This document provides an introduction to an organizational change management workshop. It discusses key concepts in change management including defining change management, addressing resistance to change, assessing change risk, and developing effective communications strategies. The workshop will involve breakout group exercises where participants analyze different change scenarios and recommend appropriate change management activities. The goal is for participants to learn how to assess change risks, engage stakeholders, and manage communications for various reforms through practical scenario-based exercises and discussion.

1. Organizational Change Management
Workshop Introduction
ICGFM May 19‐23, 2014
Richard Hudson – Evans Incorporated
Jim Wright – Evans Incorporated
Doug Hadden ‐ FreeBalance
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2. What is Change Management?
“The process of helping people
understand the need for change
and to motivate them to take
actions which result in sustained
changes in behavior”.
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Successful change management helps organizations and
their people perform better.

3. The Reality of Change
‐ PerformanceP E R F O R M A N C E
T I M E
REALISTIC
EXPECTED
ACTUAL
CHANGE
INTRODUCED
CHANGE
INTRODUCED
ACTUAL
No Change
Management
REALIZED
With Change
Management
Less disruption
Faster change adoption
Optimize results
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4. The Reality of Change
‐ People
Resistance Exploration
Commitment
Denial
Preparation
Acceptance
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5. Change Management
‐ Common Pitfalls
Planning Execution
Start late Only focus on the rational
Program design fails to include change Not dealing proactively with resistance
Create too much fanfare Fail to understand information network
No sense of urgency
Over rely on structure and systems to
change behavior
Not involving all stakeholders
Fail to target communications and provide
feedback mechanisms
Not creating a coalition of leaders Over rely on consultants
Ignoring culture Fail to consider organizational capacity
Forcing through too much change Declare victory too soon
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6. Successful Change Management
Requires
1. Active Leadership
2. Deal with Resistance ‐ managing stakeholders
3. Building Trust
4. Addressing Culture
5. Ensuring Readiness
6. Managing the Change Process
7. Effective Communications
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7. Resistance
‐ Channel resistance constructively
Think
Feel
Do
Awareness of
need for change
Understand and
commitment to change
Translate thoughts and
feelings into actions
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8. Resistance
‐ Take targeted actions
Manager Manager
Supervisor Supervisor
Technical
Administrator
Manager Manager
Supervisor Supervisor
Technical
Administrator
Change must be led and managed by staff within the impacted organizations
Leaders
Middle
Management
Front‐Line
Staff
Must become
advocates
Civil Service Executive
POLITICAL APPOINTEE
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9. Resistance
‐ Reinforce Change ‐ Not Resistance
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 Communicate the vision
 Manage the change through a
formal program
 Align rewards systems
 Provide training and support
 Build change capability & resiliency
Organization Groups
 Sell the problem
 Provide information
 Encourage participation
 Build trust, keep commitments
 Anticipate, acknowledge and respect
feelings
 Allow for negotiation
 Build change capability & resiliency
Individual

10. Successful Change Management
Requires
1. Active Leadership
2. Dealing with Resistance ‐ managing stakeholders
3. Building Trust
4. Addressing Culture
5. Ensuring Readiness – assessing change risk
6. Managing the Change Process
7. Effective Communications
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11. Medium RiskLow Risk
Change Risk
‐ Innovations in readiness assessment
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Portfolio View –
Change Risk
Readiness Assessment
Change Analytics
1 Risk 5
ProgramComplexity
Capacity for Change
Medium Risk High Risk
LOWHIGH
LOW
HIGH

12. Successful Change Management
Requires
1. Active Leadership
2. Dealing with Resistance ‐ managing stakeholders
3. Building Trust
4. Addressing Culture
5. Ensuring Readiness – assessing change risk
6. Managing the Change process
7. Effective Communications
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13. I. Contact
II. Awareness
III. Understanding
V. Adoption
VI. Institutionalization
IV. Installation
Unaware
Confusion
Negative
Perception
Lack of
Support
Change
Abandoned
Preparation
Acceptance
Commitment
Change communications
‐ Check in or checking out?Degree of Support for the Change
Time
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14. Regularity Message Type Deliverer
Senior
Leadership
Supervisors
Impacted
Stakeholder
Vision ‐ Benefits ‐ Plan ‐ Expectations ‐ Confidence
Updates ‐ Milestones ‐ Successes ‐ Empathy ‐ Problems
Consistent
Cyclical
On‐going
Knowledge ‐ Experience ‐ Issues ‐ Emotions ‐ Solutions
Discoveries – Actions ‐ Resolutions
AllSituational
Change communications
‐ Targeted and on‐going
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15. Workshop Directions
Group Table Exercises
60 minutes
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16. Workshop Directions
‐ Scenarios
• Three unique change scenarios – one per table
1. Assess the change risk of procurement reform
2. Plan stakeholder engagement for a performance
budgeting reform
3. Manage the communications associated with the
introduction of accrual accounting
• Table Worksheets
– Description of the scenario
– Directions for the team
– Template to help analysis
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17. Workshop Directions
‐ Expectations
Team questions
– What is your analysis of the situation described in the scenario
– What does the team recommend as specific change management
activities?
– Compare and contrast the case study example with the situations of
the country participants around the table
Report Out
– Prepare a three minute summary of findings
– Nominate a spokesperson to present for the team
Support
– Moderators to roam tables
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