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Youll never
What is it? get me up on
one of those
What are the barriers to change? butterfly
things.
How can you help?
Change strategy
People are different
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there are many different responses and answers, including:
Caterpillars have no need to fly. They Risk avoidance is normal.
are well-grounded! Change is often actively resisted.
Caterpillars can eat anything green Change is inevitable.
and find food everywhere. Caterpillars don't like wings.
Butterflies are a stage beyond Caterpillars must hate flying since
caterpillars. they don't try.
Butterflies have to fly to get There is a need for vision and
anywhere. Caterpillars can crawl and perspective -- we're all on a journey.
climb.
It's easier for butterflies to develop Caterpillars focus only on eating and
perspective than caterpillars. survival.
We can attempt to resist and suffer Butterflies get blown around by the
the stress and difficulties. wind and caterpillars can drag their
feet!
You have to stop being a caterpillar in Metamorphosis is an uncontrollable
order to become a butterfly. process with an unclear result.
Change is not always a conscious Metamorphosis is a dark, damp,
decision. Change will occur, inevitably. confined place, so I'm scared!
We can choose to be active and my favorite answer:
participants in change. Or not, maybe. I'll NEVER be a butterfly; My
We go through stages of development mother was a moth.
and butterflies are one stage closer
to death.
Teaching the caterpillar to fly S. J. Simmerman
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Quick: You work for an organization that is
spending millions of dollars on a very important
new process that will completely change how
you work, and who you work with and require
you to think about your job in a totally new way!
The success of the company depends on you
and your co-workers.
Go knock em dead tiger!
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Quality of the Change Initiative
X Alignment of People
= Results
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Change Management
A planned approach to integrating change which includes formal
processes for assessing the impact of the change on both the
people it affects and the way they do their jobs.
Application of techniques to gain acceptance and understanding
of the change and change behavior to take advantage of the new
functionality.
Change is the interplay among various forces that are involved in
growing something new. Deep change comes only through real
growth through learning and unlearning.
70% of all change initiatives fail due to failure to address human
component of change. HBR by Michael Beer & Nitin Nohria
True stability results when presumed order and disorder are balanced.
A truly stable system expects the unexpected and is prepared to be disrupted,
wants to be transformed. Tom Robbins
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Implementation of large scale business transformation initiatives, like
SAP, by nature result in significant and fundamental change...
How people do their jobs changes
What the job, work content is may change
Who people work with and report to may change
The tools (systems, reports, etc.) of the job and how people interface
with them change
Implementing the initiative requires additional, unfamiliar work, maybe in
unfamiliar locations
New skills, behaviors will be required
Employee assignment
Controls (over process and information) will change
How information is provided, accessed, and shared will change
Shock and Surprise Confrontation with unexpected situations. This can happen by accident (e.g. losses in particular
business units) or planned events (e.g. workshops for personal development and team
performance improvement). These situations make people realize that their own patterns of
doing things are not suitable for new conditions any more. Thus, their perceived own
competence decreases.
Denial and Refusal People activate values as support for their conviction that change is not necessary. Hence, they
Phases of Change
believe there is no need for change; their perceived competency increases again.
Rational People realize the need for change. According to this insight, their perceived competence
Understanding decreases again. People focus on finding short term solutions, thus they only cure symptoms.
There is no willingness to change own patterns of behavior.
Emotional This phase, which is also called crisis is the most important one. Only if management succeeds
Acceptance to create a willingness for changing values, beliefs, and behaviors, the organization will be
able to exploit their real potentials. In the worst case, however, change processes will be
stopped or slowed down here.
Exercising and The new acceptance of change creates a new willingness for learning. People start to try new
Learning behaviors and processes. They will experience success and failure during this phase. It is the
change managers task to create some early wins (e.g. by starting with easier projects). This
will lead to an increase in peoples perceived own competence.
Realisation. People gather more information by learning and exercising. This knowledge has a feedback-effect.
People understand which behavior is effective in which situation. This, in turn, opens up their
minds for new experiences. These extended patterns of behavior increase organizational
flexibility. Perceived competency has reached a higher level than prior to change.
