVELS OF
THINKING
7 Creative Wisdom Knowledge, Experience, Know - how, Ultimate
Perspective, Open - minded, Awakens joy in others,
Understand levels of thinking
6 Joy / Passion Enjoys life, Enjoys environment, Enjoys people
interaction, Seeks enjoyment, Avoids passion killers

5 Perspective Stand back, Contemplates, Sees bigger picture

Rationalises, Blames others, situation, Happens to all of
4 OK with negative stress
us, We all go of the rails at times, We are all alike

Unhappy, Habit forming, Finds fault, Critical, Negative
conversation, Complaining, Revue minor
3 Negativity / Unhappiness perspective,Not action orientated, Problem centered,
Lacks trying, Does not smile, Stereotypes

Lethargic, Mind does not get body going, Do things
2 Paralyses slowly, Can’t cope with situation/life, Leaves things to
other people, Puts life on hold, Lazy, Procrastinates,
Moves into tormented state

1 Tormented Thinker Extremely negative, Very critical, Disbelief, Anxious,
Neurotic, Life is unbearable, Aggressive, Withdrawn, No
way out, Warped idea of reality
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THE CONCEPT OF MENTAL
MODELS
“Mental models are deeply held internal images of how
the world works, images that limit us to familiar ways of
thinking and acting.

Very often we are not aware of our mental models or the
effects they have on our behaviour.” (Peter Senge)

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THE CONCEPT OF SYSTEMS
THINKING
Systems thinking is a discipline for seeing problems
holistically and for understanding how systems create
patters and events we see around us.

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THE ADVOCACY / INQUIRY MATRIX

High

Explaining Mutual Learning

Imposing Over Engaging

Advocacy
Observing Interviewing

Withdrawing Interrogating

Low High
Inquiry

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TYPES OF ACTIVE / INQUIRY
QUESTIONS
Pure Exploratory Inquiry
Prompt the story and listen carefully and neutrally.
• Use silence and encouraging body language
• Tell me what is going on.
• What is happening?
• Describe the situation.
• Tell me more.
• Go on.
• Can you give me some examples of that?
• Can you give me some of the details of what went on?
• When did this last happen?

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QUESTIONS
Exploratory Diagnostic Inquiry
Start to identify the issues i.e. diagnosing.
Exploring emotional responses:
•    How did you feel about that?
•    What was your reaction?
•    How did others feel and react?

Exploring reasons for actions and events:
•    Why do you think you did that?
•    Why do you think that happened?
•    Why do you think the other person did that?

Exploring actions, past, present and future:
•     What did you (others) do about that?
•     What are you going to do?
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QUESTIONS
Confrontive Inquiry
Share own ideas and “force” the client to think about the
situation from a new perspective.
• Did you confront him / her about that?
• Could you have done the following…?
• Have you thought about doing…?
• Did it occur to you that he / she did that because they were
anxious?
• Have you considered these other options?
• Have you considered the possibility that you overreacted?
• Did that not make you feel angry / anxious / elated etc?

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MODULE 1
PART 5

Organisational and Business Context of Change

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DECIPHERING THE
ORGANISATIONAL AND BUSINESS
CONTEXTS OF CHANGE

• World-wide demographics
• Workforce demographics
• Technological advances
• Social trends
• Changes in ownership
• Natural shocks
• Political ramifications
• Competition
• Internal changes
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DISCUSSION REGARDING
ORGANISATIONAL AND BUSINESS
CONTEXTS OF CHANGE

• What have been some major change initiatives that
you have seen implemented in organisations?
• How successful would you gauge them to have been?
• Have you ever been a change consultant / on an
organisational change team?
• What were the changes you were implementing and
how successful were you?

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MODULE 2

GENERIC
CHANGE TOOLS & TACTICS

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MODULE 2
PART 1

Change Management Methodology

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I n business im provem ent proj ect s …

Change
Managem ent
is about ……

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CHANGE MANAGEMENT
METHODOLOGY MODEL
Leading Change

Creating a Shared Need

Shaping a Vision
R
Mobilising Commitment E
S
Current Transition Improved U
State State State L
T
Making Change Last S

Monitoring Progress

Changing Systems and Structures

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MODULE 2
PART 2

Generic
Change Tools & Tactics

Overview
LEADING CHANGE
Why bother?
• Strong committed leadership is critical to accelerating
change
• Leadership impacts all other change processes
• Leaders must play varied roles

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Tools and Tactics
LEADING CHANGE
Tools and tactics include :
• Sponsorship strategy

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Tools and Tactics
LEADING CHANGE
Sponsorship strategy :
• What is a sponsor?
 A person with the influence or responsibility to ensure
that the change outcomes are delivered.
 A sponsor has responsibility for initiating and sustaining
change.
• The purpose of a sponsorship strategy is to:
 Identify the sponsors
 Establish sponsor responsibilities
 Build commitment of sponsors regarding the change
process.
 Highlight barriers to successful sponsorship.

