Change Management Team Development

1. Change Management Team Development

2. Agenda • Introduction • Developing Team Effectiveness • Reviewing Team Goals • Delivering Business Benefits • Working Together • Prioritising and Planning • Review and Next Steps • Introduction

3. The challenge of change “It should be borne in mind that there is nothing more difficult to arrange, more doubtful of success, and more dangerous to carry through than initiating changes . . . The innovator makes enemies of all those who prospered under the old order and only lukewarm support is forthcoming from those who would prosper under the new” • SOURCE: NICCOLO MACHIAVELLI (1469-1527)

4. Contracting Template One What do I expect of you? • Facilitator • Manager • Fellow participants

5. Contracting Template Two What do I think you expect of me? • Facilitator • Manager • Fellow participants

6. Ground Rules What behaviours are going to help us achieve our objectives and to meet our mutualexpectations?

7. Agenda • Introduction • Developing Team Effectiveness • Reviewing Team Goals • Delivering Business Benefits • Working Together • Prioritising and Planning • Review and Next Steps • Developing Team Effectiveness

8. Team development is . . . Working with a group/team to assist them to work more effectively as a whole

9. Team effectiveness Goals Roles • What the team is to accomplish • Clear, shared goals • “SMART” • Understood and owned by everyone • Who does what • Individual responsibilities are clear • All “types” of team roles are covered • Leadership responsibilities defined Processes Relationships How the team works • Planning • Decision-making • Communication • Monitoring and control • Allocation of work How the team members • Interact • Conflict • Feelings/emotions • Attitudes • Values • Motivation

10. A hierarchy of team effectiveness Environmental factors Goals Roles Processes Relationships

11. Stages of team development Performing Forming Norming Output Storming Mourning Time

12. Stages of team development Stage Characterised by Forming • Attempt to identify tasks and how group will accomplish them • Decisions on type of information required • Hesitant participation • Discussion of symptoms or problems peripheral to the tasks • Minimal task accomplishment • Personal agendas uppermost Storming • Experimentation • Infighting, defensiveness and competition • Dispute about focus/priorities • Resistance to task demands because they interfere with personal needs • Polarisation of team members • Minimal task accomplishment • High energy or withdrawal

13. Stages of team development Stage Characterised by Norming • Acceptance of team, team norms and own roles • An attempt to achieve maximum harmony by avoiding conflict • Sense of team cohesiveness • Establishment and maintenance of team boundaries • Moderate task accomplishment • Proactive problem-solving Performing • Collaborative conflict resolution • Looking for improvements in team efficiency • Members experience insight into personal and interpersonal processes • Goals are achieved and exceeded Mourning • Looking back/nostalgia

14. Team performance links Development Stage Forming + Storming + Norming + Performing Team Concerns Goals + Roles + Processes + Relationships ?

15. Agenda • Introduction • Developing Team Effectiveness • Reviewing Team Goals • Delivering Business Benefits • Working Together • Prioritising and Planning • Review and Next Steps • Reviewing Team Goals

16. Agree sub-team mission statement What are we here to do? One sentence to describe the ”raison d’être” of the sub-team; what it does and wants to do; the boundaries of its activities; the main beneficiaries, stakeholders, customers, etc

17. Agree strategic objectives What are our key objectives? Broad statements of strategic intent, focusing on desired outcomes. Exclude measures, and activities. 4-6 maximum

18. Define strategic objectives Strategic Objective 1 (etc) Description (emotional, gut-feel) Measures (indicators of achievement in ST, MT, LT)

19. Now undertake two exercises • (Brief) paper review, gallery-style • Review feedback from • Key player survey • Customer survey • Then go back into sub-teams • In terms of our objectives • What have we got right? • What have we got wrong? • What have we missed? • What should we do differently? • In plenary answer the same question for the change management team as a whole. Who else has responsibilities and what are the respective roles. Introduce Accountability charting

20. Accountability Charting • Most common forms: • Responsibility chart • Inter-accountability chart • RACI chart

21. Responsibility chart What needs to be done? By whom? By when? Other eg resources/assumptions?

22. Team members A B C D E Responsibility Responsibility 1 P C R Responsibility 2 S S R C Responsibility 3 P C Responsibility 4 P = Prime S = Shared C = Contributory R = Provide resources Key: Responsibility 5 Inter-accountability matrix

23. The RACI chart Roles of Participants A C I R C C C I R A Type or Degree of Participation Decisions or Activities R A I A C A I R C R = Responsible A = Approves/Accountable C = Consulted I = Informed

24. Establishing a sense of urgency and creating a vision

25. From ‘As Is’ to ‘To Be’ Present State Desired State

26. The change process and the transition state • Low stability • High emotional stress • High, often undirected energy • Control becomes a major issue • Past patterns of behaviour become highly valued • Conflict may increase Transition State Present State Desired State Typical characteristics of the transition state

