Change Management for Acquisition Career Managers

Understanding the impact of change and how to obtain buy in from our customers December 7, 2011

Why Is This Important?

The amount of change in our Agencies at the moment is phenomenal Acquisition Career Managers are on the receiving end of changes, and they also have to lead them! People react to change differently Resistance can cause change to fail Excellence as ACMs involves Change Leadership

Some Definitions
Change Agent:

People who act as catalysts for change Someone who directly or indirectly causes change Ability to energize groups who will be implementing change projects that they may or may not have bought into A leader who creates a vision to guide people, through inspiration and commitment A leader who initiates and manages the change process, and energizes it on an ongoing basis, removing roadblocks and/or accelerating its pace

Change Leader:

Types of Change
Type I That which is done to us.

Very few people like this type of change! It violates our sense of independence, freedom and control of our own destiny Most likely to resist within the context of organizational change

Type II That which we do to ourselves.

This type of change is very different We're in control. We're deciding for ourselves that doing something different is necessary Because it's our decision, we don't "resist" our decision to change

Type III That which we do to others.

Change from the other side of the fence If we're inflicting Type III Change, then its perceived by the receiver as Type I Change

Dimensions of Change
Case for change Structure & Ratios Roles Measures Sizing Skills & Knowledge

20% Rational
What should the new
policy be ?

Is the new approach

really better?

How will this affect me? Will I have a job? How will my career develop?

40% Political
Is there a risk for my position ? What will my power be tomorrow?
How does power shift? How big is my budget? How will my customers react?

40% Emotional
Is the effort worth it ? Am I going to be
successful ?

How will I look in the

future ?

Dimensions of Change for ACMs

Agency

ACM
CHANGE

OFPP/FAI

Acquisition Workforce

Dimensions of Change for ACMs

Policy
Three tier certification Ambiguity

Change Leadership Technology

New systems New tools Ambiguity

Process
New procedures Ambiguity

Change for ACMs

Individual Change

Individuals and Temperament

NF - Idealists Eat Sleep and Breathe Personalization Motto Im an NF, and Im here to help Achilles Heel Guilt SJ - Guardians Eat Sleep and Breathe Procedures Motto Dont change what isnt broken Achilles Heel Disorder/Disorganization
NOTE: Introduction to Temperament, Hile Rutledge

NT - Rationalists Eat Sleep and Breathe Complexity Motto Why? Achilles Heel Incompetence SP - Artisans Eat Sleep and Breathe Now Motto If all else fails, read the directions! Achilles Heel Routine/inactivity

Temperament and Change

NF Idealists To whom?
Need to know who will be affected and how and why its meaningful Change must support their value systems Must be for the good of the organization and the people Manage impact to organizational atmosphere Give them the big picture first

NT Rationalists Why?
Resist if it seems illogical, unreasonable or unfair Logical reasons for the change and a clear strategy and path forward Need to know their analytical abilities will be valued in the new order Sense of competence and task mastery Need to see big picture, starting with goal and why its important

SJ Guardians How?
Need to know rationale and benefits Need to know what the plan is Need the opportunity to preserve what works well Incremental change anchored by current realities Need a sense of belonging throughout the change Need to know step by step instructions of how to do new things

SP Artisans What?
Resist if not been involved upfront Desire to be where the action is Need something to do right away Flexibility and options designed into the change Hands on approach to training on the job Lets get on with it!

What's happening for the ACMs?

Denial Shock Anxiety Enthusiasm Trust Relief/Anxiety Hopeful/Skeptical Impatience Undirected Energy Creativity Acceptance Conflict Stress Excitement

Desired & Eventual Productivity

Original Productivity

Confusion Anger Avoidance Resignation

Reconcile
Policy enforced on them
Indignation because not involved in the decision Confusion over day to day impact Anxiety will there be an impact to my job?

Reorient
Feeling of loss liked the old
certification approach Confusion over how to sell this new policy to the Acquisition Workforce Anxiety over day to day impact Creative ideas for helping Acquisition Workforce see the benefits

Recommit
Improved understanding of
advantages of new certification approach reduced anxiety Institutionalized processes Benefit for the Acquisition Workforce is visible

Endings New Certification Policy

NOTE: William Bridges, Managing Transitions

Neutral Zone Transition to new policy

New Beginnings New policy is institutionalized

Change for the Acquisition Workforce

Whats happening for the Acquisition Workforce?

Denial Shock Anxiety Enthusiasm Trust Relief/Anxiety Hopeful/Skeptical Impatience Undirected Energy Creativity Acceptance Conflict Stress Excitement

Desired & Eventual Productivity

Original Productivity

Confusion Anger Avoidance Resignation

Reconcile
Resistance to learning something new
Indignation because not involved in the decision Confusion over day to day impact Anxiety how will I fit this in with everything else on my plate?