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Tools and Tactics
LEADING CHANGE
• Sponsor responsibilities might include the following:
 DEMONSTRATE SUPPORT FOR THE CHANGE
through words, actions and decisions.
 SET A CHALLENGING PACE for the change program.
 BE RESPONSIVE – to employees, customers and peers.
 MEET REGULARLY WITH YOUR PEOPLE in order to
show support, gain understanding and listen.
 RAISE CONCERNS AND ASK QUESTIONS early in the
transition process.
 COMMUNICATE UPDATES on a regular basis.
 IDENTIFY AND RESOLVE POTENTIAL “HOT SPOTS”.

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Tools and Tactics
LEADING CHANGE
• Sponsor action plan might include the following:

Developed Delivered Primary
Sponsor Event Duration Timing Message
By By Objectives

Dept Head Sponsor 1 hour Change Dept Head, To co-incide • Project • Identify hot
Session Consultant Change with changes spots
Consultant beginning of • Obtain
new project commitment
phase

Etc…

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Assessment
LEADING CHANGE
To what extent do our change leaders :
• Create a personal role for themselves in leading the change
process?
• Identify the key priorities and a critical path for the change?
• Create a clear picture of “where we want to get to”.
• Create a culture that will promote the desired behaviours?
• Refine rewards, measures and feedback systems to reinforce
behaviours?
• Mobilise a network of committed change sponsors and agents?
• Coach and counsel key stakeholders throughout the change
process?
• Identify and remove barriers that impede the change process?
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Pitfalls
LEADING CHANGE
Change efforts can potentially derail when :
• They fail to establish and clarify the key change roles of
Sponsor.
• Leaders fail to engage in behaviours necessary for change.
• They lack quantifiable measures for establishing Sponsor
accountability.
• There are competing demands for sponsor time and
resources.
• Short term issues take priority over long term focus of “big
picture” goals.
• Sponsors object to change initiatives, Not all sponsor will
100% support the change process.
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Overview
CREATING A SHARED NEED
Why bother?
• Forces any resistance or apathy to be addressed head-on.
• Validates why the project is important and critical to do.
• Builds momentum needed to get the change initiative launched.

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Tools and Tactics
• The Change implementation process and the change
blueprint

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THE PROCESS OF CHANGE
IMPLEMENTATION
CHANGE OBJECTIVES

Information Gathering

CHANGE OVERVIEW
Information Assessment

CHANGE BLUEPRINT = IMPLEMENTATION PLAN
Information Dissemination

CHANGE IMPLEMENTATION
Information Monitoring, Stabilisation and Feedback

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CHANGE OBJECTIVES

CHANGE OVERVIEW


CHANGE OBJECTIVES CHANGE IMPLEMENTATION

• Requires considerable evaluation of the
organisation's current position.

• What you are hoping to achieve by the change
process: a clear understanding of the change
objectives

• Are the changes compatible with the organisation’s
current systems and processes?

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CHANGE OBJECTIVES
Y

GATHER
CHANGE OVERVIEW

ASSESS

TELL

INFORMATION GATHERING CHANGE IMPLEMENTATION

Internal
information Key Areas:
gathering
Industry
Benchmarkin
Personal  Cultural fit
Experience
g
 Strategic fit
Information  Synergy Potential
Sources
Info teams Media
 Management fit and
style

 Corporate
Previous
Market demographics
change
Knowledge
attempts
 Structural fit

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CHANGE OBJECTIVES

CHANGE OVERVIEW


CHANGE OVERVIEW CHANGE IMPLEMENTATION

• Takes generic change objectives and applies them to
the situation

• Clarifies how the change objectives are going to be
met

• Serves as a practical reminder of what the
organisation is attempting to achieve

• Acts as a bridge between the objectives and the
operational blueprint.

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CHANGE OBJECTIVES
Y

GATHER
CHANGE OVERVIEW
ASSESS

TELL

KEY OPERATIONAL DECISIONS

Immediate Approach Delayed Approach
Speed of
Resource  Less uncertainty  Greater knowledge of the changes
imple- necessary
Decisions  Quicker process
mentation
 Greater clarity and certainty of  Opportunity to motivate and involve
action affected employees
“One off” financial costs e.g.
 Implementation costs  May make wrong decisions  Prolongs uncertainty
 Redundancy expenses  No affected employee  Longer and slower process
 System harmonisation participation  Longer for results to show
 Capital expenditure Assessing  Requires detailed, thorough
Continual financial costs the change planning
Human resources costs situation
Manifest in differences in:
Addressing
Employee  Work legislation
cultural
participation  Attitudes/ behaviours
issues
 Working practices
Imposed decisions Employee Input  Management style
 Less uncertainty  Affected employees know more about their company/function  Company procedures
 Decision makers are a known quantity  Opportunity to motivate
 No arguments or politics  Most successful if well done
 Employees must live with decisions

