1. Welcome to this introduction to Exploring change™!
Change is a topic that is at the top of the agenda for many of our clients – across all markets and industries – and this is why we at Celemi have chosen to ’package’ our experience and knowledge of ’change’ as a dialog tool.
Over the past 30 years, Celemi has worked with a large number of clients to help them communicate and implement strategic change, by engaging their people.
We have seen how a number of change-related challenges keep recurring in the client organizations - we have often been called in either to ’fix’ change related problems, or (for the more pro-active clients), to ensure that change implementations run smoothly.
It is these first-hand experiences – together with some widespread models and theories from the field of change management – that we have used as the main ingredients when we created the Exploring change™ dialog program.
In this short presentation, we will take you through some of the main ideas behind the program, describe how the workshop is structured, and give examples of how we use the Exploring change™ sales presentation when we talk to prospects about change.

2. Exploring change™ is a learning tool that challenges people to think about what it means for something to be change, and to reflect on the kinds of actions and attitudes that are needed in an organization when change processes are taking place.
When you introduce the program to your prospect, you can start by asking the question on this slide:
When do you put on the change glasses, in your organization?
Ask the people to think about this and share their thoughts.
As the question can be interpreted quite broadly, it gives you a chance to hear about what is ’top of mind’ for the prospect.
If people get stuck, you can elaborate;
What does it take for something to be called, or labeled, ’change’ in your organization?
Are there any particular factors that set ’change’ apart from – for instance – continuous improvement?
When we have talked about this with large client organizations that have a structured approach to change, the examples they give typically include things like an impact on a large share of the employees in the organization, significant changes in the ways of working in the organization, like new roles and responsibilities, and new patterns of working together across functions or divisions in the company.
Some prospects will talk about how the pace of change is so fast today, that they are more or less in a constant state of change.
While this may very well be true, the point we want to make with Exploring change is that there are certain types of organizational changes that will only succeed if you manage to bring people (often very large groups of employee) on board.
To achive this, you need to know when to ’put on the change glasses’, and take a closer look at the ’human side of change…

3. Address the human side of change
The ability to engage employees in change is rapidly becoming a key determinant of business success. Your leaders need a clear understanding of the factors involved, so they can take action and lead change effectively.
The tag line we have used for Exploring change™ – is ’address the human side of change’.
We say this because when the pace of change speeds up and the business environment becomes more unpredictable, the ability of an organization to engage employees in change – to bring them on board and motivate them to pull in the same direction – is becoming the key determinant of business success.
In Exploring change, we claim that an organization can foster a greater openness to change, resulting in a more agile company, by handling change in a professional way that builds trust and a sense of shared ownership of the path forward.
But to do this, the leaders in the organization need to understand the factors that influence ’the human side of change’, so that they can take action and lead change effectively.

4. Why a dialogue on change?
Organizations, divisions or teams that want to increase the return on investment for change initiatives can use the workshop to build a shared language and collective insights into what it takes to bring people on board.
The workshop provides a platform for
sharing experiences of change processes,
applying theoretical models for organizational change, and
deepening the participants’ understanding of the human side of change.
… and this is why we believe that Exploring change™ can offer value for client organizations from a wide range of sectors, and regardless of size.
We offer this workshop to all organizations that want to increase (or secure) the return on investment for business critical change initiatives.
The learning experience is used to build a shared language and a shared understanding of the main success factors for bringing people on board.
(We have chosen to focus on four main success factors; we will return to the them when we get to the flow in overview, on slide 6.)
In addition, the workshop is designed to provide a platform for
Sharing experiences of change processes,
Applying a set of widespread, useful theoretical models from the field of change management,
And, thereby, deepening the participants’ understanding of the human side of change.

