Managing Change Facilitator Guide
- 3. MANAGING CHANGE | 3 MANAGING CHANGE FACILITATOR GUIDE Managing Change Course Overview In this module, participants will be introduced to the contributing factors for implementing a successful change management initiative within an organization. By the end of this module, participants will be able to create a draft change management strategy and plan. AGENDA Meeting Setup & Group Introductions 20 minutes Managing Change 10 minutes Change Factors 20 minutes Change Levels 20 minutes Change Curve 30 minutes Change Resistance 15 minutes Change Strategy 40 minutes Wrap Up 5 minutes Total 160 minutes MATERIALS For Participants: Participant Guide Pre- and Post-Surveys For Facilitator: Change Management PowerPoint The Change Curve MP4 Video Chart paper for Parking Lot questions Chart paper markers in various colors
- 4. MANAGING CHANGE | 4 MANAGING CHANGE FACILITATOR GUIDE Managing Change Course Overview LEARNING OBJECTIVES Describe the influence Hard Factors and People Factors have on enacting a change initiative. Define the impact of the three change levels within a change management strategy and plan. Evaluate the four stages of the Change Curve in order to mitigate change resistance during a change initiative. Create a plan to reduce employee change resistance by addressing core psychological and emotional factors. Develop a change management strategy and plan to implement a department change initiative utilizing the four change management principles. AUDIENCE New Supervisors and Managers Individual contributors identified for a Lead, Supervisor, or Manager role within 6-12 months FACILITATOR & PARTICIPANT GUIDE ICONS Goal Slide Notes Time to Complete Participate Guide Group Activity Key Points Chart Individual Activity Overview SAY Role Play Activity Materials Needed DO Video Activity Objective Response Question Important
- 5. MANAGING CHANGE | 5 MANAGING CHANGE FACILITATOR GUIDE Meeting Setup & Group Introductions Notes Goal Create a welcoming environment for participants and set learning expectations. Time: 20 minutes Overview Greet participants and give them time to find seats. Introduce them to the Participant Guide and inform them that the PG is theirs to keep. Give participants time to introduce themselves. Ask participants to complete the Change Management Post-Survey. Collect both the pre- and post-surveys at the end of the session. Run the Learning Outcomes Activity. Introduce the four Managing Change factors. Materials PowerPoint Slide 01 Change Management Pre-Survey 1 chart paper Learning Outcomes Activity Place one sheet of chart paper in an easily visible location. Write “Learning Outcomes” at the top of the chart paper. Ask participants to share one or two learning outcomes that they would like to achieve by the end of the course. Slide 01
- 6. MANAGING CHANGE | 6 MANAGING CHANGE FACILITATOR GUIDE Managing Change Notes Goal Introduce the four core course concepts and activate learner prior knowledge. Section Time: 10 minutes Materials PowerPoint Slide 02 Participant Guide page 03 Managing Change SAY To ensure success, the enterprise must respond to changes in the market. Managers help support enterprise success by implementing the competitive strategies that senior leaders create. This requires that managers remain agile as they move their teams toward achieving common goals. A main determinant of how successful a strategy will execute is directly related to how well managers can implement change at the department level. There are four components to consider when creating a change strategy, the change management plan, and then managing change to ensure success. After reviewing each of the four levels, you will have a strong foundation for creating a change strategy, plan, and then managing the rollout. The four change components are: 1. Change Factors: Consider Hard Factors and People Factors first 2. Change Levels: Account for three levels of change management 3. Change Curve: People experience change in stages similar to grief 4. Change Resistance: Fear, lack of trust, and personal factors all contribute to resistance Advance to Slide 02
- 7. MANAGING CHANGE | 7 MANAGING CHANGE FACILITATOR GUIDE Change Factors Notes Section Learning Objective Describe the influence Hard Factors and People Factors have on enacting a change plan. Section Time: 20 minutes Materials PowerPoint Slides 03-04 Participant Guide page 05 Change Factors Activity Time: 5 minutes Section Overview: Hard Factors are those elements that can be formally defined, implemented, or otherwise affect the functioning of the enterprise’s processes. People factors are the elements within the enterprise that are difficult to design and define. SAY Ask participants what they think hard factors are within an organization. Acceptable responses will vary but should only include inanimate objects such as: Computer hardware, software, servers, telephones, machinery, furniture, lab equipment, etc. Ask participants what they think people factors include. Acceptable answers will vary but should include human capital (employees) and intangibles such as: Management and leadership styles, people and qualifications, informal relationships, team dynamics, social interactions, shared values organizational culture, processes and procedures, business strategy, operational plans, budgets and financial management, trademarks, patents, proprietary formulas, etc. Slide 03
