Change Management
Think Piece
Piers Schreiber
Piers@thecommunicationmatrix.net
+44 7707 263 782Key Features of Successful
Transformational Change
Key Features Implications
• It is designed around the business • Incorporate the drivers into the project
drivers plan
• It wins emotional and intellectual • Develop clear engagement / involvement
support strategies
• It models and reinforces the new way • Accomplished before, during and after
of working implementation
• It puts significant investment into • Communicate from the very start of the
communications project
• It creates experiences that shape • Align and engage all levels of
future behaviour management behind the change
• It aligns all the dimensions of • Allow for processing resistance and
management behind the change conflict - natural during change
• It releases talent, creativity and • Provide processes that emotionally
ingenuity - often in unexpected ways support people through all parts of the
changeTen Points of Potential Failure
1. A continued discrepancy between top management statements of values or styles
and their actual managerial behaviour - Saying one thing and doing another
2. A big programme of activities without any clear goals for change
3. Confusion between ends and means - the question of 'training for what' must be
answered
4. Short-term perspective. Three to five years is a realistic time framework for
organisational change
5. Lack of coordination between a number of different activities aimed at increasing
organisational effectiveness
6. Overdependence on others - either outside consultants or inside specialists
7. Large gap between the commitment to change at the top of the organisation and
the transfer of this interest to the middle of the organisation
8. Trying to fit a major organisational change into an old organisational structure
9. The constant search for cookbook solutions
10. Applying an intervention or strategy inappropriately. The tendency to apply
someone else's packageThe Need for a Compelling
Business Case
Strong data-driven rationale
• A specific research-based reason for change
• Linked directly to performance goals
Realistic understanding of organisational implications
Formal; informal; people; tasks
Focused strategy for stakeholder engagement
Identification of critical audiences and gap analysis
Clarification and communication of vision
Compelling reason and urgency behind change activitiesThe Need for a
Burning PlatformThe Need for a
Strong Foundation
Create a shared, defined and Assess the organisation's
robust view of the imperatives readiness and capability for
for change and performance change
requirement
Decide on the vehicle for
Identify stakeholders change (e.g. process
redesign, cost reduction,
culture change, closer
alignment with customers)The Change Equation
(Beckhard)
ST
+ +1 Steps Costs
Vision Dissatisfaction >
$$$
Emotional
Changing individual behaviour requires both new information and new
experiences
( + )X Behaviour
Information Experience Perception=
Information Experience of My perceptions A shift in
about what is doing my work of the my
happening to in new ways organisation, its behaviour
the IFC and me, which reinforces management and
and why the change and and my own attitudes
engages me capability
potentiallyLeadership
Moving one or more people from where they happen to
be to some other place
Clear committed leadership is vital to the success of any
changeKey Features of
Leading Change
Enrolling • Making the journey and destination compellingly attractive
• Helping people see a future they want to be part of
• Helping people find a purpose and meaning for themselves
• Requesting commitment
• Helping people see possibilities for their contribution
Enabling • Challenging self-limiting beliefs
• Setting (together) stretching targets
• Building self-esteem, confidence and trust
• Putting into action
• Building and sustaining people's energy
Energising • Celebrating successes
• Giving recognition
• Expressing optimism
• Demonstrating the behaviours and values that are being
Exemplifying required of othersKey Features of
Leading Change
Purpose Picture Plan Part
• Explain the basic • Paint the picture of • Lay out the plan for • Establish each
purpose behind the how the outcome phasing in the person's part in both
outcome will look and feel outcome the plan and the
• 'What was the • What is the outcome • Outline steps and outcome
problem?' going to look, feel schedules in which • Show employees the
• Who said so and on and sound like? people will receive role & their relationship
what evidence? • How are people information, training & to others. Until they
• What would have going to get their support they need to see it they can't adjust
occurred if no one work done and make the transition hopes & fears to the
had acted to solve interact with each • People oriented to tell new reality
it? other? employees how and • Show employees what
• What could have • How will a day be when their worlds are part they play in the
happened to us if organised? going to change outcome & the
that had occurred • Start with where transition process
people are & work
forward to leave the
past behind and
emerge with new
attitudes, behaviours
& identityTransformation Process
Part
Phase Unfreeze Mobilise Realise Reinforce Sustain
Set the Make early Secure Underpin Strive for
Content direction widespread with continuous
Create the changes & build shift in changes in performance
desire & will confidence behaviour structure & improvement
to change people
processes
Break
with Build Perfor Embed Push
Outcomes the m-ance new the
the
past energy lift-off culture limitsPlan from the Perspective
of the Recipients of Change
Part
Unfreeze Mobilise Realise Reinforce Sustain
Board
• Where do we want them to be?