5. The basics – in a nutshell
Who benefits:
CELEMI Exploring change supports a dialog on change issues across functional and hierarchical boundaries.
Participants:
Managers and key employees who are invested in making change happen (leading people or projects/initiatives). High potentials and/or executive MBA students.
Timing:
4 – 7 hours
Number of participants:
8 – 16 per facilitator, divided into 4 teams
Materials:
Deck of cards, WorkMat™ (reusable)
Case story with 4 perspectives (printed from PPT)
Facilitator materials (PPT and manual)
So, what are the basic facts about this dialog tool?
First, let’s talk about the target group. The workshop can be run across functional and hierarchical borders; the learning experience is actually stronger if you run a session with people who bring different perspectives to the table.
Participants should be people managers, and/or any other key employees in the organization that are invested in making the change happen. This could for instance mean that they are leading ongoing or upcoming change initiatives.
The workshop can also be run as a part of a leadership program, or an executive MBA course.
Depending on the needs and conditions, Exploring change™ can be adapted to fit a half-day or a full day time slot. The facilitator manual describes the short version in detail, and points out the activities that are run differently for the full day version. But a key feature of this tool is that it’s flexible – unlike a simulation, where many of the basics are set in terms of the model and the flow, Exploring change™ allows you to adapt content and flow to fit the client’s challenge and context – for instance the particular type of session or target group. So, when you pitch the workshop to a prospect, listen to their needs and issues; this will allow you to adapt the content, focus and timing of the session to suit their specific needs.
The ideal number of participants is from 8 to 16, but an experienced facilitator can make the session work well for fewer – or more – people. But if you want to run session for significantly more than people, we suggest that you add a co-facilitator or run a parallell sessions with an extra facilitator.
For the team materials, we are piloting a new approach. There will be one version with reusable materials, where some items are printed on reusable paper/plastic and are collected and reused after each session, while items that the teams need to write answers on are printed from a PrintPPT file.
And, as usual, the Facilitator materials consist of a step-by-step Facilitator Manual and a PPT.

6. The workshop at a glance
Three main steps:
Setting the scene – an introduction to change
Create interest and recognition
Spark off initial discussions
Exploring change challenges and success factors
Discover typical pitfalls in change processes
Apply a framework for approaching change, based on four success factors
Creating the conditions for success (CASE STORY)
Investigate a case story, from the perspective of one of four employees in the case company
Use insights and theories to identify actions
What you see on this slide is a summary of the flow of the program.
The first part, ’Setting the scene’, covers an introduction to change. Here, the participants discover and discuss why the workshop is relevant for them and their organization, and together you will define and zoom in on the aspects of change that will be in focus for the session.
In the second part, the participants explore change challenges and success factors. They do this by reviewing a set of typical pitfalls in change initiatives, testing them against their own experiences and sharing other, related examples in their groups. We have included four examples of these pitfalls at the end of this presentation.
To create a positive – ’what we can do right’ setting and suggest a simple framework for approaching change, the debrief of Part 2 is designed to highlight 4 key success factors in change processes.
These are the four factors we have included:
Communicate the bigger picture
Address the human side of change
Build a broad and strong sense of ownership
Provide the right internal conditions
These four factors sum up what we see as recurring themes in much of the change management literature – and organizational practice - we have encountered over the years.
And so far, the feedback from colleagues and partners is that it is a useful summary that captures the main elements, at the same time as it is an open framework that allows facilitators to add topics and themes that they / their clients are specifically interested in…
The third and final part of the program is based on a case study. The teams are invited to explore a change story from four different perspectives, each represented by an employee in a company called Fenix.
What each team is given to work with, is one employee’s story, the case background, and a set of questions that asks them to sum up the main issues and suggest a course of action.
Each team then shares their ’story ’and conclusions as a short presentation for the rest of the teams. (Or, if there is time for it, all teams can work through the full set of cases one by one.)
The case story allows for a a high degree of flexibility; a client can use the standard story provided in the Print PPT slides, or you can easily customize the story to fit a specific client’s needs. For instance, Fenix does not need to be a company in the construction industry – you can rewrite the story to fit your clients’ industry and specific challenges. These kinds of changes are easy to make by editing the text in the Print Powerpoint file.

7. Key themes and concepts
Use CELEMI Exploring change to address the following topics…
Organizational resistance to change
Emotional responses to change
Change communication
Change implementation
Middle management buy-in
Alignment of reward structures
The workshop materials include a case story that is explored through the eyes of four different employees.
The case story can be used as a framework for adding additional topics that are relevant in a specific context or organization.
CELEMI Exploring change™ can be used to highlight a wide range of change related topics.
These include…
Organizational resistance to change
Emotional responses to change
Change communication
Change implementation
Middle management buy-in
Alignment of reward structures
It’s also easy to add your own expertise in related areas by creating mini-workshops on change-related topics that you know well, and that are relevant in the clients’ context.
And while Exploring change™ works well as a stand alone workshop, it can also be combined into an offer together with other Celemi solutions, or used as a sales tool to clarify the benefits of other offers in our portfolio.
For instance, it can be a step in tool to use with a management team, in order to make it clear how a broad roll out of Apples & Oranges™ will help them secure the buy in and ownership needed for a large scale change process.

