From the book intentional revolutions by Edwin Nevis, Harcourt and Vasallo

1. TEN TOOLS
A collection of organizational and individual methods to aid
effectiveness


2. TEN TOOLS
1. Atom of Work
2. Difficult Conversations
3. Gap Analysis
4. Mental Maps
5. Ground Rules for Teams & Facilitation: Process or
Product
6. Advocacy versus inquiry
7. Problem-solving techniques
8. Seven Influence Strategies
9. Feed Forward & Johari Window
10. Events of Instruction 2

3. SESSION 8
Seven Influence Strategies
3

4. HENRY V MOVING PEOPLE
4
What is Henry trying to do?

5. WHAT MIGHT YOU GAIN FROM THIS
SESSION?
 Given a performance situation, you will
 Determine correctly if it requires a change initiative
 Analyze effectively the organizational reality
including the multiple realities of the people
involved
 Understand the differences among the 7 Influence
Strategies and where to deploy them
 Create a plan that utilizes the 7 Influence
Strategies correctly and effectively
5


6. WHY DO WE CARE ABOUT CHANGE?
6

7. THERE’S SO MUCH OF IT
• A business change could be small or large, low impacting or
high impacting
 Could be changing an entire organization (business
transformation), or a part of an organization (e.g. supply
chain function)
 Examples of major business changes include
 new organizational/departmental strategy
 job realignments
 new technology implementation like a payroll system
 merger/acquisition/divestiture
 bringing a new brand to life for an organization
 new people process or policy like a performance management system 7

8. HOW SUCCESSFUL ARE ORGANIZATIONS
THAT ATTEMPT MAJOR
CHANGE?
8
 Hammer and Champy claimed
that 70% of reengineering projects
fail
 1993
 IBM study: “nearly 60 percent of
projects aimed at achieving
business change do not fully meet
their objectives”
 2008
 “The brutal fact is that about 70%
of all change initiatives fail. “
 HBR in 2000
 UK book reports “a failure rate of
around 70 per cent of all change
programmes initiated”
 2004


9. #S ARE NOT ENCOURAGING
9

10. MOVING PEOPLE FROM POINT A TO POINT B
 Imagine you are responsible for implementing a new program
 For it to succeed, people will have to behave and think
differently  very differently
 Your boss wants to see your plan for how this is all going to
happen
 What kinds of things need to be in your plan?
 Take a few minutes and with your partners and construct a
rough plan for how get people from Point A (the way they do
things today) to Point B (the way they must do things in
the new regime) 10


11. WHAT KIND OF CHANGE
11
 Management or
Transformation
 What’s the difference?
 What do you think?
 Which involves “to
change into another
shape or form”?
 Which involves “To
conduct, carry on,
supervise, or control”?


12. TELL ME ABOUT A TRANSFORMATIONAL
CHANGE INITIATIVE YOU CAN RECALL AT ETS
12

13. REMEMBER HOW HARD ACHIEVING CHANGE
CAN BE?
 A 2004 study by Bain & company found that 70 percent of
mergers failed to increase shareholder value
 More recently, a 2007 study by Hay group and the Sorbonne
found that more than 90 percent of mergers in Europe fail to
reach financial goals.
 About 70 to 75 percent of major organizational change efforts
fail to meet the expectations of key stakeholders
 Balogun & Hope Hailey in 2004 found that 70% of change
management initiatives fail
 56% of change projects are behind schedule, 37% over budget
13

14. WHY?
14

15. EIGHT CRITICAL SUCCESS FACTORS DRIVE
ASPIRED CHANGE BENEFIT REALIZATION
Measure &
Monitor Benefits
Realization
Continuously
Ensure Stake-holder-
Specific & Focused
Communication
Provide Adequate
Enablement &
Support
Involve Employees
Synchronize
Processes,
Organization and
Behavior
Build and
Maintain
Ownership &
Accountability
Ensure Strong
Leadership &
Effective
Sponsorship
Define a Compelling
Vision and Clear
Objectives
Successful
Transformation
From Accenture
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16. IBM 2008 STUDY RECOMMENDATIONS
 Real Insights, Real Actions
 There is a strong correlation between successful projects and a realistic awareness
of the challenges involved in change. Those organizations that are fully aware of the
challenges of implementing change have double the percentage of completely successful
projects, and 27 percent fewer troubled projects or outright failures.
 Solid Methods, Solid Benefits
 A consistent and structured change management approach yields tangible benefits.
Respondents who always follow specific and formal change management
procedures had a 52 percent project success rate, compared to a 36 percent success
rate for those who improvise according to the situation.
 Better Skills, Better Change
 Engaging employees through involvement and two-way communication is a
powerful combination: 72 percent of project leaders believe employee involvement is
crucial and 70 percent believe honest and timely communication is important.
 Right Investment, Right Impact
 On average, organizations spent around 11 percent of total project budget on change
activities. However, the top 20 percent of performers in terms of project success invested
on average only an additional two percent. But they invested more strategically. Rather
than simply "throwing money at the problem" they invested in building awareness
of project complexity, spending more on building change skills and developing their
long term tools, methods and capabilities.
16


