1、Section 11 Change Management CONFIDENTIALCHAPTER 8: UNDERSTANDING AND MANAGING CHANGEElsewhere in this manual we have used this simple framework to illustrate issues connected with change:-One way of looking at the role of consultants and of consultancy is that it is all about change. If no change w
2、as planned nor contemplated, there would be little work for consultants! We are in this section aiming to offer a brief overview of the main issues to be considered by a consultant regarding change and change management, and we refer at the end to a range of books and other sources which you will fi
3、nd of further assistance.Frameworks for understanding changeWe begin with a series of frameworks or models for understanding change. As with all the frameworks and tools in this manual, we strongly recommend that you use in your practice as a consultant these which;-most with the clients circumstanc
4、es and needs-most suit your way of working.Each of the frameworks can be used in several ways:-1As an aid to a discussion with a client2To assist a discussion in a group or a team3As a checklist for you, and for your client, to identify problem areas4As a catalyst to planning how to engage a clientA
5、 Model of Organisational Change I: Burke-Litwin Reprinted from Theories and Models in Applied Behavioural Science, Volumes I-IV, San Diego CA: Pfeiffer & Co., 1991Questions to ask:(1)Is the change we are planning for all to do with Transformational Change or with Transactional Change, or is it a ble
6、nd of both? What kind does the organisation really need?(2)What elements on this diagram have we not yet considered in our change planning? Why is that?(3) In which boxes will we have problems?Model of Organisational Change II: Lewin Reprinted from Theories and Models in Applied Behavioural Science,
7、 Volumes I-IV, San Diego CA: Pfeiffer & Co., 1991Questions to ask:(1)Where are we in this process?(2)What are we doing in order to:-do this stage well and thoroughly?-move on to the next stage?(3)Who else needs to see this picture, but hasnt so far done so?Model for Organisational Change III: Beckha
8、rd & Pritchard Permission to reproduce soughtThe focus for fundamental organisational change will fall into one of five areasQuestions to ask:(1)Where should our focus be?(2)Where is our focus?(3)What is the present situation?(4)What should it be like in 2 years time?(5)What linkages are there betwe
9、en the five areas?(6)Which linkages do we need to improve?A Model of Individual and Organisational Change: Beckhard and HarrisC = (A + B + D) XC=ChangeA=Level of dissatisfaction with the status quoB=Desirability of the proposed change or end stateD=Practicality of the changeX=Cost of changingQuestio
10、ns to ask:(1)Who are the key players here?(2)What values would they attach to A, B, D and X?(3)What does this tell us about how we work with the key players?(4)How could we increase A, B, or D if we wanted to?(5)How could we reduce X if we wanted to?How people deal with change (or dont)Maslows hiera
11、rchy of human needs is a good starting point: it reminds us that, for example, we are unlikely to be gripped by a fever of enthusiasm for radical change if we are feeling isolated (no social dimension to work), feel that our livelihood is at risk (no safety) and feeling under valued (no esteem). Org
12、anisations are not usually be able to promise a job for life but there are many things we can, as consultants do, or recommend that our clients do, to mitigate these factors and allow people in organisations to engage positively with a plan for change.The Dynamics of Change Reprinted from Theories a
13、nd Models in Applied Behavioural Science, Volumes I-IV, San Diego CA: Pfeiffer & Co., 1991Looking at peoples view of change in more detail, we can list the main reasons why people fear change in organisations as:-Fear of ChangeSpecific reasons that people fear organisational change include: Job inse
14、curity Loss of expertise Need to learn new skills Shifts in influence, authority and control Loss of social status Devaluation of knowledge or skills Change in habits or customs Lack of, little, or misperceived understanding of the change and its implications Disagreement with the change Low toleran
15、ce for changeOne helpful way of plotting individuals reaction to change over a period of time, with reference also to their perceived competence, is this framework:-Transition curve - a cycle of changeThe perception of people who have a real stake in the change can also be plotted on a similar frame
16、work. This time we see the picture from, perhaps, the management teams points of view:-Understanding reactions to change by stakeholders: The Change CurveBefore leaving this framework, we can plot on to it what is almost the business case for internal consultancy, in that it aims to smooth out the f
17、luctuations of perceptions about the change, by managing expectations (downwards) and using examples of quick wins to head off despair.Reactions to change by stakeholders, with effective transition managementHow consultancy helps people deal with change: Stakeholder managementThis framework is used
18、in many applications in consultancy. It allows us to plot those people with a stake or strong interest in the proposed change according to several criteria:-their level of influence-how much support for the change we expect from them-how much impact on them the proposed change will have.Stakeholder
19、ManagementThis in turn allows us to build a stakeholder management plan. You will find helpful material on influencing stakeholders in the section One-to-one relationships Chapter1 in this manual.Planning and managing key relationshipsTransition managementTransition management can be thought of as t
20、he organisational scaffolding which is put in place to allow the change plan you have just developed to take effect as powerfully as possible. A range of things need to be done simply to support the change plan: temporary processes, activities, structures and behaviours which will not need to contin
21、ue for ever - just until the relevant sections of the change plan have been completed. At their simplest, these can be: steering groups, conversion training, helpdesks, extra newsletters, and regular breakfast briefings. the more sophisticated scaffolding might consist of: inter-departmental competi
22、tions related to progress with the change plan; video-taped customer feedback every 2 weeks demonstrating quick wins and the external impact of the changes; the appointment of temporary change agents from within the organisation; a Lotus Notes (or equivalent) discussions forum; especially generous s
23、everance terms for a limited period; more corporate, teambuilding events, and so on.How do we choose which transition management activities we need?Once you have completed the scheduling of tasks and linked them together (the project plan, if you like), run a Force-field exercise (see Chapter 6) on