8. What participants say
“We held the workshop as part of a 2-day management meeting, as we were planning the reorganization of our European distribution chain.
The session helped us consider the full context of the change, and put the spotlight on what we need to get right, to bring people on board.”
Kerstin Lindell, President and CEO, Bona
“We know that our IT-solutions trigger change processes, and we help our clients prepare and communicate around change.
The workshop was a great tool for sharing experiences between our consultants, and brainstorming about new services we can offer to them.”
Business area manager, IT consultancy
On this slide, we have included two examples of what participants in Exploring change™ have said after the workshop.
The response from the session we have run so far (with clients from industries ranging from manufacturing to legal) has been very positive.
Over the next few months, we hope to collect more testimonies.
To set the expectations for what this program is and can deliver, there are two things we would like to highlight.
First, this is a dialog tool - it’s not a simulation. What do we mean by this? It does not have the game element of – for instance – Tango™. It’s more of a step by step learning process based on dialog in teams and shared debriefs with the full group. Compared to other Celemi off-the shelf-offers, Exploring change™ is more similar to the Medici game™, than to any of the other products.
And second, we want to highlight that Exploring change™ draws on insights from current, well-established theories. We do not claim that we have invented the theories that are included in the program. Instead, we are giving our perspective on them, and a structured approach for how an organization can grow their ability to address the human side of change.

9. 1 “I can’t see how this will ever be worth it…” Try it out…
Do you recognize this situation?
Discuss: Does this happen in your organization? If yes, how does it impact the success of change initiatives? 1
“I can’t see how this will ever be worth it…”
There’s no shared understanding of the direction or purpose of the change – even at the top.
And when people can’t see where the change will take the organization, they start to question whether it’s worth the effort.
We have included four sample situations from the Exploring change™ card deck that you can use to spark off a discussion, and invite people to share their personal experiences of change processes.
In the full card deck, there are 12 situation cards, that capture a range of examples of how employees and managers can experience the turbulent phases of a change processs.
You can use these sample situations to create a dialog in the meeting room. For instance, you can divide the participants into pairs and ask them to take a few minutes to align their experiences and views of the situation presented on the slide. Do they recognize it from their own organization? If yes, how does it impact the success of change initiatives?
Debrief the discussion by asking the pairs to share their views and experiences.
If you want to challenge your prospect a bit more, you can use the situations as a simple framework for a short self-assessment of how the organization handles change today – and the scope for improvement.
Whichever way you choose to use theses slides, the point you can make when you sum up is that any organization that recognizes these situations will benefit from building a strong and shared understanding of the human side of change – because the situations are clear warning signs that you are failing to bring people on board.

10. 5 “I heard there’s something they’re not telling us…” Try it out…
Do you recognize this situation?
Discuss: Does this happen in your organization? If yes, how does it impact the success of change initiatives? 5
“I heard there’s something they’re not telling us…”
When there’s a longer period of silence from management in times of change, people’s imagination will start to fill in the blanks. Rumors can start to spread – and people may decide to leave.
Second sample situation.

11. 7 “I’ll pull all the strings I can to keep us out of this…”
Try it out…
Do you recognize this situation?
Discuss: Does this happen in your organization? If yes, how does it impact the success of change initiatives? 7
“I’ll pull all the strings I can to keep us out of this…”
Some business units – or middle managers – paddle backwards and try to avoid being part of the change. Tactics include delaying critical decisions, or distorting corporate communication.
Third sample situation.

12. 11 “I’d be stupid to change – when it pays to stick to the old way”
Try it out…
Do you recognize this situation?
Discuss: Does this happen in your organization? If yes, how does it impact the success of change initiatives? 11
“I’d be stupid to change – when it pays to stick to the old way”
When it comes down to it, people still have more to gain from doing things the old way – even if it means creating work-arounds. They’ll be quick to notice if they can get away with it!
Fourth sample situation.

13. What’s your change challenge?
When we have run Exploring change™ in single-client settings, we have asked the client to share information on their current change challenges with us, so that we know what is at the top of their, and their target groups’, minds. You can use the final slide of the presentation to gather, or sum up, information about what is going on in the client organization.
But at the same time as this information is valuable, for instance to help a facilitator stay ‘ on message’ during a future workshop, it is also important to keep in mind what Exploring change™ addresses – and what it does not:
This is not a program that develops or communicates the content of the client’s current change initiatives; instead, it focuses on process-related best-practices.
Of course, if you are planning to offer a combination of consulting and learning services to a client, you can combine Exploring change with other parts of your offer to create a longer session that addresses the full range of your client’s change needs. If this is what you are planning to do, Exploring change can be used as an eye opener and an alignment tool for the client’s team at the start of your event.
We hope that this presentation has given you an overview of the Exploring change workshop, the sales presentation and how you can use it in practice. If you have any questions, please don’t hesitate to contact your Celemi account manager.