Everything Is Working, Why Are We Changing? CHANGE Everything Is Working, Why Are We Changing?

CHANGE “Your Life will never change until you do something different in your life.” (Dr. Kenneth Stephens) If you keep doing the same thing daily, keep expecting the same results.

CHANGE EXERCISE 1 Discussion How did it feel to be asked to change seats? Did you view changing seats as an opportunity to sit with someone new or as an uncomfortable or undesirable change? Why is change so difficult? Discussion Questions How did it feel to be asked to change seats? Did you view changing seats as an opportunity to sit with someone new or as an uncomfortable or undesirable change? What are some things that make people resistant to change? What can you do to make it easier for people in your organization to accept the changes associates with Lean and Six Sigma? If participants move back to their old seating arrangements after the exercise is over, ask the following questions: Why is it difficult to maintain changes once they are made? Facilitator Notes Encourage participants to consider and share their own personal emotions related to making changes. This is what makes the exercise powerful. Another twist to this game might be asking participants to change seats frequently, which also can help them enhance their personal ability to deal with change.

CHANGE IS NECESSARY Tomorrow’s world will be different from today’s world Organizations will need to adapt to changing market conditions and at the same time cope with the need for a renewing rather than a reactive workforce. Organizations are never completely static and they are in continuous interaction with external forces. Blanchard

The First Commercially Produced Typewriter: The Hansen Writing Ball How many of you even know what this is? Change is inevitable, and necessary for survival. Without change you become obsolete or worst discarded. The first commercially produced typewriter: The Hansen Writing Ball The pincushion-like machine had 52 keys on a large brass hemisphere. Some models have been produced, but the most famous was the portable "tall model" (in the pictures), produced from 1875.

CHANGE Ask the group how many of them do not own a cell phone? Ask the group how many do not own a house phone. Discuss the fact that home phone represented the majority of telephone communication just 15 to 20 years ago. About one-third of U.S. households have ditched landline phones, driven by younger Americans relying on their cellphones, new Census Bureau data showed Thursday. Just under 71% of households had landlines in 2011, down from a little more than 96% 15 years ago. Cellphone ownership reached 89%, up from about 36% in 1998, the first year the survey asked about the devices. The youngest households are abandoning landlines in droves. About two-thirds of households led by people ages 15 to 29 relied only on cellphones in 2011, compared with 28% for the broader population. The Census survey reflected the increasing adoption of technology across U.S. households. It also showed some improvement in housing and community conditions, along with greater difficulty in meeting certain basic needs in some of the nation’s 118.7 million households.

CHANGE CELL PHONE BATTLE Samsung Galaxy 5s I-Phone 6Plus Ask the group how many of them do not own a cell phone? Ask the group how many do not own a house phone. Discuss the fact that home phone represented the majority of telephone communication just 15 to 20 years ago. About one-third of U.S. households have ditched landline phones, driven by younger Americans relying on their cellphones, new Census Bureau data showed Thursday. Just under 71% of households had landlines in 2011, down from a little more than 96% 15 years ago. Cellphone ownership reached 89%, up from about 36% in 1998, the first year the survey asked about the devices. The youngest households are abandoning landlines in droves. About two-thirds of households led by people ages 15 to 29 relied only on cellphones in 2011, compared with 28% for the broader population. The Census survey reflected the increasing adoption of technology across U.S. households. It also showed some improvement in housing and community conditions, along with greater difficulty in meeting certain basic needs in some of the nation’s 118.7 million households.

Dr. Stephens Organizational Change formula FORMULA FOR CHANGE Dr. Stephens Organizational Change formula People + Culture + Climate + Challenges = Change Confusion +Conflict+ Compromise = Change

Organizations are About People “Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory.” Andrew Carnegie (1835-1919) Source: Library of Congress

PEOPLE CHANGE WHO? People are the heart beat of an organization: Fear the unknown Fear of losing status Fear of losing control Communication failure Key to effective change Embrace new role Accepts changes Communication top to bottom and bottom to top PEOPLE People are the heart beat of an organization: People (Employee) make up the core piece of the puzzle to change. You are the organization /Without people the organization is just an idea Employee's fear of the unknown of change Not communicated correctly People fear change because of the unknown People lack of understanding causes resistance to change People self interest (Fear of a personal loss) is the biggest obstacle to organizational change Keeping people informed and in the loop (People just want to be in the know) of planned or unpreventable changes is critical to a successful change.