 May make wrong decisions  Prolongs uncertainty
 Can seriously demotivate  Longer and slower process
 Requires detailed, thorough planning  Affected parties may not trust the change agent
 Carnage if done poorly

CHANGE OBJECTIVES

CHANGE OVERVIEW


CHANGE BLUE PRINT

• Reduces overview into task specific actions

• Serves as the basis for the post-change
implementation plan by determining:
 What – action to be taken
 When – the timescale for change
 Who – is to be affected and who is to be responsible for
leading the changes
 How – the actual blueprint
 Why – the logic behind the actions taken

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CHANGE OBJECTIVES
Y

GATHER
CHANGE OVERVIEW

ASSESS

TELL

COMMUNICATIONS STRATEGY CHANGE IMPLEMENTATION

Ti
el m
nn in
g
ha
C Strategy

Content
(style, coverage, source)

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IMPLEMENTATION PLAN AND
CHANGE OBJECTIVES

CHANGE OVERVIEW

TECHNIQUES


• Implementation is reliant on:
 Prior employee knowledge of change
 Employees being comfortable with their role in the change via
communication
 The enactment of the change process
 The alignment in systems and processes of the ultimate changes

• Techniques include:
 Change co-ordinator or manager
 Change team
 Steering committee
 Information gathering teams
 Working committees
 External specialists / facilitators
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Assessment
1. Are all members of the project team aligned in terms of
the need to change?
2. Have we framed the need for change in such a way to
reflect the concerns of customers and key suppliers?
3. Would each team member deliver essentially the same
“message” regarding the need for change if asked by
someone outside of the team?
4. Who are the key constituencies affected by this
initiative, and how much importance does each give to
the initiative?
5. How can we help others increase their sense of the need
for change?

Mehul Rasadiya

Pitfalls
Change efforts can potentially derail when
they :
• Fail to check for alignment and build true consensus.
• Assume the need for change in obvious.
• Fail to frame the need for change in a meaningful way
• Assume that when others fail to appreciate the need for
change, its “their” problem.
• Fail to search beneath the surface for root causes.
• Underestimate the resistance to change.

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Overview
SHAPING A VISION
Why bother?
• Visions paint a picture that appeals to both the “head” and
the “heart” and answer the question “Why change?”
• Visions help create shared meaning and thereby help gain
genuine commitment from all.

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Tools and Tactics
SHAPING A VISION
• Facilitating a visioning session

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Tools and Tactics
SHAPING A VISION
Facilitating a visioning session :
• Prior to session – interview key stakeholders.
 What is working?
 What is not working?
 Look at what our competitors are doing and ask ourselves,
“What can be learned from this?”

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Tools and Tactics
SHAPING A VISION
• Facilitating the session (2 days).
 Start with the end – brainstorm loosely what the future
state looks like in as much detail as possible – blue sky
thinking.
 Use visualisation techniques to envision daily life
scenarios once change is achieved.
 Design a dream using the language of:
o What we do
o What we sell
o Who we are
 Discuss feedback from key stakeholder interviews.

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Tools and Tactics
SHAPING A VISION
• Facilitating the session (2 days).
 Engage in rigorous self examination. Look at the
relevance / effectiveness / efficiency of:
o Our purpose
o Our people
o Our processes
 Develop a mission i.e. saying in a given time frame, what
do we want to be?
 Identify and explore values and philosophies which will
change the way people think and feel and which will guide
our interactions through the change process.
 Identify first steps – processes, forums etc. to instigate the
change process.
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Assessment
SHAPING A VISION
To what extent :
• has a vision be clearly articulated for the project?
• is the vision simple and straightforward?
• is the vision motivating and energising?
• is the vision shared and understood across the business?
• is the vision actionable?

and finally,
• How aligned is the team around the vision?

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Pitfalls
SHAPING A VISION
Change efforts can potentially derail when :
• Everyone has their own vision, and no effort is made to gain
alignment.
• Vision statements remain at such a “lofty” level that one one
pushes back.
• The vision changes too often, or conversely, is so rigid that others
feel excluded.
• The vision fails to reflect the interests and needs of customers
&/suppliers.
• The vision is too complex to be easily understood or translated
into day-to-day behaviours.

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Overview
MOBILISING COMMITMENT
Why bother?
• Helps deliver a culture of individual accountability and
daily problem solving.
• Helps create an organisation that is fundamentally more
flexible and able to implement change programs quickly
and efficiently.
• Helps speed up the pace of change and ensures that
performance is maximised during the transition state.