Integration People totally integrate their newly acquired patterns of thinking and acting. The new behaviors
become routine.
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Phases of Change
Oliver Recklies
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Moving beyond the barriers to change
1. Expect resistance 10. Take care of the me issues
2. Remember the 20-50-30 rule 11. Alter the reward system to
3. Get resistance out into the support change
open 12. Seek opportunities to involve
4. Choose opening moves your people
carefully 13. Over-communicate
5. Explain the rationale for 14. Make sure people have the
change know-how needed
6. Provide a clear aiming point 15. Track behavior and measure
7. Promise problems the results
8. Beware of bureaucracy 16. Outrun the resisters
9. Wear your commitment on
your sleeve
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Price Pritchett; Resistance Moving beyond the barriers to change 1996 J. Sommer 2004
J. M. Jurans Analogy
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Expect Resistance
Resistance is the common side effect of change.
It has been said people do not resist change, they resist
being changed.
What complicates the picture is that different individuals
and groups react in different ways at the same time to the
same change.
Change triggers the organizations immune system sort
of like antibodies. Resistance can be valuable by
defending the health of the organization and individuals.
But it can also cause problems. Resistance is a very
reliable barometer to measure the impact of change, but
not a good gauge of how appropriate the change may be.
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Change
20-50-30 Rule
Resister Friendly
30% 20%
Fence
Sitter
50%
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Enthusiasm
Spectrum of Possible Behavior Toward Change
Cooperation
Acceptance Cooperation under pressure
Acceptance
Passive resignation
Indifference Indifference
Apathy; loss of interest in the job
Doing only what is ordered
Regressive behavior
Passive Resistance
Non-learning
Protests
Working to rule
Doing as little as possible
Active Resistance
Slowing down
Personal withdrawal (increase time off)
Committing errors
Spoilage
Deliberate sabotage
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Arnold S. Judson, Changing Behavior in Organizations: Minimizing Resistance to Change
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Resistance guidelines
Always make it safe and easy for people to open up
Operate from premise that people resist for what they
consider good reasons. Evaluate the legitimacy, understand
the reasons.
Get beyond superficial answers to the true issues (root cause
Ask the 5 Whys)
Try to understand their position, most resist for good reasons
Listen to them, they may really be an ally and prevent you
from doing something dumb.
Treating resisters with respect and dignity may alone keep
resistance from escalating.
Discounting it gives them the feeling they must fight.
Disallowing it will drive it underground.
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Choose your opening moves carefully
Subtle approach - change quietly and gradually
under the radar
Middle of the Road - slow start then accelerate.
Bold & Dramatic to shock the organization and
overcome inertia.
Know your organization and people.
Opening move is crucial.
The way you start says a lot about the way you finish.
Wrong initial messages can cause irreparable harm.
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Provide a clear aiming point
Well defined and understandable goals
Provide a clear map, a picture of the future that is
clear not fuzzy
Aiming point should be desirable for the business
and people. Needs a good marketing campaign.
Change needs to be purposeful for people to commit
Change should be a bridge to the Vision
If you don't know where you are going, you might wind up
someplace else.
- Yogi Berra
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Promise problems uncomfortable transition
"In the transition from being a caterpillar to becoming a butterfly, for a
time you're nothing more than a yellow, gooey sticky mess."
People will often resist change because they are comfortable with how things are,
right now. Goals are set based on the Square Wheels.
By identifying Square Wheels and Round Wheels, we increase discomfort with the
way things are and we make change more likely. Risk comes from not changing. We
need to make the round wheels useful.
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Wear commitment on your sleeve
People will test the limits looking to find their own proof of how
serious you are about the change.
Once you have settled on a course of action you must be obvious,
passionate and determined to follow through.
EFFECT (to bring about or execute) not just AFFECT (to influence)
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Take care of me issues
People want to know how it will affect me
Toughest thing to deal with is not knowing
Lack of adequate communication results in rumors
and increased number of resisters
People instinctively start to resist change when they
cant draw a bead on whats about to happen to them
Initial emotions are fear, denial, shock, resentment,
stress, cynicism over latest flavor-of-the-month
program, negative prior experience of similar project,
etc.
