Managing Change

Embrace change when it’s needed Develop a vision for change Communicate effectively

Shake things up by challenging status quo and encouraging others to do
CSULA
Managing Change
April 13, 2000
Peter Levin, MBA, Ph.D.
RHR International Company 949-364-8909
“It’s not so much that we’re afraid of change, or so in love with the old ways, but it’s the place in between that we fear… it’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.”
Dealing with Reactions to Loss and Creating the Will to Succeed
Changing Behavior and Developing Competency and Capability
3. “Attaining and Sustaining Improvement”
shared

Means: The practical means to achieve vision: planned,
developed and implemented

Rewards: Aligned to encourage appropriate behavior
compatible with vision and change
Effective Change
Equals
Altering Mind-set
Harnessing Motivation
Shaping Behavior
Stages of change management
“Coming to Grips with the Problem”
“Working through the Change”

Feedback: Given Frequently
An Effective Change Sponsor Must Have

Power: to legitimize change Pain: Personal Stake Vision: Total in-depth view

Public/Private Role: Commitment and ability to support
reinforce, support
Role of Consultants

Assessment of: management, key players, barriers, opportunities Coach/Develop/Train: help people adopt new behavior Plan: Assist in process/knowledge

Agents:
Influence sponsors’ commitment, target resistance, measure readiness, assess existing people/structures

Targets: Everyone in organization - develop, train,

The result: Change or die
What to expect from change

Sense of loss, confusion. Mistrust and a “me” focus.


Fear of letting go of that which led to success in the past.
Control becomes a major issue.
Conflict increases — especially between groups.
Individual prerequisites for change to occur
Why should I change?
Thinking & understanding Emotional/ Motivational
Part III: Leading Others through Change
1. Identify (roughly) the stage person/group is in.
2. Determine obstacles/arenas:
a. Head
b. Heart
c. Hands d. All of the above
Mind-set (Thinking/ Understanding)
Motivation (Emotional/ Intuitive Dynamics)
Behavior (Capability)
2. “Working through the Change”
Breaking the Conventional Mind-set and Generating a Picture of the Future
What’s in it for me?
Head
Heart
Behavioral
Hands
What do I do differently?
Change management
The Effective Management of Change Involves An Integrated Approach In Each Of These Three Arenas
3. Use tools to move through obstacles.

May need several simultaneously.
4. Recognize and acknowledge steps forward. 5. Cycle back to Step 1.
Understanding what stage of change they’re in
Introduction Part II: The Nature of Change
Change in business is not new — it’s just accelerating due to…

New technology.


Global competition.
Growth & increased complexity.
Roles: The Change Players

Sponsors: Senior management leaders - the driving force
of change - must walk the walk.

Advocates: Allies of leaders, deploy the vision communicate - involve - sell - MOTIVATE
the same

Stay Actively Involved by walking the walk and being visible about it. Direct, Review Implementation of change - continued participation never done attitude. Be in position to notice and coach.
change publicly/ meet privately with agents


Performance Management: Ability to reward/confront
Sacrifice: Pursue change despite personal price
What Effective Change Leaders Do
Values / Vision: Facilitate their development
Redesign Organizational Factors: Rewards, Reports, Re-engineer


Communications: Facilitate the process
Project Management Assistance

Characteristics of The Adaptive Organization
The Prerequisites for Change Characteristics of Effective Change Sponsors What Effective Change Leaders Need to Do
People hold onto & value the past.


High uncertainty, low stability, high emotional stress
Perceived high levels of inconsistency.


High energy — often undirected.

Identifies problems quickly


Candidness

Internal and external looking

Open to feedback

Implements solutions rapidly Focus on innovation

Enthusiasm Long-term focus Skill Development Learning Organization
- M. Ferguson
Class agenda

Part I: Organizational Issues and change Part II: The nature of change. Part III: Leading others through change.
Part I: Organizational Issues

Upward communication


Trust
Prerequisites for Change

Vision: Develop, articulate and communicate a shared
vision of the desired change

Need: A compelling need has been developed and is
The Internal Players in the Change Process and their Roles
The Role of Outside Consultants

The Adaptive Organization

Willingness to make change

Risk taking is rewarded
QuestionsFra bibliotek Stage
One: Coming to grips with the problem. Two: Working through the change. Three: Attaining & sustaining improvement.
Do they see a need for change?
“Attaining and Sustaining Improvement”
Strategy/change implementation
Arenas of Change Stages of Change Management 1. “Coming to Grips with the Problem”
How uncomfortable are they with the status quo?
Do they have any sense of urgency about changing? Are they struggling with making the change work?