Change is Great'''

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• Change is Great...
• as long as it effects
• someone else!
• Prepared for SW Ohio Chapter of PMI

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Project Managers What bugs you most about your
job?

• Having to deliver the job within the bid or quote
  that someone else proposed and estimated while in
  a total fog?
• Spending half you time responding to internal
  requests for reports on project status?
• Having your project team give away work that
  the client should be paying for?
• Keeping the valuable people you rely on to
  deliver the clients project?
• Making cash calls because those idiots in
  Accounts Receivable cant get their invoices
  correct the first time?

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A Shift in Thinking is UsefulWhat Opened Our
Eyes...
The difference between winners and losers
(companies or projects) is that winners know how
to do their WORK better. If you want to become
better and take those hassles out of your job as
Project Manager, you will have to change the
way the PEOPLE in YOUR COMPANY DO WORK . It is
as simple and formidable as that. -
paraphrased from Michael Hammer and
James Champy
And people ARE the key to ucce.
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We have 3 Fundamental Beliefs...All Work Is a
Process
Any project can map its work into about 7
processes

• Strategy Execution
• Marketing Sales
• Goods Services Procurement
• Client Project Work
• Project Delivery
• Client Service
• Employee Acquisition Retention

strategy-plan-communication-alignment
need identification - plan - offerings -
contracting
materials/subcontract ors - receipt -
inventory - pay
design - plan - produce
location - inventory/ document storage - delivery
- payment
inquiry - routing - response - resolution
hire - train - contribute - retain

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We have 3 Fundamental Beliefs...All Work Is a
Process
Any project can map its work into about 7
processes

• Strategy Execution
• Marketing Sales
• Goods Services Procurement
• Client Project Work
• Project Delivery
• Client Service
• Employee Acquisition Retention

strategy - plan - communication - alignment
need identification - plan - offerings -
contracting
materials/subcontract ors - receipt - inventory -
pay
design - plan - produce
location - inventory/ document storage - delivery
- payment
inquiry - routing - response - resolution
hire - train - contribute - retain

IT
Finance
HR
S u p p o r t S y s t e
m s
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Utilize a proven systematic approach with a
twist Change Now!!! But How???
External catalyst
Define the Differences between Today and the
Future The Gaps
Agree How You Want To Do It in the Future The
Way It Should Be
Plan and Implement The Plan Its Implementation

Pilot?
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Fundamental Belief 2Work Gets Done by Your
People
You can change the way people work only when

• you involve them in the creation process,
• the process is clearly mapped out,
• you clearly define their roles and
  responsibilities,
• you measure and monitor their achievements.

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Fundamental Belief 2Work Gets Done by Your
People
You can change the way people work only when

• you involve them in the creation process
• the process is clearly mapped out
• you clearly define their roles and
  responsibilities
• you measure and monitor their achievements

• Only then will you significantly increase the
  odds of achieving
• the result with
• quick, short-term payout and
• substantial long-term impact

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Fundamental Belief 3Its Difficult for People
to Change
You cant make people change...

• They may deny change is needed
• They will resist making the change
• They eventually must choose to change, if they
  are to change.

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Fundamental Belief 3Its Difficult for People
to Change
You cant make people change...

• They may deny change is needed
• They will resist making the change
• They eventually must choose to change, if they
  are to change.

But you can help by giving the needed
permission, involvement,
assistance, and tools to help them choose to
change.
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Understanding Organizaitonal ChangeFantasies vs.
Realities of Change

• The Myth
• instant
• painless
• quick
• Managers seem to expect that changes they make
  will not be disruptive, not cost much, will be
  quick to implement, and will solve previous
  organizational problems.

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Understanding Organizaitonal ChangeFantasies vs.
Realities of Change

• The Myth
• Instant
• Painless
• Quick
• Managers seem to expect that changes they make
  will not be disruptive, not cost much, will be
  quick to implement, and will solve previous
  organizational problems.
• The Reality
• Slow
• Expensive
• Difficult
• In reality, changing a culture changes the way
  the organization has been doing things, the way
  work gets done. You can no longer be a caretaker
  or be set in your ways - you must become a Change
  Leader.

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Different Yet PredictableOrganizational
Responses to Change . . .
Isolated
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The TwistUnderstand the Change Processand
Manage the Predictable Emotion Cycle
Phase 6 Achieving ucce
Phase 1 Uninformed Optimism
Phase 5 Informed Optimism
Optimism
Phase 2 Informed Pessimism
Phase 4 Hopeful Realism
Phase 3 Determination Commitment
Pessimism
Vs.
Giving Up!
Time
We can anticipate and overcome the
pain/resistance involved in the change process.
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What Happens to People Understanding the Change
Process

• People change from being led not from being
  told.
• People do not normally change their behavior
  simply from information.
• People change because of a relationship
• your support and encouragement
• your caring confrontation
• your empathy

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What Happens to People Understanding the Change
Process

• Project Managers able and willing to create
  supportive relationships are more successful
• because during times of change because their
  team will trust and follow them.

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The Change ProcessTransition from Danger to
Opportunity
External/Environment
Danger Opportunity
Past
Future
The Danger Zone
Internal/Self
How to get your organization into The Danger Zone
?
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How toJourney to the Danger Zone

• Tops-Down Dictate
• A Burning Platform Not Enough Hitting
  the Bottom Line!

