Celebrating Organizational Change and Transition Management Justin Camputaro – Virginia Tech Jeremy Schenk – Virginia Commonwealth University

Goals/Learning Outcomes Examine the nature of change in organizations Become knowledgeable about effective frameworks and strategies for managing change Understand theories of transition management and how change and transition can work together to inform practice and optimize the change process Learn ways to help staff cope with the effects of change Understand how well they respond to change processes

Outline Define organizational change Nature of change in college unions Review organizational change models Strategies in managing change: Kotter’s 8-step change model Review transition management theory Tips for leaders in times of change

Change Most are resistant to change Some thrive on change Cling to familiar-unconsciously construct of our experiences, feelings, thoughts, beliefs, attitudes, perspectives, etc. Change disrupts and disorients our frame of reference We want to go back to what we know vs. unknown Some thrive on change Find status quo limiting to possibilities Few people like change. There are uncertainties, fears, leaving the status quo, full out resistors to block the progress. Change is scary if it not intentionally and methodically implemented.

Epic Failures to Change Change efforts fail due to: Lack of Leadership Commitment Inefficient Company Strategies Insufficient Communication Failure to Employ Transition Management Practices

Epic Failures to Change WHY DID IT TAKE SIX MONTHS TO COMPLETE THIS SIMPLE CHANGE? BECAUSE OF YOUR CONTINUOUS CHANGES TO THE CHANGE, YOUR UNCLEAR COMMUNICATION, AND YOUR SHORT WORK DAYS. I’M LOOKING FOR SOMETHING MORE ALONG THE LINES OF YOU BEING LAZY.

Nature of Change in College Unions New leadership (Director or VP) Departmental reorganizations (internally or externally) Large-scale institutional/divisional initiatives New laws, regulations, policies Budget impacts (cutbacks or increases) New technology infusion Personnel factors (retirement, health, family, etc.) ACUI Regional Restructuring What else? Think about an organizational change that you have been a part of. Keep this in the back of your mind as we walk through the rest of this session and evaluate how well the process followed appropriate methods.

Change Models Bolman & Deal (1997): conceptual frameworks of organizational change based on four dimensions: structural, human resources, political, symbolic. Morgan (2006): eight metaphorical frameworks of organizational development: Machines, Organisms, Brains, Cultural, Government, Psychic Prisons, Flux and Transformation, Instruments of Domination

Change Models Lick-Kaufman (2000): 11-step change creation process including (a) preparing your leadership team for planning & change; (b) preparing your institution for major planning; (c) completing megalevel strategic planning; (d) identifying the desired change project; (e) clarifying the scope & commitment; (f) communication plan with stakeholders; (g) diagnosis; (h) creating a transition plan; (i) executing, monitoring, and refining the transition plan; (j) assessment & reporting; (k) evaluation Kotter (1996): see following

Kotter’s 8-Step Change Model (1996) Step 1: Create a Sense of Urgency Open an honest and convincing dialogue; if many individuals start talking about the change, the urgency can build and feed itself. What you can do: Identify potential threats and develop future scenarios Examine opportunities that should/could be exploited Provide dynamic and convincing reasons to get people talking and thinking Request support from colleagues and stakeholders to strengthen your argument Set the stage

Kotter’s 8-Step Change Model (1996) Step 2: Form a Powerful Coalition To lead change, you need to bring together a guiding coalition, or team, of influential people whose power comes from a variety of sources. The team must have leadership skills, credibility, communication ability, authority, analytical skills, and sense of urgency. What you can do: Identify true leaders in the organization and key stakeholders Ask for an emotional commitment Work on team building within your change coalition Check for weak areas, and ensure you have a good mix of people from different levels within the organization Variety of sources: including job title, status, expertise, and political importance

Kotter’s 8-Step Change Model (1996) Step 3: Create a Vision for Change Clarify how the future will be different from the past, and how you can make that future a reality. When people see for themselves what you’re trying to achieve, then the directives they’re given tend to make more sense. What you can do: Determine the values that are central to the change Develop a short summary that captures what you “see” as the future of the organization Create a strategy to execute that vision Ensure that your change coalition can describe the vision in 5 minutes Practice your “vision speech” often Decide what to do

Kotter’s 8-Step Change Model (1996) Step 4: Communicate the Vision Make sure as many others as possible understand and accept the vision and strategy. Communicate frequently and powerfully; embed it within everything that you do and “walk the talk.” What you can do: Talk often about your change vision Address peoples’ concerns and anxieties, openly and honestly Apply your vision to all aspects of operations – training to performance reviews. Tie everything back to the vision Lead by example Make it happen

