The hard side of change management
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The document discusses the DICE framework for assessing change management programs. It identifies four key factors for success: Duration (time between reviews), Integrity (team skills), Commitment (executive support), and Effort (additional workload). Calculating scores in each area allows companies to identify risks and make adjustments to ensure programs succeed. Scores between 7-14 indicate low risk, 14-17 medium risk, and over 17 high risk of failure. Applying the framework sparks strategic debate and helps manage project portfolios.
![DURATION [D]
Do formal project reviews occur regularly? If
the project will take more than two months
to complete, what is the average time
between reviews?
INTEGRITY OF PERFORMANCE [ I ]
Is the team leader capable? How strong are
team members‘ skills and motivations? Do
they have sufficient time to spend on the
change initiative?
SENIOR MANAGEMENT COMMITMENT
[Ci]
Do senior executives regularly communicate
the reason for the change and the
importance of its success? Is the message
convincing? is the message consistent, both
across the top management team and
overtime? Has top management devoted
enough resources to the change program?
EFFORT [E]
What is the percentage of increased effort
that employees must make to implement the
change effort? Does the incremental effort
come on top of a heavy workload? Have
people strongly resisted the increased
demands on them?
ASK](https://image.slidesharecdn.com/thehardsideofchangemanagement-130608192856-phpapp01/85/The-hard-side-of-change-management-9-320.jpg)
![DURATION [D]
Do formal project reviews occur
regularly? If the project will take more
than two months to complete, what is
the average time between reviews?
Score: If the
time between
project
reviews < 2
months 1
point
If the time is
between 2 - 4
months 2
points
between 4 - 8
months, 3
points
if reviews > 8
months apart,
4 points](https://image.slidesharecdn.com/thehardsideofchangemanagement-130608192856-phpapp01/85/The-hard-side-of-change-management-10-320.jpg)
![INTEGRITY OF PERFORMANCE [ I ]
Is the team leader capable? How
strong are team members‘ skills and
motivations? Do they have sufficient
time to spend on the change initiative?
The project team is led by a
highly capable leader who
is respected by peers
The members have the
skills and motivation to
complete the project in the
stipulated time frame
The company has assigned
at least 50% of the team
members' time to the
project
1 point
The team's capabilities are
somewhere in between,
assign the project
2 or 3 points
The team is lacking on all
those dimensions
4 points](https://image.slidesharecdn.com/thehardsideofchangemanagement-130608192856-phpapp01/85/The-hard-side-of-change-management-11-320.jpg)
![LOCAL-LEVEL COMMITMENT [C2]
Do the employees most affected by the
change understand the reason for it and
believe it’s worthwhile? Are they enthusiastic
and supportive or worried and obstructive?
If employees
are eager to
take on the
change
initiative
1 point
if they are
just willing
2 points
If they're
reluctant or
strongly
reluctant
3 or 4
points.](https://image.slidesharecdn.com/thehardsideofchangemanagement-130608192856-phpapp01/85/The-hard-side-of-change-management-12-320.jpg)
![SENIOR MANAGEMENT COMMITMENT [Ci]
Do senior executives regularly communicate the
reason for the change and the importance of its
success? Is the message convincing? is the message
consistent, both across the top management team and
overtime? Has top management devoted enough
resources to the change program?
Senior
management
has (actions and
words) clearly
communicated
the need for
change
1 point.
If senior
executives
appear to be
neutral,
2 or 3 points.
If managers
perceive senior
executives to be
reluctant to
support the
change
4 points.](https://image.slidesharecdn.com/thehardsideofchangemanagement-130608192856-phpapp01/85/The-hard-side-of-change-management-13-320.jpg)
![EFFORT [E]
What is the percentage of increased effort that
employees must make to implement the change
effort? Does the incremental effort come on top
of a heavy workload? Have people strongly
resisted the increased demands on them?
If the project
requires less
than 10%
extra work by
employees,
you can give
it 1 point
. If it's 10% to
20% extra, it
should get 2
points. If it's
20% to 40%,
it must be 3
points.
if it's more
than 40%
additional
work, you
should give
the project 4
points.](https://image.slidesharecdn.com/thehardsideofchangemanagement-130608192856-phpapp01/85/The-hard-side-of-change-management-14-320.jpg)
The hard side of change management
- 1. The Hard Side of Change Management (Sirkin, Keenan, Jackson, 2005)
- 2. Background • Companies over-emphasize the soft side of change: leadership style, corporate culture, employee motivation. • Companies should address harder elements. (DICE) • By assessing each DICE element before launching a major change initiative, identifying potential problem areas and make the necessary adjustments (such as reconfiguring a project team’s composition or reallocating resources) to ensure the program’s success. • use DICE after launching a project—to make midcourse corrections if the initiative veers off track.
