Change Posters

1
What is Change Enablement?
The Change Enablement Framework

• REALIZING - Enacting desired changes, measuring
  results, and identifying required adjustments to
  the change plan.
• LEADING- Preparing the organization to design
  and begin realizing outcomes specified in the
  business vision.
• DESIGNING - Creating and enacting a change plan
  to close the gap between the current state and
  desired future by defining the major tasks
  activities for the transition period, and
  determining the structures and management
  mechanisms necessary to accomplish those tasks.

• Change enablement is the process (strategies and
  activities) that supports organizational and
  personal transitions from the current state to
  the desired future state.
• Organizational transitions consist of the
  organizational changes in structures, processes,
  management systems and technology required to
  successfully implement the organizations
  business vision and strategy.
• Individual transitions are the psychological
  processes people go through to come to terms with
  the new situation. Individual transitions require
  unique planning and action to ensure that the the
  personal transition process is aligned with and
  supports the organizational transition.
• Our knowledge of change and experience suggests
  that by not effectively managing these
  transitions through effective education and other
  change strategies, project success can be
  compromised.
• Desired business benefits are not realized
• Behavior does not change
• Productivity will decrease, turnover will
  increase
• Employees find it difficult to perform intended
  roles
• Change occurs at great expense
• Resources (time, money, people) are wasted
• Market opportunities are lost
• Customer service and satisfaction declines
• Future change efforts are compromised
• People lose confidence in leadership
• Levels of change resistance increase
• Reinforces implicit belief that the organization
  cannot change

Vision for Change
Realizing
Organizational Transitions
FutureState
Designing
Change Architecture
Organizational Design Performance Management
Leading
Communication Strategy
Culture ChangeAlignment
Culture Capacity
Beginning
Leadership Capacity Stakeholder Commitment
Individual Team Capacity
Leadership Capacity
Individual Team Capacity
CurrentState
Exploring
Organizational Readiness Business Case
Individual Transitions
Ending

• ENDING is the process of understanding the
  personal impact of change, letting go of the past
  and dealing with potential losses.
• EXPLORING is the process of overcoming anxiety
  and resistance, experimenting with changes and
  defining new roles
• BEGINNING is the process of adopting new values,
  attitudes and identities and seeing the tangible
  benefits of implemented changes.

Why is Change Enablement Important?
Success of Change Initiatives
Why Change Initiatives Fail
We have all seen change happen (successfully or
unsuccessfully) in our projects. We just saw
that many organizations do not deal with change
well. So, why hasnt change been
successful? What does this chart tell us? Many
organization feel that technology is the answer
to many of their business issues. We can see
that technology alone will not solve their
problems. In fact Most of the factors
impacting the success of change efforts are
related to the soft side of change and not the
hard issues.
Primary barriers to change

• This study asked clients how they would rate the
  success of their recent change initiatives. It
  is clear that
• Traditional approaches have not been extremely
  successful
• Only 13 found they were successful to any degree
• 33 unsure - that is unfortunate, given the fact
  that they probably spent a significant amount of
  time money.
• Many organizations do not deal well with change.

20
40
60
80
100
Resistance to Change
Limitations of Existing Systems
Lack of Executive Commitment
Lack of Executive Champion
Unrealistic Expectations
Lack of Cross-Functional Team
Inadequate Team and User Skills
Technology Users Not Involved
Project Charter Too Narrow
Source Information Week, June 20, 1994 Note
Total Exceeds 100 due to multiple responses
Data Deloitte Touche survey of 400 U.S.
Canadian CIOs
Overcoming Resistance
The Nature of Resistance
These strategies and the behaviours they involve
are not usually productive long-run approaches to
handling resistance. To create a long-term
environment that supports change, organisations
and individuals need other ways of working with
resistance. Instead, consider
Each organisation and individual will handle
resistance in different ways, according to
organisational culture and individual preference.
However, examples of poor approaches include
Reasons employees resist technology They may not
be willing, able or knowing

• Do not understand the business realities driving
  the goals for new technology
• Do not think it will make their job easier
• Dont have the skills to work in the new
  environment
• Have been warned about technology replacing their
  jobs
• Are afraid to look stupid
• Have a general fear of change
• Feel they have experienced ineffective
  implementations

Resistance Pyramid
2
Develop Communication Action Plan
Vision
Principles
Example Communication will seek to provide
people with information that is relevant, is
communicated at the appropriate time in an
effective way - it shall recognise the need to
provide clarity about peoples roles, both during
implementation and in the future

• Segment and assess impacted change
  audiences/stakeholders (SDA Component 2).
• Conduct a communication audit.
• Develop an overall communication strategy for
  each phase of the change process.
• Assess effectiveness of communication strategy on
  a regular basis.
• Assign someone to be responsible for the overall
  execution of the strategy.

