Change Management

Change Management CPLP Study Guide

Change Management

Systems Thinking and Open Systems Theory Objective Information Describe the importance of Systems thinking puts a problem (need for change) into a applying systems thinking context of the larger whole with the objective of choosing to change initiatives. the most effective place to implement an appropriate solution.

List the benefits, Note: This objective is not covered in the current characteristics, and curriculum, but it was covered in the original curriculum. perspectives of systems thinking. Systems thinking – looks at a problem from a holistic perspective Benefits – better ability to understand the ramifications of decisions Characteristics  Understand complex relationships and interdependencies  Take responsibility to fix the problem  Balance short and long term needs and perspectives  Reframe an issue or problem  See the entirety of a solution  Discern patterns of recurring problems not driven by daily events  Question any and all underlying assumptions  Develop understanding and compassion Perspectives: 3 perspectives to looking at a problem:  Events level  Patterns level  Structures level Explain how open systems Note: This objective is not covered in the current theory applies to curriculum, but it was covered in the original curriculum. facilitating change. Open systems theory is the view that any organization is a system that absorbs environmental inputs, uses/transforms them, and expels them as outputs (goods or services). Chaos and Complexity Theories Define the concepts Chaos theory is based on underlying assumption that order behind the chaos and exists even though it is not immediately identifiable. complexity theory. Chaos is the study of how simple systems generate complicated behavior. Complexity is the study of how complicated systems generate simple behavior. [Type text]

Define the similarities and Chaos is a state where patterns cannot be made or differences between chaos details understood. Chaos is the result of an organization and complexity theory. resisting change and then reaching a point where change is unavoidable. At this point, change occurs rapidly and can take a system in unexpected directions. Eventually, the system either reorganizes itself in a viable state or disintegrates.

Complex systems have details, whose role in the larger system cannot be understood fully by examining them apart from the system. Organizations identify patterns by carefully studying the whole system. Action Research Theory Explain how to apply KSA (Knowledge, Skill, Attitude) describe the Bloom’s taxonomy to three learning domains described by Bloom. Learning is convey learning. further categorized from simple to complex in the following hierarchy: 1. Knowledge 2. Comprehension 3. Application 4. Analysis 5. Synthesis 6. Evaluation Describe how Six Sigma Six Sigma is a statistical quality improvement technique. processes can help Strategic Six Sigma principles and practices can: transform an organization.  Cut costs  Improve processes  Reduce business cycle times  Help companies formulate and integrate business strategies and missions  Deal with constantly changing and increasingly complex customer requirements  Drive revenue growth and systemic, sustained culture change  Enhance and condense the corporate learning cycle Explain how the Kepner- Kepner-Tregoe provides a decision-making process with Tregoe approach to criteria divided into must haves and wants. change can identify needs  Musts are definable into yes or no category and wants.  Wants are relative measures that are important but cannot be qualified into yes or no answers (weighted) Change Management CPLP Study Guide

List steps in the LEAN LEAN is a process that focuses on efficiency through the process. elimination of waste and improvement of flow. 1. Identify the value desired by the customer. 2. Identify the value stream for each product or service. 3. Make the product or service flow continuously to the customer without disruptions or waiting times. 4. Introduce “pull” between all steps where continuous flow is possible. 5. Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually decreases. Appreciative Inquiry Theory Appreciative inquiry is a form of action research. It is an affirmative approach to personal and organizational transformation. Appreciative inquiry focuses on opportunities and possibilities, not problems. Describe positive dialogue At the core of appreciative inquiry is a belief that reality is methods. socially constructed. When conversations focus on strengths, possibilities, and vision; the reality is more likely positive and inspirational.  Begin with a positive tone. Frame the topic around possibilities.  Share stories and best practices to create buy0in for the change initiative.  Express curiosity about the opinions of others.  Welcome ideas and questions that have not been considered. [Type text]

List and describe effective Appreciative inquiry questions leave people feeling questioning techniques. confident, excited, and creative.

Using effective questioning techniques – the 4-D Cycle  Topic: identify topic team will discuss and reinvent  Discovery: this phase kick starts positive conversations about the topic  Dream: the goal of this phase is to create a powerful and amazing vision for the future related to the topic  Design: the work done thus far is synthesized into a picture or model of what should change Provocative propositions – the output of the design phase and is a view of the desired state expressed in powerful statements  Destiny: participants celebrate what they have created and set actions and projects in motion to make the vision a reality.