17. WHAT ARE THE NECESSARY ELEMENTS IN
SUCCESSFUL PERFORMANCE?
18
People
Attitude
Skills &
Knowledge
Information &
Knowledge
Management
Incentive
Systems
Processes
Management
Work
Environment
Production
Systems
Clear Goals &
Objectives
Outside
Environment
Market
Conditions
Competitive
Practices
Governmental
Regulation
Catastrophes


18. CAN SUCCESSFUL PERFORMANCE OCCUR IF
PEOPLE ARE NOT ENGAGED?
19
People
Attitude
Skills &
Knowledge
Information &
Knowledge
Management
Incentive
Systems
Processes
Management
Work
Environment
Production
Systems
Clear Goals &
Objectives
Outside
Environment
Market
Conditions
Competitive
Practices
Governmental
Regulation
Catastrophes

19. SUCCESSFUL CHANGE MIGHT HAVE SOMETHING
TO DO WITH PEOPLE
20

20. HOW WILL YOU GET THEM TO THE NEW WAY
OF BEING?
22
7 Influence
Strategies

21. 7 Influence Strategies To Get People To
Think & Behave Differently
1. Persuasive Communication
 Use of ideas, information, new language; vision creation.
 Change awareness and new behavior will follow.
 Very important in initial phase of the change effort.
2. Participation and Involvement
 Gets more information on the table, better decision.
 Involvement leads to greater commitment.
 Creating a shared reality through joint endeavor.
3. Expectancy
 People tend to perform in accordance with what is expected
of them: self-fulfilling prophecies.
 Managers and leaders have great control over expectancies;
often set them and bring them into being without realizing it.
 The value you assign derives from your view of human
potential: expectations will be either positive (optimistic
value) or negative (pessimistic value).
4. Role Modeling
 Learning through observation of and identification with others.
 Cannot achieve new ways of being without models who
demonstrate it — especially where attitude is the objective.
5. Structural Rearrangement
 Change work structures, processes, and policies, and
assume that behavior will change.
 This strategy is a common choice of leaders; one of the
first things that managers consider.
 Assume that changes in the environment will produce
new behaviors.
6. Extrinsic Reward
 Shape behavior through contingent rewards.
 Ensure reward of the appropriate behavior.
 New behavior calls for new reward strategies; if you
want innovation and resilience in people, you must
reward behaviors that support those qualities.
7. Coercion
 Use of control over people to get them to do what we
want.
 Works when people feel unable to leave the situation.
 A fine line between useful and destructive application.
 Most successful change efforts involve some coercion;
especially in the early stages of the change.
Source: Intentional Revolutions by Edwin C. Nevis, Joan Lancourt and Helen G. Vassalo;
Jossey-Bass, 1996 http://www.manageris.com/all_en/uk/goulp/0c/41a_cadre.html
23


22. WHAT ARE YOU UP AGAINST?
24
 Paradigms: we find it hard to
shift frameworks
 All systems resist change, and
that’s a good thing
 Transformation is hard: “a
butterfly is not a caterpillar with
wings strapped to his back”
 Time and space: we’re doing
other stuff and can’t be in 2
places at once
 Those concerns keep a
paradigm in place too
 We underestimate the complex
forces at work

23. WHICH INFLUENCE STRATEGIES DO YOU USE
WHEN — AND HOW?
25

24. TAKE A STEP BACK AND VIEW THE SYSTEM
26
 Size up the organizational
reality; Remember the
performance elements as a
start
 In a system, pulling on one part
may tighten another
 Changing the budget system
might excite cultural resistance
and vice versa
 Are there interdependencies?
Does mindset interlock with role
or tenure? Is leadership caught
up in divisive politics?