- 8. MANAGING CHANGE | 8 MANAGING CHANGE FACILITATOR GUIDE Change Factors Review and Respond Activity Activity Time: 10 minutes Activity Overview: This activity is intended to activate the learners’ prior knowledege for how they have overcome resistance in the past and to build anticipation for additional learning that will occur in the Change Resistance section of the course. Participant Guide page 05 SAY Participants will work with a partner to identify one human factor that they believe is difficult to overcome during a change management initiative. Then, they will make at least one recommendation for how to overcome potential change resistance. Instructions are listed on page 04 of the Participants Guide. Space is provided in the Review and Respond section to capture notes. Participant Guide Question Typically, people factors are the hardest to manage during a change initiative. What are some strategies you’ve used in the past to help manage people factors during a change initiative? If these strategies were effective, why were they effective? Circulate the room to ensure participants are moving through the activity appropriately. Change Factors Activity Debrief Activity Time: 5 minutes SAY Ultimately, both hard factors and people factors must be consider for a change initiative to succeed. What was the one people factor you and your partner identify? What solution do you recommend to overcome potential change resistance? Advance presentation to Slide 04.
- 9. MANAGING CHANGE | 9 MANAGING CHANGE FACILITATOR GUIDE Change Levels Notes Section Learning Objective Define the impact of the three change levels within a change management strategy and plan. Section Time: 20 minutes Materials PowerPoint Slides 05-15 Participant Guide pages 06 Change Levels Activity Time: 5 minutes Section Overview: Large change initiatives occur at three different levels. When creating change management plans, leaders need to identify strategies for moving people and processes through each level in order to mitigate resistance and failure points. Each level of change management increases in difficulty; thus, planning must begin well in advance of executing the change plan. This section includes Poll Everywhere all-group quiz. SAY When drafting a change management strategy, always consider the scale of the change in order to identify whom within the organization will be affected. Change initiatives ultimately affect: Individuals or small populations of employees (e.g. single employees or a single team) Projects or initiatives that affect large populations of employees (e.g. multiple business units) Overall competitive advantage, which can affect the entire organization or several lines of business Advance PowerPoint to Slide 06. Change Levels Poll Everywhere Quiz Activity Time: 15 minutes
- 10. MANAGING CHANGE | 10 MANAGING CHANGE FACILITATOR GUIDE Activity Overview: Participants will text responses to three different quiz questions that present situational questions related to either individual, initiative, or enterprise-wide change management. SAY Let’s strengthen your critical thinking skills while playing a game. The game instructions are as follows: 1. The first quiz slide will indicate how to submit your quiz responses to our Poll Everywhere quiz. 2. Text the corresponding letter of the answer you think is correct given the change scenario. 3. Once all participants have responded, I will reveal the correct answer. 4. We will briefly discuss why the answer is correct given the scenario. Slide 07 Change Levels Poll Everywhere Quiz Question 01 A team of 20 people must use an iPhone app to submit their expense statements. Previously they used paper forms. A. Individual Process Change B. Initiative Process Change C. Enterprise-Wide Process Change Slide 08 SAY All responses are submitted. Let’s review the correct answer. Slide 09 SAY The correct answer is (A) Individual Process Change because a small number of people are affected. Initiative change would only apply if several business units or the entire organization were affected by implementing the new process. Enterprise-wide change does not apply because this change has no implication on competitive advantage. Once the first quiz slide appears, demonstrate how to text in the numerical Poll Everywhere code and your unique Presenter identification code. The Total Results counter in the lower-right of the slide notates the number of received responses. Allow 1-2 minutes for participants to respond, then advance to Slide 08. Advance to Slide 09. Answer any participant questions and then advance to Slide 10.
