Guidance Paper

1. Guidance Paper • Creating Commitment to Change in ReCommissing Projects

2. The Triple C Concept will help you

3. Create Energy EfficientBuildings

4. Create Energy EfficientBuildings • Why do buildings need energy? • Who influences energy consumption?

5. Why Do Buildings Need Energy? • Heating • Cooling • Lighting • Energy • Consumption • Ventilation • Central Services • (IT, Kitchen, Telephone, Production etc.) • Appliances • (PCs, Printers, Radio etc.) • Building Systems • (Automation, Elevators, Fire Alarms etc.)

6. Who Influences Energy Consumption?

7. The macroperspective • Manage Change Projects

8. Managing Change Projects • ReCommissioning Projects – Getting Started • The Macro Perspective • StepOne: Force Field Analysis • StepTwo: Pathway Analysis • Step Three: Stakeholder Analysis • Why Change Programs Don‘t Produce Change? • Resistance to Change – a Common Reaction

9. ReCommissioning Projects – Getting Started! • Pre-Design of measures • Which measures are needed for the ReCommissioning process? • What do you have to keep in mind when planning the measures? • Implementation • What do you have to include in your implementation plan? • Examples: realistic time schedules, monitoring scheme, strategy for integrating people, feedback, milestones, etc. • How will you communicate the measures you’re planning to the building partner? • Evaluation and documentation • Do you need to evaluate the success of your implementation and how will you do that? • Examples: evaluation template, report, costs calculation (invest, staff), savings calculation • How will you collect your data and how do you plan to evaluate the data? • Are you willing to re-design some of the measures?

10. ReCommissioning Projects – Getting Started! • Defining change goals and creating a global project plan

11. The Macro Perspective What is change management? • “The concept of change management embodies all planned and controlled changes within the • structures, processes and (if possible) the cultural social economical systems. The role of an • integrated and differentiated change management lies in the organization of personnel • management, the corporate management as well as communication and information” (Thom, • 1995) • Guiding questions for ReCommissioning Agents: • What is my role as ReCommissioning Agent? • How can I manage the change, e.g. influence the behavior of the facility staff? • What will be the impact of the change process I try to implement? • What are the structures and the culture of the facility/ building I want to change?

12. The Macro Perspective A general introduction Public and private fascilities are social systems with a formal and informal structure Formal structures and rules provide stability and security, and thus the basis for common goal-oriented activities within the facilities. They are often depicted in an organigram and/or formal guidelines. Informal structures and practices are linked to human needs and expectations. They constitute important aspects of a specific organizational culture and are often not easy to grasp by external observers. Informal structures and rules within a university or a hospital, may relate for example to the way change processes are usually communicated or to the way innovation or changes are generally perceived by the staff. These informal rules are not easy to explain explicitly. However, they have a high impact on the behavior of the employees. Experiences drawn from numerous different change projects show that change projects fail, if they only address formal structures while neglecting the complexitiy of informal structures, e.g., formulating a new energy saving formal guideline, without teaching thestaff what this actually means and how to do it.

13. The Macro Perspective The biggest obstacles for implementing change Changingthementality Shortageofrecourcese.g. budgetandpersonnel Corporate culture Lack ofcommitmentfromthe top management Underestimatingthecomplexity Lack oftransparency due tomiscommunication Lack ofchangemanagementknow-how Functionalchanges Lack ofmotivationfromtheaffectedemployees Changes in the IT systems Externalfactors (laws, economy, jobmarket, infrastructure) Technological barriers Jørgensen, H., Albrecht, J., Neus, A. (2007). Making Change Work; IBM-Survey: > 220 Project- und Change Manager from different industries. 70% of all change programs fail

14. The Macro Perspective The change process • Accordingto Lewin (1963), atthebeginningofa changeprocess, everysocialsystemis in a balance – astherearedrivingandhinderingforcestothechange. Change threatensthebalanceandthepsychologicalsecurityoforganizationalmembers. Ideally, a changeprocesscomprisesthreephases: „UNFREEZE“, in whichreadinesstochangehastoemerge. Thisoccurswhenthedrivingforcesforchangearebiggerthanthehinderingforces. The phasis „MOVE“ describesthechangeprocessand „FREEZE“ meanscreating a knewbalanceandachoringchanges in the (corporate) culture. UNFREEZE MOVE FREEZE New Balance Expect... Relapse Resistance Driving forces