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Tools and Tactics
• Stakeholder analysis
• Change readiness
• Communication strategy

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Tools and Tactics
Stakeholder analysis :
• A stakeholder is anyone who is impacted by or who impacts
the change.
• Can be an individual or a group of individuals with similar
stakes in the change.

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Tools and Tactics
• Stakeholder analysis is a starting point for understanding
the change readiness of key stakeholder groups.
• By understanding the requirements, and readiness gaps of
key stakeholder groups, we are better equipped to plan and
implement appropriate change interventions.

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Tools and Tactics
• Stakeholder analyses are best conducted by way of a 2 hour
brainstorming session.
• Steps to be followed include:
 Explain your role.
 Explain the purpose of the session.
 Explain outcomes i.e. next steps for assessing appropriate
change interventions.
 Ask: What is the end-to-end nature of the change? This
helps to identify who is impacted by it.
 Complete stakeholder analysis tool. Draw the table on a
whiteboard. Work your way across the table as directed.

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Tools and Tactics
• Stakeholder analysis template
Stakeholder Group Nature of Stakeholding Rate Rank

Stakeholder Group 1 • What is their relationship to the How important is How would you
• What is the complete list of change? the stakeholder prioritise
stakeholders that impact or are - Are they a customer / supplier? group to the stakeholder
impacted by the change? - Are they a part of the process? delivery of the groups relative
• Does the stakeholder group - Are they affected by the change? to one another?
need to be broken down into outcomes only? • Critical 1 = most critical
subgroups at this point? - What would be their concerns • Important
- Do they have different and what would the impact of • Marginal
stakes in the change? their concerns have on others?
- Is there a likelihood that - What type of involvement would
they will be at varying they require?
degrees of readiness? Wins

Losses

Neutral

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Tools and Tactics
Change readiness :
• Change readiness is the capacity of key stakeholders to
support change in a manner that ensures that change is
sustainable.
• Sustainability is achieved by facilitating the uptake along
three key dimensions:
 Stages of concern, based on their degree of understanding
of the change.
 Preparedness to support i.e. willingness to change.
 Ability to support, based on the development of the skills
and knowledge required.

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Tools and Tactics
Change readiness :
• The change readiness tool examines change readiness for
key stakeholder groups and…
• Identifies what change interventions will be necessary to
successfully guide the change.

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Tools and Tactics
Change readiness – stages of concern :
Stages of Concern Focus of Concern Expression of Concern

Awareness Stage (0) Little concern or involvement. “I’m not concerned about it.”

Information Stage (1) General awareness & an interest in learning more about “I would like to know more about
it. it.”

Personal Stage (2) Uncertainty about demands of change. “How will using it affect me?
Uncertainty about decision making, potential conflicts.

Management Stage (3) Issues relating to efficiency, organisation, scheduling, “I seem to be spending all my
time etc. time in paperwork.”

Impact / Consequence Stage (4) Focus is on impact of change for individuals in “How is it affecting my team?”
immediate sphere of contact.

Collaboration Stage (5) Focus is on coordination and cooperation with others. “I am concerned about relating
what I am doing with others.”

Refocusing Stage (6) Focus is one of exploration of more universal benefits. “I have some ideas about
something that will work even
better.”

Mehul Rasadiya

Tools and Tactics
• Awareness Stage. Tactics are mainly around…
 Informing.
• Information Stage. Tactics are mainly around…
 Further information and motivating.
• Personal Stage. Tactics are mainly around…
 Allaying personal concerns and providing a level of support.
• Management Stage. Tactics are mainly around…
 Coaching, training and development.
• Impact / Consequence Stage. Tactics are mainly around…
 Involving people in shaping the change.
• Collaboration Stage. Tactics are mainly around…
 Creating opportunities to use them to influence others.
• Refocusing Stage. Tactics are mainly around…
 Creating opportunities for them to innovate.
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Tools and Tactics
• Determining stage of concern is best conducted by way of a
2 hour small group session.
• Steps to follow include:
 Familiarise yourself with the Stages of Concern.
 Spend time in open discussion about what their concerns
are.
 Sythesise concerns on a flipchart, looking for themes.
 Refer to Stages of Concern and, together with
participants, plot their stage of concern.
 Jointly discuss tactics to help overcome their concerns,
using the interventions previously discussed as guidelines
for suggestions.

Mehul Rasadiya

Tools and Tactics
Change readiness – preparedness to support :
• Gauging support is best conducted by way of a half day facilitated
small group session.
• Steps to follow include:
 Explain the purpose of the session.
 Get people to talk about the current change. Facilitate discussion
on:
o What are the critical / core changes?
o What do you feel you are losing in the process?
o How do you feel about it?
 Facilitate discussion about object vs state loss – What can you
control?
 Facilitate discussion on, “What do you need?”:
o All boils down to support – “Where can you get support from?”
o List of actions / commitments.
 Put all unresolved issues into further process.
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Tools and Tactics
Change readiness – ability to support :
• Refer to elements of a training & support strategy in
section on IT Change.

