Managing Change in an Organization

1. Managing Change in an Organization Chaitanya Baliga, Ph.D., ASQ-CQA/CMQOE/CSSGB Chaitanya Baliga - ASQ Meeting

2. Change is one phenomenon which remains inevitable in the life of any organization. Lead Change Manage Change Chaitanya Baliga - ASQ Meeting

3. Triggers: Business Environment Technology Market Chaitanya Baliga - ASQ Meeting

4. Resistance to Change • Why the need for change/ reason for the change Fear of the unknown • Lack of competence • Connected to the old way • Low trust • Temporary fad • Not being consulted • Poor communication • Changes to routines • Exhaustion/Saturation • Change in the status quo • Benefits and rewards Chaitanya Baliga - ASQ Meeting

5. Leading Change • Organizations need to anticipate, direct and cope with changes within their organizational environments. • Proactive and progressive leaders, are able to ensure and maintain stability, survival, sustainability, and competitive edge within the fiercely competitive and globalized business environment. Chaitanya Baliga - ASQ Meeting

6. Understanding Change in an Organization Pragmatic: Wants anecdotal evidence Conservative: Wants to see; Hold on Waits to hear good anecdotes Skeptic: No Way Willing to take risk on change Early Adopters Late Majority Change Initiator Early Majority Laggards Whenever you see a successful business, someone once made a courageous decision.” ― Peter F. Drucker Chaitanya Baliga - ASQ Meeting

7. FEAR, FACTS, ACCOUNTABILITY • False Evidence Appearing Real • FOG: FACTS Vs Opinion and Guesses “F-E-A-R has two meanings: 'Forget Everything And Run' or 'Face Everything And Rise.' The choice is yours.” - Zig Ziglat Chaitanya Baliga - ASQ Meeting

8. Behaviour in an Organization Chaitanya Baliga - ASQ Meeting

9. + - - + Early Adopters Late Majority Change Initiator Early Majority Laggards Chaitanya Baliga - ASQ Meeting

10. Potential Adopters Consideration by potential adopters from awareness to adoption. • Relative advantage - Change is perceived as being better than the current state; • Compatibility – Change is perceived to be consistent with the existing values, past experiences and needs of potential adopters; • Complexity - Change is perceived as difficult to adopt; • Trialability - An opportunity to experiment with the change on a limited basis • Observability -Change is visible to others Chaitanya Baliga - ASQ Meeting

11. 10-80-10 Rule • 10% are positive leaders and 10% are negative leaders. • 80% of people in any given group are followers. Too many leaders are like travel agents – they are sending people where they have never been themselves. Instead you want to be a tour guide – you want to take people with you. Chaitanya Baliga - ASQ Meeting

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13. Failure is not an option! • Understand the change (improvement) to access the potential value ! • Manage the System and Not People Chaitanya Baliga - ASQ Meeting

14. The Elephant and the Rider • Elephant • Emotional part is instinctive and feels pain and pleasure • Rider • Reason or Rational part is reflective, conscious, deliberative and analytical Everyone in an organization is both a Rider and an Elephant Direct the Rider (rational) Motivate the Elephant (emotional) Chaitanya Baliga - ASQ Meeting

15. What gets in the way when change fails ? • Caused by the elephant • The elephant is much stronger than the rider, but it is lazy and prefers immediate gratification over delayed gratification • Exhaustion due to things that are “true but useless” • Motivate the Elephant • Shrink the change • Find the feeling • Implement small change Chaitanya Baliga - ASQ Meeting

16. Three Necessary Conditions for Change • Change that person’s situation • The solution to changing people behaviour is to change their situation • Emotional conviction • Self control • Laziness is often exhaustion(the Rider wears out trying • to control the Elephant) • People simply run out of will power • Rational direction • Provide crystal-clear direction Chaitanya Baliga - ASQ Meeting

17. Three-Part Framework for Change • Direct the Rider • Provide crystal-clear direction • Resistance = Lack of Clarity • Motivate the Elephant • More Elephants than Riders • Elephants need emotional reasons to change • Laziness = exhaustion • Shape the Path (change the situation) • Workflows, systems, habits • Understand the "why" behind the change • Commitment from leaders throughout the organization Chaitanya Baliga - ASQ Meeting

18. Toyota KATA Chaitanya Baliga - ASQ Meeting

19. Steps in Managing Change • Utilize a structured change management approach from the initiation of the project • Active and visible participation by senior leaders • Advocacy by management levels including middle managers and front-line supervisors • Communications that describe the need for change, the impact on employees and the benefits to the employee (answering "What's in it for me?" Chaitanya Baliga - ASQ Meeting

20. Key Ingredients for Leading Change in an Organization Leadership: Level 5 Leader who has blend of personal humility and professional will/Mentor Right people: Attitude /Behaviour/ Ability Facts based culture Passion for doing right for the organization Managing systems rather than people Discipline approach by following the process Change the situation by implementing small changes and show the bright spots in the path “ “Don`t be afraid to take a big step when one is indicated. You can`t cross a chasm in two small steps.” ― David Lloyd George Chaitanya Baliga - ASQ Meeting

21. Reference • Switch : How to Change Things When Change is Hard - Chip Heath & Dan Heath • The Five Levels of Leadership - John Maxwell • Good to Great: Why Some Companies Make the Leap...And Others Don't - Jim Collins • What Causes Behavior Change? -Dr. B J Fogg Chaitanya Baliga - ASQ Meeting

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