27. Comfort Zone Growth Pain Risk Excitement Challenge Self Esteem Opportunity ComfortZone Fear Danger Change Progress

28. D V P C = = = = Dissatisfaction Vision of the future Practical first steps to change The perceived cost (material, psychological) of change Breaking the habit - The formula for initiating change D x V x P > C

29. For change to be initiated successfully, all of the elements must be present , or else . . . D D D D D D D + + + + + + + V V V V V V V + + + + + + + P P P P P P P = = = = = = = Dysfunction Ulcers Short term interest Academic theory Hope Advocacy Success

30. Urgency and Vision • How is FATP doing? • What is the implications? • What should/can we do?

31. Objectives • To optimise the performance of the change management team by: • Updating on FATP and reviewing feedback • Confirming scope, objectives etc and roles in delivering the change • Discussing the principles of effective change • Reviewing change tools/techniques • Identifying ways to improve team effectiveness • Output • Individual, sub-team and change team plans

32. Agenda Day 1 Day 2 • Introduction • Developing Team Effectiveness • Reviewing Team Goals • Delivering Business Benefits • Review of Day 1 • Working Together • Input and Exercises on change agent skills • Prioritising and Planning • Individual, sub-team and change team plans

33. Agenda • Introduction • Developing Team Effectiveness • Reviewing Team Goals • Delivering Business Benefits • Working Together • Prioritising and Planning • Review and Next Steps • Delivering Business Benefits

34. Learning from Kotter’s experience Error Eight steps to transformation • Not establishing a great enough sense of urgent No 1 Establish a sense of urgency • Not creating a powerful enough guiding coalition No 2 Form a guiding coalition • Lacking a vision No 3 Create a vision • Under-communicating by a factor of ten No 4 Communicate the vision • Not removing obstacles to the new vision No 5 Empower others to act of the vision • Not systematically planning for and creating short term wins No 6 Plan and create short term wins • Declaring victory too soon No 7 Consolidate improvement and produce still more change • Not anchoring changes in the culture of the business No 8 Institutionalise new approaches

35. Forming a guiding coalition (and managing different roles in change)

36. Roles within the change process Change Agents Initiating Sponsor Sustaining Sponsors Change Targets Change Advocates

37. Roles within the change process Change Agents Initiating Sponsor Sustaining Sponsors Change Targets Change Advocates

38. Advocate • Wants the change, but needs sponsorship to initiate it • Is seen to support the change • Is respected (in the appropriate places) • Can lead the way in adopting the changed situation/approach Established members of an organisation may initially be strong opponents but make the best advocates if youcan convertthem. They may have to be your first targets

39. Roles within the change process Change Agents Initiating Sponsor Sustaining Sponsors Change Targets Change Advocates

40. Initiating sponsor • Gives the project ‘legitimacy’ • Must have the necessary seniority • Must want the change and be seen to want the change • May not play a day to day part but must be available to provide support and backing when needed Initiating sponsors will need to provide leadership throughout the project, not only at the launch

41. Roles within the change process Change Agents Initiating Sponsor Sustaining Sponsors Change Targets Change Advocates

42. Sustaining sponsor • Provide day to day management backing for specific activity • Must want the change and be seen to want the change • Must have clear, agreed and measurable targets Sponsorship must cascade throughout the organisation to avoid ‘black holes’ developing where change momentum is lost

43. Roles within the change process Change Agents Initiating Sponsor Sustaining Sponsors Change Targets Change Advocates

44. Target • Is someone who will have to change • Is probably already too busy • May not be aware of the change that is needed • May not want it anyway . . . Almost everybody involved will be a target at some point even if they then take on another role

45. Roles within the change process Change Agents Initiating Sponsor Sustaining Sponsors Change Targets Change Advocates

46. Change agent • Have to facilitate the changes (do the training, hold the workshops, produce the material etc) • Must have a sustaining sponsor who ‘lends’ their authority • Must want the change, be seen to want the change and model the new behaviours • Must have clear, agreed and measurable targets Becoming a change agent, particularly in the initial stages of the project, can be difficult and support is essential

47. The change agent’s dilemma . . . • The sponsor needs to make his/her commitment clear to the target (ie “I’m behind this 150%”) • Sponsorship cannot be delegated to agents • Agents cannot legitimise change • Only sponsors can legitimise change . . . is the sponsor’s challenge

48. Principles of sponsorship • Sponsorship is critical to successful change • Sponsorship cannot be delegated to agents • “Initiating” and “Sustaining” sponsors must never attempt to fulfill each other’s functions • Cascading sponsorship must be established and maintained • Weak sponsors must be educated or replaced, or failure is inevitable

49. A guiding coalition, and roles in change • How is FATP doing? • What are the implications? • What should/can we do?

50. Communicating the vision and building commitment