Change Management Resources
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The best, "non-partisan" change resources treasures on the planet.   For the BEST of the BEST curated news  SUBSCRIBE to our monthly newsletter via  Reveln.com/Tools/ (We never SPAM!)
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The #1 Reason Leadership Development Fails - Best vs. Agile Next Practices

The #1 Reason Leadership Development Fails - Best vs. Agile Next Practices | Change Management Resources | Scoop.it

"Don’t train leaders, coach them, mentor them, disciple them, and develop them, but please don’t attempt to train them. " 

  

_____________

  
Training is transactional – Development is transformational."

_________________

  

Excerpts:  

  

A 20 item list  point out  main differences between training and development:

     

1. Training blends to a norm – Development occurs beyond the norm.

  

2. Training focuses on technique/content/curriculum – Development focuses on people.

  

4. Training focuses on the present – Development focuses on the future.

  

6. Training is transactional – Development is transformational.

  

More here:  'http://t.co/vcn5rSxa


More about leaders and being strategically & learning agile is here:




Via Dr. Susan Bainbridge
Deb Nystrom, REVELN's insight:

How does real leadership development happen?  Through development.  The authors  20 item list  point out  main differences between training and development.  Training is convenient and can reach many people, but only development make the grade in agiiity for adapting to change.


This article also reminds me of the limitations of ADDIE, a training design approach still used in many companies. By the time leadership training gets there (after design), there isn't there anymore.  ~  D

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Deb Nystrom, REVELN's comment, May 22, 2013 11:58 AM
Wow, did this hit a nerve. Great!
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Building Commitment During an ERP Rollout

In this e-book, Luc Galoppin and Daryl Conner bring together their insights on commitment and social architecture. Learn how the eight stages of commitment apply to an ERP rollout and why it is crucial to carefully plan the moments-of-truth.
Deb Nystrom, REVELN's insight:

Daryl Conner's commitment curve is handily illustrated with sketch designs notes, thanks to Luc and Daryl's ebook style Slideshare.  It's a useful reference for any change project, including but not limited to an ERP rollout.  ~  Deb

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Convergence: Two paths join in the History of Change Management?

Convergence:  Two paths join in the History of Change Management? | Change Management Resources | Scoop.it
To understand change management as we know it today, you need to consider two converging and predominant fields of thought: an engineer's approach to improving business performance and a psychologist's approach to managing the human-side of change.
Deb Nystrom, REVELN's insight:

Accessible models and well-known authors are cited in this overview of the convergence of the engineering  side of change (also project management) and the psychology of change (human factors.)  


A different historical perspective contrasts this view in the next post.


"For the past decade, organizational change researchers have argued that individual responses are more complicated than a binary response (Piderit, 2000; Rafferty, Jimmieson, & Armenakis, 2012)."



 Which one fits your conceptualization of change today? ~  D

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Case Studies on "Shared Services" Change Projects from Deloitte Consulting

Case Studies on "Shared Services" Change Projects from Deloitte Consulting | Change Management Resources | Scoop.it

"The shift toward shared services, as a means to cut costs and improve quality is well underway.  Case studies from Deloitte on 'Getting it together.'"


Here's a helpful resources page from the Deloitte folks that links to downloadable articles.


  • Theory:  " giving business units deeper support and let more people focus on what they do best.
  • In practice, it takes serious planning, coordination and hard work to realize those benefits."


Cases listed include:


Helping a large non-profit organization and its chapters embrace efficiency to do more good.

Features:

  • getting people throughout the organization to understand and embrace the changes. 
  • extensive training. 
  • tailored messages to stress the additional good people would be able to do if the organization were more efficient with its resources. 
  • pilot tests demonstrated this level of improvement was not only idealistic, but realistic
  • performed a feasibility assessment including practitioners from manufacturing operations, finance, strategy, technology, capital markets, organization and talent and total rewards service areas.

