Change Management: How to Enable Organizational Change for Real & Lasting Results

Editor's Notes

• #4: Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.   
• #6: Ask the audience to state what they think are the top reasons for failure and state why Then list them and apply the top 5 to their industry Ask the audience if they agree? Ask the audience if they can provide a real example of when this was done and why the change was not successful
• #7: Ask the audience to state what they think are the top reasons for failure and state why Then list them and apply the top 5 to their industry Ask the audience if they agree? Ask the audience if they can provide a real example of when this was done and why the change was not successful
• #8: Based on
• #9: Addressing the people side of change too late has real and measurable impacts Most impacts can be avoided or minimized if addressed early Poor past performance is hard to shake and can linger on Little value is gained from discouraged, disenfranchised and apathetic employees
• #10: Real and lasting change depends on people. Therefore, effective change management happens at the individual level. The earlier people in an organization (or those affected by it) can be prepared for the change, the more likely it will be for the change to succeed Everyone goes through change, whether it be personal or professional, in a similar manner, which is great! So go through the process faster, some need more time or information, and some get stuck. Can you think of a personal or professional example where this would apply? Deciding to move? Or relocate? Taking that new job? Or not? We do this every day in the decisions we make. Or where we get hung up. By understanding where the individual, or stakeholder group is on the change curve, we can then take the right steps at the right time to help them along. A common mistake, due to timeline or other constraints, is to skip some or most of these steps, leaving some individuals “stuck”, negatively impacting your efforts and your ability to reach your business objectives The requirement is to generate buy in at every stage, with the end goal of having influential end users accept, adopt and sustain the changes as intended by the organization.
• #11: The five core building blocks shown above form the cornerstone of every robust change management program. This applies to most situations and context. But, the trick is having the experience to tailor the plans to the organization, the group involved, the role and the change situation. And to be agile enough to adjust as new information is learned as people react to the change. All levels of the organization need to be engaged and involved in the change process; we want to tailor and key messaging to what’s most important for that group and role, but progression through the process is consistent These progressive building blocks align with how we move individuals, and groups, through the change curve earlier; starting with raising initial awareness and ending with commitment and full execution of the changes A common mistake, due to timeline or other constraints, is to skip some or most of these steps, leaving some individuals “stuck”, negatively impacting your efforts and your ability to reach your business objectives. Questions to be addressed are: Clear Vision: Why are we doing this? What will be accomplished? What value can be expected? Tailored Engagements: How will I, or my group, get there? WIIFM? What’s my role? How do I get engaged? Clear Impacts: How will I, or my team, be impacted? How ill my work or role change? What can I expect next? Support Plans: What are the support and deployment plans? Where do I go for help? Who’s my local contact? Reinforcing the right Behaviours: What’s motivating me? My team? What are the right rewards and incentives? What are the consequences of not following along?
• #12: Ask the audience to validate or suggest the key examples that are most relevant from their perspective Select two examples and show how a standard change management program can address the key elements to raise the chance of success How do we address these challenges in practical terms? Without disruption to normal operations?
• #15: Focus on active, visible and committed sponsorship for the duration Craft and communicate a vision of the future to promote value and buy-in Engage staff and clients in consistent and meaningful way that shows the value of the changes Ensure the right resource and governance model is in place Hep develop internal skills and capabilities to manage change now and in the future Define key measure of success and a process to measure progress and proactively take corrective action – as required
• #16: 1. When faced with a change, people react first with their own  concerns: “What’s in it for me?” You should deal with the users’ personal concerns first and focus later (if at all) on the organizational benefits.  Change is individual. 2. The perceived need for a change can be increased by linking it to other issues that people already  care about.  You can make a change “more sticky” and less likely to be replaced as new demands for their attention show up if the change is close to their hearts. 3. People are more sensitive to loss than to gain as part of their survival instinct DNA. You may have a greater impact by telling them what they stand to lose if they don’t accept  the change.  4. People generally hold firm views of how the world works. These often unconscious and invisible  “mental models” govern much of people’s thinking including how they perceive a potential change.  If your arguments don’t match the basic assumptions and rules to the way the person sees the world, you are unlikely to get very far. if the change you are  promoting doesn’t appeal to their current beliefs, desires, or feelings, you may  have a hard time making any headway.    5. Getting the message over to a group of people who share basic opinions with regard to the change  is easier than getting it over to a group of people with diverse opinions. Divide your audience based on common views and perceptions and tailor your arguments to that group alone. Engage a common group to promote change. 6. People tend to see things that are happening now as more urgent than those that will happen in the future. This is called “discounting the future”. So, one needs to emphasize that inaction now poses its own threat and loss now, not just in the future. It is often  easier to get people to agree now on a solution, if they can postpone implementation. as they think they will be in a better position to change the future (versus the present). Evidence shows this is not the case. Get your agreement now, not later. 7. If you can demonstrate in concrete terms that the threat is local and will have a real  impact on the people you are trying to get to accept the change, you may find it easier to persuade  them to buy‐in. For instance, when people think about the threat of climate change, many think of it  as a threat to other people and other places. Show them this is not the case. 8. The left side is  analytical and controls the processing of quantitative information. The right side is experiential and  controls the processing of emotional information. The most effective communication targets both sides of  the brain. The left side is more important in these cases. 9. Often people’s lives are already filled with change. When  you ask (or demand) that they worry about many more things, you may inadvertently introduce  “emotional numbing,” a state in which people fail to respond to anything except threats that are  immediate. 10. Know how their change stacks up against six change  characteristics;    Simple—Is your change complex or is it relatively simple to understand and do?   Compatible—Is your change compatible with what your users are used to?   Better—Does your change offer clear advantages over other alternatives, including the  status quo?   Adaptable—Can people adapt your change to their own circumstances or must they do it  exactly the way you prescribe?    Painful—Does your change alter social relationships in any way by changing where people  work, who they deal with, or how they spend their time?   Divisible—Can you break the change you offer into smaller parts or phases, or must  audiences implement it all at one time
• #18: Need to have dedicated and skilled resources that can develop and execute a
• #23: Q&A and thanks for joining