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Principles of Change Management Created for Underground Vaults & Storage, Inc. 09/2009

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What is change? <ul><li>Think of a significant change at work that has affected you in the past. </li></ul><ul><li>What were the reasons? </li></ul><ul><li>What was the purpose/goal? </li></ul><ul><li>What happened and why? </li></ul><ul><li>What was your role in the change? </li></ul><ul><li>How did that change impact you and how did you feel? </li></ul><ul><li>What would you have done differently? </li></ul>

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Principles of Change <ul><li>Change is ongoing, not a one time event </li></ul><ul><li>People don’t resist change, we resist being changed </li></ul><ul><li>Change is both group and individual </li></ul><ul><li>Stability helps coping and working through change </li></ul><ul><li>Change-oriented culture encourages experimentation and tolerates mistakes </li></ul><ul><li>Leadership is critical in modeling and promoting change </li></ul>

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Why change? <ul><li>Internal pressures </li></ul><ul><ul><li>Need for improved performance </li></ul></ul><ul><ul><li>Need for integration and collaboration </li></ul></ul><ul><ul><li>Power and political changes </li></ul></ul><ul><ul><li>Changes in surrounding organizations </li></ul></ul><ul><li>External pressures </li></ul><ul><ul><li>Power and political changes </li></ul></ul><ul><ul><li>Laws and regulations </li></ul></ul><ul><ul><li>Outdated technologies </li></ul></ul>

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5 Steps to Manage Change Physically <ul><li>Build A Clear Sense of Urgency </li></ul><ul><li>Create A Clear Future </li></ul><ul><li>People are the Key </li></ul><ul><li>Have Clear Actions and Expectations </li></ul><ul><li>Change Begins with You </li></ul>

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Build A Clear Sense of Urgency <ul><li>Create a crisis/rivalry </li></ul><ul><li>Find/develop a burning issue </li></ul><ul><li>Revise existing or make new standards </li></ul><ul><li>Get an outside opinion </li></ul><ul><li>Create the belief that “we can do better” </li></ul><ul><li>Let them be part of the solution </li></ul><ul><ul><li>Form a task force group with shared understanding, right attitudes, and access to necessary resources </li></ul></ul>

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Create a Clear Future <ul><li>Show people how the vision will contribute to their development, security, and work experience </li></ul><ul><li>Vision for the future helps to direct the change effort and coordinate both inside and outside the organization </li></ul><ul><li>Strategy must be developed to execute the vision </li></ul><ul><ul><li>Engages people through participating </li></ul></ul><ul><ul><li>People get excited </li></ul></ul><ul><ul><li>Helps create more stable environment </li></ul></ul>

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Create A Clear Future <ul><li>Express why you personally believe in the change </li></ul><ul><li>Communicate </li></ul><ul><ul><li>How </li></ul></ul><ul><ul><li>What </li></ul></ul><ul><ul><li>Who </li></ul></ul><ul><ul><li>Listen to people as well </li></ul></ul><ul><ul><li>“Coming together is a beginning, staying together is progress, and working together is success.” ~Henry Ford </li></ul></ul>

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People are the Key <ul><li>Make sure the right people (skills, attitudes, behaviors) are on board </li></ul><ul><li>Address and reduce the fears that will naturally exist in your group </li></ul><ul><li>People will complain – understand if it is just for the sake of complaining or if they have legitimate concerns </li></ul><ul><li>Give people ample time to take action, make decisions, and ask questions </li></ul><ul><li>Be empathetic (understand without judging) </li></ul>

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People are the Key <ul><li>Levels of emotions during change process </li></ul><ul><ul><li>Denial </li></ul></ul><ul><ul><ul><li>It won’t happen to me; it will go back to business as usual; low productivity </li></ul></ul></ul><ul><ul><li>Resistance </li></ul></ul><ul><ul><ul><li>Why should I? I have worked so hard… </li></ul></ul></ul><ul><ul><li>Exploration </li></ul></ul><ul><ul><ul><li>Okay, I will try it </li></ul></ul></ul><ul><ul><li>Commitment </li></ul></ul><ul><ul><ul><li>Focus on the future, have a clear sense of their role in the process </li></ul></ul></ul>

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Have Clear Actions and Expectations <ul><li>Relate expectations to strategic plan </li></ul><ul><li>Chart progress if change is big enough </li></ul><ul><li>Communicate openly and honestly </li></ul><ul><li>Constantly be aware of behavior-based communications – “What you do in the hallway is more powerful than anything you say in the meeting room.” ~Sue Swenson </li></ul><ul><li>In the absence of information, people fill in gaps with information of their own, which is usually worse than reality. </li></ul>

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Change Begins with You <ul><li>Lead with integrity </li></ul><ul><ul><li>One of the most important variables </li></ul></ul><ul><li>Communicate </li></ul><ul><ul><li>Often, accurately, with conviction </li></ul></ul><ul><li>Challenge </li></ul><ul><ul><li>We can do it better, don’t accept status quo </li></ul></ul><ul><li>Manage </li></ul><ul><ul><li>Consistently guide to new priorities and values rather than rumors and myths </li></ul></ul><ul><li>Influence </li></ul><ul><ul><li>Model your expectation </li></ul></ul><ul><ul><li>Be accessible, open, and a rock for them to rely on </li></ul></ul>

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Closing Thoughts <ul><li>CHARLES DUBOIS : “The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” </li></ul><ul><li>GENERAL ERIC SHINSEKI : “If you don't like change, you're going to like irrelevance even less.” </li></ul><ul><li>GEORG C. LICHTENBERG : “I cannot say whether things will get better if we change; what I can say is they must change if they are to get better.” </li></ul><ul><li>JOHN F. KENNEDY : “Change is the law of life. And those who look only to the past or present are certain to miss the future.” </li></ul>