Building Commitment for Planned Change Michael J. Colburn, PhD, PE

Why is change difficult Discomfort Uncertainty Implied certainty of the status quo Mistrust Michael J. Colburn PhD, PE 2

Session Objectives To learn the importance of listening to three critical voices. To learn how to use five diagnostic questions to support a change friendly environment. To learn six important lessons of successful planned change. To learn ways to build high commitment for change in a team environment. Michael J. Colburn PhD, PE 3

A Guiding Principle High commitment is enhanced when there is a truly collaborative relationship among the stakeholders in the change initiative. No fake input meetings Michael J. Colburn PhD, PE 4

Three Important Voices The Customer The Process The Associate Michael J. Colburn PhD, PE 5

The customer defines quality. The Voice of the Customer Michael J. Colburn PhD, PE 6

Questions to Ask What’s working? What do we do to add value? What are your needs and expectations for us? What are the measures that tell us we are meeting (exceeding) your expectations? What can we do to improve? Michael J. Colburn PhD, PE 7

85%+ of performance problems are the result of poor systems and processes. (W. Edwards Deming) The Voice of the Process Michael J. Colburn PhD, PE 8

Process Mapping Bring together process members. Facilitate the building and display of current process (visible display) Ask “Where does the process breakdown?” Send process map to team for ongoing analysis. Build future state process map. Continue engagement. Michael J. Colburn PhD, PE 9

The Voice of the Associate Michael J. Colburn PhD, PE 10

Enlightened Leadership Questions Reference: Enlightened Leadership by Oakley, E. & Krug, D. 1. What’s working? 2. Why is it working? 3. What do we want to accomplish (our purpose)? 4. What benefits will be achieved? 5. What do we need to do more of, better or differently to achieve our purpose? Michael J. Colburn PhD, PE 11

The Power of Questions Focus Forward Change Resistant to Change Friendly Michael J. Colburn PhD, PE 12 Obstacles To Avoid Results To Achieve

Turning Data into Information Surveys – Establish ground rules for communication and analysis. – Make sure you are asking the right questions. – Collect in groups if feasible. – Bring together people people to analyze the information. At best you have created some useful hypotheses Michael J. Colburn PhD, PE 13

Turning Data into Information Critical Incidents – “Think back over the past 30 days ….” – Let people tell their stories. Hang Out – Experience the context. – Absorb the cultural information. One question to ask …… Michael J. Colburn PhD, PE 14

Michael J. Colburn PhD, PE 15 Critical Steps for Planned Change Identify opportunity. Bring together key stakeholders. Determine information/data needs. Gather and analyze information/data. Create and agree on improvements. Create and implement action plans. Evaluate and adjust ---- standardize.

Michael J. Colburn PhD, PE 16 Lewin’s Force Field Analysis Driving Forces Impeding Forces CurrentDesired State State

Michael J. Colburn PhD, PE 17 Lewin’s Force Field Analysis Driving Forces Impeding Forces CurrentDesired State State

Michael J. Colburn PhD, PE 18 Lewin’s Force Field Analysis Driving Forces Impeding Forces CurrentDesired State State

Lessons I Have Learned Michael J. Colburn PhD, PE 19

Michael J. Colburn PhD, PE 20 Lesson One The initial problem is a symptom.

Michael J. Colburn PhD, PE 21 Lesson Two Everyone is telling the truth.

Michael J. Colburn PhD, PE 22 Lesson Three Find the sources of energy.

Michael J. Colburn PhD, PE 23 Lesson Four Respect the doubters/detractors.

Michael J. Colburn PhD, PE 24 Lesson Five Build trustworthy relationships.

Michael J. Colburn PhD, PE 25 Lesson Six Create accountability systems.

Building Commitment Michael J. Colburn PhD, PE 26

Michael J. Colburn PhD, PE 27 Support Continuum High Negative Energy Little or no Energy Some Positive Energy High Positive Energy Active Resistance Passive Resistance ComplianceCommitment I’ll work to change the direction of this misguided effort I’ll do it if you push me. I’ll do it to support you. It’s my job. I’ll do it. It’s my mission.

Michael J. Colburn PhD, PE 28 Get the right people in the room

Michael J. Colburn PhD, PE 29 Identify a compelling reason to cooperate

Michael J. Colburn PhD, PE 30 Minimize power differentials Make process visible. Agree on ground rules. Be sensitive to physical cues. Manage the formal leader. Allow humor to surface.

Michael J. Colburn PhD, PE 31 Encourage constructive conflict Focus on the issue – not the person. Focus on interests – not positions. Check on needs & opinions – straw votes. Make sure the unspoken is spoken. Build consensus.

Michael J. Colburn PhD, PE 32 Create structure to sustain

Discovery – Intention - Action Michael J. Colburn PhD, PE 33 Discovery Intention Action