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Overview
Product Details
| ISBN-13: | 9781604271416 |
|---|---|
| Publisher: | Ross, J. Publishing, Incorporated |
| Publication date: | 05/01/2017 |
| Edition description: | New Edition |
| Pages: | 264 |
| Product dimensions: | 6.00(w) x 9.00(h) x 1.10(d) |
About the Author
Read an Excerpt
CHAPTER 1
The Barriers to Change
One of the first things that people need to know about change in order to be successful in implementing organizational change management strategies, methods, and approaches is that the very nature of change creates conflict. As depicted in Figure 1.1, that conflict is both internal and external.
Someone once said, "Change is both exciting and scary." It is this paradox that creates the conflict associated with change. Change impacts how people feel about themselves and the world around them. Change is personal, even in an external environment like work.
The personal nature of change means that the idea of impending change evokes reactions that expose fear, trust and control issues, apathy, insecurity, motivation, learned helplessness, and the level of change fatigue. However, the openness and willingness to embrace change also depends on a variety of external factors such as complexity; clarity of the vision and direction; management of expectations; as well as the capability and capacity for the specific changes.
In combination, these factors create a double wall that becomes a very solid barrier to implementing change. In fact, if these barriers are not addressed, it almost doesn't matter what changes are being implemented, the adoption rate will be lower over a longer period of time than is necessary and, perhaps even, sustainable.
The resistance to change increases when both the internal and external barriers (fear, trepidation, nervousness) are not addressed. In combination, these barriers decrease the likelihood that change can occur successfully. Therefore, any organizational change initiative must address these factors in its strategy and plan by leveraging very specific tools and techniques.
Let's talk about the 80/20 Rule (or the Pareto Principle) in the context of organizational change management because it's an important thing to keep in mind as changes are planned, implemented, and managed — especially when talking about how people react to change and the internal and external barriers that will exist throughout the process of change.
Ordinarily, the Pareto Principle states that roughly 80% of the effects come from 20% of the causes. Within the context of organizational change management however, let's say for the sake of argument, this rule can also be applied as an indicator of the types of resistance that will be evident on any one project.
Look at it this way, 80% of the people are actually going to accept change. They will accept it, in part, because people have a tendency to roll with the flow and, in part, because others are doing it (very few people like to be the loner).
That means that only 20% of the people impacted by change are actually resistant. This does in fact mean that 80% of the resistance is coming from 20% of the people as the Pareto Principle suggests. But what is also interesting is that of those 20%, a further 80% are actually only asking for more information.
What this suggests is that communication plays the single most important role in organizational change management. As illustrated in Figure 1.2, well-planned and well-managed communication is the key to engagement, collaboration, and adoption of change.
INTERNAL BARRIERS
Fear
Fear is exactly what it sounds like. It is the fear of the unknown that arises at the mere mention of change. It is the natural gut response to any type of change announcement and is obvious when people start asking questions like:
• What are you asking me to do?
• How will this impact me?
• How will my current responsibilities change?
• Are we sure this will work?
• Who decided to make this change?
How Does Fear Impact the Ability to Change?
This doesn't mean that fear is the end of the change. In fact, it can be quite the opposite when addressed correctly. Since fear is a natural response, it is important to understand how it can impact change if and when it is not addressed.
Again, the fear of change is really the fear of the unknown. The best way to combat the fear of the unknown is to give people time to overcome the initial shock — show people what life will be like with the new changes in place and give them time to get comfortable with them.
Specific techniques that can be leveraged to combat fear include upfront communication, visualization, quick wins, mentoring, and training sessions. Each of these techniques will be discussed in further detail in Chapters 4 and 10.
People may still adopt changes if they have fear, but the likelihood of those changes being sustained is greatly reduced. The reason for this is simple. Fear blocks our cognitive ability to hear, see, learn, and retain valuable information. In other words, it can make the activities you have for training ineffective and pointless because it will actually lower the rate of retention for the information and flatten the learning curve (see Figure 1.3).