- 11. MANAGING CHANGE | 11 MANAGING CHANGE FACILITATOR GUIDE Slide 10 Change Levels Poll Everywhere Quiz Question 02 Three business units will be combined in order to gain efficiencies. Employee job duties will not change; however, two Managers will transition out of the department. A. Individual Process Change B. Individual People Change C. Initiative Process Change Slide 11 SAY All responses are submitted. Let’s review the correct answer. Slide 12 SAY The correct answer is (B) Individual People Change because job duties for the majority of people affected will not change. Senior leadership will need to manage the employees’ emotional reactions to the change, including the two Managers who are transitioning out of the department. Slide 13 Change Levels Poll Everywhere Quiz Question 03 A boutique marketing firm will add a new product offering designed to help their clients enhance social media presence. All 50 employees must learn several new skillsets and processes in order for the firm to remain competitive. A. Individual B. Initiative C. Enterprise-Wide Slide 14 SAY All responses are submitted. Let’s review the correct answer. Slide 15 The correct answer is (C) Enterprise-Wide because although this is a small organization, all employees are affected. More importantly, the change is occurring because the firm is Allow 1-2 minutes for participants to respond, then advance to Slide 11. Advance to Slide 12. Answer any participant questions and then advance to Slide 13. Allow 1-2 minutes for participants to respond, then advance to Slide 14.
- 12. MANAGING CHANGE | 12 MANAGING CHANGE FACILITATOR GUIDE implementing the change in order to remain competitive or to create a new competitive advantage. Advance to Slide 15. Change Curve Notes Learning Objective Evaluate the four stages of the Change Curve in order to mitigate change resistance during a change initiative. Section Time: 20 minutes Materials PowerPoint Slides 16-18 The Change Curve MP4 Video Participant Guide pages 07-08 Change Curve Activity Time: 5 minutes Section Overview: People adapt to change in ways that are similar to how the move through stages of grief. The Change Curve describes the four emotional stages people experience during a change event. Participant Guide page 06 SAY People react to change similarly to how they process grief. Our job as leaders is to you can make their Slide 16
- 13. MANAGING CHANGE | 13 MANAGING CHANGE FACILITATOR GUIDE journey through the stages easier. The faster that we can help our employees adjust to change, the faster productivity returns to normal. The Change Curve is partially the work of psychiatrist Elisabeth Kübler-Ross and describes the stages employees experience. We will now watch a short video that provides an overview of the Change Curve. A transcript from the video is available in your Participant Guide Appendix on page 11. Activity Time: 2:48 minutes The Change Curve video will play automatically when Slide 17 appears. Stages of Change Activity Time: 10 minutes Activity Overview: Participants will respond to four brief questions listed in their Participant Guide. Allow approximately 8-10 minutes for participants to work individually. Then, regroup and use the “popcorn” technique to solicit answers from the group. Participant Guide page 08 SAY You will have 10 minutes to answer the Review and Respond questions on page 08 of your Participant Guide. You may work individually or with another person. We’ll then briefly discuss as a whole group. Participant Guide Questions 1. In Stage 01 Status Quo, employees are typically in a state of shock, denial, or both. As their leader, you will need to communicate information to help them move to the next stage. Create a list of three communication methods you could use to help communicate information to your team. 2. In Stage 02 Disruption, employees typically experience anger and fear. As their leader, you will need to watch their behavior, listen to what they’re communicating, and then support them as needed. Advance to Slide 17. Video will play automatically. Advance to Slide 18 when video ends. Circulate the room to ensure participants are moving through the activity appropriately. Stage 01 Status Quo responses will vary but typically include 1- on-1 meetings, information sessions, email and written communications, and so on.
