Managing Change so it doesnt Manage You

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Managing Change so it doesnt Manage You
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Change is a Given

• Elections
• Recessions
• Government Policy aging in place,
• de-institutionalization, RVA, Certification,
  working for families, boot-camps, ERA etc etc etc
• Labor shortages and wage hikes
• New technology
• New models of practice
• Bi-culturalism
• Immigration
• Etc etc etc etc

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Look further down the road!

• Key lesson of defensive driving
• And of high performance race driving
• Change management as given in proactive and
  reactive management
• Key tool in organizational performance and
  managing people.

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Most people dont like change
 
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It aint done too well

• 70 of organizational change efforts fail, or
  fall short, of achieving their intended
  objectives.
• Richard Axelrod

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But it Can be Done A Framework for Planned or
On the Hoof Change Management

• Eight Steps In Change Management
• Identify the reason for change
• Build a coalition of supporters
• Identify those who will block the change
• Strategize to counteract blocks to the change
• Communicate, Communicate, Communicate
• Identify Every Small Success and Relate it to the
  Reason for Change
• When Set-Backs occur Communicate them and
  interpret them within the Reason for Change
• Evaluate

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1. Identify the reason for change

• The reason has to be compelling and logical.
• You have to be able to present a case for it and
  keep referring back to this reason consistently.
• It helps if more than one person has developed
  the analysis and thinking and if a cross section
  of the organization is involved (this is not
  always possible).

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Scenario Exercise one

• In your scenario try to come up with a clear
  rationale or argument for change.
• Be as succinct as possible.
• What would the person leading or advocating
  change say if they had 1 minute to explain why
  change was needed and good thing?

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2.Build a Coalition of Supporters

• There will be key people at all levels of the
  organisation who see the validity of the reason
  for change and embrace it.
• It is important that you identify these people
  and nurture them as key supporters.
• You need to find and develop these supporters in
  key areas within the organisation e.g. the board,
  senior management and operations.
• Be aware of the relationships and communication
  styles of your supporters.

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3. Identify those who will Block the Change

• There will always be resistance to change and
  conflict associated with it. Accept this and
  prepare for it.
• Try to understand their motives - what are they
  trying to protect? If you can show that what
  they value will be protected, it may help.
• Are they thinker or feelers? Relationship
  oriented or achievement oriented people?
• Different communication and political techniques
  will work for the different people when trying to
  unblock them?

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4.Strategise to Counteract Blocks to Change

• Try to persuade it works for many people.
  Sometimes others from the supporting group are
  best to do the persuading.
• Ultimately you cannot allow blockers to stop
  change if you really believe in its merits.
• So if persuasion does not work
• Go around, over, under or through the blocks - if
  people wont come on the journey they have got to
  get off the bus.
• Be consistent, clear and resolute that the change
  will happen. If the majority support you (which
  if your reason is right they will) then you will
  succeed.
• Be prepared to performance manage people out.
  Sometimes this needs to be addressed as part of
  the bedding down after the major change has
  happened. You will often find that people who
  cannot or will not adapt to change start to
  become very obvious as change progresses.

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5.Communicate, Communicate, Communicate

• You cannot communicate enough with all
  stakeholders in a change process.
• The rule of thumb is communicate why you are
  changing and how you are going with the change
  until they tell you to shut up Then communicate
  again!
• Communication needs to carry on for a
  considerably length of time (years!) to bed the
  change in and cement it. J Kottler identifies
  lack of communication and the key reason why
  change processes fail.

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6.Identify Every Small Success and Relate it to
the Reason for Change

• Every time something happens that supports the
  change, communicate about it and remind people
  that this demonstrates the reason why the change
  occurred.
• E.g. we got this contract, a client said this
  about us, our financials are now like this, you
  look less stressed today anything!
• Link the positives of change to the positive
  history of the organization i.e. value the
  past.
• Communicate, communicate, communicate.

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When Set-Backs occur Communicate and interpret
them within the Reason for Change

• look for every opportunity to keep telling the
  story of why we are changing and how we are going
  with it.
• Communication is two way let people tell you
  their concerns and fears as well as their
  suggestions to improve change.

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Communications process continuum
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Use Different People and Different Styles to
Communicate
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8. Evaluate

• Go back to the reason for change and test where
  you are at.
• Have you changed enough?
• Does the reason still stack up?
• Are you achieving what you wanted to?
• Review the other steps to see if you need to
  emphasise more of anything in order to get the
  benefits of change
• are there too many blockers around,
• do you have enough supporters,
• have you communicated the journey enough?

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Key Principles 1) Culture

• Organizational Change is about Culture
• Culture is
• the real way we do things around here
• the stories people tell in the tea room to
  explain what this place is like
• If your culture does not reflect the objectives
  and rationale of your change you havent
  finished yet.

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Key Principles 2) Change must be Led from the Top

• You cant delegate change management.
• Walk the talk - How the leader/s in an
  organization behave must be consistent with the
  rationale for the change and its objectives
• Culture change is more led than managed.

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Scenario Exercise two

• Remembering your rationale for change
• Who are the stakeholders, effected parties, key
  players?
• Who are the likely supporters?
• Who are the likely opponents/resisters?
• What are some of the milestones you expect to
  achieve what do you expect to see happen?
• How could you win over some of the opponents?

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