15. Step One: A force field analysis What can be done to strengthen the driving forces and to „UNFREEZE“ in ReCommissioning projects? • Hindering forces to change in private or public facilities • External: law, custumers, students, public, shareholder • Inernal: success („success is a lousy teacher“), rigid organziational culture, employees are not convinced of urgency, contracts, lack of resources • Individual: Resistance because of anticipated loss of power or status (e.g. facility management), possible extra work, routine and inactivity, individual failure to cope with innovations or to change behavior Resistance tochange • Driving forces to change in public or private facilities • External: competition, market or societal change, new reglementations (conventions, laws on climate change, new technologies, architecture • Internal: new management/ employees, general restructering/ reduction of costs, creative individuals, individual change agents who are convinced of certain ideas, e.g., ReCommissioning-goals! Driving forces

16. Step Two: A pathway analysis - Howtogetinto the„MOVE“? What kind of change process is possible, given the specific situation in a facility? top-down restructuring (initiated by facility management), support/advice, ex post communication/training few time, fast reactionneeded strong drivingforces renewalprocessstepwise, graduallydecreasingresistance, e.g. using information campaigns/incentives enough time available renewal process stepwise, starting in single units, finding change agents/multiplicators, building on motivation/commitment possibletoidentifydrivingforces culture: open convincing CEOs/management, building guiding coalition OR consider to skip ReCommissioning idea in this facility weakdrivingforces culture: rigid not possible to identify driving forces field research, finding possible change agents OR consider to skip ReCommissioning idea in this facility

17. Step Three: A stakeholder analysis • What are the stakeholders that are affected by the change process or by its results? • How are these stakeholders related – are there connections or interrelations? • Is the success of the change process dependant upon someone? • Who might have a certain benefit in the project? • Who has to be involved in the activities? • Who needs to be informed on a regular basis? • Who needs to communicate with whom? What is the communication flow? • Who needs to be persuaded (skeptical stakeholders)? • Who might be harmful for the project due to negative attitudes towards it (brakeman/ opponents)? • Who might advocate, support or promote the project?

18. Step Three: A stakeholder analysis • Clustering groups • of different stakeholders on important dimensions (e.g. „Impact“ and „Motivation“)

19. Step Three: A stakeholder analysis • - Tool I: Clustering groups of different stakeholders on important dimensions (e.g. „Impact“ and „Motivation“) – Step I • 2. Classification • - Look for a common interest of the stakeholders and develop a philosophy of change • (= identify the attractor of the system) • 3. How to address them? • - Which arguments lead stakeholders to become a supporter? • - Which arguments canneutralize a skeptic? • 4. Presentation • - Inform possible skeptics right away. • - Other stakeholders may communicate for you. •  Visualise your plan! • 5. Organisation of the control • - Decide whichstakeholder to engage when in an organisational group that gathers all the • important information, makes operational decisions and cultivates the communication • - And decide whom not to engage!

20. Step Three: A stakeholder analysis • Which stakeholders can support the change process and are important to win? • The Change Agent • Qualification: • strong communication skills • sensibility and understanding for different positions of target groups • social competence, active listening skills, able to motivate/ inspire/ convince • knows the corporate culture and how to use it to implement change • Tasks: • reflection on aspects conducive and detrimental to the implementation of change • offers support and orientation for initiator of change process and stakeholders • identification of stakeholders/ affected structures and processes • perception and observation of mood concerning change (motivation, resistance) and • progress in the change process • creating acceptance by communicating a positive vision

21. Step Three: A stakeholder analysis • What stakeholders can support the change process and are important to win? CEO/ Executive Task: Political skills; negotiation with important stakeholders on resources, changes and conflict solutions; Identification of possible cooperation partners; balancing conflicting goals and opinions Multiplicator Task: Training and coaching of stakeholders in order to support behavioral change (team-training, moderation of work groups, conflict management) Networker Task: Networking skills; socializes with persons that can support the change process (inside and outside of the organization); competence to influence others and to win skeptical stakeholders; establishes and maintains coalitions • Expert • Task: • Provides important detail knowledge (e.g. technical); able to recognize important interrelations, to prioritize process steps and to judge on the project; convinces important stakeholders through facts and figures