Identify approaches for  Pull themes out of interviews or the dream creating the desired state. process to define the desired state.  Sort ideas into categories for easy retrieval.  Use as many people as possible to sort ideas to gather different perspectives.  Develop provocative propositions aligned to the dream to encourage people to stretch their thinking.  Validate the propositions through socializing the idea or asking volunteers to champion propositions within their network. Identify approaches for  Engage as many people as possible in implementing identifying actions to increase awareness of the change. recommended design  Encourage discussion about the actions methods. needed to gain commitment.  Use an appreciative inquiry progress review process to assure continued commitment to the process and identify any issues that need addressing.  Begin the implementation by matching resources with interests and abilities. Change Management CPLP Study Guide

Organizational Systems, Culture, and Political Dynamics Describe, compare, and  Tribal Organizational Structure (OS) – Chief at give examples of the top (elder or best in role – later to royalty) – provide evolution of the industrial authority and advice and postindustrial  Agricultural OS – Hierarchies [still chief at leadership models and top] could develop with settlements & diversification of their congruent labor organizational structures.  Family Business OS – family members and trusted colleagues (near family) is key. management/responsibility positions (still chief at top)  Hierarchical OS – (bureaucratic/silos) strong central organization with functional areas reporting rolling up to CEO  Flat Management Model – (horizontal) few or no levels between staff and management (limit org size to allow this; offers more decision-making capacity at worker level)  Matrix Management Model – (multi- directional) combines line and hierarchical structures with a general manager at top. It integrates diverse areas of expertise (folks loaned to projects but still report to functional area manager)  Fishnet – a more horizontal structure with flexible webs of interconnectivity—it uses information technologies to allow adjustment to structure. The upper management exert control and continuity while the decentralized units (where work done) are flexible and respond to uncertainty/change. They are part of project and feel ownership in those tasks. [Type text]

Continuation of prior Industrial Models objective - Industrial  From Hierarchical OS > treat people as Models interchangeable parts (replacable).  (Elitist model) Leaders are authorities, followers are simply expected to do what the leader tells them to do.  Leadership and management are interchangeable terms.

Theory X  Assumes people would rather play than work —that they’ll avoid really working without a watchdog management  Most people need to be coerced, controlled, or threatened to persuade them to work  People do not want to make decisions for themselves and prefer being told what to do Great Man/Woman Theory  Leaders are born, not made  Leadership comes from innate talent (breeding) Trait Theory Matched the inherent traits common in great man/woman theory to those suitable for leadership Group Approach Leaders take initiative to help a group move towards achieving a goal Contingency Theory Assumes the leader’s ability to lead is dependent on various situational factors, such as leader’s preferred style, the abilities and actions of followers, and the environment Change Management CPLP Study Guide

Continuation of prior Postindustrial Models objective - Postindustrial  Recognizes complexity of workplace and need Models for knowledge workers to learn and own decisions— and the rapid change expectations  Leadership and management viewed very differently. Leadership may be distributed to all levels of workers. Leadership is about making transforming change while management is about making incremental change (leadership – effectiveness-focused, management – efficiency-focused)  Followers don’t really exist. They are collaborators or partners.

Theory Y  Most people will work to achieve goals to which they are committed  People can learn to accept and even seek responsibility Transformational Ability to raise others to a higher level of morality. Starts with a vision that excites and converts potential followers (MLK for example). The leaders inspire followers to their vision. Collaborative Cross functional, peer groups with leaders focused on ensuring the collaborative process. Focus is on synergistic productivity. Servant Leadership Emphasizes the leader’s duty to serve the needs of his/her followers. (Servant Leadership can be Industrial AND Postindustrial.)

Note: Added 4 areas leadership models can be categorized as:  Directive Leadership (top-down decisions/rules)  Supportive Leadership (sensitivity to subordinate’s needs)  Participative Leadership (consults groups for decisions; shares info)  Achievement-oriented Leadership (high goals & cheerleading) [Type text]

Describe the basic goals of There are 5 basic goals of leadership: leadership within and  To create a positive and effective atmosphere across organizations. for communication  To develop and communicate a collective sense of vision  To inspire transforming/transformational change  To provide a sense of direction for the organization  To provide a conduit between the organization and the marketplace Describe and explain the Forces of Change effect of the forces of  Speed of change – Organizations must be responsive change on organizations to rapid changes in the world. Leaders need to find right and explore how these organizational structure balance to adapt rapidly. forces are driving a shift in  Information overload of knowledge workers – the nature and practice of People must be empowered to find solutions. leadership.  Complex issues and tasks – Change is a given and you have to know how to deal with it.  Global competition and globalization – Competition from around the world forces organizations to keep pace with the changing business environment.  Restructured organizations – Restructuring affects structure, strategy, work and job designs, systems and processes, people, rewards, and culture.  Increased turnover – Succession planning is increasingly important because of the knowledge and skill gap when a valued employee departs.  Lack of training – Leaders must be trained and that training is often inadequate.  Decreased loyalty to employers – Employees are less loyal to organizations now than they were in the past.  Increased demand for employee job satisfaction  Transferred knowledge to emerging leaders – Leadership development is often inadequate.  Senior leadership hired externally – Organizations should have systems to ensure new executives adjust to their new culture. Leaders from outside an organization bring new ideas and ways of doing business.  Increased diversity in the workforce – Integrating diversity can enhance success. Change Management CPLP Study Guide