_______________________

One of the results:  more consistent medical benefits, increased employee participation and allowed for $12 million dollars in annual savings.
_______________________

  • improvements were designed and implemented including (example) offering more than 500 medical plans through more than 90 different providers, migrating all local health care plans to an enterprise-wide benefits program and creating a Center of Expertise benefits function integrated with human resources (HR) and payroll, to help simplify administration and reduce administrative resources, all while improving service levels. This approach generated more consistent medical benefits, increased employee participation and allowed for $12 million dollars in annual savings.

    

Insights:

  • How to establish and improve a shared services organization (SSO), based on the results of Deloitte’s 2011 global shared services survey results.

   

  • The other half of the shared services battle.

    

  • Sharing internal expertise.
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Why Data Will Never Replace Thinking, DPPE, What's the Question? What's the Goal?

Why Data Will Never Replace Thinking, DPPE, What's the Question?  What's the Goal? | Change Management Resources | Scoop.it
The answers we get out of data will always depend on the questions we ask.


Useful.  It also reminded me of one of the tools we use in Whole Scale change thinking:  Data, Purpose, Plan, Evaluate, or DPPE.  Thanks to twitter follower  @resilientchange for this link this week.


_______________________________

"Throughout history ....science has made huge progress in precisely the areas where we can measure things — and lagged where we can't."

_______________________________



Excerpts:


Data-driven predictions can succeed — and they can fail. It is when we deny our role in the process that the odds of failure rise. Before we demand more of our data, we need to demand more of ourselves.


One key role we play in the process is choosing which data to look at. That this choice is often made for us by what happens to be easiest to measure doesn't make it any less consequential, as Samuel Arbesman writes, 


  • "Throughout history, in one field after another, science has made huge progress in precisely the areas where we can measure things — and lagged where we can't."


In his book,  political forecaster Nate Silver writes about a crucial element, how we go about revising our views as new data comes in.


Silver is a big believer in the Bayesian approach to probability, in which we all have our own subjective ideas about how things are going to pan out, but follow the same straightforward rules in revising those assessments as we get new information.


It's a process that uses data to refine our thinking. But it doesn't work without some thinking first.


Read the full article here.


Perspective on change planning, facilitating, organizing, implementing or sustaining via Reveln.


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Top 10 Competencies for Change Leaders - Gail's list

Top 10 Competencies for Change Leaders - Gail's list | Change Management Resources | Scoop.it

"Change leader competencies that also include mindsets. All can be developed."


This is a handy list worth reviewing from colleague Gail Severini. There's more to come, including a top-ten competencies for change agents those who are the focus of the change.  ~  Deb


Excerpts:


Change Leaders' Competencies include:


1.  Determination and discipline - The leader …“Has a profound resolve toward the specific shifts the organization has identified as essential for its future success,...” And, has the personal discipline to ...ake difficult and challenging actions.


2.  Self-Knowledge and mindfulness - ...calm in the midst of high-stress, dynamic change. The ability to concentrate and be attentive to other people and concepts...are intricately connected.


6.  Integrative thinking - Once we accept that transformational change presents enormous ambiguity it becomes obvious that the ability “to hold two conflicting ideas in constructive tension”.


7.  Culture awareness - An understanding of the organization’s current and desired cultures [and] plans for making the shift.


10.  Make meaning - Making the change relevant to every resource who has to make the transition --the  unusual capability to put yourself in someone else’s shoes, to ...help them ...navigate their way through it. 


Read the full post here.

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Cure Your Company's Allergy to Change, Aetna and Blue Cross Blue Shield Examples

Cure Your Company's Allergy to Change, Aetna and Blue Cross Blue Shield Examples | Change Management Resources | Scoop.it

"The HBR post cites several case studies illustrating why many transformations fizzle, then two examples for how to turn it around."


The cautionary tales, names removed, are listed first.  Then the positive stories follow.  ~  Deb


Excerpted:


______________________

   

But they're not failing fast to learn. They're just failing more. It's definitely not a learning organization.