22. Why Change Programs Don‘t Produce Change? • Eight typical „sins“- often commited in top-down change projects (J.P. Kotter, 1995): No sense of urgency created (there is no dissatisfaction with the status quo) No powerful guiding coalition (CEOs, experts, change agents, multiplicator…) taking responsability for the change process No clear vision ( who wants to change, without really knowing what for ?) No/ insufficient/ inconsistent communication on the vision or the strategic goals No support to work on the vision: problems/ obstacles are not anticipated or removed No motivation for employees/ change agents: „short-term wins“ are lacking Declaring victory to soon: failure to use change dynamics in order to consolidate improvements and to achieve long-term change Changes are not incorporated in organizational culture  NO „FREEZE“ of change, examples: success stories are not communicated, change agents lose motivation (not enough appreciation), new stuff in key positions not supporting the change

23. Why Change Programs Don‘t Produce Change? • The individual level The Kübler-Ross change curve Denial Disbelief: looking for evidence that it isn‘t true Integration Changes intergrated, A renewed individual Frustration Recognition that things are different; sometimes angry Decision earning how to work in the new situation; feeling more positive Morale and competence Shock surprise or shock at the event Experiment Initial engagement with the new situation Depression low mood, lacking in energy Time

24. A microperspectiveon communicationskills in Re-Co projects • Initiating User Commitment

25. Why are communication skills important? The importanceofface-to-facecommunication in changemanagementisgenerallyunderestimated (Harvey & Fischer, 1997, Jonas, Kauffeld & Frey, 2007). Powerful communication of change strategies involves an understanding of the process of communication (Hoppe & Kauffeld, 2010). Microcommunicationskillsare a keyfactortosuccessfulandeffectivechangemanagementbecausethey…. 3. Goodcommunicationskillsaregoodlisteningskillsandthereforehelpyouto understand wherehinderinganddrivingforcesare 1. Facilitateexpectationmanagement 2. Foster confidence in thechangemanagementprocess

26. What you might have to do: • Today you have a meeting with Dr. Dankert, who is an important stakeholder of your building in order to discuss new measures that you are planning to implement for ReCommissioning. • Try to explain to him, why these measures • are so important and what the benefits are. • Choose one or two of your own measures • and try to sell them the best you can. Initial situation….

27. The busydoctorwhohaslittletime for your project • Dr. Dankert is a very successful surgeon in a hospital that he has been working in for nearly 10 years now. He is saving lives every day and even though he really loves his job, it is extremely stressful. He works almost every day at the hospital including night shifts and sometimes, he even has to work on holidays. A lot of responsibilities relay on him and he has a lot to keep in mind. • Sometimes he wishes he had more free time. Luckily, he can use certain laboratory equipment which makes his life a lot easier. • Unfortunately, this time-saving machineuses a lot of energy, so Dr. Dankert has already been told not to use it that often. He does not really care about energy saving, but about time saving. The perspective of your client

28. “I am here, talking with you, which – no offense – is not high on my list of favorite things to do. It says something is not right...” • “I'll be honest with you. Things are not going that great. But whatever we got to do. It's just the way it is….. “ • “I know, they told me not to use that machine that often anymore but I cannot change my habits that fast – I mean, I am not 20 anymore!” • “So, what are you going to propose to me? It’s my managers job to tell me what to do, not yours!” Your client‘s initial response

29. What would you respond? Write a responsethatyouthinkismostimportantandmosthelpful in thissituation.

30. Which answer would you pick? “That’s pretty harsh, don’t you think?” “But we are only trying to help you.” “What is of high priority for you?” “But can’t you see that this is really innovative?” “You have been told already not to use that machine but you encounter difficulties in changing that!” “No. I’m not going to tell you what to do.” “You are annoyed because you do not want to be told what to do.” “You’ve got to start looking at your own behavior, not at your manager.”