Explain the importance of The organizations that will survive and thrive in the future creating a learning culture are those that tap into the worker’s commitment and in a knowledge-based capacity to learn at all levels in the organization. organization. The learning organization is one that promotes, encourages, and sets itself up to provide an environment built on the need for continuous learning. A knowledge-based organization needs a culture that promotes and values interdependence, adaptability, flexibility, and autonomy. Describe internal factors Undermine: that undermine or  Competition for scarce resources contribute to a learning  Conflicting and competing goals among culture. departments and groups  Lack of support

Contribute:  Line manager is most pivotal for promoting learning culture  Team building  Reaching across departmental boundaries  Conflict resolution  Leaders model organizational values and integrity  Promotion of learning culture through informal means Change Theory and Change Models Define the current state of The current state is the way things are now. This includes an organization. what is lacking and potential improvements. Kurt Lewin classified change process into 3 stages: present state, the transition state, and the desired state. The present state (status quo) tends to continue until disrupted by another force (a pain point). Define the intended The first step in implementing change is to establish outcomes of a change specific, achievable outcomes, such as establishing initiative. performance metrics or targets. A front-end analysis is done to identify business goals, critical performances for achieving them, performance gap, and the causes of the gap. [Type text]

Explain how to sell a The change manager needs to present the need for change change strategy. in a persuasive and convincing way.  Review what was discovered in analysis  Explain where the company is, where it needs to go, and why  Identify how market forces and customer demands are affecting the organization  Explain the consequences if nothing changes  Enable understanding of the consequences of maintaining the status quo  Sell the remedy to close the gaps List and define the rules of 12 rules for project management success: planning for change.  Gain consensus  Build an excellence team  Develop a comprehensive and viable plan  Make sure resources are available  Have a realistic schedule  Do not try to do more than is possible  Remember that people count  Establish and maintain formal support from managers and stakeholders  Be ready to change  Keep people informed  Try new things  Be the leader, as well as the manager

Stages: 1) Initiating, 2) Planning, 3) Executing, 4) Controlling, 5) Closing Describe the importance of Identifying stakeholders that are appropriately placed analyzing stakeholders of within the organization is necessary to have the influence a change initiative. and credibility needed for success.

Explain why it is People go through several stages of readiness before they important to consider can make a true commitment to the change. Culture can cultural implications of influence people’s reaction to change. change. Stage 1 = deny need to change, 2 = contemplation (procrastination), 3 = Preparation and planning, 4 = acts on plan Describe the significance The achievement of milestones provides an opportunity to of setting milestone not only evaluate but also reflect on the learning and evaluations. celebrate the contribution of team members and colleagues, which lifts the spirits and motivates. Change Management CPLP Study Guide

Explain how to introduce People must recognize the need for change before they will change in an organization. accept it. Communicate honestly the forces driving the change. Describe best practices for Force Field Analysis (created by Kurt Lewin) — help overcoming resistance or identify where to concentrate for driving force and where to complacency. mitigate for resisting forces.

Describe at least four Karl Albrecht described the personal change response cycle: reactions to change. 1. Threat: In this phase, individuals are afraid to change the status quo because of fear of the unknown or fear of a state worse than the status quo 2. Problem: at this phase, individuals perceive change to be a lot of work and problems. Because they no longer know the rules, it’s difficult for them to complete their jobs 3. Solution: Overcoming the problems perceived in the previous phase starts to reveal some of the benefits of the change. 4. Habit: With practice the old is forgotten and the new become the norm. List the activities involved  Defining the tasks that need to be done in implementing change.  Creating management systems that accomplish the task  Developing strategies for gaining commitment  Developing communication strategies  Assigning resources, experts, and consultants to manage the change.

Implementation phase tasks include:  Studying present conditions  Collecting data on employee attitudes towards the change  Creating models of the end state  Identifying and planning for transitional management  Assigning functions to transitional management  Stating the goals of the transition and clearly describing the end state Describe how to evaluate Identify key performance measures and identify the right the effects of change. ones (aligned to business goals).