______________________


A health insurer demonstrates a repeated pattern of 3- to 5-year cycles where it launches a change program, takes awhile for managers to get behind it, and then more time to get it funded. A program gets funded for a year but then everyone loses interest, and it gets defunded and dies.


Recently they're failing faster; the three- to five-year cycle is moving to two to three years. But they're not failing fast to learn. They're just failing more. It's definitely not a learning organization.


Just about everyone in the company agrees the culture is dysfunctional:

   

  • Some point to politics - competition between the COO and CFO blocking each other's progress. 
  • The CEO also had a way of questioning and stress-testing people that discouraged risk-taking => a "play it safe" mentality.
  • Executives who want quick wins scope projects to be done in a year. Most change programs there needed multiple years, so by the time a program extends beyond year one, executives move onto a new initiative.


What countermeasures are there to break a tragic change cycle like this?


______________________

   

Adopting improvement methods such as "agile" or "lean" can change the culture so that results and trust are prized over process and contracts.

______________________


Successful efforts at health insurance companies Aetna and Blue Cross Blue Shield of Michigan offer insights:


Organizational realignment — The structure of an organization determines the incentives that drive identity, behavior, and employee understanding of roles and responsibilities and priorities, as well as a sense of ownership and accountability.


Blue Cross Blue Shield of Michigan's tried a more traditional functional management structure but then found it lost customer focus.

  

  • It appointed leaders to run market segments with profit and loss responsibility with the focus of changing the product mix and improve profitability. 
  • By organizing by customer, cross-functional changes became much easier to implement, and there was a dramatic turnaround in business results.
   

Improvement methods — a platform for doing work nimbly and at low cost included:

  

  • Adopting improvement methods such as "agile" or "lean" can change the culture as employees are empowered  so that results and trust are prized over process and contracts. 
  • Tactics such as daily huddles drove immediate wins and helped entrench a culture of empowerment.


Employee engagement — Employees fundamentally want themselves and the company to be successful, so successful change agents listen to their needs and help them transition.


Aetna describes how new CEO John Rowe and the senior team "sought out employees at all levels — those who were well connected, sensitive to the company culture, and widely respected — to get their input on the strategy, design and execution of intended process changes."


Executives at Blue Cross Blue Shield of Michigan went into the field to gather input and communicate their commitment to change. Employees were trained in improvement methods ("Lean"), with every employee going through two sessions in accountability training.


Curator: Enrich your perspective on change planning, facilitating, organizing, implementing or sustaining especially when dealing with demanding deadlines and short staffing.


Contact Deb Nystrom here for an initial consultation, without obligation.

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Harry Cannon's comment, November 1, 2012 11:30 AM
See article in HBR Jul-Aug 2012 by Katzenback et al.
Deb Nystrom, REVELN's comment, November 3, 2012 8:10 PM
Thanks Harry. I appreciate the link.
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Change Management - Leading and Managing Change in a Multi-polar world

Change Management - Leading and Managing Change in a Multi-polar world | Change Management Resources | Scoop.it
Today's global business environment requires bold new programs to drive high performance along three dimensions: change management, leadership, and culture.

  

This may why Peter Drucker say that there is no such thing as leadership.  

  

Culture trumps leadership and change, which is why multi-polar world  (as well as VUCA world, Volatile, Uncertain, Complex, Ambigious in another post) caught my eye.

  

Excerpts:

  

Managers face major operational challenges in a global environment....

  

Communications and business processes must take place through virtual structures—teleconferences, e-mails, videoconferencing, electronic workflows...

____________________________

  

Companies that are successful in changing globally have programs that are both driven from the center and embedded locally.

____________________________

   

...new ways of working must be explicitly detailed and incorporated into management processes and structures, and in the ways work is moved around, checked and handed off (see "A bold new look for global sourcing,” Outlook, September 2007).

  

From a legal perspective, a crazy quilt of regulatory guidelines must be attended to as well.

  

....Some countries, for example, have restrictions on where an individual’s supervisor must reside. That can be a deal breaker for a company looking to have a team in one country reporting to a manager in another.

