Relentless Improvement Consulting Josh Clymer, MS President, Senior Process Improvement Consultant

Change Management Dealing with Employee Resistance Relentless Improvement Consulting

 Senior Level Support1  Competing resources2  Functional boundaries3  (Lack of) change skills4  Middle Management5  Long IT lead times6  Communication7  Employee Opposition (resistance)8  Unrealistic timetables9 Source: PriceWaterhouseCoopers Relentless Improvement Consulting

 Good Communication100%  Strong mandate by senior management95%  Setting up intermediate goals and deadlines95%  Having an adaptive plan91%  Have access to adequate resources86%  Demonstrating urgency to change86%  Setting up performance measures81%  Delivering early, tangible results76%  Involving customers and supplier early62%  Benchmarking performance vs. competitors62% Source: PriceWaterhouseCoopers Relentless Improvement Consulting

 Why is the change necessary? (The rationale)  What we are changing to? (The vision)  How and when do we intend to get there? (The plan)  What is the personal impact? (WIIFM)  Is help available to support transitions? (Resources) Relentless Improvement Consulting

 No matter how positive, promising or proactive the change is, expect a sense of loss  No matter how competent and committed stakeholder are, expect a sense of confusion  No matter how loyal employees are, expect some initial skepticism and an increase in “me” focus Relentless Improvement Consulting

DenialCommitment ResistanceExploration Productivity Time What You SeeWhat You hear What You SeeWhat You hear What You SeeWhat You hear What You SeeWhat You hear Indifference Disbelief Avoidance Silence “It will never happen” “It won’t affect me” Anger Complaining Glorifying Past Skepticism Unwilling to participate “It won’t work” “It used to be..” The data is flawed” Future Orientation Initiative Self-efficiency Confidence “How can I contribute” “Lets get on with it” Energy Risk-taking Tentativeness Impatience Activity without focus Optimism “I’ve got an idea” “let’s try…” “What if….” Recognizing the Individual Change Process Relentless Improvement Consulting

 By definition, individuals will move through the process at different speeds  Your role is to effectively maximize the speed through the change process, reducing the time spent in Denial and Resistance Relentless Improvement Consulting

 There are four typical stages of change:  Denial  Resistance  Exploration  Commitment  All these stages are normal and expected  Be sure to plan for and manage all stages, especially resistance “Resistance is a normal reaction to disruption and real or perceived loss” Relentless Improvement Consulting

 Aptitude  See changes as more work  Fear inability to develop new skills required  Don’t understand what it will take to be successful in the future state  Fear the unknown  Don’t want to accept the death of the old ways  Have “scars” from prior changes Managing Resistance  Identify needed knowledge and skills  Provide a training/development program  Create opportunities to “practice” without consequences  Reward demonstrations of new abilities  Mentor and model desired behaviors and skills  Monitor work loads to ensure they remain realistic Relentless Improvement Consulting

 Attitude  Don’t see a need for change  A compelling vision has not been presented  No positive consequences for changing  Perceive the costs to change are greater than the benefits  Those affected may not see the “Big Picture” therefore the change does not make sense Managing Resistance  Ensure people understand why change is needed – the business case for change  Put the change into the context of the “Big Picture” – link it to other changes  Convey a compelling vision for the future  If possible, personalize benefits of the change  Establish reward, recognition, incentive and performance objectives that support change objectives. Relentless Improvement Consulting

 Communicate, Communicate, Communicate  Preview, view and review  Ensure regular, timely information distribution  Communicate with the audience’s “needs” in mind  Clarify what is NOT changing along with what is  Participate  Involve people in decision-making  Seek out and use ideas and opinions Relentless Improvement Consulting

Anger/AttackSilence/Withdrawal Not enough time Endless QuestionsGoing through the motions Ignore it Deny it Glorify the past Confused Just don’t want to get it Details Relentless Improvement Consulting

 Understand People  Find out how people are doing along the way, not just at the end  Provide opportunities for two-way communication  Allow venting  Don’t just hear----Listen!  Find Supporting People  Leverage the help of those who commit early  Create a change infrastructure Relentless Improvement Consulting

DenialCommitment ResistanceExploration Productivity Time Provide frequent, consistent messages Confront without threating Demonstrate visible signs of change Clarify what is changing and what is not Address rumors and misinformation Facilitating the Individual Change Process Probe for underlying feelings/concerns Acknowledge and legitimize feelings Clarify the case for change (vision, plan) Listen Relate expectations and consequences for non-compliance Provide guidance, support and recognition Provide frequent feedback on progress Enroll those here as advocates to assist others Be careful not to overload or burnout Acknowledge efforts and the struggle Celebrate successes and endings Provide opportunities for visible advocacy Provide opportunities for participation and contribution Relentless Improvement Consulting

DenialCommitment ResistanceExploration Productivity Time Facilitation Techniques Communicate & Clarify Educate & Re-emphasize Facilitate & Encourage Acknowledge & Advocate Relentless Improvement Consulting

 Resistance is a normal response to change  There are many different displays of resistance  Encourage expressions of resistance; Get it out in the open  Help “move” people toward Exploration and Commitment in order to minimize resistance and productivity loss  Choose suitable strategies to deal with group and individual responses; Customize plans Relentless Improvement Consulting

 Move people toward commitment  Help people make informed choices  Build trust through honesty and openness  Demonstrate empathy  Seek to understand  Report progress – or lack of – So people can be responsible contributors to success Relentless Improvement Consulting

"Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes — it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm." -Peter Drucker Management Challenges for the 21 st Century (1999) "One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment.“ -Robert E. Quinn “Everyone thinks of changing the world, but no one thinks of changing himself. “ -Leo Tolstoy “The world hates change, yet it is the only thing that has brought progress.” -Charles Kettering Relentless Improvement Consulting

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