Maureen Dieckmann March 2016

Introductions

AGENDA Change Management o What is it exactly? o Why is it difficult? How and when to implement Introducing change Accepting change Techniques to make this easier Conflict Resolution Techniques

Change Management is a structured approach for ensuring organizational changes are thoroughly and smoothly implemented and that the lasting benefits of change are achieved. It’s a noun! It’s a verb! It’s a expletive!

Why is it so difficult for individuals? Humans ! o Prefer stability in relationships o Wired for tradition & regulation o Cling to what is familiar Top stressors o Related to change o Stress even when positive o T ransition periods cause angst

Often announced and then mandated Typical approach does not match individual apprehension – “We are supposed to embrace change” – “If you resist, it will be viewed negatively” Feedback is not often welcome or scheduled Why is it so difficult for management?

Sponsorship: Senior levels of organization Buy in from those involved – Directly or indirectly Involvement from all levels Assessing impact Communication: notifications Readiness – Getting people ready to adapt – Share information – Training Your Role in Understanding Change Management

Identify Activities & Responsibility – Clear explanation of the reasons & benefits – Identify Change Agents & Ambassadors Problem solve – Planning project activities & timeline – Solicit feedback & re-clarify – Support during upheaval Simplify & Communicate

Keep it Simple You Can’t Be The Leader If You Can’t Be The Example

Several approaches: Every day activity The Change Curve o Personal transition, people reactions o DENIAL, ANGER, EXPLORATION, ACCEPTANCE Lewin’s Change Management Model o Easy to understand: Unfreeze, change, refreeze o Break up current state and make improvements o Causes inefficiency if not messaged clearly to reduce shock COMMUNICATIONS BEST PRACTICES Kotter’s 8 step Change o Training Needs Assessment o Anticipating what could cause failure

Kotter’s 8 Step: DISCUSSION 1. Create Urgency 2. Form a powerful coalition 3. Create a vision for change 4. Communicate the Vision 5. Remove Obstacles 6. Create Short-term Wins 7. Build on the Change 8. Anchor the Changes in Culture

CHANGE STATEMENT

Create 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

Why it can fail = Knowing what NOT to do It ‘s not compelling = up front work is lacking o What’s the basic reason, cause, business / use case? o Is there one crucial reason? It’s not required o Leadership support? Do they also “Walk the Talk”? o Organized approach? o Measuring participation? It’s not communicated o Was it inspiring or did you Demand it? o Did you tell everyone or just a few? o Feedback? Involvement? Buy-in?

CONFLICT RESOLUTION WEEKLY & DAILY “IN PROGRESS” COMMUNICATIONS o Meetings outside the meeting: Who runs them? o Is the task well defined? Who is responsible? o How was plan / task communicated? o What is good, working, and positive? o What needs to be improved as the project goes forward? Be very very specific Get very granular is where the ball was dropped without being accusatory Own each resolution and recovery Consistant messaging is critical

COMMUNICATION EXAMPLES STRONG: daily 15 minute morning status meetings worked well for communicating updates verbally. Report followed in to leadership before noon. WEAK: team communicated well STRONG: Vendor shipped equipment on Monday to the incorrect address, and will be rerouting the shipment before Tuesday end of business to arrive to our facility loading dock by Friday ___date. This will not impact technician inventory schedule as he arrives Monday _____date. WEAK: Vendor shipped wrong and boxes will be later than planned.

QUESTIONS?