CHANGE WHY? Changes that occur because of internal forces INTERNAL EXTERNAL Changes that occur because of internal forces Changes that occur because of external forces SEE PRINT OUT

Internal Forces Low job satisfaction Low productivity Conflict Strikes Internal forces for change come from inside the organization. These forces can be subtle, such as low job satisfaction, or can manifest in outward signs, such as low productivity, conflict, or strikes. In general, internal forces for change come from both human resource problems and managerial behavior/decisions.

External Forces Demographic characteristics Technological advancements Customer and Market changes Social and political pressures Demographic characteristics Technological advancements Shareholder, customer and market changes Social and political pressures

CHANGE WHAT? POSITIONS PLAN Individual culture Organization culture Organization short and long term plan changes Organization’s direction changes. Individual: Physical position changes within the organization. Organization: Mission or position on how they operate Culture: values, assumptions, beliefs, norms Processes: how things get done; method for arriving at results Structure: overall design of the organization; how individual work tasks are grouped

CHANGE WHEN? CULTURE CLIMATE CONDITIONS

CULTURE Organizational culture. FORMULA FOR CHANGE The system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members. A widely shared real understanding of what the firm stands for, often embodied in slogans. A concern for individuals over rules, policies, procedures, and adherence to job duties. A recognition of heroes whose actions illustrate the company’s shared philosophy and concerns. Discuss how the military culture of treating women badly (Tail hook is just one of many incidents In order to change the organization you must change the culture beginning with your internal department Subculture A group of individuals with a unique pattern of values and philosophy that are not inconsistent with the organization’s dominant values and philosophy

CULTURE Subculture FORMULA FOR CHANGE A group of individuals with a unique pattern of values and philosophy that are not inconsistent with the organization’s dominant values and philosophy Keeping people informed is the solution

CULTURE Counterculture FORMULA FOR CHANGE A groups where the pattern of values and philosophies outwardly reject those of the larger organization or social system Keeping people informed is the solution

FORMULA FOR CHANGE CLIMATE Climate “refers to perceptions of persons in the organization that reflect those norms, assumptions, and beliefs.” Climate controls the: Motivation, Performance, and Satisfaction of the organization Where as Culture “refers to the behavioral norms, assumptions, and beliefs of an organization.” “the way things are done around here”. Climate “refers to perceptions of persons in the organization that reflect those norms, assumptions, and beliefs.”

FORMULA FOR CHANGE CONDITIONS The introduction of Microsoft Windows operating systems is considered one of the most revolutionary changes in the world. Microsoft forced change to take place across the world. The conditions were ideal and ripe for changing the way all organizations operate because of the new word processor tool.

CHANGE HOW? SYSTEMATICALLY GRADUALLY

Lewin’s Change Model Unfreezing Movement Refreezing Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive. By looking at change as process with distinct stages, you can prepare yourself for what is coming and make a plan to manage the transition – looking before you leap, so to speak. All too often, people go into change blindly, causing much unnecessary turmoil and chaos. To begin any successful change process, you must first start by understanding why the change must take place. As Lewin put it, “Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and one’s relations to others.” This is the unfreezing stage from which change begins. Refreezing Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning

Understanding Lewin’s Model you have a large cube of ice, but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mold the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze).   Understanding Lewin’s Model If you have a large cube of ice, but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mold the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze). Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning

Not Hoppy About Change Mina Ishiwatari(front) wanted to improve Hoppy drink’s brand image, but most staff didn’t want to change. “I tried to take a new marketing approach to change the image of Hoppy . . . but no one would listen to me.” She improved Hoppy’s popularity with limited support or budget. Most employees who opposed Ishiwatari’s changes have since left the company.

CHANGE & CONFLICT MY WAY THEIR WAY OUR WAY

Tips for Managing Workplace Conflict Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others’ perspectives on the conflict situation Acknowledge feelings before focusing on facts Focus on solving problems, not changing people If you can’t resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved Adapted from Dispute Resolution Center of Snohomish and Island Counties (2004). 1801 Lomard Ave, Everett, WA 98206; 425-339-1335. Adapted from Dispute Resolution Center of Snohomish and Island Counties (2004). 1801 Lomard Ave, Everett, WA 98206; 425-339-1335.

CHANGE & CONFLICT MY WAY

CHANGE & CONFLICT THEIR WAY

CHANGE & CONFLICT OUR WAY

ONE BIG HAPPY FAMILY QUESTIONS?