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April 13, 2000

Peter Levin, MBA, Ph.D.
RHR International Company
949-364-8909
³It¶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.´

- M. Ferguson
§ss gend

j Part I: Organizational Issues and change

j Part II: The nature of change.

j Part III: Leading others through change.

àart I: Organizational Issues

j Characteristics of The Adaptive Organization

j The Prerequisites for Change

j Characteristics of Effective Change Sponsors

j What Effective Change Leaders Need to Do

j The Internal Players in the Change Process and

their Roles

j The Role of Outside Consultants

 0 e d e Orgn
on

j Willingness to make change j Risk taking is rewarded

j Identifies problems quickly j Candidness

Internal and external looking Open to feedback

j Implements solutions j Enthusiasm

rapidly
j Long-term focus
j Focus on innovation
j Skill Development
Upward communication
j Learning Organization
j Trust
 àrerequses for § nge

j Vson: Develop, articulate and communicate a shared

vision of the desired change

j èeed: A compelling need has been developed and is

s red

j Mens: The practical means to achieve vision: planned,

developed and implemented

j Oewrds: Aligned to encourage appropriate behavior

compatible with vision and change

j Feedb: Given Frequently

n Effe e § nge onsor Mus H e

j àower: to legitimize change

j àn: Personal Stake

j Vson: Total in-depth view

j àub àr e Ooe: Commitment and ability to support

change publicly/ meet privately with agents

j àerformne Mngemen: Ability to reward/confront

j rfe: Pursue change despite personal price

Ñ  Effe e § nge eders Do

j Embre change when it¶s needed

j De eo a vision for change

j §ommune effectively

j e  ngs u by challenging status quo and encouraging others to do

the same

j   e In o ed by walking the walk and being visible about it.

j Dre Oe ew Imemenon of change - continued participation -

never done attitude. Be in position to notice and coach.
 Ooes: 0 e § nge àers

j onsors: Senior management leaders - the driving force

of change - must walk the walk.

j d oes: Allies of leaders, deploy the vision -

communicate - involve - sell - MOTIVATE

j gens: Influence sponsors¶ commitment, target

resistance, measure readiness, assess existing
people/structures

j 0rges: Everyone in organization - develop, train,

reinforce, support
 Ooe of §onsuns

j ssessmen of: management, key players, barriers, opportunities

j §o De eo 0rn: help people adopt new behavior

j àn: Assist in process/knowledge

j Vues Vson: Facilitate their development

j Oedesgn Orgn
on Fors: Rewards, Reports, Re-engineer

j §ommunons: Facilitate the process

j àroje Mngemen sssne

Inroduon
àart II: The Nature of Change

§ nge n busness s no new ² s jus eerng due

o«

j New technology.

j Global competition.

j Growth & increased complexity.

j The result: Change or die

Ñ  o exe from  nge
j Sense of loss, confusion.

j Mistrust and a ³me´ focus.

j Fear of letting go of that which led to success in the past.

j People hold onto & value the past.

j High uncertainty, low stability, high emotional stress

j Perceived high levels of inconsistency.

j High energy ² often undirected.

j Control becomes a major issue.

j Conflict increases ² especially between groups.

 Ind du rerequses for  nge o our

Why should I change?

0

 
What¶s in it for me?




 

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2ead 2eart

  

2ands

What do I do differently?
§ nge mngemen

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Effective Change

Equs

Altering Harnessing Shaping

Mind-set Motivation Behavior
ges of  nge mngemen

³Coming to Grips with the àroblem´

³Working through the Change´

³Attaining and Sustaining Improvement´

 reg  nge memenon

Arenas of
Change
Mind-set Motivation Behavior
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management

1. ³Coming to
Grips with
the Problem´ Breaking the Dealing with Changing
Conventional Reactions to Behavior and
Mind-set and Loss and Developing
2. ³Working Generating a Creating the Competency
through the Picture of the Will to and Capability
Change´
Future Succeed

3. ³Attaining and
Sustaining
Improvement´
 àart 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

3. Use tools to move through obstacles.

May need several simultaneously.

