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INSTITUTE FOR STRATEGIC COMMUNICATIONS & CHANGE. A framework for Change management. www.continue.uOttawa.ca. Ingenium Communications 2017/18. DO WE NEED CHANGE MANAGEMENT?. CHANGE. BEHAVIOUR. MINDSET. INCREMENTAL. DISRUPTIVE. PREPARE. PROJECT MANAGEMENT. CONSULTATIONS. RESEARCH.
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INSTITUTE FOR STRATEGIC COMMUNICATIONS & CHANGE A framework for Change management www.continue.uOttawa.ca Ingenium Communications 2017/18
DO WE NEED CHANGE MANAGEMENT? CHANGE BEHAVIOUR MINDSET INCREMENTAL DISRUPTIVE
PREPARE PROJECT MANAGEMENT CONSULTATIONS RESEARCH CHANGE READINESS ASSESSMENT
Activities Mon Tue Wed Thu Fri Sat Sun YOUR PROJECT IS NOT YOUR GANTT CHART
TOP10QUESTIONS IN CHANGE MANAGEMENT • WHY ARE WE CHANGING? • WHAT DOES SUCCESS LOOK LIKE? • WHAT IS THE IMPORTANCE OF THE CHANGE? • WHAT IS THE ESSENTIAL INTENT OF THE CHANGE? WHAT DOE IT MEAN? • WHAT IS THE RISK OR COST OF NOT CHANGING? • WHO IS THE CHANGE SPONSOR? • WHO IS AFFECTED BY THE CHANGE? • WHAT STRUCTURES, PROCESSES, TECHNOLOGIES ARE IMPACTED? • WHAT ARE EMPLOYEES GAINING? WHAT ARE THEY LOSING? • WHAT SUPPORT IS NEEDED (FOR SPONSORS, LEADERS, AGENTS, EMPLOYEES)?
CHANGE READINESS CHECKLIST LEADERS TEAMS PROCESSES CULTURE
PLAN STRATEGIC FRAMEWORK RISK ASSESSMENT GOVERNANCE RESOURCE ALLOCATION
CLARIFY ROLES & RESPONSIBILITES: SPONSOR CHANGE LEADERS AGENTS
ONLY SPONSORS CAN CREATE THE CONDITIONS REQUIRED FOR CHANGE SUCCESS. IT TAKES COURAGE&DISCIPLINE
R ASSESSMENT I K
RESOURCES CAPACITY CAPABILITY
IMPLEMENT COMMUNICATIONS ENABLEMENT SUSTAINMENT ENGAGEMENT TRAINING
COMMUNICATIONS ENGAGEMENT COMMUNITY
FOCUS ON THE FROZEN MIDDLE
ENABLEMENT • ORGANIZATIONAL STRUCTURE • PROCESSES • TECHNOLOGY AND TOOLS • PERFORMANCE MANAGEMENT
TRAINING 70 PEER LEARNING 20 COACHING 10 FORMAL TRAINING
SUSTAINMENT • MANAGE RESISTANCE • SHOWCASE SUCCESS STORIES • ACTIVATE SOCIAL PROOF • EMBED IN CULTURE CHANGE
EVALUATE REALIZATION RISK MITIGATION EMPLOYEE ENGAGEMENT
RISK MITIGATION PROJECT DELIVERY BUSINESS CONTINUITY
EMPLOYEE ENGAGEMENT ALIGNMENT SATISFACTION ENABLEMENT RETENTION
REALIZATION BENEFITS IMPACT
PRINCIPLES OF CHANGE LEADERSHIP
ATTENTION & RESOURCE ALLOCATION IS DICTATED BY THE DEGREE OF DIFFICULTY OF THE CHANGE
COMMUNICATIONS AND CONSEQUENCES
OPEN FORUM
WORKING WITH RESISTANCE
PEOPLE DON’T RESIST CHANGE LOSS THEY RESIST
RESILIENCE THE ABILITY TO DEMONSTRATE BOTH STRENGTH AND FLEXIBILITY IN THE FACE OF FRIGHTENING DISORDER. - DARYL CONNER
FOR THE CHANGE AGENT 1 ACCEPT EMERGENT NATURE OF CHANGE 2 BE CLEAR ON THE NORMAL COST OF CHANGE 3 GET COMFORTABLE WITH THE UNCOMFORTABLE 4 MANAGE YOUR ENERGY, NOT JUST YOUR TIME
FOR THE EMPLOYEE 1 PRESENT THE CHANGES IN A WAY THAT RELATES TO THEIR REALITY 2 REINFORCE THAT THE STATUS QUO IS MORE COSTLY THAN THE REMEDY 3 BUILD COMMUNITY 4 NORMALIZE THE CHANGE
IT’S NOT THE STRONGEST THAT SURVIVE, BUT THE MOST ADAPTABLE Charles Darwin