Change Facilitation Management “ACCELERATING CHANGE” Randy Benson, RHQN Executive Director

Change Management Facilitation OBJECTIVES (from January 2010 Members Conference Call)  Become Aware of the Characteristics of an Effective Facilitator  Become Aware of Gremlins and How They Influence Facilitators  Review Effective Listening Skills  Review Team Dynamics and Team Development  Review Effective Meeting Management Skills  Become Aware of Techniques to Use With Disruptive Team Behavior

Accelerating Change  Objectives Discuss the role of the project champion, project facilitator and project team members in accelerating change Explain “Q X A = E” Identify the six steps in accelerating change Explain ”the need to change must exceed its resistance” Identify who is responsible for “scoping change” Discuss how one “develops commitment” to a change List several things that can be done to make change last

Accelerating Change

 Create a Common Need Whether driven by threat or opportunity, the need for change is widely shared through data, demonstration, demand or diagnosis.  Why bother? The question has to be asked in order to drive apathy or resistance out into the open  What are we after? Shared recognition of the dissatisfaction with the status quo  The “wake-up” call Building early momentum

Accelerating Change  Scoping Change Meaningful change must have an executive sponsor or champion who is visible, active and supportive. They must be supported with a well defined scope of work Why bother?  A “good start” is essential to long-term success  Projects must be thoroughly ‘scoped’ What are we after?  Clear understanding of the project impact  Clear understanding of all team members roles, etc.

Accelerating Change  Sharing a vision The desired outcome of change is clear, legitimate, widely understood and shared. The scope is linked to an organizational vision Why bother?  Visions paint a picture for both the head and the heart and answers the question “Why change?” What are we after?  A view of the future that is: Focused, challenging, easy to understand, evolving, behaviorable and actionable The “Elevator Speech”  A 90 second articulation of the vision

Accelerating Change  Developing Commitment A commitment by all participants to invest in the change, make it work, and demand and receive management attention Why bother?  Need sufficient support from all stakeholders in order to develop the ‘critical mass’ needed to gain success and prevent failure What are we after?  A coalition of key supporters and a conversion of key influencers

Accelerating Change  Changing Organizations Making sure that management practices (staffing, development, measures, rewards, communication, etc.) are used to complement and reinforce change  Why bother? The way we organize, develop and reward change has a profound impact on individual behavioral change We need to develop the capability to change  What are we after? Identification of key systems and structure areas that must be addressed in order to assure long-lasting success

Accelerating Change  Making Change Last Once changes is started it endures, flourishes and learning is transferred throughout the organization. The changes are incorporated into other key initiatives Why bother?  Experience shows that successful, sustainable change is difficult without attention from the entire team What are we after?  Consistent, viable and tangible reinforcement of the change initiative  Integration of the new initiative into ongoing work patterns

Accelerating Change

 Creating a common need produces the “wake- up call” that builds early momentum for the change initiative  Scoping change by an actively involved executive sponsor demonstrates commitment to the change from the top down  Visions provide direction and motivation for change  Mobilizing commitment positions the team for downstream interventions

Accelerating Change  Customer driven, “patient centered”, learning organizations become uncomfortable if they are not continuously changing  Sustained change occurs when change leaders and agents build and implement strategies for making change last

Accelerating Change

Randy Benson RHQN Executive Director (206)