1. Implementing Change Presented by Courtney Moon
Training and Organizational Development
Office of Human Resource Services

2. Our Focus for this Session
Analyze your organization’s readiness for change
Understand your role in leading a change effort
Review Kotter’s 8-step process for implementing change
Discuss resistance to change

3. To Get Us Started:
Based on today’s presentations what resonated most with you?
Of the topics covered what’s most important for my team/department/college to focus on?

4. Adaptive Challenges
Require changes in people’s priorities, beliefs, habits, and loyalties
The solutions require people to change their ways
Requires going beyond current expertise to mobilize discovery

5. Qualities of an Adaptive Organization
Elephants in the room are named
No issue is too sensitive, no questions off limit
Responsibility for the organizations future is shared
Folks can comment on or raise issues outside of their role
Cross-functional problem solving is valued and encouraged

6. Qualities of an Adaptive Organization
Independent judgement is expected
Leadership is not the only one to solve problems or make decisions
Reflection and continuous learning are institutionalized
Experimentation is encouraged (learn from mistakes)
Retreats held to discuss “getting better”
Groups of people are brought together (cross-functional collaboration)

7. Is now the right time?
How adaptive is your organization? Do you see these qualities in your own organization?
What changes have been made in recent years, which have been successful, and which have not?
Who was responsible for them?

8. Understand Your Role Be aware of the limits of your own authority
Formal authority is a limited source of power
Build your informal authority:
The ability to lead, direct or achieve without an official leadership title
It is derived from the relationships that employees build with each other

9. Building your Informal Authority
Strengthen your relationships
Score some early wins
Support others initiatives
Sell small pieces of your idea

10. Strengthen Your Relationships
Create a network of relationships
Who are your allies?
With whom do you need to build more trust?
Consultation
Visit those whose buy-in you need
Discuss your idea
Ask their opinions
Listen to their reactions
Incorporate their feedback

11. Score Some Early Wins
Become involved in some smaller scale projects to build your credibility

12. Support Other’s Initiatives
Build your social capital
Look for opportunities to support the initiatives of others

13. Sell Small Pieces of your Idea
Take small steps, run pilot projects or try small experiments related to your idea
If these steps work you will have more support/buy-in for the larger scale initiative

14. An Exercise:
On a scale of 1-10 (1 being the lowest, 10 the highest) rate yourself in each of the following areas:
Strong relationships with others
Scoring early wins
Supporting others initiatives
Selling small pieces of your idea
Which of the steps for building informal authority are most important for you to focus on right now?

15. Get on the Balcony
Diagnose the system—understand your organizations overall capacity for adaptation
Over time the structures, culture, and defaults that make up an organizational system become deeply ingrained, self- reinforcing, and very difficult to reshape.

16. Ready to Make a Change?

17. Kotter’s 8-Step Process for Implementing Change1
Create a Sense of Urgency 2
Build a Guiding Coalition 3
Develop a Vision and Strategy 4
Communicate the Vision 5
Enable Action 6
Generate Short-term Wins 7
Build on the Change 8
Institute Culture Change
The Big Opportunity

18. Kotter’s 8-Step Process for Implementing Change
Create a sense of urgency
Identify what needs to change, problem to be solved, consequences of not changing, or opportunity
Get folk’s attention—give them a reason to move out of comfort or complacency
Get others involved (“guiding coalition”)
Put together a group with enough power or influence to help with the change
Position power, expertise, credibility, leadership

19. Kotter’s 8-Step Process for Implementing Change
Develop a vision and strategy
You should be able to describe a sensible and appealing picture of the future (vision) and the logic for how the vision can be achieved (strategy)
This is different from steps, timetables, plans, and goals
Communicate the vision
You should be able to describe your vision to someone in five minutes and get his or her interest
Keep it simple and consistent
Communicate in multiple forms and repetitively

20. Kotter’s 8-Step Process for Implementing Change
Enable action
Focus on action plans
Address any unexpected barriers to implementation, and adjust as needed
Generate short-term wins
Visible—real, not hype
Unambiguous
Clearly related to change effort

21. Kotter’s 8-Step Process for Implementing Change
Build on the change
Use the momentum from the short-term wins to continue to drive change
Institute culture change
Change in culture comes last, not first
New approaches sink into a culture only after it’s clear that they work or aren’t going away
Continue to talk about the change

22. Understanding Resistance

23. Resistance Is normal and should be expected
Defensive behavior is often a way to maintain control
Seek to understand the nature of the resistance

24. Causes of Resistance They fear losing something they value
They lack trust in leaders or misunderstand motives
They disagree on the merits of change
They have a low personal tolerance for change

25. Managing Resistance Meet one-on-one (consulting) to reduce resistance
Formally address resistance
Incorporate concerns

26. Resistance can be helpful
It might identify other problems that may need to be solved first
Forces us to think before we act
Resisters ask tough questions that can strengthen and improve our vision, strategy, plan for the change
Let’s us know who opposes the change and, therefore, to whom we need to listen and with whom we need to communicate

27. Based on Today’s Presentation…
What do you see as your first step in implementing change?

28. Today We Discussed Analyzing your organizations readiness for change
Understanding your role in leading a change effort
Reviewed Kotter’s 8-step process for implementing change
Discussed resistance to change