- 3. The Four Key Factors • time between milestone reviews— the shorter, the betterDuration • project teams’ skill Integrity • senior executives’ and line managers’ dedication to the programCommitment • The extra work must do to adopt new processes—the less, the betterEffort
- 4. Duration • A long project reviewed frequently stands a far better chance of succeeding than a short project reviewed infrequently. • Problems can be identified at the first sign of trouble, allowing for prompt corrective actions. • Review complex projects every two weeks; more straightforward initiatives, every six to eight weeks. The duration of time until the change program is completed if it has a short life span; if not short, the amount of time between reviews of milestones.
- 5. Integrity • A change program’s success hinges on a high integrity, high-quality project team. • To identify team candidates with the right portfolio of skills, solicit names from key colleagues, including top performers in functions other. • Recruit people who have problem-solving skills, are results oriented, and are methodical but tolerate ambiguity. • Look also for organizational savvy, willingness to accept responsibility for decisions, and a disdain for the limelight. Its ability to complete the initiative on time depends on members’ skills & traits relative to the project’s requirements
- 6. Commitment • If employees don’t see company leaders supporting a change initiative, they won’t change. • Also continually communicate why the change is needed and what it means for employees. • Ensure that all messages about the change are consistent and clear. Reach out to managers and employees through one-one conversations to win them over.
- 7. Effort • If adopting a change burdens employees with too much additional effort, they’ll resist. • Calculate how much work employees will have to do beyond their existing responsibilities to implement the change. • Ensure that no one’s workload increases > 10%. If necessary, remove nonessential regular work from employees with key roles in the transformation project. • Use temporary workers or outsource some processes to accommodate additional workload.
- 9. DURATION [D] Do formal project reviews occur regularly? If the project will take more than two months to complete, what is the average time between reviews? INTEGRITY OF PERFORMANCE [ I ] Is the team leader capable? How strong are team members‘ skills and motivations? Do they have sufficient time to spend on the change initiative? SENIOR MANAGEMENT COMMITMENT [Ci] Do senior executives regularly communicate the reason for the change and the importance of its success? Is the message convincing? is the message consistent, both across the top management team and overtime? Has top management devoted enough resources to the change program? EFFORT [E] What is the percentage of increased effort that employees must make to implement the change effort? Does the incremental effort come on top of a heavy workload? Have people strongly resisted the increased demands on them? ASK
- 10. DURATION [D] Do formal project reviews occur regularly? If the project will take more than two months to complete, what is the average time between reviews? Score: If the time between project reviews < 2 months 1 point If the time is between 2 - 4 months 2 points between 4 - 8 months, 3 points if reviews > 8 months apart, 4 points
- 11. INTEGRITY OF PERFORMANCE [ I ] Is the team leader capable? How strong are team members‘ skills and motivations? Do they have sufficient time to spend on the change initiative? The project team is led by a highly capable leader who is respected by peers The members have the skills and motivation to complete the project in the stipulated time frame The company has assigned at least 50% of the team members' time to the project 1 point The team's capabilities are somewhere in between, assign the project 2 or 3 points The team is lacking on all those dimensions 4 points
- 12. LOCAL-LEVEL COMMITMENT [C2] Do the employees most affected by the change understand the reason for it and believe it’s worthwhile? Are they enthusiastic and supportive or worried and obstructive? If employees are eager to take on the change initiative 1 point if they are just willing 2 points If they're reluctant or strongly reluctant 3 or 4 points.
- 13. SENIOR MANAGEMENT COMMITMENT [Ci] Do senior executives regularly communicate the reason for the change and the importance of its success? Is the message convincing? is the message consistent, both across the top management team and overtime? Has top management devoted enough resources to the change program? Senior management has (actions and words) clearly communicated the need for change 1 point. If senior executives appear to be neutral, 2 or 3 points. If managers perceive senior executives to be reluctant to support the change 4 points.
- 14. EFFORT [E] What is the percentage of increased effort that employees must make to implement the change effort? Does the incremental effort come on top of a heavy workload? Have people strongly resisted the increased demands on them? If the project requires less than 10% extra work by employees, you can give it 1 point . If it's 10% to 20% extra, it should get 2 points. If it's 20% to 40%, it must be 3 points. if it's more than 40% additional work, you should give the project 4 points.
- 15. DICE Score = D + (2 X I ) + (2 X C1) + C2 + E
- 16. Zones of project • Scores between 7 and 14: • The project is very likely to succeed.Win • Scores higher than 14 but lower than 17: • Risks to the project’s success are risingWorry • The project is extremely risky. • project scores over 17 and under 19 points, the risks to success are very high. Beyond 19, the project is unlikely to succeed. Woe
- 17. • Conducting a DICE assessment fosters successful change by sparking valuable senior leadership debate about project strategy It also improves change effectiveness by enabling companies to manage large portfolios of projects.
- 18. Applying the DICE Framework