31. How can face-to-face communication be improved?

32. Asking permission before giving advice • "You should try to decrease the ...." • “If it is okay for you, I might have a solution for your problem.” • . Withpermission Withoutpermission

33. Exploring the Pros and Cons of a target behaviour It is important to explore both sides of the situation! Con Pro When talking about change, people are generally ambivalent (Prochaska & DiClemente, 2005). Decisional Balance:

34. Using the decisional balance • “What could be the disadvantages of…?” • “What are the benefits of…?” • “What are the three best reasons to…” Pro Con

35. Expressing Empathy • Whatistheperspectiveofyourclient? • Active listening skills are a crucial asset to be able to understand what hindering and what driving forces are.

36. Expressing Empathy Words/sentences the speakersays Words the listener hears 2 1 3 What the speaker means What the listenerthinksofwhatthe speaker means 4

37. Expressing Empathy with Active Listening Skills Simple reflection Do I reallyneedthis? • “You do not see any need to implement this measure.” • “I do not think this measure is important to me!” Client Re-Co agent

38. Expressing Empathy with Active Listening Skills Whydidtheyignorethemeasuresthat I proposed?! Complexreflection “You are disappointed that your own proposed measures haven’t been considered by the management.” • “I do not think this measure is important to me!” Client Re-Co agent

39. How to improve Active Listening Skills? • “Onething I likeaboutmyselfisthat I am...“ Person A: Client • „Do you mean that you...?“ • … „and do youmeantthat…?“… • …“andyou also thinkthat…?“… Person B: ActiveListener Person C: Observer

40. Active Listening 2.0: Listening for Change Talk • “.. but it surely matters. I don’t want to be an energy waster.” Sustain Talk Change Talk • “It costs me a lot of time to use this new lab equipment…” What is Change Talk? Client language in favor of change is termed Change Talk while language moving away from change is called Sustain Talk (Miller & Rollnick, 2001). The valence of Change / Sustain Talk is considered in combination with a specific target behavior (e.g. using an energy-efficient machine at work, switching of the lights). Example: Dr. Dankert uses an energy-saving laboratory machine at work!

41. Task: Listen for Change Talk

42. Results: How much Change Talk did you hear?

43. References Beer M., Eisenstadt, & Spector, B. (1990).Why Change Programs Don't Produce Change. Harvard Business Review, 68 (6), 158–166. Gordon, T. (2001). Leader Effectiveness Training L.E.T.: The Proven People Skills for Today's Leaders. Publisher: Perigee Trade; Revisededition. Harvey, N., Fischer, I.(1997). Taking Advice: Accepting Help, Improving Judgment, and Sharing Responsibility. Organizational Behavior and Human Decision Processes. 70 (2), 117–133. Hoppe, D. & Kauffeld, S. (2010). Positive Gefühle zählen - Ein Analyseverfahren zeigt, was in Beratungen wirkt. Wirtschaftspsychologie aktuell, 3, 34-37. Jonas, E., Kauffeld, S., & Frey, D. (2007). Psychologie der Beratung. In D. Frey & L. v. Rosenstiel (Hrsg.), Enzyklopädie der Wirtschaftspsychologie, Göttingen: Hogrefe. Jørgensen, H., Albrecht, J., Neus, A. (2007). Making Change Work. Retrieved from http://www-05.ibm. com/de/pressroom/downloads/mcw_ 2007.pdf. Klewes, J., & Langen, R. (2009). Change 2.0. Beyond Organisational Transformation. Berlin, Heidelberg: Springer-Verlag.

44. References Kostka, C., & Mönch, A. (2006). Change Management (3. Aufl.). München, Wien: Carls Hanser Verlag. Kotter, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review ,73(2), 59-67. Kübler-Ross, E. (1969) On Death and Dying, Routledge. Lewin, K. (1963). Feldtheorie in den Sozialwissenschaften. Ausgewählte theoretische Schriften, Bern: Hans Huber Verlag. Miller, W. R., & Rollnick, S. (2002). Motivationalinterviewing: Preparingpeopleforchange. New York: Guilford Press. Prochaska, J. O., & Di Clemente, C. C. (2005). The transtheoreticalapproach. In J. C. Norcross & M. R. Goldfried (Eds.), Oxford series in clinicalpsychology. Handbook ofpsychotherapyintegration (2nd ed.). New York: Oxford Univ. Press. Thom, N. (1995): Change Management. In H. Corsten & M. Reiß (Hrsg), Handbuch Unternehmungsführung, Wiesbaden 1995.