CHANGE MANAGEMENT PRACTICIES TO ELEVATE THE WORKER EXPERIENCE Charlotte, NC Hosted by: ACMP Charlotte

Presented by: T. Patrick Donnelly, AIA, MCR.h, LEED AP, Principal Chris LaPata, MCR, Client Leader OUR PURPOSE To design environments that affect key behaviors necessary to achieve strategic results for our clients

OUR VALUES • An Environment of Creativity • Excellence and Continuous Improvement • A Commitment to Our Clients’ Success • Integrity & Social Responsibility CORE MARKETS Workplace Higher Education Retail Industrial Science

EXPERTISE Architecture Interior Design Master Planning Environmental Design Strategy Sustainability WORKPLACE BHDP designs spaces that inspire people and shape culture. We positively impact employee behaviors, improve their engagement, and achieve greater business results. Change Attitude – “Angle of Approach” Change is Hard… and Soft

Change is emotional and is wrought with uncertainty and ambiguity. And, most importantly, change creates unique reactions and responses in each individual within each team.

Since the goal of a business change effort is to create strong adoption in the people delivering the results, HARD SOFT change leadership and alignment is a requirement in the design of new work and new workplace. Change Leadership Our overarching goal of Change Leadership is to: create the ‘story of change’ and enable your people to find themselves in that story. Change Alignment with WP Strategy Shared Vision and Guiding Principals

Imagine the possibilities Shared Vision Shared vision captures overarching goals for the change effort including ideal work Display Thinking to define the behaviors. Guides alignment of business Ideal Future strategy with workplace strategy, embracing • What is the greatest opportunity? the needs and aspirations of the people. • What is the greatest challenge? • What does success look like? Guiding principles To guide in all aspects of the projects need for decision making in the change efforts. They will lead the team to an understanding of the leaderships shared vision for success. Design Thinking Principles

Put the User at the center of Plan from the outside in, the problem. rather than the inside out (context & culture)

Complex problems require Ideate, prototype, test, diverse teams to answer refine, repeat. AGENDA WHAT YOU WILL LEARN

CHANGE THEORY & PRACTICE Discover how to synchronize design with change and lead organizations and people to embrace new PERSONAL CHANGE NARRATIVES workplace environments. TASK 1 Personal Change Narratives Explore innovative processes and research that ORGANIZATIONAL CHANGE integrate management and design thinking TASK 2: Imagine a time… principles into change alignment practices. TASK 3: Change Continuum Loop Hear stories of success and lessons learned as CASE STUDY: NOVARTIS shared from peers who have implemented change practices in their respective organizations. CONNECTING CULTURE & CHANGE TASK 4: Culture Voting Gap Analysis Leave with a better understanding change management practices to elevate worker THE POWER OF STORY AS A CHANGE TOOL experiences and how to integrate into projects. CASE STUDY: NASS FINAL THOUGHTS “We thought we had all the answers, it was the questions we had wrong.” Bono

CHANGE THEORY & PRACTICE Change Theory & Practice

The history of the world is the story of change and humanity’s ability to anticipate, adapt, and accept change.

Change in the workplace factors into the well-being of individuals and organizations.

In Design Strategy, we continuously grapple with the process and effects of change as we work to implement solutions.

Seeking to understand change we looked to change theorists across time.

These propose models for change at both the personal and the organizational level. Change Theorists

Personal Change Organizational Change

Epictetus Kurt Lewin Carl Jung Everett M Rogers Abraham Maslow John Kotter Elisabeth Kübler-Ross Gideon Gartner Prosci Heath Brothers John Fisher William Bridges

Note: Highlighted scholars selected for expanded analysis. Change Theory & Practice

In sum, we have identified twelve individuals and highlighted six models to support our working model for change. Notably, and perhaps comfortingly, many of the conditions these individuals faced are not all that different from the experiences we share today.