Senior Mgmt Team
• What initiatives will help them get there?
Customer Facing Staff
• Is the 'load' of change reasonable & within capabilities?
Front-line Managers
• What projects do we need to provide the initiatives
Middle Managers
Support TeamsPlotting Shifts in Commitment
(Example)
Key Players No Commitment Let It Happen Help It Happen Make It Happen
X O
Line Managers
X O
Senior Team
Board O X
HR X O
Employees X O
Project Sponsor X O
Key:
X = Present state
O = Minimum commitment neededSurfacing Potential
Barriers Early On
• Change gets bogged because barriers are not dealt with soon
enough or openly enough to keep the change process moving
• Barriers may exist anywhere and everywhere - even the difficult-
to-see places…
• Strategy • Leadership
• Structure • Management
• Process • Resources
Consider: How will this • Operating principles • Systems
change effort affect…?
• Culture/behaviour • Rewards
• Jobs • Values/Beliefs
• People • CapabilitiesIdentify Strategies for Closing
Critical Gaps
Organisational Dimension Gap Strategy
Strategy
Structure
Process
Operating Principles
Culture/Behaviour
People
Leadership
Management
Resources
Systems
RewardsImportance of Leadership
Communication
Leadership Grapevine
65% ?
Why should I
change my
behaviour or
go the extra
mile? Systems &
Media Processes
10% 25%
• Actions speak louder than words
• Day-to-day behaviour and signals need to live the visionThe Transition Curve:
How Attitudes & Feelings Change
"S/he really made the effort to help us
implement this change"
"This way is more effective"
"I'm not sure I know
what's going on"
"This could be a better way of doing it"
"I can handle this"
"Actually, things might get better"
Confidence
"I feel overwhelmed"
"We can't do this. It won't work. We're not allowed"
TimeMaking Sense of the Journey
To change their behaviour, employees need to see the link between:
The information they receive
Their work and how they do it
The context in which they do their work
The needs of the organisationLink between desired result &
communication approach
Ownership/
Engagement
Acceptance/
Alignment
Understanding
(and Action)
Awareness
Level of change
Tell Sell Consult Join
Level of involvementChoosing the Right
Communications Tools & Channels
Ownership/ Working sessions, 1-to-1
conversations, workshops,
Engagement coaching
Acceptance/ Focus groups, working
Alignment parties, suggestions
schemes, consultative
presentations
Understanding
(and Action) Booklets, plenary
sessions, presentations,
videos, intranets
Awareness
Newsletters,
emails, memos,
Level of change letters, notices
Tell Sell Consult Join
Level of involvementInformation + Involvement
to Build Commitment & Change
"This is the way we do things
here"
Stages of Individual Internalisation
Behaviour Change of new behaviour
"OK, I'm ready to do it the
new way"
Commitment
to personal change
"I know how we need to
do our jobs differently"
Translation
Significant
to the work setting
"I understand where we involvement
need to go" needed
Understanding
of change direction
"Yeah, I saw the memo"
Awareness
of desired change Information with some
involvement sufficient hereTen Strategies for Employee
Involvement
1. Meet regularly with employees and openly discuss the organisational changes and
why they occurred
2. Recognise that employees understand that you may not have the answers to
everything, but it's important for them to feel the communications are open and
honest
3. Constantly communicate clear goals and vision of the new situation
4. Encourage people to discuss fears and concerns in teams
5. Open 'suggestion boxes' for employees to raise questions in anonymity
6. Set up weekly lunches or other informal meetings to discuss the progress of the
restructuring process
7. Whenever possible, assign roles and responsibilities in line with peoples interests
8. Develop rituals and marker events that allow people to connect
9. Involve employees affected by the changes in making decisions about what's best
for them
10. Discuss realistic career options with employees and ensure training is available for
any new skills that are neededCoaching Others in Building
Employee Commitment
1. Identify individuals or groups whose commitment is necessary to
the success of the change effort
2. Create and follow a departmental plan to increase commitment of
all players
3. Continually encourage and enable employee involvement
4. Continually communicate the goals of the change process
5. Turn covert resistance to overt resistance and then to
commitment
6. WALK THE TALK!What People Pay Attention To:
1. Leader attention, measurement, rewards and controls
2. Leader reaction to critical incidents
3. Leader role modelling, coaching
4. Criteria for recruitment, promotion, retirement and excommunication
5. Formal and informal socialisation
6. Recurring systems and procedures
7. Organisation design and structure
8. Design of physical space
9. Stories and myths about key people and events
10. Formal statements, charters, creeds, codes of ethics etc
Between 80-90% of behaviour is determined by
the first three points