- 14. MANAGING CHANGE | 14 MANAGING CHANGE FACILITATOR GUIDE Create a list of three actions you can employ to help your team move to the next stage. 3. In Stage 03 Exploration, employees are starting to accept that the change is real and that it’s time to adapt. What are three options you can do to help your team explore and test the boundaries of the new change initiative? 4. Once your employees move into Stage 04 Rebuilding, they have gained commitment to the change initiative and productivity will increase. What are three ways to celebrate success with your team? SAY What are some of the actions you would use with your team to help move them through Stage 01 Status Quo? Repeat this process for Stage 02 Disruption, Stage 03 Exploration, and Stage 04 Rebuilding. Stage 02 Disruption responses may include listening sessions with direct or senior leaders, 1- on-1 check-in meetings, management by walking around, mechanisms for capturing feedback (e.g. an anonymous drop box) Stage 03 Exploration may include hands-on or experiential options such as a software sandbox, time in the workday to attend training or information events, access to intranet sites with job aids, etc. Stage 04 Rebuilding responses often include team or office parties, competitions, etc. Use the “popcorn” technique to solicit answers from the group. Change Resistance Notes Section Learning Objective Create a plan to reduce employee change resistance by addressing core psychological and emotional factors. Section Time: 15 minutes Materials PowerPoint Slides 19 and 20 Participant Guide page 08
- 15. MANAGING CHANGE | 15 MANAGING CHANGE FACILITATOR GUIDE Change Resistance Activity Time: 5 minutes Section Overview: This section is intended to be brief. Expanded details of each form of change resistence are included in the Participant Guide. Briefly describe the three forms of change resistance outlined on Slide 20 and then allow approximately 8- 10 minutes for participants to work individually on the Review and Respond questions in their Participant Guides. If time permits, regroup and use the “popcorn” technique to solicit answers from the group. SAY We will briefly review the three forms of change resistance. Then, you’ll have some time to answer the Review and Respond questions on page 09 of your Participant Guide. For some employees, major change can be traumatic. They are used to their routines, proud of their expertise, fear being undermined if things change, or that their jobs are at risk. The three psychological and emotional factors that cause change resistance in employees are fear, lack of trust, and personal factors. 1. Employees experience fear of losing something or feeling incompetent. For example, employees may fear that they are going to lose something (schedule priority, seniority, etc.) or fear that they will feel incompetent because they need to learn how to perform at a different level. 2. Some employees may distrust their manager, supervisor or the enterprise. They might distrust their personal abilities (self-efficacy) or do not believe that the change initiative will succeed. Therefore, they have a lack of trust which causes them to become resistant. 3. Employees may resist change if they believe the change will affect their personal stability. For example, if they believe that the change will negatively affect their finances and their familiar work tasks or routines. Some employees may believe that their age and ability to adapt will hinder them in some way. Others may feel that the change will affect their social status (this is particularly Slide 19 Advance to Slide 20.