Change is a loaded process, and it is as much or more emotional than it is rational. For that reason, change cannot be managed from the back. There is no change management—only change leadership. ABRAHAM MASLOW Personal Change American Psychologist (1908 – 1970) Hierarchy of Needs Model of Human Motivation

KEY TAKEAWAYS

• Promoted a theory of psychological health predicated on fulfilling innate human needs in priority, culminating in self-actualization and, later, in transcendence.

• His approach to psychology stressed the importance of focusing on the positive qualities in people, as opposed to treating them as a “bag of symptoms.”

• Gives us a fundamental understanding that all people are motivated to fulfill a sequence of needs. When the ability to meet those needs are challenged through the introduction of change, people tend to retreat to more basic motivations. ELISABETH KÜBLER-ROSS Personal Change Swiss-American Psychiatrist (1926 – 2004) Author of On Death and Dying

KEY TAKEAWAYS

• Early career working with terminal patients coping with the psychological weight of impending death.

• In On Death and Dying, Kübler-Ross introduced the Five Stages of Grief as a model for faring with death.

• Five Stages of Grief have become instrumental in understanding the emotional undercurrents of loss, change, and transformation. JOHN FISHER Personal Change British Psychologist Proponent of Personal Construct Psychology

KEY TAKEAWAYS

• Empathetic understanding of the individual – their self-perception, locus of control, and past experiences.

• Understanding the emotional factors at play as people undergo personal change.

• All transformation hold the potential for multiple outcomes, and encouraged managers to meet people where they are in the individual process of transformation. “People don’t resist change… they resist being changed.” (Peter Senge)

PERSONAL CHANGE NARRATIVES TASK 1 PERSONAL CHANGE NARRATIVES

Reflect on a time in your lives when you experienced a profound shift, recalling: • The inciting moment & your response • Your understanding of the magnitude of the change • Examples: The tragedy of a loss, the joy of becoming a parent, a career shift etc.

Consider the following questions:

• What happened? • How did you process it? • Did you lean on others? • Did you find a source of reserve strength in yourself?

Draw the process of undergoing the change, considering both the external and internal forces that shaped your experiences.

8 Insights On Personal Change People are motivated to satisfy needs: basic physiology – belonging – cognition – self-actualization. Basic needs are unmet, people are generally unable to respond to organizational challenges. Confronted w/ change to the stable order of things, people experience an emotional disruption. Time is need to process the loss of the status quo and the emergence of a new normal. Change is emotional so appeals to reason might not resonate with individuals. People proceed along a transition curve: anxiety – depression – acceptance – and finally progress. Along the way there are psychological cul-de-sacs: denial – disillusionment – hostility – complacency. Understand how to assist people in moving forward by meeting on their terms in the process.

As individuals adopt new behaviors the status quo is disrupted by the emergence of new cultural norms. “Culture does not change because we desire to change it. Culture changes when the organization is transformed – the culture reflects the realities of people working together everyday.” (Frances Hesselbein)

ORGANIZATIONAL CHANGE Organizational Change

Source – 2014 Rex Miller Change your Space, Change your Culture Source – 2001 Gideon Gartner and Massachusetts Institute of Technology WILLIAM BRIDGES Organizational Change American Scholar (1933 - 2013) Author of Managing Transitions

KEY TAKEAWAYS

• Understanding transitions is instrumental to implementing organizational change.

• Similar to Lewin, Bridges promoted a three- stage model for understanding transitions.

• Argued that change is situational, but does not require fundamental shifts in behavior.

• Transitions are psychological and hold the promise for organizational transformation. KURT LEWIN Organizational Change German-American Psychologist (1890 – 1947) Founder of Social Psychology

KEY TAKEAWAYS

• Lewin is the father of social psychology and the inventor of the term “group dynamics.”

