Manage change instead of change managing you!

Outcomes of Leading change

1. Problem Statement

2. Project Scope

3. Goals

4. Benefit

5. Timing

6. Team & Roles

Tools to help lead the change

In vs out Box

This tool helps the team to brainstorm the impacts, resources, or results that may or may not be included in the scope of their project.

Use a large “picture frame” to discuss and distinguish those items that the team agrees will be in or out of scope.

Charter

You will find the project charter template in this lesson:

Outcomes

1. Shared belief among key players that there is a need and logic for change.

2. Need must be greater than resistance.

Tools

Threat vs Opportunity Matrix:

Use this tool to define the need and motivation to change. It will also help you to develop the business case and assign benefits.

First gather your team together to identify the threats if you DO NOT address the current state vs the opportunities if you DO.

Discuss the short vs long term to agree to a definition for your organization.

Ask these questions, from the perspective of the person(s) affected by the change:

• What threats will we face if we do not make the change?

• What opportunities will we experience if we do make the change?

Outcomes of Shaping A Vision

A clear statement about the outcome of the change effort which is:

• Customer/Employee focused

• Challenging

• Easy to understand

• Not just one person’s dream

• Evolving, not static

• Behavioral & actionable

The vision helps people see the possibilities as they move from the current state to a new beginning or future state. It's much harder to move when you have no vision of the future state.

Tools

Backwards Imaging:

This exercise helps team members see the future in advance. By imagining what the successful project will look like, team members describe how the new process looks and feels when it is functional. Finally, the team compiles these diverse views of the future and creates a consensus of what the best solution will be and the anticipated milestones to achieve it.

More of Less of Chart:

Change is about changing behaviors. First, identify which behaviors you are trying to change for each different stakeholder or type of stakeholder. Document behaviors you'd like to see more and less of. Assess your progress and identify actions to take to increase progress towards achieving the 'more of' behaviors.

Outcomes

1. Coalition of committed individuals who visibly support change

2. Ability to manage conflicts inherent in change & engage in appropriate problem solving

3. Extended commitment to change throughout the organization

In this phase, assess where your people are in terms of accepting change. Some will be linchpins - or early adopters. Others will be later adopters and will take more time to transition. In order to move more people to a level of acceptance, ask what your team can do to increase:

• clarity

• trust

• sense of stability and control

• sense that influence in organization is NOT being eroded

Tools

Attitude Chart

An attitude chart can help you document your linchpins and resistors.

Use this diagram to identify functions and people who fit into each of these roles:

• Innovators are the people who see the need before anyone else and begin to craft a solution. They could be the people on your project core team.

• Linchpins are your early adopters. They are the people who will find their way to the vision without having a complete guidebook. When things do not go as planned, they find a way to navigate and lead others.

• Late adopters will follow the linchpins.

• Resistors will be the hardest group to convince. They may need support and coaching from the sponsor to hold them accountable to change.

  
  

What must you do to make change last?

How do you keep your initiative fueled for the long-term? KEEP YOUR FOOT ON THE GAS! It's time to dig in and keep asking - "How can we continue to support the behaviors we want to see more of and reduce the incidents of less desirable behavior?"

Outcomes

1. Consistent, visible, tangible reinforcement of the change

2. Integration of new initiative with ongoing work patterns

3. Changes to organizational systems & structures help make the change a natural part of individual & team behavior

Tools

Force Field Analysis:

What is your team up against? Possibly you are seeing some early adopters make the change, but not all people are moving in the desired direction. Use this tool - the Force Field Analysis - to help identify why this might be the case.

This is a team brainstorming tool. Start by documenting the desired future state the change initiative is targeting.

What forces in or around our environment will work for or against the success of our project?

How can we constructively leverage the Helping forces while effectively managing or mitigating the Hindering forces?

Build an action plan to leverage Helping and minimize Hindering Forces.