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What Happens to People Leaders of a Change are
Prone to Tarzan Swing
without going through the stages change appears
to work for a short while
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What Happens to People3 Traps Waiting for
Managers

• Ignoring or Resisting Resistance
• The Drano approach - Pushing
  Productivity Too Soon
• Jumping to Training Team Building Too Soon

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7 Levers of Culture Change

• 1 Crank Up Communications Tell the Truth
• 2. Be a Living Example Walk your Talk
• 3. Keep Score Measurements Drive Performance
• 4. Involve Everyone Skin in the Game
• 5. Expect Casualties Carry the Wounded
• 6. Align People Systems and Enablers Integrate
  Measures and Money
• 7. Realign People Form Follows Function

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1. Tell the Truth from a Burning Platform

• Whats the level of Honesty? Trust?
• How do people communicate Bad News?
• Do people believe youre Dead Serious?

Mistake 1 Not establishing a great enough
sense of urgency. The status quo must seem more
dangerous than the unknown.
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2. Walk the Talk

• Who are the Leaders?
• What are they Saying? What are they Doing? Does
  it Match?
• How are they Proving their Commitment?

Mistake 2 Not empowering very visible people
to remove obstacles to teams and teams coaches.

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3. Measurements Drive Performance

• What gets Measured gets Done. Inspect what
  you Expect.
• How do we Keep Score? How soon?
• How do we Report the Score?

Mistake 3 If you dont measure progress,
within six months, support for change will halve
and barriers will double.
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4. Skin in the Game

• You must Insist on Commitment.
• Parable of the Chicken and the Pig
• Understanding Commitment to the new way is
  directly related to Involvement.
• People Support what they Help to Create.

Mistake Mistake 4 Not creating a powerful
enough coalition - much bigger and faster than
the opposition.
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5. Expect Casualties Carry the Wounded

• About 10 buy into change immediately
• Another 30 like the idea, but need some new
  skills.
• Another 40 will be undecided/on the fence.
  Some will be Stragglers, some will be Wounded
  trying.
• The remaining 20 will be Anti-Change, pure and
  simple. You must be willing to sacrifice those
  people whose attitude and behavior undermine the
  change.

Mistake 5 In short, you must carry
your wounded, but shoot the stragglers. You
cannot succeed without shooting the stragglers!
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6. Integrate Measures

• How do HR Systems support or undermine Change?
• Who gets hired or retained? Who doesnt?
• How do we determine development priorities
  build skills on the project team?
• How do we assess and reward performance? What are
  the consequences of not performing?

Mistake Mistake 6 Not anchoring your changes,
by making continuing to behave in the old ways
hurt. It will kill your effort not to...
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7. OrganizationForm Follows Function

• FFF means designing the Organization Structure
  around the project Work.
• Failure to attend to Organizational Design can
  result in inordinate Attention being paid to
  Politics instead of Work.
• The more fundamental the Change, the more
  Pronounced will be the change in Operational
  Structure.

Mistake 7 Leaving people in place who are
elephants blocks the path. People who make
inconsistent demonstrations of desired new
cultural behaviors..
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Achieve Results ...Through Your People

• Build a Burning Platform for Change
• Utilize a proven Systematic Approach
• Identify Roles Responsibilities for each
  sub-project
• Engage People from the start
• Provide Education, Tools, and Facilitation to
  create the New Way
• Ensure Changes get Implemented
• Ensure those who produce get Rewarded

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QA Interaction
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THANKS

• YOUVE BEEN A
• GREAT AUDIENCE!

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For more information...

• Jennifer Luner, Principal
• Consultants in Work Change Management
• 314-727-4123
• jjluner_at_msn.com

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Now Do You Know How to Get These People to
Change?
E
W
30 Diamonds People with untapped,
undiscovered brilliance Need refining of their
skills and discovery of their confidence
Willingness
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Change Strategies 1) Determine Where People Are
in the Change Process
What Behaviors Do You See Hear?
Denial Commitment This too shall
pass. Teamwork Apathy activity but not much
gets done Satisfaction Numbness Business as
Usual Clear focus, plans, execution Resistanc
e Exploration Cant sleep at night depression
Overpreparation Withdrawal from team Retired
on the Job Frustration Chaos Confusion Anger
Fights Blame Anxiety Frozen I have too much
to do!!! Careless Work, Mistakes Lots of
Energy and New Ideas, Gave It My All Now Look
What I Get but People cant Focus Low
Energy Whining Complaining
..zzzz
!!!!!!!!!!!!!!
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Change Strategies 2) Move People to the Next
Stage in the Change Process
What Do You Provide?
Denial Commitment Confront with Information
Establish Long-term Goals Tell the Truth
Measure Validate Emphasize Change Will
Happen Reward People who Change Schedule a
Talk Session Allow Time to Let Things Sink
In Walk Your Talk Focus on Team-building,
Structure Resistance Exploration Listen
Acknowledge Feelings Create Focus People on
Priorities Respond Empathetically Provide
Needed Training, Coaching Encourage Support by
Accepting their Ask for Skin in the Game
Concerns Set Short-term Targets Follow
Up Use Caring Confrontation Accept their
Responses