Reorient
Feeling of loss liked the old
certification approach Conflict isnt there another option? Confusion over new certification requirements Creative ideas for how to fit certification in schedule

Recommit
Improved understanding of
advantages of new certification Reduced anxiety due to engagement, training, learning Institutionalized processes Improved career development and skills New Beginnings New policy is institutionalized

Endings New Certification Policy

NOTE: William Bridges, Managing Transitions

Neutral Zone Transition to new policy

Resistance
Leaving comfortable policies, systems, processes, etc. Impact to credibility or reputation Concern about career or financial advancement Heightened / expanded performance requirements The need to prove yourself again in a new context Impact to job role

NOTE: 20/60/20 rule

20% will get on board immediately 60% will be on the fence and look to the leaders for when and whether to follow they will get on board eventually 20% will never get on board ANXIETY RESISTANCE

AMBIGUITY

Examples of resistance

We tried that before. It costs too much. Its too radical a change. Theres not enough help. Weve never done it before. Theres not enough time. Lets get back to reality. Thats not our problem. Why change it? Its still working OK. I dont like that idea. Youre right, but Youre two years ahead of your time Were not ready for that. Sounds OK but impractical.

It might not work. Not that again! We did all right without it. Its never been tried before. Lets shelve it for the time being. What you are really saying is Maybe that would work in your area but not in mine. Its impossible. Youre not here to think. Cant teach an old dog new tricks. Lets wait until the next generation. Its too early to think about it. Its too late to start. Weve always done it this way.

Moving People Forward

Information (Analysis)
Provide information Provide rationale Make it logical

Emotion (Appeal)
Create passion for the change Make it meaningful

Direction (Achievable)
Provide the Path Describe the big picture Describe the steps

ENGAGEMENT

Information
Provide information as early and regularly as possible Provide the logic behind the change Provide the business case Describe the bright spots

Not just what problem the change will solve Also what the future will look like and why it will be better Need a compelling vision, and yet the devil is in the details Provide clarity to manage ambiguity

Provide detailed guidance

Change has to make sense.and the fact that change is logical is not enough.!

Emotion
Engage users early and often at all levels Motivation is key Make change manageable

Take small steps so that the change is not overwhelming Make the change seem smaller than it is Generate hope

Make change a matter of identity, not consequence

Who am I? What kind of situation is this? What would someone like me do in this situation?

Change has to be meaningful.and yet this is still not enough!

Direction
People need to see the vision, the goal, the big picture They will also default to taking the easiest path

Tweak the environment to make changing easier, and the status quo harder Re-shape the path to fit the needs of the change Rally people in support of the change Show people the right way to do the new thing create new habits Give them details Reduce complexity and provide simplicity and clarity

Be specific

Need all three for change to be successful!

How To Deal With Resistance

Acknowledge:

Tell the person your perception of resistance Be clear, specific, and honest Be empathetic Identify main source of resistance Encourage person to talk about feelings Listen Isolate and work individual issues Reinforce the positive aspects of change Explain reasons for change Use clear arguments Gain acceptance

Investigate:

Reinforce:

Dont take resistance personally!

Communication Useful Tools

Listen

Listen actively Listen attentively Listen with empathy Ask What do you think? Ask What do you feel? Notice and comment on behavior De-emphasize comments about the individual Express the effect and the personal impact Avoid phrases beginning with You Ask What is their contribution? Ask How they contribute to the situation? Use the concept Lets Suppose Help them imagine ideal outcomes Avoid and eliminate asking Why? Ask instead What, Where, How, Who, Which, When? Emphasize multiple options Always consider three options

Feelings and Thoughts Behavior vs. person I Messages Contribution Magic of Pretending Open-Ended Questions Options

REMEMBER its better to over communicate!

Change for the Organizational System

Exercise 4
Practicing communication styles:

Find a different partner again Take it in turns to practice delivering the messages around the new certification program using different tones, words, styles, etc. Have the other person describe the impact that the different approaches have on them Take it in turns Be prepared to share themes

Impact to the Organization

External Environment

Mission & Strategy

Leadership

Organizational Culture

Management Practices Structure Work Unit Climate Task & Individual Skills Individual Needs & Values Systems (Polices & Procedures)

Motivation

Individual & Organizational Performance

In Conclusion
Changes have impacts in many areas

For Individuals For the Customer For the Organization

Change causes ambiguity, uncertainty, anxiety and resistance Communicate, Communicate, Communicate Excellent Managers are also Change Leaders!!