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Tools and Tactics
Change readiness :
• Change readiness plan template
Stakeholder Stage of Preparedness Tracking
Ability Change Tactic Resp
Group Concern to Support Outcomes

As detailed in • Identify the • Not initiated
Stakeholder appropriate • Initiated and
Analysis individuals to the working
tactic. • Initiated and not
• Individuals can be working
selected because of
functional expertise,
organisational
influence, relationship
to stakeholder etc.

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Tools and Tactics
Communication :
• The purpose of a communication strategy is to:
 Define the objectives of the communication effort.
 Develop guiding principles for communication.
 Provide a framework for developing and implementing the
communications.
 Troubleshoot possible barriers to communication and
determine the appropriate solutions.

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Tools and Tactics
Communication :
Elements of a communication strategy could include:
Communication objectives
• e.g. Enroll people in the change through involvement at all levels
in the organisation.

Critical success factors
• e.g. Availability of resources to produce communications
materials.
• e.g. Maximising the use of respected and influential people to
deliver messages.
• e.g. Maximising the use of face-to-face communication.

Mehul Rasadiya

Tools and Tactics
Communication :
Elements of a communication strategy (cont.):
Guiding principles for effective communication
• e.g. Employees should hear information from the appropriate
source.
• e.g. Communication should be two-way and face-to-face to the
extent possible.

Key messages
• Key messages are the themes that will underpin all
communication.

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Tools and Tactics
Change readiness :
Elements of a communications strategy (cont.):
Communications plan
Target Audience Communication Activity Message Sender Timing

Name of Description of: Description of: key Specific person / role Date for
stakeholder group. • Meeting points to be required to deliver the communication
• Presentation highlighted: message. activity to
• Roadshow • Issues & concerns commence.
• Workshop • Project timeframes
• Teleconference • Vision & direction
• Briefing • Feedback
• Demo • Q&A
• Project status
• Job changes
• Etc.

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Tools and Tactics
Communication :
Feedback mechanisms
• Feedback mechanisms are important for ensuring that
communication objectives are being met and messages are
conveyed in the most effective way possible.
• They provide a facility for target audience groups to communicate
their concerns, thereby ensuring a two-way communication.
• Examples include:
 Departmental representative
 Open dialogue forums
 Survey / questionnaire
 Communications log (This would be a mechanism to track any
communications issues that are being identified.)

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Tools and Tactics
Communication :
Barriers to effective communication
• Examples include:
 Desire to keep information secret.
 Diversity of different audiences requiring different types of
information.
 Lack of clear and consistent information due to the perception of
the “evolving” nature of the project.
 Conflicting information from different sources.

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Assessment
How well have you :
• Understood the needs and concerns of the people impacting
or impacted by the change?
• Analysed sources of resistance?
• Developed problem solving process to resolve resistance?
• Developed tactics to help prepare the stakeholders for and
support them through the change?

Mehul Rasadiya

Pitfalls
Change efforts can derail when :
• Too little information is shared with key stakeholders.
• Too much information is shared with key stakeholders.
• They assume technical solution is sufficient.
• They don’t involve others due to time constraints.
• They underestimate human resistance to change.

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Overview
MAKING CHANGE LAST
Why bother?
• Experience shows that successful, sustained change is difficult
to achieve without attention from the entire team
• Every change initiative will compete for time, resources and
attention.
• We often spend most available time on the launch of an
initiative rather than its institutionalisation.

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Tools and Tactics
MAKING CHANGE LAST
• Forcefield analysis
• Systems and Structures worksheet

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Tools and Tactics
MAKING CHANGE LAST
Forcefield analysis :

ENABLERS RESTRAINERS

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Tools and Tactics
MAKING CHANGE LAST
Systems and Structures worksheet :

Measurement

Reward

Staffing

Development

Organisational
Design

Identify specific opportunities to use or modify various systems and
structures to make change last

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Assessment
MAKING CHANGE LAST
To what extent have we accurately estimated :
• The magnitude of the total change effort?
• The level of resistance this initiative will face?
• The amount of time required to implement the change?
• The level of clarity and alignment regarding the kind of
implementation process required?
And also…
• How has the change effort been integrated into other business
initiatives?
• To what extent are needed resources made available?
• To what extent have we altered (or used) existing systems and
structures as “levers for change”?
Mehul Rasadiya

Pitfalls
MAKING CHANGE LAST
Change efforts can potentially derail because
of ten classic implementation pitfalls :
• Underestimating the time.
• Unexpected problems.
• Poorly co-ordinated activities.
• Competing distractions.
• Inadequate capabilities / skills of employees.
• Lack of support for the initiative.
• Unclear goals and objectives.
• Lack of involvement of Change Targets.
• Dismissing complaints outright.
• Uncontrollable externalities (life happens).
Mehul Rasadiya

Overview
MONITORING PROGRESS
Why bother?
•    An accurate measure of the project provides focus, direction and
momentum
•    Corrective action can only occur if you know you are off track
•    Monitoring Progress enhances you ability to reward key events
and milestones, building momentum and commitment.