25. ORGANIZATION ARE
COMPLEX SYSTEMS
27

26. 28

27. WHAT MAKES UP ORGANIZATIONAL REALITY
1. Organization design and structure
2. Formal statements of organizational philosophy
3. Design of physical space, facades, and buildings
4. Deliberate role modeling, teaching, and coaching
5. Stories, legends, and myths about people and
events.
6. What leaders pay attention to, measure, and
control on a regular basis.
7. How leaders react to critical incidents and
organizational crises.
8. Observed criteria by which leaders allocate
rewards and status. 29

Take the time to sketch out your
understanding of these aspects

28. SIZING UP PERSONAL REALITIES
 You’re asking people to unlearn
 What is that like? Pick up your pen and let’s
see.
 Our brain leans towards the way
things are; "People tend to do what
they tend to do.“
 One size does not fit all: some realities
are opposed to each other in every way
but one  they both hate the change 30

29. TO SOME, IDENTITY IS AT STAKE
IN CHANGE SITUATIONS
 Events that bump up against our belief
system, our self-image: that is one definition
of stress
 Change Situations Threaten Our Identity.
 Our anxiety results not just from facing the change,
but having to face ourselves
 A Core Identity issue commonly develops,
and often underlies what concerns us most
during change: Am I Competent? 31

30. MANY HAZARDS IN THOSE REALITIES
THWART CHANGE
32
organizational
individual

31. DON’T DISRESPECT RESISTANCE
33
 See it instead as a need
to manage multiple
realities
 Remember that resisters
contribute positively too
 American Revolution
 French Resistance

32. WHAT ARE MULTIPLE REALITIES?
34

33. CONSIDER HOW YOU MIGHT RESPOND TO
MULTIPLE REALITIES
 Ask these questions  carefully and seriously
 How is it that others see things differently than I do? Isn’t this
interesting?
 If we assume that we all have a common goal, why is it that we do
not have a common picture of the situation and what needs to be
done?
 How is it that some people do not seem to have accepted a goal,
process, or structure that is apparently desirable for them (at least
as I see it)?
 Is there anything of value to be contributed from each of the
perceptions of reality?
 How can we create a new reality that is common to all? What should
this be? 35

34. TACTICS WE KNOW DON’T WORK
AGAINST SUCH FORCES
A. Relying upon authority
alone
B. Socializing change just
once
C. Failing to plan the
change as a separate
project
D. All of the above and
then some
36


35. INFLUENCE STRATEGIES WE KNOW DO
WORK
1. Persuasive Communication
2. Participation and Involvement
3. Role Modeling
4. Expectancy
5. Structural Rearrangement
6. Extrinsic Reward
7. Coercion
37

36. HOW DO THEY MATCH UP TO KNOWN
BARRIERS?
Barrier Method
People do not believe change makes sense for
the organization
Role Modeling, Persuasive
Communication, Participation
People are asked to achieve new/different
levels of performance, but work structures do
not facilitate this achievement
Structural Rearrangement,
Participation
“What’s in it for us if we behave the new way?” Persuasive Communication,
Extrinsic Rewards
People are anxious, confused, and hesitant to
act
Persuasive Communication,
Participation
People are expected to behave in ways that did
not exist previously
Role Modeling, Expectancy,
Extrinsic Rewards
After repeated attempts to do so, organization
members have not embraced the need for
change
Coercion
38


37. PERSUASION
 What it is
 “To induce to believe or accept a statement, doctrine, etc.; to
convince that or of; to urge successfully to think, believe”
 What it isn’t
 Merely explaining things to people of goodwill
 You must take someone from one state to another, not just
pour words in their ears
39

38. 5 PARTS OF PERSUASION
 Powerful enough to provide a picture of the new ways of
behaving
 Recognizes the existence of multiple realities
 Understands that the use of knowledge is as much an issue of
emotion as of cognition or understanding
 Differentiates its messages amidst the bombardment of
information that assails modern life
 Lays sufficient groundwork so that those who are listening gain
a shared context
40

39. What do you
do about
each?
THREE MAIN REASONS WHY PEOPLE RESIST
CHANGE MESSAGES
1. The change advocate fails to communicate the purpose of
the change to the audience
 Expertise can help to make the case if stated simply
2. The listener perceives the present situation differently than
the sender
 Persuasion is a two way street: you must know your audience
3. The change initiator is mistrusted or not respected by those
being addressed
 Personal characteristics count
41

40. • Persuasive Communication
 Use of ideas, information, new language; vision creation.
 Change awareness and new behavior will follow.
 Very important in initial phase of the change effort.
• Participation and Involvement
 Gets more information on the table, better decision.
 Involvement leads to greater commitment.
 Creating a shared reality through joint endeavor.
AN EFFECTIVE PAIRING OF STRATEGIES OFTEN
OVERLOOKED
42

41. PARTICIPATION
44
 The success of changes often owes more to the process by
which a design is developed than the actual content of the
change
 Letting people ‘reinvent the wheel’ within some broad parameters
contributes significantly to successful change implementation
 A participative method is based on two premises:
 The involvement of everyone concerned with an issue leads to
higher quality decisions
 The involvement of everyone concerned leads to higher
commitment to programs and decisions
 Participation allows those who possess the required
knowledge to act without having to go through levels of
approval