• Will all communication be 2-way?
• How will different audiences be communicated to?
• What are the Key Success Factors for
  communication (understanding/awareness/buy-in/owne
  rship)?
• How will the cultural and linguistic differences
  be managed?
• How honest and direct will communication be?
• What is not communication, ie when are we not
  communicating?
• How do we ensure consistency throughout the
  organisation?
• How do we make it personal?

Have I got a job? What is the change going to
mean to me? How is the change going to affect my
people? How much sense does the change make for
the business? Whats in it for me?
Communication Infrastructure
A communication Infrastructure is the formalised
interrelationships and responsibilities of people
who in some way participated in forwarding the
communication strategy

• LEADERSHIP TEAM
• Review and send communication
• Respond to issues so project team can respond to
  divisions/departments
• Visibly support project through involvement at
  corporate and divisional levels

• ISSUES DATABASE/
• COMM. LOG
• Repository for feedback, issues and resolution

• PROJECT TEAM
• Develop communication tools/events with Comm.
  Managers
• Respond to questions from divisions
• Log communication in database

• COMM. MANAGERS
• Lead communication efforts
• Develop communication tools/events with Project
  Team
• Monitor effectiveness of communication
  infrastructure across divisions

Issues Database/ Communication Log
Major Issues

• Feedback
• Issues Resolution

• COMM TOOLS
• Site Visits
• Project Updates
• FAQs
• Meetings
• Training
• Day-to-day communication
• Conference calls

Two-way Project Communication between and across
Project Team and Streams/Countries

• Feedback
• Issues Resolution
• General Project Information

AA
Client

• Goals of the communication plan include
• providing people with what they need in order to
  make informed choices about whether to commit to
  the change and how to comply with the change.
• building trust through candidly discussing the
  need for and the difficulty of changing,
  including the consequences of not changing.
• reporting progressor lack of progressso that
  people can be responsible contributors to the
  success of the changes.

Sweden
Norway
Finland
Denmark
UK/Ireland
Belgium
Netherlands

• STAKEHOLDERS/ USERS/ DIVISIONS
• Participate in project design and development
  discussions.
• Participate in the extended communications/change
  team
• Identify Provide input on communication/change
  needs

Importance of an Effective Communication Strategy
Communication Mechanisms
High

• Payslip

• Hotline

• Poster

• Employee Suggestion scheme

• Survey

• Newsletter

• Team Briefings

• Bulletin

• Cascade Briefings

• Action Teams

• Conferences, Fairs Exhibitions

Potential to reach all

• Employee Satisfaction Index

• Future-search Conferences

Stakeholders

• Open session

• Development Training

Low
Low
High
Potential to Involve and Receive Feedback
3
Benefits of Action Learning include
1. Action Learning

• Learner takes responsibility for the learning
  process
• Learner has more control of personal development
• Learning is enhanced by applying knowledge to
  real problems
• More successful solutions
• Rewarding working environment

• Action Learning is learning by doing
• Action Learning satisfies both individual and
  team learning needs by providing effective ways
  of identifying and addressing these needs in the
  workplace just at the time they are needed most.
• Action Learning provides a structure that
  maximises on-the-job learning
• Action Learning cycle - plan, do, reflect, share

By wrestling with live problems, and
subsequently reflecting upon the results of his
achievements, the learner acquires
knowledge Reg Revans

• Context everything outside of us that affects
  how we approach situations.
• Action model the stock of knowledge we use to
  understand and act in the world. This knowledge
  is both explicit and implicit
• Framing our spontaneous, intuitive
  understanding of a particular situation, which
  leads us to experience the situation in a
  particular way.
• Acting the actions we take in a particular
  situation as we understand it.
• Reacting improving a poor result by doing
  different things from the same frame of
  reference. This leaves the way we framed the
  situation intact and those aspects of our models
  and contexts that framed the situation.
• Reframing altering our spontaneous, intuitive
  understanding of a situation. To see the
  situation, our task, and ourselves in relation to
  others differently. Reframing can fundamentally
  change how we act in a particular situation.
• Redesigning Transforming those aspects of our
  action model or our context that leads us to
  frame situations in ways that systematically
  produce undesired results. Sustained fundamental
  change across situations requires redesign.
• To get on the pathways to learning - reflect
  publicly on how we produce undesired results.
  What did we do or say and what were we thinking
  and feeling?