Trust
Trust is the ability to believe in the new products and processes, but also in those who are implementing the changes. This means that in order for people to step out onto that ledge and adopt changes, they must first trust that getting onto the ledge is the right thing to do under the circumstances, trust that the ledge will hold them, and trust that they are being given sound advice.
How Does Trust Impact the Ability to Change?
Trust impacts our ability to change for just those reasons cited in the previous paragraph. Based on the reasonable belief in any combination of those factors, people will generally at least try to step out onto the ledge. However, if they don't trust the leader or other person who may be giving them the advice, it's not going to happen. After all, they have to be out on that ledge with that leader. Why risk being pushed off?
Specific techniques that can be leveraged to build trust include upfront communication; clear direction; creation of a strong vision statement; road mapping; Kaizen events; determining a solid communication architecture; hosting forums, hackathons, and skunk works; quick wins; mentoring; and training sessions. Each of these techniques will be discussed in further detail in Chapter 9.
The fact is that people are more likely to leave than adopt changes when there is little to no trust. Those who do adopt changes often aren't doing so because they believe in them; rather, they are apathetic.
Control
Simply and obviously put, this is the level of control that an individual has over what they do on a daily basis. In self-determination theory (SDT), this is referred to as the fundamental need for autonomy. It is the reason that so many immigrants came to the Americas to start new lives for themselves and their families.
How Does Control Impact the Ability to Change?
In terms of change, people are more willing to adopt proposed changes if they feel as though they have some sense of control over what is being changed, as well as how and when it is changing. However, in the long run, the level of personal control does not mean that people will not adopt the changes. It may mean that they adopt some of the changes and implement work-arounds to skirt others.
Specific techniques that can be leveraged to empower people to collaborate through changes include hosting forums, hackathons, and skunk works; conducting quick wins; and leveraging communication architecture to accept and incorporate feedback.
As with trust, the level of control felt by people in implementing changes may have little impact in the ultimate adoption of the changes, however, again, they may be more likely to leave or introduce their own work-arounds. People will take control where they feel that they can get it.
These work-arounds are really their way of saying, "I'm not doing what you told me to." Unfortunately, one of the other problems with a lack of a sense of personal control is that people will actively work to sabotage the project. They will gossip, skip important meetings, not contribute, speak out against the project, and actively encourage others in a corporate anti-project mutiny.
What that really means is that these guys are the 20% of the 20% in the Pareto Principle. They need more, they need it now, and they need recognition for it. Otherwise, good luck with that change thing!
Apathy
Apathy is a lack of concern and complete indifference to organizational changes being introduced. It is significant in that it is a direct indication of the level of buy-in and trust that people have for the company and its leadership. This is often accompanied by the laissez-faire I-get-paid-to-be-here attitude.
How Does Apathy Impact the Ability to Change?
Change apathy means that people will neither work to support change, nor will they work against it. On its own, apathy is a sense of indifference in that people just don't care enough to try, and that signifies that they are less likely to embrace change or collaborate on problem solving when issues arise during the change process. They are more likely to quit or go back to the old way of doing things or simply ignore the directives to change. According to SDT, the fundamental underlying need that these people have is relatedness — in that they need to feel as though they are connected to and are an important part of the team and changes around them.
Specific techniques that can be leveraged to decrease apathy are really the same as they are for control because people become apathetic if they feel as though they don't count and are not important in the process. Again, these include hosting forums, hackathons, and skunk works; conducting quick wins; building networks and practice communities; and leveraging communication architecture to accept and incorporate feedback into the changes. However, it also includes celebrating and recognizing peoples' contributions to the success of change.
Apathy doesn't mean that people won't adopt the changes, but it does mean that those changes won't be sustained. This is exactly why different projects are initiated years later to reintroduce similar changes to the company, and why a review of the ongoing processes and procedures will look very different to what was implemented by the project team.
