Address the human side of change The ability to engage employees in change is rapidly becoming a key determinant of business success. Your leaders need a clear understanding of the factors involved, so they can take action and lead change effectively.

Why a dialogue on change? Organizations, divisions or teams that want to increase the return on investment for change initiatives can use the workshop to build a shared language and collective insights into what it takes to bring people on board. The workshop provides a platform for sharing experiences of change processes, applying theoretical models for organizational change, and deepening the participants’ understanding of the human side of change.

The basics – in a nutshell Who benefits: CELEMI Exploring change supports a dialog on change issues across functional and hierarchical boundaries. Participants: Managers and key employees who are invested in making change happen (leading people or projects/initiatives). High potentials and/or executive MBA students. Timing: 4 – 7 hours Number of participants: 8 – 16 per facilitator, divided into 4 teams Materials: Deck of cards, WorkMat (reusable) Case story with 4 perspectives (printed from PPT) Facilitator materials (PPT and manual)

The workshop at a glance Three main steps: Setting the scene – an introduction to change Create interest and recognition Spark off initial discussions Exploring change challenges and success factors Discover typical pitfalls in change processes Apply a framework for approaching change, based on four success factors Creating the conditions for success (CASE STORY) Investigate a case story, from the perspective of one of four employees in the case company Use insights and theories to identify actions

Key themes and concepts Use CELEMI Exploring change to address the following topics… Organizational resistance to change Emotional responses to change Change communication Change implementation Middle management buy-in Alignment of reward structures The workshop materials include a case story that is explored through the eyes of four different employees. The case story can be used as a framework for adding additional topics that are relevant in a specific context or organization.

What participants say “We held the workshop as part of a 2-day management meeting, as we were planning the reorganization of our European distribution chain. The session helped us consider the full context of the change, and put the spotlight on what we need to get right, to bring people on board.” Kerstin Lindell, President and CEO, Bona “We know that our IT-solutions trigger change processes, and we help our clients prepare and communicate around change. The workshop was a great tool for sharing experiences between our consultants, and brainstorming about new services we can offer to them.” Business area manager, IT consultancy

1 “I can’t see how this will ever be worth it…” Try it out… Do you recognize this situation? Discuss: Does this happen in your organization? If yes, how does it impact the success of change initiatives? 1 “I can’t see how this will ever be worth it…” There’s no shared understanding of the direction or purpose of the change – even at the top. And when people can’t see where the change will take the organization, they start to question whether it’s worth the effort.

5 “I heard there’s something they’re not telling us…” Try it out… Do you recognize this situation? Discuss: Does this happen in your organization? If yes, how does it impact the success of change initiatives? 5 “I heard there’s something they’re not telling us…” When there’s a longer period of silence from management in times of change, people’s imagination will start to fill in the blanks. Rumors can start to spread – and people may decide to leave.

7 “I’ll pull all the strings I can to keep us out of this…” Try it out… Do you recognize this situation? Discuss: Does this happen in your organization? If yes, how does it impact the success of change initiatives? 7 “I’ll pull all the strings I can to keep us out of this…” Some business units – or middle managers – paddle backwards and try to avoid being part of the change. Tactics include delaying critical decisions, or distorting corporate communication.

11 “I’d be stupid to change – when it pays to stick to the old way” Try it out… Do you recognize this situation? Discuss: Does this happen in your organization? If yes, how does it impact the success of change initiatives? 11 “I’d be stupid to change – when it pays to stick to the old way” When it comes down to it, people still have more to gain from doing things the old way – even if it means creating work-arounds. They’ll be quick to notice if they can get away with it!

What’s your change challenge? Change processes require organizations to revisit and evaluate a range of key functions…