2.Action Design
The context we are in
Action Design is understanding how we draw the
conclusions we do from the data around us and how
we apply this when communicating with others.
There are several key concepts to help us
understand Action Design
How we frame the situation
How we act
The results we get
Our action model
React

• The Left Hand Column
• Advocacy and Enquiry
• The Ladder of Inference

Reframe
Redesign
How do we determine the things we pay attention
to?
3. The Left Hand Column
The Left Hand Column is the actual thought
processes taking place during a conversation.
During difficult conversations, especially where
individuals have conflicting views, these
thoughts often contrast directly with what is
said. This is equivalent to two conversations
taking place - one in your head, and one with the
person you are talking to
5.The Ladder of Inference
The Ladder of Inference is the thought process we
run through to draw conclusions and act on the
data we assimilate from the environment around
us. At the bottom of the ladder is the observable
data that all can see, but as soon as we select
from this data we apply our own context,
assumptions and values to it. Each individual has
a unique set of life experiences to apply to that
data as they step up the ladder (leaps of
abstraction) and so could potentially draw
completely different conclusions compared to
another person.
4. Advocacy vs Enquiry

• For example I am standing before the executive
  team, making a presentation. They all seem
  engaged and alert, except for Larry, at the end
  of the table, who seems bored out of his mind.
  He turns his dark, morose eyes away from me and
  puts his hand to his mouth. He doesnt ask
  questions until Im almost done, when he breaks
  in I think we should ask for a full report. In
  this culture, that typically means, lets move
  on.
• Everyone starts to shuffle their papers and put
  their notes away. Larry obviously thinks that
  Im incompetent - which is a shame, because these
  ideas are exactly what his department needs. Now
  that I think of it, hes never liked my ideas.
  Clearly, Larry is a power-hungry jerk. By the
  time Ive returned to my seat, Ive made a
  decision Im not going to include anything in my
  report that Larry can use. He wouldnt read it,
  or, worse still, hed just use it against me.
  Its too bad I have an enemy whos so prominent
  in the company.
• In those few seconds before I take my seat, I
  have climbed up the ladder of inference

When communicating there must be a balance
between advocating your own view and enquiring on
the views and opinions of others. During
effective communication, this balance shifts
according to the conversation taking place
Explaining Imposing
Mutuallearning
HIGH
Advocacy
Observing Withdrawing
Interviewing Interrogating
LOW

• I started with the observable data Larrys
  comment, which is so self-evident that it would
  show up on a videotape recorder ...
• ...I selected some details about Larrys
  behaviour his glance away from me and apparent
  yawn. (I didnt notice him listening intently
  one moment before) ...
• ...I added some meanings of my own, based on the
  culture around me (that Larry wanted me to finish
  up) ...
• ...I moved rapidly up to assumptions about
  Larrys current state (hes bored) ...
• ...and I concluded that Larry, in general, thinks
  Im incompetent.
• In fact, I now believe that Larry (and probably
  everyone whom I associate with Larry) is
  dangerously opposed to me ...
• ...Thus, as I reach the top of the ladder, Im
  plotting against him.
• It all seems so reasonable, and it happens so
  quickly, that Im not even aware Ive done it.
  Moreover, all the rungs of the ladder take place
  in my head. The only parts visible to anyone
  else are the directly observable data at the
  bottom, and my own decision to take action at the
  top. The rest of the trip, the ladder where I
  spend most of my time, is unseen, unquestioned,
  not considered fit for discussion, and enormously
  abstract.

LOW
HIGH
Enquiry
Not all enquiry is useful. Below are example of
enquiry that promote learning, and enquiry that
limit learning. In addition, there are different
kinds of productive enquiry that serve different
functions enquiry that broadens the learning on
an issue by sampling a range of views, enquiry
that deepens the learning by probing peoples
thinking, and enquiry that is useful when people
are at an impasse
Enquiry that limits learning
Enquiry that promotes learning

• Dont you agree?
• Did you do that because of X or Y?
• Why dont you just try it?
• Why are you so defensive?

• Do you have a different view?
• What led you to do that?
• What about is raises doubts?
• Is there anything that I am doing that
  contributes to the problem?

• You cant live your life without added meaning or
  drawing conclusions. It would be an inefficient,
  tedious way to live. But you can improve your
  communications through reflection, and by using
  the ladder of inference in three ways
• Becoming more aware of your own thinking and
  reasoning (reflection)
• Making your thinking and reasoning more visible
  to others (advocacy)
• Enquiring into others thinking and reasoning
  (enquiry)