Insecurity
Insecurity is the feeling of being anxious, uncertain, or timid. In terms of change, insecurity is closely related to fear in that it is the fear of the unknown that arises at the mere mention of change and is the natural gut response to any type of change announcement. However, it only arises when the person or people impacted by the changes have self-doubt about their own individual or collective capabilities and capacities to adopt the changes.
Insecurity is obvious when people say things like:
• That will never work here.
• Those companies are not like us.
• I could never do/try that.
How Does Insecurity Impact the Ability to Change?
Insecurity impacts change given that it limits peoples' ability to personally connect with the changes being made and often leaves them feeling left out. As a result, they become disengaged from the team and do not contribute or collaborate. According to SDT, the fundamental underlying need that these people have is to feel competent.
Therefore, specific techniques that can be leveraged to build up the confidence of those impacted by change include mentoring, conducting quick wins and workshops, and celebrating successes. Remember the analogy about the ledge? Well, these people need to know that they can stand on the ledge without falling. What they really need is to learn to trust in themselves, regardless of the situation they find themselves in.
People who are insecure will adopt proposed changes, but they will do it at their own pace unless their confidence in their capability and capacity is improved. As with fear, their ability to learn is impacted by insecurity. Feeling insecure often makes people give up or prevents them from hearing, seeing, and learning because their perception is colored by a negative view of themselves.
Motivation
Motivation is the internal drive or impulse to perform a given task or set of tasks. SDT describes motivation as the rationale that drives the choices that people make of their own volition, without any interference or influence from external sources.
How Does Motivation Impact the Ability to Change?
While motivation may not always be a direct result of external factors and sources, those factors can impact a person's motivation (as we will discuss in the section Learned Helplessness). They can also impact a person's fear, insecurity, apathy, and levels of control. Thus, one could say that motivation to change is impacted by these external factors about as much as it is by internal factors.
Specific techniques that can be leveraged to increase a person's level of motivation include up-front communication; visualization; conducting quick wins, workshops, mentoring, and training sessions; clear direction; creation of a strong vision statement; road mapping; Kaizen events; determining a solid communication architecture; hosting forums, hackathons, and skunk works; celebrating successes; and leveraging communication architecture to accept and incorporate feedback.
Because motivation is closely tied to fear, control, insecurity, apathy, and trust, it has a direct impact on peoples' willingness to adopt changes and the lengths of time it will take to implement them. Consequently, it will also have a direct impact on the ability of the company to sustain those changes once they have been implemented or deployed.
Learned Helplessness
Learned helplessness is similar to apathy in that it is an attitude of indifference. However, it is a learned attitude that is the direct result of being dejected time and again.
How Does Learned Helplessness Impact the Ability to Change?
Learned helplessness can impact people's ability to change because when they do not feel as though they can change or that change is just too daunting, they are less likely to participate in the initiative. What does this look like?
This means they do not fill in the survey about what is important to them, they do not attend the town hall meetings, they do not provide input into requirements, and they do not respond to e-mail requests. After all, why bother? In their minds, it cannot be done, so they are not going to show up and help the project fail.
There are numerous incidents of learned helplessness in companies where the employees and customers are disempowered. When it comes time to change, as with apathy, people probably won't care enough to try anything new and will be less likely to embrace change or to collaborate with others. Again, they will be more likely to quit, revert, or ignore the change directives. According to SDT, the fundamental need is relatedness — meaning that they need to feel as though they are an important part of the change.
Specific techniques that can be leveraged to decrease learned helplessness are the same as they are for both apathy and control. Again, these techniques include hosting forums, hackathons, and skunk works; conducting quick wins; building networks and practice communities; and leveraging communication architecture to accept and incorporate feedback into the changes. However, above all else, it includes actually incorporating the feedback, celebrating successes, and recognizing peoples' contributions. Learned helplessness will not prevent people from adopting the changes, but those changes will likely not be sustained.
Change Fatigue
Change fatigue is the mental and emotional exhaustion that comes from too many changes being implemented over an extended period of time. In general, people need time to rest and develop new norms under the changes before moving on. Think of it in terms of a cross-country road trip or a flight from Los Angeles to Bangalore — at some point, you're going to need to rest and adjust so that your body and mind can catch up to a new reality.