24、the factors which will help or hinder the change plan. This should generate a list of problems and opportunities, and you will then be in a position to use our (or any other) problem-solving method (see Chapter 6) to identify the components of your Transition Management plan.A Framework for Change M
25、anagement: Change Projects + Transition Management: We have developed a process for building a high-level change plan (including the transition management element), which is incorporated into a separate note.KEY STEPSUse a technique like the 7S Model or COPS to identify the key elements of the prese
26、nt situation and the desired future. (You may wish to also use something like the PEST model to show external factors.) Show each one on a separate piece of flipchart paper.Working in trios/small groups, and using the data that you already hold on the organisation, you have 15 minutes to identify as
27、 many of the following as you can:a)key stakeholders and their desiresb)key stakeholders and their fearsUse a force-field analysis to identify:c)the factors which may hinder the change (negative), or d)the factors which you might harness to help the change (positive).Each group should show their fin
28、dings on no more than a single side of flipchart paper.Attach the flipcharts to the wall, in the relevant position shown in the Present-Future structure. You should already have a summary of both the current situation and the vision of the future displayed in an appropriate position.) The whole grou
29、p will now have 5 minutes to read the flipcharts produced by the other groups and check that they understand the items shown. Working on another groups flipchart, each individual within a group has 5 points to allocate. These 5 points, shown by small coloured dots, should be used to select priority
30、issues to be addressed. After 5-10 minutes, when everyone has allocated their points, circle the top 3 on each flipchart.Rotating the groups once again to work on another flipchart, the groups have 10 minutes to brainstorm: activities to address ALL of the circled issues; positive and negative facto
31、rs and the requirements of key stakeholders. tasks to achieve the target future.Each separate idea must be written on an individual yellow post-it note. (It is important to maintain the normal rules of brainstorming and to emphasise the importance of specific actions e.g. if were to pick up this not
32、e, can I do it? By whom and with whom would it be done? AND BIG CAPITAL LETTERS PLEASE!)All yellow post-its should now be attached to a wall, or space large enough for the whole group to stand in front of them. Give the group a few minutes to read through the post-it notes produced by others to chec
33、k they understand them. Working as individuals or groups, move the post-its around into logical groups or clusters. (Encourage the participants not to force items into clusters; the objective is not to have the smallest number of clusters, but the most appropriate. If you have a large group, you may
34、 want to ask them to do this initially in silence or to allocate groups to different ends of the wall space.)Each cluster should now be given a heading on a green post-it note and the group should be asked to remove any yellow post-its that duplicate others.Using an 18 month typical project deadline
35、, the groups should now move to green post-it notes to a vertical line on the left-hand side of the timeline. These represent the PROJECTS within the change plan. Divide the group by the number of projects.Each small group now has 10 minutes to: move the yellow post-it notes, or TASKS, on to a horiz
36、ontal line running across the timeline aligned with the relevant project heading display the tasks in an appropriate chronological order and timing.The whole group should now review the draft plan. Are there relationships between the projects or tasks which affect the sequence or timing of tasks? If
37、 so, working together between the relevant project owners, ask the group to re-position the yellow post-it notes. The group may also add or amend yellow post-its at this point if it becomes necessary to do so.Each individual should now be given a post-it note with a large cross on it. This signifies
38、 a milestone within the plan. They have 10 minutes to place the milestone on the chart and, reflecting on the other activities shown across the projects, identify the following for each milestone: what would success look like at this point? an example of how we would measure it?(It is possible to do
39、 this twice; to specify milestones for the projects only and then to identify transition management milestones for the change plan overall.)At this point, the group should have a plan showing project headings and activities, with an estimate of appropriate timescales, and relevant project milestones
40、. The next stage is to plan the process of implementing and managing integrated projects within a change plan; Transition Management. This should be shown as a line above the existing timeline as seen on this page.AREASTRANSITION MANAGEMENT PLAN1 2 3 4 5 6 7 8 9 10 12 13 14 15 16 17 18COMMUNICATIONT
41、RAINING & DEVELOPMENTSTRUCTURESPROCEDURES & SYSTEMSPROJECTSMONTHS1 2 3 4 5 6 7 8 9 10 12 13 14 15 16 17 18GREEN 1GREEN 2GREEN 3GREEN 4GREEN 5Working as four groups, one for each Transition Management heading that you have decided upon, for example:aCommunicationbTraining and DevelopmentcStructuredPr
42、ocedures & Systems,you have 10 minutes to do the following: identify specific actions required to achieve the overall successful implementation of the change plan write these, each on a separate colour-coded post-it, and add them to the relevant line on the plan ensure that relevant stakeholder grou
43、ps or individuals are recognisedYou now have both a set of project plans and a transition management plan; a change plan. If time allows, you can repeat the process from Step 6 with the Transition Management Plan and move on to allocate specific responsibilities.The whole exercise should take approx
44、imately 90 - 100 minutes, if the group size is less than 10. Price Waterhouse 1996Validating an existing change planWe have studied a number of organisations which have gone through major change, and developed the following generic list of critical success factors for a change plan. You might wish t
45、o use it as a checklist:-Degree to which this is present in the organisation Common vision of the desired futureLow |_|_|_|_|_| High Unified managementLow |_|_|_|_|_| High Concerns allowed to surfaceLow |_|_|_|_|_| High Content AND process management Low |_|_|_|_|_| High Realistic time and resourcesLow |_|_|_|_|_| High Regular and open communicationsLow |_|_|_|_|_| High Systems and rewards support changeLow |_|_|_|_|_| High Commitments are honouredLow |_|_|_|_|_| High Right people in key rolesLow |_|_|_|_|_| High Involvement of those affectedLow |_|_|_|_|_| High Leaders offer supportLow |_
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