IT’S THE JOURNEY NOT THE DESTINATION

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Metaphors for
Change
Jay Hays
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Explorer Metaphor
CM Roadmap
Kotters Eight Steps
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Kotters Eight Steps to Change a la Our Iceburg
is Melting
Create a Sense of Urgency
Form a Guiding Coalition
Communicate the New Vision
Create a Vision

• Show others the need for change
• Provide valid and dramatic evidence
• Look for ways to reduce complacency

• Help form a group that has the capability to
  guide the change process
• Show enthusiasm to draw the right people
• Model trust
• Build teamwork

• Create the right vision and strategies to guide
  action in all of the stages of change
• See possible futures
• Visions that are clear
• Visions that are moving

• Communicate change visions and strategies so they
  can be understood
• Keep it simple
• Do your homework first
• Speak to resistance, confusion, and distrust

Empower Others To Act
Create Short-Term Wins
Create a New Culture
Dont Let Up

• Deal effectively with obstacles
• Find individuals with change experience
• Recognise and reward achievement
• Prompt feedback
• Retooling disempowering managers

• Produce sufficient short-term wins to energise
  change helpers, defuse critics and build momentum
  for the effort
• Visible to all
• Meaningful to others

• Continue with wave after wave of change not
  stopping until the vision is a reality
• Look for ways of keeping the level of urgency up
• Rid yourself of work that doesnt contribute to
  the vision

• Be sure the changes are embedded in the very
  culture of the enterprise
• Change isnt over until it has roots
• Nurture the new culture
• Reward new behaviour

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The Journey Metaphor
An image-rich aid to help describe and prepare
people to undertake a journey no one has ever
made before to a place no one has ever been.
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A Metaphor for Change The Organisational Change
Journey
Charting the Course
Ports o Call Journey Milestones
Defining the Destination
Arrival!
Setting Off
Selecting Explorers
Preparing Explorers
Evaluation Lessons Learned
Hail and Farewell!
Exploring Unchartered Territory
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Issues and Challenges Preparing / planning for
the unknowable Identifying potential risks and
having suitable responses Creating a culture of
exploring and the explorer mindset Keeping in
contact with home Keeping the faith Dealing with
mutiny
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Issues and Challenges Preparing / planning for
the unknowable Identifying potential risks and
having suitable responses Creating a culture of
exploring and the explorer mindset Keeping in
contact with home Keeping the faith Dealing with
mutiny

• Keeping on Course in Unchartered Territory
• Agree to and understand the destination and
  process for getting there (framework)
• Vision, Imperative, Objectives
• Flexible roadmap and experienced guides
• Know where you are at any given time (measure)
• Against vision and milestones (roadmap), risks,
  CSFs, KPIs)
• Document Progress (Map) and Lessons Learned
  (ships log)
• Keep people involved, excited, and fit
  (participation)
• Provide the tools, techniques, and skills people
  need
• Empower with authority and legitimacy
• Charge with responsibility
• Install / use an infrastructure for people back
  home

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A Closer Look at the Exploration Steps
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Charting the Course
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Defining the Destination
Selecting Explorers
Preparing Explorers

• Chartering Team
• Building Teamwork and
• Exploring Skills
• Establishing Team and
• Project Infrastructure

• High-Level Project Planning
• Understanding Journey Risks
• Setting Explorer Criteria
• Selecting Team Members

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A Closer Look at the Exploration Steps
Setting Off
Ports o Call Journey Milestones
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A Closer Look at the Exploration Steps
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• First phase of Exploration
• Complete
• Report to Community and
• Celebration of Successful
• Journey

Arrival!

• Formal Evaluation of Project
• Against Expected Outcomes
• Lessons Learned Studies Conducted
• (Process and Content)
• Evaluation / Lessons Learned Published
• for and Shared with Community
• Determinations made for Continuation
• or Follow-On Expedition

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Evaluation Lessons Learned
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• Final Team Celebration Honouring Work,
• Coming to Closure, Welcoming New
• Team Members, and Sending-Off Next Team

Hail and Farewell!
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The CM Roadmap
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The CM Roadmap
Change Management Plus (CM Roadmap)
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Why A Roadmap?
People need directions and pointers
Shows where you are on the journey (in the
process)
Helps you know what lays ahead
Youll have a safer trip, and you can more
accurately predict your destination
Provides guidance if you miss a turn
Change Management Plus (CM Roadmap)
Helps you choose alternate routes
Allows you to make your specific travel plans
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Why This Roadmap?
Past Experience
Change often proceeds haphazardly, with
unfortunate and unanticipated consequences.
Changes are treated as a race to get through
and everyone loses.
Few change approaches appreciate and contend with
complexity.
Most change is based on false and incomplete
assumptions.
Change Management Plus (CM Roadmap)
Most change is done to people, not by people as
if they cant be trusted or are incapable of
managing change.
Few planned changes actually succeed.
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Why This Roadmap?
Design Principles
Planning and preparation up front ensure better
implementation.
Speed kills, but momentum is crucial.
Understand the bigger picture.
Get buy in before proceeding involve
stakeholders in every step.
Those knowledgeable about and impacted by change
should be the ones who architect it.
Change Management Plus (CM Roadmap)
Learn from experience.
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CM Roadmap
Based on proven theory and practice (50 yrs)

• Amalgamation of best practices in change.
• Science-based social science, systems
• theory, management.

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CM Roadmap
Embodies change rule 1 employ the targets of
change as the instruments of change Involves
stakeholders throughout the change cycle Provides
a common language and process for change
Adaptable and extensible Typifies learn as you
go
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CM Roadmap
Highlights that the change is greater than the
technical / business solution, itself Contends
with the larger, more complex system / wider
context Leverages existing problems and
oppor-tunities to build future capability ( gt 2
for the price of one!) Is principles and values
based
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I. Change Program Initiation Moving from a
sensed problem or opportunity to a solid,
agreed upon statement Encouraging a Culture of
Improvement Understanding the environment and
change readiness
CM Roadmap
II. Reality Check Better understanding the
problem or opportunity within its
context Consulting with stakeholders Creating a
critical mass of supporters and participants
Building change skills and readiness throughout
III. Action Planning and Problem-Solving Thoroug
hly planning and preparing for the
change Involving stakeholders as fully as
possible Making change friendly
IV. Implementation Implementing
responsively Continuing to involve and engage
stakeholders change done by people, not to
people Ensuring sufficient infra-structure and
support
V. Evaluation and Follow-Up Fairly appraising
achievements. Learning from experience.
Encouraging Continuous Improvement.
Designed with the future in mind.
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