42. PARTICIPATION IS ABOUT BUILDING A SHARED
FRAME OF REFERENCE
45


43. PARTICIPATION & MULTIPLE REALITIES
46
 Participation is one of the
best ways to obtain a picture
of the multiple realities that
exist around each and every
problem
 No manager can be
insightful enough to know
what they all are
 Participation more than any
other method offers a way to
manage multiple realities


44. 47
SHARING OF POWER AND CONTROL REQUIRED
Defend, create,
control, restrict,
nature of decision
or solution
Define, influence,
shape, change
nature of decision
or solution
authority
participation

45. 48
PARTICIPATION NEEDS CAREFUL FACILITATION,
YIELDS VALUABLE COMMITMENT
 Commitment arises at the intersection between the
organizational requirements and the personal orientation of its
members
 Commitment exists when people are willing “to do what will
help maintain the group because it provides what they need…
 “When a person is committed, what he wants to do … is the
same as what he has to do …”
 Both the organization and the individual must get their needs
met in order for commitment to be the result
 AND you have to avoid groupthink at the same time: make
teams cross-functional, practice the questioning of
assumptions, etc.

46. EXPLICIT VERSUS IMPLICIT METHODS OF
INFLUENCE
Persuasive Communication
Participation and Involvement
Role Modeling
Expectancy

47. • Expectancy
 People tend to perform in accordance with what is
expected of them: self-fulfilling prophecies.
 Managers and leaders have great control over
expectancies; often set them and bring them into being
without realizing it.
 The value you assign derives from your view of human
potential: expectations will be either positive (optimistic
value) or negative (pessimistic value).
• Role Modeling
 Learning through observation of / identification with others.
 Cannot achieve new ways of being without models who
demonstrate it — especially where attitude is the objective.
 Negative role modeling — the insistence by key characters
of retaining old mindsets and displaying all behaviors —
can make it much more difficult for your change to occur
50

48. EXPECTANCY
51
 The inducement of self-fulfilling
prophecies, in which expected
behavior becomes a reality
 Create an environment in
which people are encouraged
to change by eliciting from
them new behaviors and
attitudes
 Provides both a vision of a
desired end-state or goal and
the supportive power of belief
that the goal can be attained

49. IF THE LEADER BELIEVES…
52
 That people are capable of
attaining high levels of
performance and then acts
on that belief, the chances
of success increase
 That people are “no damn
good” and then acts on that
belief, the people will
achieve poor levels of
performance
We choose to go to the moon

50. ROLE MODELING
54
 The setting of an example through
one’s actions, a powerful method
for shaping behavior
 The only intervention that is
shown to affect deep learning of
new attitudes
 Social learning: we learn by
watching behaviors performed by
someone else and then
performing them later through
practice
 Difference between imitation and
identification

51. • Structural Rearrangement
 Change work structures, processes, and policies, and
assume that behavior will change.
 This strategy is a common choice of leaders; one of the
first things that managers consider.
 Assume that changes in the environment will produce
new behaviors.
• Extrinsic Reward
 Shape behavior through contingent rewards.
 Ensure reward of the appropriate behavior.
 New behavior calls for new reward strategies; if you want
innovation and resilience in people, you must reward
behaviors that support those qualities.
55
TWO STRATEGIES MANAGEMENT LOVES

52. STRUCTURAL REARRANGEMENT
56
 Structures have the advantage
of being tangible: they reduce
ambiguity, which is an enemy
of successful change
 Works best if people throw out
existing ideas and work with a
blank piece of paper based on
what is needed to create value
 That’s scary so often the
response is to move around
the ‘boxes’ and the people
‘inside them’

53. STRUCTURAL REARRANGEMENT QUESTIONS
57
 What is the change
supposed to produce?
 What relationships of people
to people, and people to
accountabilities will best
serve that purpose?
 That relation tells you what
the network of roles,
responsibilities, tasks and
associations should be
 Root structure in the day-to-
day life of those affected

54. EXTRINSIC REWARDS
58
 Reinforce transformative
behaviors by offer of a
desirable reward
 But which behaviors and
which rewards?
 Should they be group?
Individual? For learning,
efforts, or results? Sort or
long-term?
 How do we know what
matters most to those
involved?

55. 59
COERCION
ONCE YOU USE THIS IF
THE OTHER SIX ARE MOSTLY INOPERATIVE


56. SUMMARY
61
 What did you learn?
 About the nature of
change?
 About barriers to
change?
 About multiple realities?
 About 7 Influence
Strategies?