4. Recognize and acknowledge steps forward.

5. Cycle back to Step 1.


ndersndng w  sge of  nge  ere n

Quesons ge
j Do they see a need for change? One:
j How uncomfortable are they with the status quo? Coming to grips with the
j Do they have any sense of urgency about changing? problem.

j Are they struggling with making the change work? 0wo:

j Are they looking for ways to make it work? Working through the
change.
j Are they communicating with others involved in the
change, to get salutations to problems, share Best 0 ree:
Practices, etc. Attaining & sustaining
j Are they looking for ways to leverage the change? improvement.
To enhance it?
 0 e e noog of edng susnbe  nge
Arenas of
Change
Mind-set Motivation Behavior
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management

ge One: j Gather data to convince
you/others that old way
³Coming to no longer works.
Grips with
the àroblem´
j Confront myths,
assumptions, & beliefs
that prevent seeing
problem & changing.
j Increase dissatisfaction
with old ways.
j Increase confidence that
change is achievable.
j Outline costs of old way
& benefits of new way.
j Form team to gather
data.
j Have management talk
about data & need for
change.
j Assess individual
readiness to change.

j Identify specific
behaviors to change.
 0 e e noog of edng susnbe  nge
Arenas of
Change
Mind-set Motivation Behavior
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management
j Create a vision of the j Hold ³reality check´ j Develop a new profile
ge 0wo: future & articulate the meetings to work of leadership success.
new mind-set. through the threats, j Evaluate the top levels
³Working
through the j Help people understand losses, and resistance. of management in
Change´ both the big picture & j Work through the stores.
the details. leaders¶ emotion/ j Involve employees in
j Communicate the resistance first. building change plans.
purpose & benefits j Use individual gain/loss j Reward successes;
broadly. analysis as as tool. expect & learn from
j Help people make the j Discuss how to manage mistakes.
link between solving stress. Be supportive of j Drive individual
today¶s issues & the new one another. behavior
plan. change.
 0 e e noog of edng susnbe  nge
Arenas of
Change
Mind-set Motivation Behavior
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management
j Continually update j Celebrate & reward j Make sure systems &
ge 0 ree: vision of desired future successes. rewards reinforce
& teamwork. j Deal with people who desired behaviors.
³Attaining &
Sustaining j Create forum for will not change. j Train incoming people
Improvement´ feedback & continuous j Establish two-way in the new behaviors.
learning. communication. j Coach, give feedback,
j Continue to articulate j Involve people for buy- & reinforce new
why¶s & benefits. in. behavior.
j Continue to support j Deal with people who
each other in managing cannot change.
stress & change.
ddressng mnd-se
Working with Mind-
Mind-Set

j Learn it thoroughly yourself.

j Build relationships.

j Explain the purpose of change. Help them understand &

teach concept.

j Articulate the benefits.

j Link daily activities to their higher purpose & benefits.

j Repetition: Provide frequent & consistent communication

about change & what¶s needed.

j Paint a picture of the successful future using best

practices.
ddressng be  ors
Working with Behaviors
j Model desired behaviors & attitudes.

j Clearly define desired behaviors & behaviors that need to

change.

j Give feedback frequently to reinforce changed behavior &

correct wrong behavior.

j Coach & teach desired behavior.

ddressng be  ors
Working with Behaviors

j Identify training needs & communicate upwards.

j Create goals to work toward: a vision of success.

j Help people create specific, concrete behavior-change

plans as needed.

j Communicate in multiple forms.

ummr
j oou have to be comfortable with the change before you
can get others to change.

j People can¶t (or don¶t want to) change when they don¶t
understand.
What, why, how, WIIFM.

j oou can¶t intervene until you understand the situation.

j Resistance is part of the change process.

Work with it.

j Address change at all three levels to be successful.

j Sustainable change occurs in steps.

Define your priorities. Don¶t take on too much at once.
 seed ro o  nge

uess

A journey of a thousand miles

occurs one step at a time.

†
r