• Behavior is a function of personal and environmental variables, including social forces. State of confusion and transition, where old • Theorized that change is a Overcoming inertia methods are being New mindset is three-step process: and dismantling the challenged replaced with crystallizing and existing mindset. new methods, which are comfort is returning not yet clear to previous levels. Successful Change Requires Both the Technical and People Sides

Design

Technical Side Develop

Deliver Installation*

Results Current Transition Future state state state Outcomes Success Realization* Embrace

People Side Adopt Use

* Daryl Conner

©Prosci. All Rights Reserved.

Integrated Services A common mistake in organizations desiring to improve is that they “ “ do not take the time to create a common viewpoint among employees about where the organization is starting and where they need to go. Kim Cameron Diagnosing and Changing Organizational Culture FUTURE STATE

CHANGE DEFICIENCY STRATEGIC DESIGN PHASED LEADERSHIP + ASSESSMENT ENGAGEMENT SERVICES IMPLEMENTATION ALIGNMENT

CURRENT STATE The value of integrated design and change services is smoothing the change curve, shortening the adoption period, and reducing organizational resistance through authentic leadership and open communication.

CHANGE LEADERSHIP and ALIGNMENT Change Process

UNDERSTAND…………………………………. UNDERSTAND DISCOVER……………………………..……………… ENGAGE CONCEPT………………………………...………………. ALIGN DEVELOP……………………………...…………… ADVOCATE DOCUMENT…………………………..………. COMMUNICATE BUILD………………………………………………….SUPPORT MEASURE…………………………………………… MEASURE SHARE…………………………………..……………….. SHARE

CHANGE LEADERSHIP and ALIGNMENT Change is an Integrated Component of our Project Delivery Model Right Program // Toolkit Example

Integrated Toolkit

Description

BHDP tools

Prosci tools Change is an Integrated Component of our Project Delivery Model Right Program // Roadmap Example TASK 2 IMAGINE A TIME…

Imagine a time in the future (a year from now?) when you are providing value at a level you only imagined could be possible… As you reflect on the events of the last year you realize you have changed a few simple things that have made all the difference.

Ideate…by capturing the memories and future impressions that passed through your mind. Use “Ideagrams” simple words, pictures, diagrams. Anything you imagined during the narrative is fair game. Capture the future. 8 Insights On Organizational Change

Leading change proceeds in a series of stages. Recognize the forces at play in the present state. Establish a vision for some preferable future state. Navigate the neutral space between the two. Understand that a vision for change must be supported by the demand for urgent action. Socialize action and form coalitions of advocates to help develop the vision and shape the strategy. Communicate early and often helping people find their way through with “quick wins”. Momentum builds and successes mount and new processes develop and a cultural shift emerges.

Institutionalizing new cultural norms is a question of four factors… Commitment Consistency Endurance Transparency TASK 3 CHANGE CONTINUUM LOOP

Moving from Shared Truth to Shared Vision STOP • STOP: behaviors that are keeping us from achieving • our Shared Vision. •

KEEP: behaviors that are foundational to the organization and will continue to be critical in the KEEP work ahead. • • CREATE: behaviors that are new to the organization • that will ensure we can achieve success together in the future. CREATE Participants in the Roundtable used the Stop-Keep- • Create framework to discuss behavioral change in • their respective organizations. • Change Continuum Loop

Conceptualizing transformational change from Shared Truth to Shared Vision through Creative Tension.

Shared Truth can emerge from understanding the current culture of the organization.

Shared Vision can be achieved through a process of collective discovery, where people imagine possibilities free of practical restraints.

Creative Tension emerges as groups parse through challenges to implementation.

“The frightening uncertainty that traditionally accompanied major organizational change has been superseded by the frightening uncertainty now associated with staying the same.” (Kim Cameron, University of Michigan)

CONNECTING CULTURE & CHANGE Connecting Culture & Change

Understanding organizational culture is an integral part of the design process.

Culture is the expression of patterns of behavior in the workplace.

Understand the cultural attributes that are enabling and/or preventing the success.

Strategically design space to amplify behaviors critical to sustained success of the organization. TASK 4 Cultural Voting Gap Analysis

Competing Values Cultural Assessment, founded on the work of Kim Cameron and Robert Quinn.