People experiencing change fatigue often remark that there is always some new project going on or that they want things to slow down and stay the same for a while. This sentiment may be held by several groups within the organization, but not necessarily the whole organization. When there is a vast difference between sentiments expressed by groups across the organization, it can be an indicator that more change management efforts are needed because, ultimately, it illustrates that some people are not consistently seeing the vision and the path forward.
How Does Change Fatigue Impact the Ability to Change?
Change fatigue impacts the ability to change since it can actually make people apathetic, feel a loss of control, feel insecure, and lose trust in management. None of these are good places to be. However, this can be overcome by addressing not only these individual issues, but also by staging change in phases; focusing communications on the long-term, big vision; and celebrating successes.
(Continues…)
Excerpted from "Mastering Organizational Change Management"
by .
Copyright © 2017 Barbara Davis.
Excerpted by permission of J. Ross Publishing, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
About the Author xiii
WAV™ xv
Introduction 1
Myths and Misconceptions About Organizational Change and Organizational Change Management 1
Attitudes 1
Approaches 2
Impact of Change on Culture and Morale 2
Inertia 2
Building a Grassroots Movement 3
Change Management-Bracing for Impact 3
Change Management-Hitting the Wall 5
Change Management-in the Aftermath 7
Beyond RACI: Getting Sponsors, Business Owners, and User Groups Involved 8
RACI Matrix 9
Why Some People Contribute and Why Others Don't 9
Why Opportunity Alone Does Not Equal Contribution and Increase Participation 10
Types of Participation 10
Creating the Right Conditions Increases Participation 15
Informational Activities 15
Input Funnels 16
The Change Agent as Facilitator 17
Reference 18
Chapter 1 The Barriers to Change 19
Internal Barriers 21
Fear 21
Trust 22
Control 23
Apathy 24
Insecurity 24
Motivation 25
Learned Helplessness 26
Change Fatigue 27
External Barriers 28
Change Complexity 28
Lack of Clear Vision 29
Lack of Clear Direction 29
Mismanaged Expectations 30
Lack of Capability and Capacity 30
Reference 31
Chapter 2 The Reasons for Change 33
Burning Platform 33
Continuous Improvement (Evolution) 36
Facilitate Growth 39
Scaling Back Operations 39
Mergers and Acquisitions 40
References 41
Chapter 3 Interpreting the Language of Change 43
The Language of Change 43
Listen: To Understand 44
Active Listening 44
What People Say and Why 47
Attitude Is Everything 47
Self/Ego-expressive 50
Adaptive 50
Ego-defensive 50
Positive, Negative, and Neutral Attitudes 51
Speak: Being Understood 52
What We Say, How, and Why 52
Semantics 54
Ambiguous Statements 55
Built-in Assumptions 59
Directive 59
Implicit Cases 60
Negation 60
Scope of Action 62
Time Reference Ambiguity 62
Messaging Mediums 62
Consultation 64
References 66
Chapter 4 The Process of Change 67
Internal Change; How Individuals Change Themselves 68
Acknowledge and Accept Change 68
Be Willing to Change 70
Have Knowledge and Confidence 70
Move from Inconsistent to Consistent Application of the Changes 71
Internalization: How People Prepare 71
5 Stages of Grief 71
Visualizing Success 72
Jetty Jumping 73
How People Change 74
Overcoming Learned Helplessness 74
Getting (and Feeling) Support 75
How People Incorporate Change into Their New Role 76
Try It, Buy It, Use It 76
External Change: How Organizations Change Individuals 77
Communicate Proposed Changes and Rationale 77
Setting and Managing Expectations 78
Engage People in Change 80
Provide Opportunities for Knowledge Transfer and Building Confidence 81
Quick Wins and Pilot Projects 82
