Change management (stacia plumb)

Human Resources Director en San Joaquin Media Group & Southern Oregon Media Group
19 de Jun de 2014

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Change management (stacia plumb)

  1. Another Fine Program Understanding the Life Cycle of Change Management
  2. Why submit to change?  A full 2/3 of all change initiatives fail according to a study completed by McKinsey & Co studying hundreds of Total Quality Management programs. Same study showed 70% of reengineering efforts failed as well. Harley Davidson management coined the term “Another Fine Program” – making light of skepticism when they roll out a new initiative.
  3. Richard Beckhard, Organizational Change pioneer has identified that Organizations are a human community – a living organism Change is not a one time occurrence Even with buy-in and “true believers – these initiatives rarely succeed
  4. Change Leadership Change Managers include any staff member able to implement change including: • Executives, Managers, Supervisors • Project leaders • Key staff members • Employees with direct control on resources
  5. Role of Leaders through changeKey Manager Responsibilities: • Communicating the organization’s business strategy • Addressing broad-based employee concerns to increase visibility into the rationale behind change • Demonstrating the importance of the change • Identifying key employees to engage and customizing engagement solutions for these individuals Communication and Retention Activity Checklist: Build a commitment to change via consistent, timely, honest, accurate communication Clarify the vision, plans, and progress of the change initiative Capture and address all questions and issues Maximize participation in the change process Frequently reinforce common themes and messages Communicate proactively Enable two-way discussion and dialogue Be responsive and adapt to resolve issues Evaluate and modify communication and approach to helping employees manage change as needed Identify a group of top employees that it is critical to retain by considering the risk and impact of low engagement or departure of each of these individuals Engage identified individuals in one-on-one conversations to communicate that the organization values them Discuss what the organization can do to ensure that these individuals are retained and engaged, and create customized engagement plans Hold managers accountable for delivering on these plans Tips When Acting on the Above Activities: Do not get defensive when answering questions; it is common for people to react negatively when first presented with change Always answer questions honestly with the facts; it is acceptable to say, “I don’t know, but I will find out for you.” Channel employee concerns that you yourself cannot address through a pre-appointed individual who can share these concerns with senior leaders driving the change Encourage employees to ask whatever is on their mind; however, it is helpful to first anticipate and solicit difficult questions
  6. Study of Change Management Includes: Communication Skills Conflict Management Leadership Development Organizational Identity Managing Workforce Diversity Teambuilding Strategic Planning
  7. Imagine
  8. Not Enough Time “We Don’t have time for this stuff” No Help (Coaching & Support) “We don’t know what we’re doing” “We have no help!” True Believers & Non-Believers Diffusion Assessment & Measurement Fear and Anxiety Walking the Talk Not Relevant Governance Strategy and Purpose “We Don’t have time for this stuff” Growth Processes of Profound Change “They aren’t going to follow through” “Am I safe? Can I trust others? Can I trust myself?” “This stuff isn’t working?” “I have no idea what these people are doing?” “Who’s in charge of this stuff?” “We keep reinventing the wheel” “Where are we going?” “What are we here for?” “They’re acting like a cult” “They don’t understa nd us!” “We have the right way!” “They won’t give up the power”
  9. 10 Limits to Growth • Time Management • No Help (coaching or support) • Not Relevant • Walking the Talk • Fear and Anxiety • Assessment and Measurement • True Believers and Non-Believers • Governance • Diffusion • Strategy and Purpose
  10. • No help – coaching – Ask the question, “What don’t we know how to do?” – Get in front of training and support needs – Partner leaders with a knowledgeable, “safe” source to discuss leaders own doubts/frustrations going through process – Build coaching techniques into responsibility of all team members (allowing feedback to happen openly) – Identify committed open members to work with to develop key feedback tracks
  11. Task: Purpose Write on a slip of paper how/why I am willing to participate in this initiative Review individual rationales and then build on team reasoning with further discussion to support this change