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Tools and Tactics
MONITORING PROGRESS
• Characteristics of a good measurement system
• Robot system
• Status report

Mehul Rasadiya

Tools and Tactics
MONITORING PROGRESS
Characteristics of a good measurement system:
1. Completeness: The extent to which a measure adequately measures the
phenomenon rather than only some aspect of the phenomenon.
2. Timeliness: The extent to which a measurement can be taken soon after the need
to measure, rather than being held to an arbitrary date.
3. Visibility: The extent to which a measure can be openly tracked by those being
measured.
4. Controllability: The extent to which a measure can be directly influenced by
those being measured.
5. Cost: Whether the measure is inexpensive, making use of the data easily
obtained or already being collected for some other purposes.
6. Interpretability:The degree to which a measure is easy to understand and
produces data that is readily comparable to other organisations and/or time
periods.
7. Importance: Whether the measure is connected to important business objectives
rather than being measured because it is easy to measure.
Mehul Rasadiya

Tools and Tactics
MONITORING PROGRESS
Using the ROBOT system to measure:
One of the easy techniques to use for the tracking of change progress is to use
the robot system – or even the colours of the robot.

RED – Change not implemented at all / little progress on
this objective.
YELLOW – Change has been partially implemented / some
resistance occurring / installation not complete or signed
off.
GREEN – Sound progress has been made on change objective
and / or has been signed off as complete.

The robot system is a good, colourful, eye-catching technique that makes you
The robot system is a good, colourful, eye-catching technique that makes you
focus on your problem areas and decide on where you have encountered
focus on your problem areas and decide on where you have encountered
implementation pitfalls and instigate corrective strategies.
implementation pitfalls and instigate corrective strategies.

Mehul Rasadiya

Tools and Tactics
MONITORING PROGRESS
Status report :
• Status reports track progress in:
 Completing deliverables
 Achieving specifications – functional, technical, operational

Mehul Rasadiya

Tools and Tactics
MONITORING PROGRESS
Status report – effort and time:
• The GANNT chart is a well-known Project Management tool for monitoring
progress against objectives. If used to its fullest potential, is regularly updated
and visibly displayed, it can show true progress against implementation
objectives. '01 Sep 03 '01 Sep 10
ID Task Name Duration T F S S M T W T F S S M T W T F S
1 Formalise Project Charter/ Pres. GB 1 day Mark
2 Team Review ? 0 days 09/04
3 Formalise Proposal LetterGB 1 day Harry,Steve
4 Review proposal w ith JG / CC 1 day Mark
5 Presentation to GB 0 days 09/13
6 Define Financial model requ'mts 1 day Harry
7 Design and Configure Fin. Model 5 days Harry
8 Formalise BSC Plan GB 1 day Steve
9 Develop BSC Proposal for JM 1 day Michael

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Tools and Tactics
MONITORING PROGRESS
Status report - risk:

Area of Impact Alternative Response
Category Description of Risk Level of Impact Comments
Responses Taken

0 = negligible Who does it Description of Description of
impact impact? the different the alternative
5 = very high alternatives to chosen.
impact be taken to
mitigate the
risk.

Mehul Rasadiya

Tools and Tactics
MONITORING PROGRESS
Status report - issues:

Issue Action to be Date
Issue Description Resolution Responsibility Status
No. Taken Resolved

# Description of the Description of Description of Name of Name of In process
issue. identified action to bewhen and how individual individual Complete
taken. issue was finally responsible for responsible for
resolved. resolution of resolution of
issue. issue.

Mehul Rasadiya

Assessment
MONITORING PROGRESS
1. Have we stated our objectives in concrete terms?
2. Have we translated these objectives to observable
behaviours?
3. Have we set milestones that all understand and agree to?
4. Are expected results tied to external and internal goals and
have we ensured that outcomes will be evident to
stakeholders?
5. Are individuals and teams accountable for results?
6. Do we know which existing data will pick up progress
toward our goal?
7. Have we established new ways to gather data?
8. Do we have accurate and timely baseline data to work from?
Mehul Rasadiya

Pitfalls
MONITORING PROGRESS
Change efforts can potentially derail when they :
• Want results too soon and fail to look for long-term indicators of
progress.
• Assume all stakeholders know how things are going and fail to
keep them informed.
• Measure only against internal issues or goals, forgetting that
customers are often impacted by the change initiative.
• Don’t see how the change project is connected to other
initiatives and fail to measure impact.
• Think some things are too “soft” to measure, only looking at
“hard” indicators of progress.
• Simply get too busy to track progress.
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Overview
CHANGING SYSTEMS AND
STRUCTURES
Why bother?
• When the way we organise, train, develop, reward, compensate,
promote etc is changed, we are likely to see individual behaviour
change
• Successful changes usually involve significant re-alignment of
“organisational infrastructure”.
• Need to develop the capacity to change, not just the ability to
change – “Can we build this change into our ongoing systems?”