Provide Ongoing Support 84
Provide Positive Reinforcement and Governance 84
Demonstrate the Effectiveness of the Change Efforts (Before, During, and After) 85
References 86
Chapter 5 Understanding the Business 87
Understanding the Business Ecosystem 87
Business Model 88
Dimensions of the Business Model 88
Key Relationships 92
Relationship to Customers and Clients 92
Relationship to Partners and Vendors 93
Relationship to Competition 94
Relationship to Industry 95
Organizational Structure 96
Understanding the Business Climate 96
Business Vision/Mission 97
Performance-based Organizations 98
Level of Job Satisfaction 99
Culture 101
Level of Intimacy 103
Level of Trust 105
A Note About Trust 107
How Does Trust Influence Culture? 108
How Will Trust Influence Change Reactions? 108
How Will Trust Influence Recovery from Change Shock? 108
How Will Trust Influence Adoption? 108
Behaviors that Build Trust 109
Profit-based Organization 110
Brand Strength 111
Customer Loyalty 112
References 113
Chapter 6 Understanding the Change 115
Business Goals and Drivers 115
Change Scorecard 116
People 116
Culture 120
Capacities 122
Organizational Structure 124
Roles and Responsibilities 125
Process 125
Types of Processes 126
Learning Curve 126
Demographics 127
Technology 127
Demographics 127
Learning Curve 128
Chapter 7 Who Is Impacted by the Change 129
Stakeholder Needs Assessment 130
Key Activities 133
Stakeholder Groups 136
Stakeholder Impact Assessment 138
Reference 139
Chapter 8 OCM Approaches 141
Aerobic versus Anaerobic Systems 141
ADKAR 142
Key Activities 142
Kotter: The 8-Step Model 144
Key Activities 144
IIEMO 146
Inform 146
Involve 147
Evolve 149
Maintain 150
Observe 152
AIDA 154
Attention 155
Interest 156
Desire 156
Action 157
Reference 157
Chapter 9 Organizational Change Manager Techniques 159
Visioning 159
Vision Statement 159
Mission Statement 160
Communication Architecture 161
Artifacts 163
Plans 168
Tools 172
Policies 174
Needs Assessment 176
Impact Assessment 177
Road Mapping 178
Key Activities 178
Kaizen Events 179
Skunk Works 180
Hackathons 181
Key Activities 181
Quick Wins 183
Key Activities 184
Determining the Learning Path 185
Key Activities 186
Celebrating Successes 187
Specific Communication Campaigns 188
Key Activities 189
Networks and Practice Communities 189
Mentors, Champions, and Evangelists 190
Workshops 191
Facilitator's Role 191
Forums 192
Gamification and OCM 192
How Do You Incorporate Gamification into Your OCM? 194
References 195
Chapter 10 How to Measure Success 197
Before: Setting up for Transformation Success 198
Defining Standing Measures 198
Determining Shifting Measures 198
Impacts of the Problem 203
Change Scorecard 204
Key Activities 207
During: Reevaluating Progress and Achieving Milestones 213
After: Verity and Finalize Results 216
What Was Accomplished? 216
Which Techniques Were the Most/Least Successful? 217
How Much Did the Change Management Activities Cost? 217
References 218
Chapter 11 Creating a Winning Organizational Change Management Strategy 219
Business Climate 222
How Does It Tie into the Strategy? 222
Ecosystem 223
How Does It Tie into the Strategy? 223
Business Readiness 224
How Does It Tie into the Strategy? 224
Elements of a Winning Organizational Change Management Strategic Plan 225
Laying the Groundwork 225
Goals, Objectives, and Primary Focus Areas 226
Determine Change Initiatives 227
Methodology/Approach Selection 229
Change Governance: Measurement and Accountability 231
Chapter 12 Adopting a Culture of Change 233
Attributes of a Change-ready Culture 234
Transparency 234
Opportunity 235
Influence 235
Personal Ownership 236
Job Satisfaction 236
Layers of Change 237
Strategic Change 237
Tactical Change 238
Hiring Change-ready Resources 238
Change Fatigue 240
Index 241