Viral Change by Design – an insight into client and research findings - APM Wessex branch event - 09 January 2018 - Fareham

1. Ingrid Facius
Principal Advisor, 8works
Director, Facii Ltd
Advisor and Facilitator to Exec
Teams and Boards: Strategy,
Leadership and Change
MSc Industrial/Organisational & Business
Psychology (UCL)
MBA Business Change (Cranfield)
BA Hons Business Studies (Bournemouth)
Member, Change Management
Institute

2. AGENDA FOR TODAY
© 8works 2018 – APM Wessex Branch
1
Key players
The Change Challenge
Viral Change by Design©
Rethinking influencers
Identifying
Influencers

3. Identifying key players …..
• Attitude: are they a supporter, neutral or a
detractor?
• Power: is their ability to get what they want
done significant or relatively limited?
• Interest: are they paying close attention, or
are you an unwelcome distraction?
• Proximity: are they closely associated with
you/your work or relatively remote?
• Urgency: are they prepared to go to any
length to achieve their outcomes? In their
eyes, how critical and time-urgent are you or
what you are doing?

4. Exercise – identifying key players
For one of your change projects or programmes
• Who was identified as a key player? Think of 3 names.
• For each person, why are they key?

5. Change Challenges
60% of
change fails
• Mind-set & attitudes
(58%)
• Corporate Culture
(49%)
Source: Jorensen, H H., Owen, L., & Neus, A (2008) Making Change Work study.
IBM Corporation

6. Attitudinal states required to support change &
decrease resistance
Resistance to
Change
• Readiness for Change
(Employee Belief)
• Commitment to Change
(Employee mind-set)
• Openness to Change
(Big 5 Personality)
• Cynicism about Organisational
Change (Employee pessimism)
Source: Choi, M (2011). Employees’ attitude toward Organisational
Change: A literature review. Human Resource Management, 5 (4), 479-500

7. Four Constructs to Attitudinal Resistance to Change and their Antecedents (Facius, 2016)
Readiness for change
Employee belief
Commitment to change
Employee mind-set
Openness to change
Big Five Personality
Cynicism about organisational change
Employee pessimism
Definition
Recognition by the employee that there is
a need for change. Belief that the
organisation has a capacity to implement
change successfully. A positive view that
there is organisational benefit and
personal gain.
Affective – there is a desire to support the
change based on benefits.
Normative – there is sense of obligation to
provide support.
Continuance – the employee is supportive
because of the recognition of the costs of
failure.
Employee’s willingness to support,
accommodate & accept change.
Considered as a condition that contributes
to an employee’s readiness for change.
Pessimistic viewpoint on the integrity
of management motives. A loss of faith
in leaders. A belief that the change is
unlikely to succeed based on previous
change history. A tendency to blame
facilitators of change for failure.
Research Findings on the Antecedents to Employee Attitude towards Change
ContextforChange
Culture. Employees who perceive the culture of the organisation as being Clan orientated
report high levels of readiness for, and commitment to change.
Change History. An employee’s experience of change and the organisation’s history influences their commitment and openness to
change and cynicism about change.
Employees’ belief in transformational leaders and trust in management. When employees believe and trust in leaders, and have strong relationships with managers and
supervisors, they are more likely to be ready, committed, open to change and reduce cynicism about change.
ChangeProcess
Information & Communications. The role of information sharing about the change, the adequacy and timeliness of
communications influence commitment and openness to change, and cynicism about change. Furthermore, findings show that when
employees feel included in tasks and within the social information network they are likely to be open to change. This in turn led to a willingness
to co-operate with it.
Involvement in the change process. Participation by employees in the change process and decision making about the change,
influenced commitment and openness to change and led to lower levels of cynicism.
Indv
Job Satisfaction and job motivation. Job satisfaction and motivation in the job influences readiness for change and affective
commitment to change. Where employees were found to have lower levels of change openness, they reported less job satisfaction and
intentions to quit as a result of a change.

8. Leveraging informal networks of influencers
Effect of Social Networks
on Change
• Strong evidence that an
individual’s social surrounding
& network influences people
into adopting new attitudes &
behaviour
Source: Cross, R., & Parker, A (2004). The Hidden Power of Social Networks.
Harvard Business Press

9. ….. is the ability to alter or sway an individual’s
or a group’s thoughts, beliefs, or actions
…… the capacity to have an effect on the
character, development, or behaviour of
someone or something.

10. Exercise
•Think back to your 3 key players. Are they on the list because:
– They are able to affect the behaviours and actions of
others?
– They have a unique ability to get people to buy-in to
change?
– They are trusted and listened to by their peers?
– They help others to solve problems?