- 16. MANAGING CHANGE | 16 MANAGING CHANGE FACILITATOR GUIDE problematic for employees who will experience a title change). Managing Change Resistance Activity Activity Time: 10 minutes Activity Overview: This activity is designed to help participants reflect and identify previous knowledge and experiences that they can leverage for future success. Responses from this activity can help when participants draft their change management plans and strategies in the next course section. Participant Guide page 09 SAY Please turn to page 09 in your Participant Guide and answer the Review and Respond question. Please answer each portion of the question (Fear, Lack of Trust, Personal Stability). The Review and Respond question is: Reflect on a change initiative you’ve supported in the past. What strategies have you used to help your employees overcome fear, lack of trust, and concerns over personal stability? Activity Modification Depending on time, you can have participants pair up and share their answers, work in groups, do a “popcorn” group share. Change Strategy Notes Section Learning Objectives Develop a change management plan and strategy to implement a department change initiative utilizing the four change management principles. Section Time: 40 minutes Materials PowerPoint Slides 21-22 Participant Guide pages 10-11 Change Strategy Activity Time: 40 minutes
- 17. MANAGING CHANGE | 17 MANAGING CHANGE FACILITATOR GUIDE Overview: Participants will work in groups to create a change management plan and strategy utilizing the concepts from the course. A copy of the Creating a Change Strategy questions listed in the Participant Guide is available in the Facilitator Guide Appendix on pages 22-23. Since time alloted for this activity is limited, it is recommended that participants focus their time on developing the strategy and identifying aspects of the change where employees are most likely to be change resistant. Participant Guide page 10-11 SAY We will spend the last segment of the working on creating a change management plan and strategy that you can use within your department. Working as a group, identify an upcoming initiative or enterprise change that will affect employees within your department. You will have approximately 40 minutes to complete this task. 1. First, complete the Define the Initiative or Enterprise Change section on page 10 of your Participant Guide. 2. Then, use the Change Curve Action Plan section to create an action plan that will help move your employees through stages 1-4 of the Change Curve. 3. If time permits, complete the Change Initiative Timeline on page 10 of your Participant Guide. 4. Finally, complete the Change Management Strategy and Plan Validation section. The goal is to validate that the change timeline is realistic given the unpredictability of human nature. Slide 21 Advance to Slide 22 Circulate the room to assess understanding and lend support if needed. Once the group has completed their change strategy, survey participants to gather feedback on the strategies they outlined. Activity Modification
- 18. MANAGING CHANGE | 18 MANAGING CHANGE FACILITATOR GUIDE If the participant population is mixed, such as from different departments or job roles, consider group participants together who work together cross-functionally or who have similar job roles Case studies can also be used in place of participants self-selecting change initiatives. Case studies are available in the Appendices of both the Facilitator and Participant Guides: Facilitator Guide pages 23 Participant Guide pages 12 Session Wrap-Up Notes Goal Conclude course and offer additional support to participants. Validate that all or most of the Learning Outcomes the participants listed at the beginning of the course were met or exceeded. Section Time: 5 minutes Materials PowerPoint Slides 23 Completed Learning Outcomes Activity chart paper Change Management Post-Survey Activity Time: 5 minutes Slide 23
- 19. MANAGING CHANGE | 19 MANAGING CHANGE FACILITATOR GUIDE Overview: This portion of the course is intended as a opportunity to check for participant understanding of course concepts, provide an opportunity for participants to ask outstanding questions, and validate that all or most of the Learning Outcomes the participants listed at the beginning of the course were met or exceeded. SAY As we wrap up the day, let’s review the Learning Outcomes we outlined at the start of the course and then take some time for Q&A. Review the Learning Outcomes Activity chart, Parking Lot chart, and field questions as needed. Collect pre- and post-course surveys. Thank participants for their time and offer to stay after if some participants need extra time for Q&A.
- 20. MANAGING CHANGE | 19 MANAGING CHANGE FACILITATOR GUIDE Overview: This portion of the course is intended as a opportunity to check for participant understanding of course concepts, provide an opportunity for participants to ask outstanding questions, and validate that all or most of the Learning Outcomes the participants listed at the beginning of the course were met or exceeded. SAY As we wrap up the day, let’s review the Learning Outcomes we outlined at the start of the course and then take some time for Q&A. Review the Learning Outcomes Activity chart, Parking Lot chart, and field questions as needed. Collect pre- and post-course surveys. Thank participants for their time and offer to stay after if some participants need extra time for Q&A.