The tool is a four quadrant model, where diagonal quadrants exhibit competing characteristics.

Participants vote on a series of statements describing organizational attributes, from two perspectives: • Current culture • Future culture enabling them to be wildly successful

Individual results were then compiled to produce an aggregation of the group’s vote. Cultural Attributes CURRENT Which of these statements best represent the culture of your company today?

FUTURE Which of these statements best represent the culture of your company in a wildly successful future? Cultural Attributes

COMMUNITY INNOVATION Internal Orientation and Low Control. External Orientation and Low Control. Community organizations prize teamwork Innovative organizations emphasize growth and cooperation over individualism. and the pursuit of new ideas. Risks are People come first and rules exist to foster supported, experiments are a must, and and sustain teams. failure is often seen as a road marker on the path to eventual success in the market.

HIERARCHY MARKET Internal Orientation and High Control. External Orientation and High Hierarchical organizations are highly Control. Market organizations are formal and procedural places to work. driven by competition. Achievement is Maintaining order and predictability is paramount and individuals are often paramount and rules are strictly adhered incentivized with performance goals. Risks to and enforced. These organizations often are tolerated to the degree that they result exist in the absence of market conditions. in market wins.

Note: The culture of most, if not all organizations exhibit a combination of cultural traits. Singular cultures are rare. Cultural Voting Cultural Attributes

The illustration represents the collective cultural ambition of the participants.

Reduction in common and control characteristics of the Market and Hierarchy Quadrants in favor of less procedural cultural traits.

The future state indicates a preference for Community and Innovation, where people and new ideas are prized over strict adherence to processes and metrics.

The Competing Values Framework references the work of Kim Cameron and Robert Quinn “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate the new order of things.” (John Kotter)

THE POWER OF STORY AS CHANGE TOOL

Easing fear of change ultimately enables and sustains innovation and can bring order to chaos. Climax

Enticing Moment Resolution

Exposition INTENSITY TIME Strategic Change Understand and Commit

Key Drivers

AMBIGUITY AND

Action

TENSION :

Y Purpose and Value

R

O

T S TIME: DURATION AND FOCUS CASE STUDY: NASS NASS: FROM “CUBICLE FARMERS” TO “AGILE AGRICULTURALISTS”

• Change of Season • Surveying the Land • Planting Seeds of Change • Cultivating Behavioral Growth • Harvest NASS: Planting the Seeds of Change