Theres nothing Im afraid of like scared people
- Robert Frost
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Team Lessons from Geese V Formation
In the fall when you see geese heading south for the winter flying along in the "V"
formation, it has been learned that as each bird flaps its wings, it creates an uplift for the
bird immediately following. By flying in a "V" formation, the whole flock adds at least 71%
greater flying range than if each bird flew on its own.
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Alter reward system to support change
?Do people perceive they will lose in the change process?
?Will work be harder for a time, longer? More work?
?Initially will there be more job stress?
?Does hanging on to old habits make good sense to people?
?Are the compensation criteria aligned to the new or old system?
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Seek opportunities to involve people
Change is more likely to be accepted if we dont think
it is being forced upon us without representation
Look for opportunities to involve people, for them to
have a role
However; Change by committee gets clumsy. Dont
want to set the false expectation that all must agree or
all must have input before the change will occur.
The good news is if they see representative
involvement and are given proper communication,
their concerns are more likely to be addressed
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Active Making and implementing decisions
Part of Decision
Spectrum of Participation in the Desired State
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Make sure people have the know-how needed
What do people do most when they dont know what to do?
What looks like obstinacy or lack of cooperation on the part of your
people may prove to be a simple lack of know-how.
Fears of becoming obsolete, unclear expectations, inability to perform
to prior levels, failure.
They may decide it is best to do nothing as opposed to doing
something wrong.
May find what they think is short cut and instead harm another part of
the process.
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Track behavior and measure results
Major change efforts require monitoring. Things go wrong and
unexpected situations develop. Be flexible, adaptable, responsive.
Some resistance is telling you the game plan has flaws. Other resistance
is a hindrance to the success of the project. You need to differentiate.
Need to track:
Time tables
Deliverables
Uncooperativeness
Attitudes
Destructive Criticism
Drifting off course or regressing back to old ways
Circumventing system in place with back room processes.
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Outrun the resisters
Resisters rely on a strategy of delay. They hate fast. They hope
slow turns into stop.
Evan after the decision has been made they want to sit down, talk
things over, weigh risks againagain, consider other options,
ruminate over what might possibly go wrong and value
deliberation.
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Change Agents
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The Blue Hat is used to manage the thinking process. It's the control
mechanism that ensures the Six Thinking Hats guidelines are
observed.
The Green Hat focuses on creativity; the possibilities, alternatives,
and new ideas. It's an opportunity to express new concepts and new
perceptions.
The Red Hat signifies feelings, hunches and intuition. When using
this hat you can express emotions and feelings and share fears,
likes, dislikes, loves, and hates.
The Yellow Hat symbolizes brightness and optimism. Under this hat
you explore the positives and probe for value and benefit
The White Hat calls for information known or needed. "The facts, just
the facts.
The Black Hat is judgment - the devil's advocate or why something
may not work. Spot the difficulties and dangers; where things might
go wrong. Probably the most powerful and useful of the Hats but a
problem if overused.
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MANAGING CHANGE
MAXIMS TO LIVE BY
MANAGING
CHANGE 37
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Vision Executive Sponsor
Change Management Roles for Software Implementation
Configur
Design e
Core Team
Test Train
Field Team
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Working the people component
change is about people
We need to understand the people in order to implement an
effective strategy of change management.
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"If you want them to listen to what you say, talk their language."
Taibi Kahler, Ph.D.
The Process Communication Model (PCM) provides a reliable and
validated method of identifying and understanding personality
structures, life passages, and communication dynamics. Based on a
scientific awardwinning clinical discovery PCM has been researched
through thirty years and experienced by half a million people on five
continents in such applications as sales, business, education, politics,
religion, medicine, parenting, and personal relationships.