- 21. MANAGING CHANGE | 21 MANAGING CHANGE FACILITATOR GUIDE APPENDIX Change Strategy Participant Guide Questions The questions below are listed in the Participant Guide on pages 09-10. Define the Initiative or Enterprise Change Working as a group, identify an upcoming initiative or enterprise change that will affect employees within your department. Define the Initiative or Enterprise Change (brief description, strategic objective, and approximate start/go-live dates). ____________________________________________________________________________________ ____________________________________________________________________________________ Describe areas of change resistance. What employee reactions do you anticipate? Why do you anticipate that employees will resist the change? How will you address reactions that are rooted in fear, lack of trust, and concerns for personal stability? ____________________________________________________________________________________ ____________________________________________________________________________________ Change Curve Action Plan Prepare an action plan that will help move your employees through stages 1-4 of the Change Curve. Define how you as leaders will address change resistance. Stage 1 Status Quo ____________________________________________________________________________________ ____________________________________________________________________________________ Stage 2 Disruption ____________________________________________________________________________________ ____________________________________________________________________________________ Stage 3 Exploration ____________________________________________________________________________________ ____________________________________________________________________________________ Stage 4 Rebuilding ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________
- 22. MANAGING CHANGE | 20 MANAGING CHANGE FACILITATOR GUIDE APPENDIX The Change Curve Video Transcript YouTube Video URL: https://youtu.be/J88aaHWXeaM Produced by MindToolsVideos Sep 19, 2018 Every organization must change if it’s to grow and continue to be successful. But implementing change is rarely easy. People are used to their routines. They may be proud of their expertise, and fear being undermined if things change. Or, worse, they may feel their job is at risk. And a major change can be genuinely traumatic for some. So how can you help your team members accept, and even embrace, change? People tend to go through a series of reactions to change that are similar to the stages of dealing with grief. You can’t stop them doing this entirely, but you can make their journey through the stages easier, and therefore establish your change more quickly. The Change Curve describes these stages. It’s partly based on the work of psychiatrist Elisabeth Kubler-Ross. At Stage 1, team members may be in shock about the proposed change. They might even convince themselves that there won’t really be any change. They’ll need your help to understand what is happening, so effective communication is crucial. Be clear about where people can go for information and help. Answer questions as they crop up so that people feel secure. Stage 2 is the “danger zone” where feelings of anger, fear and resentment may lead some people to resist the change, both actively and passively. Make sure you’re prepared for this stage, so you can make it as painless and short-lived as possible. But beware: you can’t anticipate exactly how each person will react, so watch, listen and support as necessary. Stage 3 is the turning point, for individuals and for the organization. Your people are starting to accept what’s happening. They’ll still need to test out what’s going on, so give them time to do so. Stage 4 is when team members start to commit to the new way of doing things. Success is now in sight. The changes are starting to become second nature for everyone. And they can see the benefits to the team and to the organization. Now’s the time to celebrate with them. This is important! Your people will find it much easier to cope with change next time if they can remember this sense of satisfaction and reward. For more information about the Change Curve, see the article that accompanies this video. Additional Information To learn more about the Change Curve, see the article at www.mindtools.com/changecurve. The prospect of change in an organization can be daunting for many. Ingrained ways of working and fear of what the change might mean for your people can mean that they will try to resist it. But it doesn't have to be this way. With careful management, you can minimize any negative impact your planned change might have on your team and you can help your people adapt to it quickly and effectively.
- 23. MANAGING CHANGE | 21 MANAGING CHANGE FACILITATOR GUIDE APPENDIX Change Strategy Participant Guide Questions The questions below are listed in the Participant Guide on pages 09-10. Define the Initiative or Enterprise Change Working as a group, identify an upcoming initiative or enterprise change that will affect employees within your department. Define the Initiative or Enterprise Change (brief description, strategic objective, and approximate start/go-live dates). ____________________________________________________________________________________ ____________________________________________________________________________________ Describe areas of change resistance. What employee reactions do you anticipate? Why do you anticipate that employees will resist the change? How will you address reactions that are rooted in fear, lack of trust, and concerns for personal stability? ____________________________________________________________________________________ ____________________________________________________________________________________ Change Curve Action Plan Prepare an action plan that will help move your employees through stages 1-4 of the Change Curve. Define how you as leaders will address change resistance. Stage 1 Status Quo ____________________________________________________________________________________ ____________________________________________________________________________________ Stage 2 Disruption ____________________________________________________________________________________ ____________________________________________________________________________________ Stage 3 Exploration ____________________________________________________________________________________ ____________________________________________________________________________________ Stage 4 Rebuilding ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________