Process Thinking and Design [Type text]

Define business processes, Business process analysis is a structured method of and list and define the documenting business rules and functions to uncover characteristics of business hidden inefficiencies that highlight strengths that could be process analysis and streamlined or leveraged to increase productivity. design. Characteristics of business process analysis and design  Involve groups of people who are responsible for executing tasks  Use a diagramming method (such as a process map)  Use metrics to establish performance baselines and measure progress  Incorporate whole-systems thinking

Communication Techniques and Tools Explain how Success in organizational change is directly proportionate communication relates to to the level of effective communication. facilitating change. To facilitate change, be aware of the intricacies of communication so the message is not misinterpreted or ignored. Includes anticipating the receiver’s perspective. Pointers for competent listening:  Making eye contact  Assuming the listening position – sitting up straight, leaning forward, taking notes  Listening with enjoyment  Giving undivided attention  Asking questions Define common  Verbal (voice quality, intelligibility, voice variability) communication styles.  Nonverbal (movement, body language, gestures, eye contact)  Written Change Management CPLP Study Guide

List and describe a variety  Face-to-face (e.g., meetings) of communication  Print channels.  Electronic  Phone  Advice networks – used to solve problems  Trust networks – shares sensitive information  Communication networks – used for discussing work- related matters  Information networks – used to share information or tapped to help transform technical systems  Influence networks – political side of organization (power)  Affect networks – friendships within organization + corporate culture Engagement Practices to Build Critical Mass List the steps of  Conduct external and organizational scans. performing a needs  Collect data to identify business needs. analysis to define a need  Identify potential change initiatives. for change.  Collect data to identify performance, learning, and learner needs.  Analyze the data.  Deliver analysis feedback.  Begin designing the change initiative. Explain the Six Sigma Six Sigma is a data-driven approach to analyzing and solving practices for presenting root causes of business problems. It provides specific tools and measuring the effect and approaches (process analysis, statistical analysis, lean on business or techniques, and root-cause methods) that organizations can performance before a use to reduce defects and improve processes to increase change. customer satisfaction and drive down costs. Define best practices for  Use clear, unambiguous communications. communicating issues to  Provide coaching and/or training. the workforce.  Provide tools and models to develop skills.  Offer a survival kit (tips and resources).  Schedule recognition days or weeks. Examine the importance of Involvement is one way to foster commitment to the owning the process. change. Involvement allows employees to increase learning and problem-solving skills. Diversity and Inclusion [Type text]

Discuss how diversity and Inclusion leads to retention, which allows teams to work inclusion programs and smoothly and in harmony. Inclusion reduces expenses as a initiatives support result of miscommunication, legal fees, turnover, repeated organizational change. training, and dealing with grievances. Low employee turnover (related to inclusion) results in greater profit.

Consider how national culture affects learning. In N. America and Australia, learners are accustomed to getting to the point quickly. Europeans expect a structured approach. Asians prefer master theory before digging into facts. Motivation Theory Explain best practices for Money is not the best way to motivate employees. (But motivating employees. money is important.) Thoughtful, personal recognition is a strong motivator as is opportunity for growth. Best practice is focused on Management and Performance - recognition from management and incentives directly tied to job performance (not on things like attendance or attire) Suggested motivators are listed on pages 624 - 626. Describe some Find out what will motivate a person. This varies from one considerations for person to another. motivating learners. Most effective incentives are based on job performance. Five characteristics that determine how motivated an employee will be in a job: 1. Skill variety 2. Task identity (task ownership from beginning to end) 3. Task significance 4. Autonomy 5. Feedback

Effective rewards are:  Immediate  Sincere  Specific  Positive Mindset and Mental Models Change Management CPLP Study Guide

List and describe common  Dictatorship – authoritarian, military chain of command management styles. type (manage without input of workers)  Anarchy – no leader (work without input of manager)  Democracy – most common, employees and managers share ideas, feedback sought and given, employees have sense of investment Explain how personal and A person’s social style has a direct effect on their ability to social styles can affect learn and change. change. Harvey Robbins (How to Speak and Listen Effectively) gives listeners four behavior styles:  Analytical – focus on logic and details; hide feelings  Amiable – highly value people and friendship, avoid conflict  Drivers –can seem pushy, hide emotions, very results- oriented and like to give guidance  Expressive – looking for good time, enthusiastic, creative, but easily bored [drama king/queen] Define emotional Emotional Intelligence is the ability to accurately identify intelligence and its effect and understand a person’s own emotional reactions and on change. those of others. It also involves a person’s ability to regulate his or her own emotions.

Emotional intelligence is the basis for personal qualities such as resilience. Resilience is important for adaptability and the ability to grow and change.

A hallmark of emotionally intelligent people is that others feel good in their presence. They are encouraging, supportive, and helpful.