Kotter’s 8-Step Change Model (1996) Step 5: Remove Obstacles Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision and help the change move forward. What you can do: Identify, or hire, change leaders Ensure organizational structure, PD’s, and performance and compensation systems are in line with your vision Recognize and reward people for making change happen Identify people who are resisting change, and help them see what’s needed Take action to quickly remove barriers (human or otherwise)

Kotter’s 8-Step Change Model (1996) Step 6: Create Short-Term Wins Create short-term, unambiguous, and achievable targets. Each “win” provides motivation to the entire staff, especially early on, and minimizes critics and negative thinkers that might hurt progress. What you can do: Look for sure-fire projects to implement without help from strong critics of the change Don’t choose early targets that are expensive; you need to justify the investment of each project Analyze the potential pros and cons of the target. Failures early on can hurt the entire change initiative. Reward the people who help you meet the targets

Kotter’s 8-Step Change Model (1996) Step 7: Build on the Change Press harder and faster after the first successes. Be relentless with initiating change after change until the vision is a reality. What you can do: After every win, analyze what went right and what needs improving Set goals to continue building on the momentum you’ve achieved Learn about methods of continuous improvement Keep ideas fresh by bringing in new change agents for your coalition

Kotter’s 8-Step Change Model (1996) Step 8: Anchor the Changes in Culture Make it part of the core of your organization through your values and day-to-day work. Continuous efforts for the change to be seen in every aspect of your organization. What you can do: Talk about progress every chance you get; tell stories about the change process, and repeat other stories you hear Include the change ideals and values when hiring and training Publicly recognize key members of your original change coalition, and make sure the staff remember their contributions Create plans to replace key leaders of change as they move on Make it stick You have to work hard to change an organization successfully. When you plan carefully and build the proper foundation, implementing change can be much easier, and you'll improve the chances of success. If you're too impatient, and if you expect too many results too soon, your plans for change are more likely to fail. Create a sense of urgency, recruit powerful change leaders, build a vision and effectively communicate it, remove obstacles, create quick wins, and build on your momentum. If you do these things, you can help make the change part of your organizational culture. That's when you can declare a true victory. then sit back and enjoy the change that you envisioned so long ago.

Kotter’s 8-Step Change Model (1996) ACUI Restructuring Task Force Create a sense of urgency Form a powerful coalition Create a vision for change Communicate the vision Remove obstacles Create short-term wins Build on the change Anchor the changes in culture

Change & Transition AND THE PROBLEM IS OUR LACK OF FLEXIBILITY? LET ME GET THIS STRAIGHT… EVERY CHANGE SEEMS TO INCREASE OUR WORKLOAD WHILE DECREASING OUR JOB SECURITY AND REAL EARNINGS AFTER INFLATION… IF WE ARE TO SUCCEED, YOU MUST BECOME CHANGE MASTERS IN AN EVER-CHANGING, CHANGE-ADAPTIVE ENVIRONMENT. NOT ENTIRELY. THERE’S ALSO YOUR BAD MORALE.

Change & Transition Change An event: It is situational and is external to us. Something old stops and something new begins. Outcomes based. Transition A gradual psychological process we go through to come to terms with the new situation. Change is external, Transition is internal. Unless transition occurs, change will not work. - W. Bridges (2003) Three-phase process that people go through as they internalize and come to terms with the details of the new situation that change brings about First task of transition – convince people to leave “home” It is not “changes” that do you in but rather transitions It’s the transition, not the change, that people resist Change often happens fairly quickly, transition is a slow process

Change and Transition Management Three phases of transition Loss of identity (Endings) Helping people deal with the real and perceived loss Disorientation in the neutral zone (Neutral Zone) In-between time when the old is gone but the new isn’t fully comfortable/operational yet Develop the new identity, energy, and sense of purpose (Beginnings) Transition starts with an ending/change and finishes with a beginning

Navigating the Transitions of Change Endings – loss, letting go, getting closure, saying goodbye Neutral Zone – in between, chaos, wilderness Beginnings – being with it, new chapter Endings: Failure to identify and be ready for the endings and losses that change produces is the largest single problem that organizations in transition encounter. Must understand the process of loss to be ready to deal with the resistance and keep it from getting out of hand. Neutral Zone: 1) If you don’t expect it and understand why it is there, you’re likely to try and rush through it and to be discouraged when you cannot do so. 2) It is scary, and you may try to escape the situation. However, abandoning the transition can jeopardize the change. 3) If you escape prematurely, lose great opportunity…best chance for creativity, renewal, and development…time when innovation is most possible and when revitalization begins…core of transition process.