  12. Building Relevance • Communicate clear understanding among line leaders of necessity of change • Communicate impact of change for: – Organization – Team/division – Individuals • Tie training efforts to gaining business results • Revisit progress and relevance periodically – Schedule routine time – or begin meetings with check-ins from each team member Intellectual understanding – emotional engagement – sustained action
  13. Building Trust Facilitators and Leaders must demonstrate: • Belief in the success of change • Being open to challenges/questions • Ability to rally with revisions, setbacks • Consistency in communication
  14. Sustaining Change • Avoid coercion when implementing change • Use setbacks as opportunity to learn • Maintain open communication • See diversity as an asset • Create safe environment to have “unknowns”
  15. Assessment and Measurement • Understand growth can take time – results may not be apparent immediately • Recognize each obstacle cleared • Assign team member(s) with duty of assessing progress – learning techniques to measure • Be sure to learn from these measurements – not just report them • Measure soft skills as well as hard results
  16. Growing Outward • As the specific group achieves success they must avoid becoming a segregated group causing distrust and division in organization • Invite input from outside sources – both up and downstream • A clear message and success can lay the foundation for agreement among other teams
  17. Formalizing Change There are 2 perspectives on governing progress: • Pilot team – establishing independence, freedom, autonomy • Balance of organization – requiring adherence to newly developed process, policy, etc. • Build accountability into all teams • Provide training, space where necessary
  18. Redesigning An Airplane Mid-Flight • Give leaders on impacted teams authority to innovate, discover, adjust to unforeseen impacts • Build cross-communication for teams
  19. Acceptance • Work to create a learning environment that can be nimble and capable of hearing and learning new ways of thinking • Allow for transparency in developing change – will support legitimacy when implementing change • Allow line leaders to conduct research to stay abreast of new techniques
  20. Definition • Establish opportunities to explore scenario thinking – identifying any blind spots • What does it mean to be “The best mid-size media organization”
  21. • Analyze a change process -
  22. HR FOCUS Due to the incredibly broad and far reaching areas of study and importance under Change Management HR has the ability to impact this life cycle in any number of ways from: • Training Opportunities (specifics for staff and coaching & communication skills for leaders) • Organizational Strategic discussion • Resource allocation • Assisting the bridging of change among teams/divisions/etc.
  23. Organizational growth requires change. Change is unchartered territory – clearing obstacles – controlling the controllables will create a culture that is inclusive and capable of providing appropriate response to new circumstances.
  24. Resources • Peter Senge. “The Dance of Change”, • - Whitepapers on: • Richard Wellins, Paul Bernthal, Mark Phelps, Development Dimensions International. “Employee Engagement: The Key to Realizing Competitive Advantage” • Natalie Petouhoff, PhD, Tamra Chandler and Beth Montag-Schmaltz. “The Business Impact of Change Management” • Robert Rogers and B. Jean Ferketish, PhD. “Creating a High- Involvement Culture Through A Value-Driven Change Process” Individual Change Management Skill Development • – Management Essentials • Prosci ADKAR Model, Jeffrey Hiatt

Notas del editor

  1. Handouts: Chart, resources
  2. Discuss failure rates and the necessity of change – the variable that come into play.
  3. There are many conditions for change – but note a few constants -
  4. We rely on our Change Leadership to “drive” the results necessary.
  5. From Dow Jones Management Essentials training materials. Many opportunities to review personal skill sets and growth potential.
  6. Study is very broad – is an entire industry. Some of the key areas where research focuses:
  7. Imagine an organization (team, group, company, division) represented by a seed – a living organism. As that seed grows it must change. Discuss shouting at tree to grow – vs. removing obstacles
  8. Walk through the design of chart – note the limits placed on growth The research of authors of Dance of Change has identified 10 limitations to growth.
  9. Discuss possible obstacles to gaining support due to time constraints
  10. What is the difference between learning vs. training/teaching
  11. Dhyana Sansoucie, Elaine Chase, Terry Garcia, April Miller can all speak to positive experience in accomplishing this piece
  12. Work with team to analyze some of these obstacles and possible techniques to employ for success