Individual personality structure is comprised of six, separate and
mutually exclusive behavior types, called Workaholic, Reactor,
Persister, Rebel, Dreamer, and Promoter. Likened to a six-floored
condominium, personality structure is ordered, indicating the relative
amount of time a person experiences and demonstrates the behaviors
of a given type floor.
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PCM Example
Promoter
Rebel
Dreamer
current Persistor
base Workaholic
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PCM Demographics
80
70
60
50
% 40
30
20
10
0
Female Male Total Pop
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WORKAHOLIC PERSONALITY REACTOR PERSONALITY PERSISTER PERSONALITY
Perception: Thinks first; identifies and categorizes Perception: Feels first; takes in people and things by Perception: Judges first; evaluates people and things
people and things. feeling about them. with opinions.
Character strengths: Logical, responsible and Character strengths: Compassionate, sensitive and Character strengths: Dedicated, observant and
organized. warm. conscientious
Examples: Mr. Spock, Des Cartes, Jonathan Hart, Examples: E.T., Mr. Rogers, Jennifer Hart, Uncle Examples: Martin Luther King, Mother Teresa, Madame
HAL, Emily Bronte, George Washington Carver, Joan Remus, Dr. "Bones" McCoy, C3PO, Lassie, Dinah Curie, Superman, Florence Nightingale, Archie Bunker,
Crawford, Joe Friday Shore, Barney Eleanor Roosevelt.
% of U.S. Population: 25%; 25% are female, 75% % of U.S. Population: 30%; 75% are female, 25% are % of U.S. Population: 10%; 25% are female, 75% are
are male. male. male.
Facial Expressions: Horizontal lines on the forehead. Facial Expressions: Half moon lines over the eyes Facial Expressions: Furrows between the eyes.
Office/Home: Organized, functional, orderly, Office/Home: Cozy, soft, nest-like; plants, family Office/Home: Functional; traditional furniture, period
contemporary; Awards, certificates, plaques pictures, pleasant smells, comfortable furniture, soft pieces, antiques or oriental motif.
displayed. Everything in its place. colors, soothing music.
Traits: Ability to give opinions, beliefs, judgments.
Traits: Ability to think logically; takes in facts and Traits: Ability to nurture, be empathic and to give to
Management Style: Democratic
ideas and synthesize them. others. Good at creating harmony.
Channels of Communication: Requestive
Management Style: Democratic Management Style: Benevolent
Channels of Communication: Requestive Channels of Communication: Nurturative
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WORKAHOLIC PERSONALITY PHASE REACTOR PERSONALITY PHASE PERSISTER PERSONALITY PHASE
Psychological Needs: Requires being Psychological Needs: Requires being Psychological Needs: Requires
recognized for thinking and for recognized as a person. "I care about you," conviction/belief recognition. "I admire that
accomplishments. "Good work," "Great idea," "Do you like me for me?" Requires an about you." "I value your opinion." Requires
"A job well done." Requires time structure. environment that pampers the senses. work recognition. "Great job."
Wants to know deadlines. Distress sequences: Distress Sequences:
Distress Sequences: 1st Degree: Over adapts and pleases others in 1st Degree: Expects others to be perfect.
1st Degree: Expects self to be perfect. Doesnt an attempt to be accepted. Focuses on what is wrong instead of what is
delegate well. 2nd Degree: Feels confused, makes mistakes right.
2nd Degree: Frustrated with people who dont or invites criticism. (Im not OKYoure OK.) 2nd Degree: Frustrated with people who dont
think clearly enough. Over controls with 3rd Degree: Gets rejected: "I didnt feel share beliefs. Pushes beliefs (preaches at) or
criticisms about money, order, fairness or wanted." crusades. Righteous and suspicious. (Im
cleanliness. (Im OK Youre not OK.) OKYoure not OK.)
3rd Degree: Rejects others: "They cant even 3rd Degree: Forsakes others: "They dont have
think." any commitment."
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Now go forth and teach others to fly
Go to the people
Learn from them
Love them
Start with what they know
Build on what they have
But of the best leaders
When their task is accomplished
Their work is done
The people will remark:
"We have done it ourselves."
2000 Year Old Chinese Poem
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