“It is only the farmer who faithfully plants seeds in the Spring, who reaps a harvest in the Autumn.” B.C. Fowler NASS: One Season Informs the Next Cubicle Farmers Another week is beginning at NASS. The staff are making their way through the office, stopping to make themselves a coffee and possibly chatting with a coworker about the previous week’s activity across the office. This week’s tasks are being set and many have already settled into a focused frenzy preparing the next round of recommendations due to be delivered to headquarters. The office space is generally quiet, filled with boxes of papers to be sent out, and boxes that have been returned complete. High walled cubicles begin to buzz with activity as the statisticians reconcile the day’s data. Sometimes the ad-hoc meetings prompt others in the area to put on their headphones to help them re-focus on the task at hand. As the morning rolls on, the workplace begins to liven; phones become busier as other field offices start their days and collaboration efforts ensue. An administrator is busily preparing a box of educational materials for the director to take to an afternoon commitment at a local event. Leaders are lucky that they get to promote the importance of NASS to the agricultural community; all know the importance. After a busy morning, most of the team squeezes into the small break room for lunch, catching up on the latest news from home. A get well card is being circulated for a colleague, while low conversation ensues about what work change will come next from leadership. Rumors are shared. This time is a chance in the day to relax with friends and share concerns. “Sure would be nice if we could all fit in here” someone says as they lean against the wall with a sandwich in hand. Everyone laughs. Towards the end of the day the deputy director send an instant message to a small group of estimators. They move to her office to discuss an issue concerning a report in another region without disturbing others in the work stations. It has been an challenging day, but as usual the team has pulled together to make it happen – on time and without much drama. In this region a small team of enumerators comes into the office to begin their evening phone calls, preparing the way for another busy day tomorrow at NASS. NASS: A New Season of Work Agile Agriculturalists “Good morning Charlotte,” Bob quickly says as he waves a hello to the director nearby. Charlotte welcomes him & lets him know that a great spot is available in the middle of all the action today. That’s perfect, for today the regional team plans to wrap up the beta water usage report they’ve been teleconferencing on for the last few weeks for his state. The office space is comfortably quiet. Bob passes the work area where a few coworkers are busily opening the newest batch of surveys and organizing the materials while discussing last night’s game. Across the open office many people have settles into their desks, working intently on the focused tasks at hand. Bob quickly sees that most of his co-creators are here. Two are looking over some data together on their shared screens. One is screen sharing with a colleague in another part of the country. And yet another is making a list on the mobile white board to set up their collaboration which is about to begin. Bob reflects for a brief moment how it’s amazing that the new sound masking keeps the quick chatting from distributing the folks ‘next door’ in the concentrative zone. Bob quickly sets up his laptop by easily reaching for power and for the network, and gets to work in his temporary home for the day. While someone is drawing a chart on the wall in the team room, two team members have a breakthrough on a particularly perplexing data point. They call in their teammates and the group revels in the resulting innovation. Suddenly everyone realizes its time for lunch. Bob is headed down the street to enjoy the local specialty with his old friend who’s working on a corn estimate today. The rest of the tam decides to stay in to catch up on the day’s gossip and watch a learning session being transmitted from the Northwest Region office. After wrapping up a few more issues with his group. Bob concentrates on some revisions from his local cooperators back home, A few phone calls and emails take care of the last items of his day. Just enough time is left to find the deputy director and grab a huddle room to finalize their list of nominees for this quarter’s Innovation Celebration. Today was well worth the trip. NASS:

“What we plant in the soil of contemplation, we shall reap in the harvest of action.” Meister Eckhart FINAL THOUGHTS Change is Emotional

Whether scared, overwhelmed, uncertain or otherwise psychologically effected, participants shared that their first reaction to change was mostly an emotional one.

Every change represents a shift from one state to another and the emotional experience of that shift begins the moment awareness occurs. People noted making personal sacrifices and embracing discomfort as necessary stages in their stories, reminiscent of the loss language of Elisabeth Kübler-Ross. Change Implies Conflict

Conflicting priorities, conflicting interests, conflicting ideas, or just out-and-out conflict were present in the stories shared with the group. Conflict is a fundamental part of the change process, and priorities must be reset in order to support the demands for change. Emerging Themes

CHANGE REQUIRES COMMITMENT Enduring change hinges on an unwavering commitment to a commonly held set of ideals. Organizational change requires a band of committed individuals to stick together, learn from past mistakes, leverage each other’s strengths and stay resolute in the face of the shifting emotional landscape ahead of them. Emerging Themes

CHANGE IS A PROCESS In hindsight, reflecting on personal and professional change tends to elicit nostalgia. As individuals and teams work through conflict and emerge stronger and more successful, lasting bonds are often formed. The process of organizational change presents an opportunity to cement relationships in shared experiences. Leadership Engagement

Leadership support is critical to successfully implanting a change initiative.

Prior to approaching leadership, it is important to outline a compelling vision for change which communicates a sense of urgency.

From there, consider forming a diverse stakeholder group to develop a comprehensive plan for initiating the change.

Present to leadership with a broad base of support established and a strategic vision for the initiative. Organizational Alignment

Most change efforts falter when confronted with a very vocal minority of detractors. It will happen.

In order to get people to drive for change instead of dreading it, use a coalition of change advocates as a network of for understanding emotions and attitudes within the impacted population.

Meet with groups on their terms and understand how the change impacts their place in the organization, and tie individual actions to organizational outcomes.