Mehul Rasadiya

Six Aspects
CHANGING SYSTEMS AND
STRUCTURES
Changing Systems & Structures involves
modifying: (How we acquire / place talent)
1. STAFFING (How we build competence / capability)
2. DEVELOPMENT (How we track performance)
3. MEASURES (How we recognise / reward desired behaviour)
4. REWARDS (How we use information to build and sustain
momentum)
5. COMMUNICATION
(How we organise to support the change
initiative?
6. DESIGNING
ORGANISATIONS

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EXTRA DATA

Change Implementation Process Model

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TWELVE “GOLDEN RULES” OF
IMPLEMENTATION
 Manage employee and customer expectations
 Project manage and measure the process
 Be seen to add value
 Build on some “quick wins”
 Use the line managers
 Be realistic about what you can achieve personally and corporately
 Manage conflict
 Repeat key messages and communicate even when you think you have
nothing to say
 Expect strange behaviour and be ready for it
 Realise everything you say and do will be scrutinised and exaggerated
 Remain visible and “out of the bunker”
 Keep your eye on the ball and don’t forget about Mehul Rasadiya
your customers

THE IMPACT OF CHANGE (ITS CALLED
RESISTANCE)

UNCERTAINTY
LACK OF
CONFIDENCE FEAR FAILURE
(Portrayed overtly
and subtly)
IMMOBILITY TO MEET/TRY OUT
CHALLENGES BEYOND PERSONAL
COMFORT ZONES

FEAR
FRUSTRATION CONSEQUENCES
(By seniors) OF NON-
DELIVERY
UPWARD
ABDICATION
(Wait for direction,
Claim lack of
direction)
Mehul Rasadiya

READINESS FOR CHANGE
Readiness = D (Dissatisfaction) x V (Vision) x F (First steps) > R (Resistance)

Is there enough dissatisfaction with the current state?
D What is the gap between the current reality and the envisioned future?

Is there a sense of compelling vision of a highly desirable future state?
V To what degree is it shared?
To what degree are individuals committed to
the vision?

F Are the first steps for making the change 'doable'?

Mehul Rasadiya

THE CHANGE CURVE
INTERNALISATION
“This is the way we work here”

ADOPTION
“We have to do it this way”

LEARNING
AWARENESS
“Let me test it”
“I’m being told something
I don’t like”
POSITIVE PERCEPTION
“This is good”
DENIAL
“NO WAY!”
UNDERSTANDING
“I can see why they want to
do this”

FEAR
“What will happen
EXPLORATION
to me?” “”Let me take a look
anyway”

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RESPONSES

Awareness Full communication and explanation
Reassurance (where possible)

Denial Full communication and explanation
Understanding of the consequences of
non-conformance
“Word picture” of the process of the
change

Fear Reassurance where possible
Understanding of all possible outcomes
for the individual

Exploration Full training in the new behaviours
and/or systems
Full understanding of the benefits

Understanding Full training in the new behaviour
and/or systems
Full understanding of the benefits

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RESPONSES

Positive Perception Reinforcement of the positive perception

Learning Full training in the new behaviour and/or
systems
Reinforcement of benefits

Adoption Reinforcement of benefits
Recognition of efforts
Use as champion to those further down
the change curve

Internalisation Recognition of efforts
Awareness of the change process the
individual has gone through

Mehul Rasadiya

EFFECTS OF CHANGE
 In most organisations, it requires a change in
management perspective and skill base as well as a new
alignment of systems and processes
 If handled well, change can increase organisational
flexibility and responsiveness
 If handled poorly, the organisation can experience:
 Lower management credibility
 Higher employee turnover
 Lower employee productivity
 Lower employee satisfaction and trust
 MOST CHANGE PROGRAMMES FAIL
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ACCORDING TO HAMMER AND CO:
 Only 20-30% of all reengineering projects succeed
 Only 23% of all mergers and acquisitions make back their costs
 Just 43% of quality-improvement efforts make satisfactory
progress
 Only 9% of all major software development applications in large
organisations are worth the cost
 31% of software implementation projects get cancelled before
completion
 Irrespective of success or failure, 53% of software
implementations will result in cost overruns by up to 189%!

The Reason: According to Fortune 500 executives resistance/people
not accepting changes was the primary reason changes failed

Source: Maurer and Co.
Mehul Rasadiya

A model for organisational change
(Kurt Lewin)

Re-freezing
Unfreezing

Change & movement
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UNFREEZING
Creating motivation and readiness to change

Techniques to reinforce unfreezing . . .