Five Core Tasks of Transition Management Develop and execute an effective change management plan Identify where groups and key individuals are in the three-phase transition process Develop and implement strategies for managing endings and losses Develop and implement strategies for leading people through and profiting from the neutral zone Develop and implement strategies for helping people make a new beginning

Managing Endings Identify who’s losing what and specifically describe the change and possible secondary changes. What is over/different for everyone? Accept the reality and importance of the subjective losses – don’t argue objectivity. Don’t be surprised at overreaction. Acknowledge the losses openly, directly, simply, and sympathetically. Expect and accept the signs of grieving Before you can begin something new, you have to end what used to be It is not the change that people resist, it’s the losses and endings they experience and transition that people resist Does little good to talk about how healthy the outcome will be, have to deal directly with the losses and endings…but how? Reality – Need 100% commitment and to get it you need to understand them and make decisions based on that understanding Signs of grieving – denial; anger; bargaining; anxiety; sadness; disorientation; depression

Managing Endings Compensate for the losses – what can you give back to balance what’s been taken away? Keep people informed – be transparent Define what is over and what isn’t Mark the endings – dramatize them Treat the past with respect Let people take a piece of the old way with them. Show how endings ensure continuity of what really matters Compensate – status, turf, team membership, recognition…? Informed – don’t make excuses why not to share info, realize the benefits of being open. Long-term vs. short-term impacts. Define what is over and what isn’t – otherwise: People will not stop doing anything and burn out People will make their own decisions and result in chaos People will toss out everything Symbolize the end – sends a message Do not denigrate the past, use it to show how things are different and building upon the past.

Leading Through Change A successful transformation requires employees to feel ownership for the change. Is there some-thing we don’t know? It’s important that everyone has clear roles and responsibilities. What are you trying to tell us? Should we stop working on our projects? Change? What change? I’ll keep you engaged and energized with my clear communication. And as your leader, I will role-model the desired change. If he’s our role model, I guess we need to act like morons who can’t communicate. I need new people.

Leading People through the Zone Dangers of the Zone Anxiety rises and motivation falls Old weaknesses reemerge Personnel often overloaded, mixed signals, and systems in flux – result in priorities getting confused and info miscommunicated Staff can become polarized between those who want to move forward and those longing for the way it used to be Organizations become vulnerable to external attacks Management in the Neutral Zone is vital to change being successful The Zone is Linus when his blanket is in the dryer…there’s nothing to hold onto Let go of one trapeze with the faith that the new trapeze is on its way, with nothing to hold onto in the meantime If it’s short – can wait it out, but often, with change that is deep and far reaching, this can take time

Leading People through the Zone Communication – Normalize and Redefine through 4 P’s Maintain connections Explain the Purpose Lay out the Plan Show/co-create the Picture Allocate the Parts Temporary Solutions Enhance Creativity Increased Learning Create opportunities for coaching and mentoring Create access to formal learning programs for all staff and reinforce application Review areas that are no longer acceptable or getting results; unlearn them Use a Transition Monitoring Team Help people to feel natural during the transition Change the metaphor people use to describe the uncomfortable time Language is key, keep it positive and give hope The 4 P’s – everyone has a dominant need so must address all 4 Temporary solutions Protect people from further change while trying to regain balance Review P&P to ensure adequate to deal with the confusing fluidity of the zone or are they too tied to the old way Do you need to make any organizational role changes? Short range goals (part of the change process from Kotter) Don’t set-up for failure by setting too high expectations early on Provide any appropriate training for managers/supervisors needed to be successful during neutral zone time Enhanced Creativity The gap is when the organization systems are weakest to let creative solutions emerge without resistance Make it OK for everyone to question things and experiment Use a Transition Monitoring Team Keep track of the pulse of the organization Cross-section of the team, meets regularly

Reinforcing the New Beginning Be consistent with your messages Ensure Quick Successes Symbolize the New Identity Celebrate the Success Every New Beginning Comes from Some Other Beginning’s End (need to play this song as people come into the room) Starts involve new situations. New beginnings involve new understandings, new values, new attitudes, new identities Consistency – through communications, rewards, and accountabilities…preach what you want practiced Symbolism is even down to the colors of name badges, or name of the organization, etc.

Personal Reflections of Change and Transition Questions

References Bridges, W. (2003). Managing transitions: Making the most of change. Cambridge, MA: Da Capo Press. Kotter, J. & Rathgeber, H. (2005). Our iceberg is melting: Changing and succeeding under any conditions. NY: St. Martin’s Press. Mind Tools: http://www.mindtools.com/pages/article/ newPPM_82.htm

Thank you for celebrating change and transition with us! Jeremy Schenk – Virginia Commonwealth University jmschenk@vcu.edu Justin Camputaro – Virginia Tech jcamputaro@vt.edu