11. And what are the dynamics?
Project
Procrastinator
par excellence
Too pushy by
half
Aggressive
shaper
Solutions Architect
Despondent
monitor-evaluator
New to the project
Part-time on the project
Project Office Manager
Secret crush
Support same football team
Old score to settle
Afraid of
Political naive
Admires Owes a favour to
Risk Manager
Jealous of promotion
Knows the history
Christmas party fall-out
Play golf together
ESTJReflector

12. In the toolkit: change agent or influencer?
“Change agents appear to have a notable impact on
success. Less than half of respondents say their
organizations select these employees, who dedicate a
significant part of their time to work as facilitators or agents
of the transformation. But those who do, report overall
success more often than other respondents—and are
twice as likely to report success at transforming their
organizational cultures.”
Source: www.mckinsey.com/business-functions/organization/our-insights/the-people-power-of-transformations

13. Is the change agent network effective?
Change Agents are people who focus
on change of social behaviour by
“providing technical, specialist or
consulting assistance in the
management of a change effort.”
(Beckhard)
“Change Agents are individuals whose
primary role is to deliberately intervene
in social systems in order to facilitate
or bring about social change.” (Tichy)
Usually ‘one-size-fits-all’ network over
the lifetime of a change programme
• Richard Ottoway (1983) categorises the
change agent role over different phases of a
change programme
• He proposes that change agents can only
function successfully in one category

14. Viral Change by Design©
Systematically and explicitly building a network of influencers
with the most impact across the organisation and creating a
mindset that drives the change ‘virally’ from within
Provides the necessary psychological influences needed to overcome
attitudinal resistance to change
Different change agent network designs for different phases of change
Minimum amount of people with maximum influence
Copyright © 2017 [Ingrid Facius]. All Rights Reserved.

15. Bringing it all together (Facius, 2016)
Models Steps in the Change Process
Lewin (1951)
Procedure of Change
Unfreezing Changing Refreezing
Ottaway (1983)
Change Agent Taxonomy
-10 categories
Change Generators
4 Categories
(Initiate Change)
Change Implementers
3 Categories
(Enable Change)
Change Adopters
3 Categories
(Practice and normalise
change)
Facius (2016)
The change agent role
1. Convey messages and
evangelize the change
2. Provide communications
3. Simulate problem- solving
processes & craft solutions
4. Act as role models for
change
5. Are the ‘capital’ that
sustains the change
Facius (2016)
Viral Change by Design©
A network that creates:
Belief in Transformational
Leaders and Trust in
Management
A network delivering:
Information and
Communications
A network ensuring:
Involvement in the Change
Process
A network that reflects
the culture for effective
change

16. • Maps the hidden informal organisation
that is not otherwise visible through a
formal organogram
• Real-time, real life picture of
relationships across the organisation:
– Circles influences
– Connections and relationships between
individuals based on who people trust, who
they seek advice from, and the way in which
communication flows
• Highlights key individuals at the core of
the network, as well as though who are
less connected
Silo
Key Influencer
Bottleneck
CEO
Country
Organisational Network Analysis (ONA)

17. Viral Change by Design© : questions
ProblemSolvingNetworkValuesNetwork
Inspires Network - Which of your
colleagues inspire you the most when it
comes to your work?
Information Network - Who is well
informed and has access to the latest
updates in your work environment?
Problem Solving Network -Who do
you turn to for help in thinking through a
new challenging problem at work?
Values Network - Which individuals do
you feel most represent and embody
the values of <company’s name>?
InformsNetworkInspiresNetwork

18. Bringing it all together (Facius, 2016)
Models Steps in the Change Process
Lewin (1951)
Procedure of Change
Unfreezing Changing Refreezing
Ottaway (1983)
Change Agent Taxonomy
-10 categories
Change Generators
4 Categories
(Initiate Change)
Change Implementers
3 Categories
(Enable Change)
Change Adopters
3 Categories
(Practice and normalise
change)
Facius (2016)
The change agent role
1. Convey messages and
evangelize the change
2. Provide communications
3. Simulate problem- solving
processes & craft solutions
4. Act as role models for
change
5. Are the ‘capital’ that
sustains the change
Facius (2016)
Viral Change by Design©
A network that creates:
Belief in Transformational
Leaders and Trust in
Management
A network delivering:
Information and
Communications
A network ensuring:
Involvement in the Change
Process
A network that reflects
the culture for effective
change
Inspires Network
Go-To Network
Problem Solving
Network
Values Network

19. Exercise
•From what you know now, who would you add to your list of key
players:
– Who inspires others and has the ability to get people to buy-in to
change? The person who would sell the change at the start of a
project?
– Who is the go-to person for information? The person who is
sought out, trusted and listened to by others at point of
implementation.
– Who is the go-to person for help when there’s a problem? The
person who has a knack of sorting things out and ability to solve
problems when things get sticky.

20. Viral Change by Design©
Building a network of influencers with the
most impact across the organisation and
creating a mindset that drives the change
‘virally’ from within
Approach
Approach

21. Contact Details
Ingrid Facius
MBA, MSc
e: ingrid.facius@8works.com
t: +44 (0)7919 366 933
7 Heddon Street
London
W1B 4DB
www.8works.com
www.linkedin.com/in/ingrid-facius-aab4501
@8worker
Ingrid Facius has over 25 years strategic
transformation and change management
consulting experience with 8works, QA, ITV and Capgemini.
Focusing on what needs to change to turn an organisation’s
strategic ambition into action, Ingrid rapidly guides her clients to
the core of the change issues they seek to address by bringing
clear process and structure to unravel even the most complex
situations.
She is a respected thought leader in change management and
her curiosity about behaviours in the workplace inspired her to
explore the application of psychological principles and theories
of influence in effective organisational change.
Many clients have benefited from Ingrid’s blend of
organisational understanding and psychological insights on
change, including HSBC, Deutsche Bank, Vodafone, Welsh
Water, National Grid, DWP, FCO, DVSA and HMRC.

22. Statement of copyright and proprietary information
8works Consulting reserves as proprietary and confidential the following materials found in this document
21
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© 8works 2017