• Acknowledge feelings and empathise

• Give people as much information about the change
as possible

• Say what will not change

• Treat the past with respect

• Help others to see the gap

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CHANGE & MOVEMENT
Guiding through the transition

Techniques to reinforce
movement . . .

• Provide focus and direction

• Strengthen peoples' connections to one
another

• Open up two way communications

• Provide the individual with a specific role in
the change process

• Provide leadership and tenacity

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RE-FREEZING
Integrating the new point of view

Techniques to reinforce re-freezing:

• (before reverting to the old point of view)

• Ensure that individuals and leaders are
reinforced for new behaviour

• Implement quick results and highlight
successes

• Build feedback mechanisms

• Celebrate!

Mehul Rasadiya

Why Do People Resist Change?

• The phrase, “overcoming resistance,” indicates an adversarial
relationship … since resistance is an emotional process, the key is
understanding it:
– People resist change because the change is:

• Perceived by them to be negative, and

• They do not want to deal with the reasons for it

– Resistance is a way of expressing feelings of concern about making a change

– These concerns tend to be:

• Concerns over loss of control

• Concerns over vulnerability

– Your task is to help the person who is resisting change to express these concerns directly

Resistance is nature’s way of telling you something important is going on and
Resistance is nature’s way of telling you something important is going on and
that you are on target
that you are on target

Mehul Rasadiya

Why Resistance Occurs . . .

• Resistance can occur because
people fear: Indirect Expressions
of Concerns/
– Loss of credibility or reputation Visible Resistance
– Lack of career or financial advancement
Real/
– Possible damage to relationships with boss Underlying
– Loss of employment Concerns
– Interpersonal rejection
– Change in job role
– Embarrassment/loss of self-esteem
– Job transfer or demotion

Your task is to encourage the full expression of the real/underlying concerns.
Your task is to encourage the full expression of the real/underlying concerns.

Mehul Rasadiya

Three Steps to Dealing with Resistance
• Step 1: Identify the form the resistance is taking:
– Trust what you see more than what you hear
– Pick up cues
– Listen to yourself — use your own feelings as a barometer
• Uneasy, bored, irritated
– Listen for repetition/telltale phrases
– Make two good-faith responses
• Step 2: Acknowledge, name the resistance:
– Tell person your perception of the resistance
– Do it in a “win/win” manner; neutral, non-aggressive - “What I think I hear you saying
is . . .”
– Tell the person how the resistance is making you feel
– Be specific, clear, authentic
• Step 3: Be quiet, listen, let the person respond:
– Get him/her talking
– Encourage full expression of the concerns
– Gradually uncover underlying resistance/issue - be aware of other forms of resistance
surfacing

Mehul Rasadiya

Dealing With Resistance: What Not To Do

• Fight the resistance • Expect approval, encouragement,
support and/or affection
• Go into more data collection
• Lose your confidence
• Reengineer in the attempt to
get a better intervention • Expect to have all the answers
• Avoid the individual • Collude with the individual
• Work more with your “allies” • Avoid giving “bad news”
• Give lots of reasons • Use aggressive language
• Get hooked into the details – “You Dummy” Rule
• Delay/wait one more day

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Tactics to Minimise Resistance
• Explain why • Provide appropriate training in new skills
and coaching in new values and
• Identify the benefits behaviors
• Invite and answer questions • Encourage self-management
• Give more feedback than usual to ensure
• Solicit participation, and, if possible, people always know where they stand
early involvement
• Allow for resistance. Help people let go
• (“first-draft/strawmodel” reviews,
of the “old”
membership in
planning/implementation teams, • Measure results, step back and take a
etc.) look at what is going on. Keep asking “Is
the change working the way we want it
• Avoid surprises to?”
• Encourage people to think and act
• Set standards and clear targets creatively
• Look for any “opportunity” created by the
• Inform/involve informal leaders change
• Recognize and reward efforts • Allow for withdrawal and return of people
• Over communicate who are temporarily resistant

Mehul Rasadiya

Summary: Dealing With Resistance
• Resistance is inherent to change
• To deal with resistance, you should be able to:
– Identify when resistance is taking place
– View resistance as a natural process and a sign that you are on target
– Support the client in expressing the resistance directly
– Not take the expression of the resistance personally or as an attack on you or your competence
• Some common forms of resistance are:
– Attack – Moralizing
– “Give me more detail” – Avoiding responsibility
– They flood you with detail – Compliance
– No time – Pressing for solutions
– It’s impractical – “We’re unique”
– “I’m not surprised” – Methodology
– Confusion – Nit-picking
– Silence – Flight into health
– Intellectualizing – Changing the subject
– One word answers – Low energy, inattention
Mehul Rasadiya

Change management

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