  

...Companies that are successful in changing globally have programs that are both driven from the center and embedded locally. Companies that still rely only on local efforts or, on the other hand, try to force change only from the center, are being outperformed.


Via Dr. Susan Bainbridge, Kate Crisp
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Let employees tell their stories - Change on Speed: MSN Money & HBR

Let employees tell their stories - Change on Speed:  MSN Money & HBR | Change Management Resources | Scoop.it

"Let employees tell their stories. ~ The energy needed to drive change comes through a sense of ownership over the answer."


This reminds me "slow is fast," from Theory U, popularized by Otto Scharmer.  This thinking is not new to change strategy, but it can be difficult to those used to cascade implementations. 

The power of story is very real when combined with honest questions, that is, if you ask the question, you are truely open to hearing and responding fully to the answers. ~ Deb


_______________________


When people make their own decisions, they are more dedicated to what follows.   

_______________________


Excerpts:   


"Conventional approaches to change management urge leaders to set a vision and cascade it down the organization.


When people make their own decisions, they are more dedicated to what follows. The energy needed to drive change comes through a sense of ownership over the answer.


Instead of dictating how the organization will evolve, take a high-involvement approach. Describe the problem you are trying to solve and then ask others how they would address it.


During these discussions, roughly lay out your vision, but ask employees how they picture the change taking place. This takes time and effort of course. But the payoff is huge."


Source:   Harvard Business Review and HBR.org (http:\\www.hbr.org).


Photo credit:  by Jill Clardy

Deb Nystrom, REVELN's insight:

There is never so powerful a change impetus as when the people own the story.  There are many famous quotes on this concept, yet suffice it to say large system change, whole system change, large group methods all are centered in the power of story and how it goes forward.  ~  Deb

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Horror stories, language and lessons: Building Change Capability

Horror stories, language and lessons: Building Change Capability | Change Management Resources | Scoop.it

No Trust = Minimal and ineffective change - with a true horror story ERP failed implementation to bring it home.


See Daryl Conner's Change Commitment Curve for the full model.

   
In this change practitioner group's MeetUp a key question emerged:  How do you build, manage and reward trust through successful engagements and implementations of change?

   

Take the horror story shared:

   

  • a large-scale ERP implementation that with 8 hours to go until commencement of training, cancelled the training courses and disrupted delegates who were flying from across the country to attend.” The client never regained trust in the solution being delivered or the solution provider managing the change.

   

  • Lack of trust can lead to a horror story, or like with the story above, a horror story can lead to a lack of trust. 

   

_______________________
   
Lack of trust can lead to a horror story...or a horror story can lead to a lack of trust.

_______________________


Other excerpts: 

  

  • Our job is made harder by the fact that sometimes it’s best not to call change “change” and it can be difficult knowing when and who that rule applies to.

  

On language and labels, including internal change champions:

      

  • Often even they don’t want to be associated with the change by title. It’s as if labelling someone a “Change Capability Manager” or “Change Champion” gives the rest of the organisation the right to lump that person who has “change” in their title with all the stuff they’d rather not manage themselves.

Via Virtual Global Coaching
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“Double Down” Women, Leaders & Careers, Kudos and Ire » You Can't Have it All?

“Double Down” Women, Leaders & Careers, Kudos and Ire » You Can't Have it All? | Change Management Resources | Scoop.it

"The executive work/life dilemma for women and men includes Steve Jobs' contributions while seriously ill - a provocative thought piece by the Glass Hammer."


Change leaders are culture leaders. The American leader work ethic for women and men is featured here, in controversy about growing leaders, both women and men. It's a long term, evolving change & leadership issue with shifting impact for both genders. ~ Deb


Excerpts:  


There’s increasing polarization on the subject of how to handle work-life’s ever-escalating challenges for women.

   

___________________________

   

“Work-life balance is not some nice idea that isn’t achievable or important. It is important to all of us for sustainable mental and physical health & well-being. The key word is sustainable.”

___________________________


The friction is visible in the varied media responses to news that incoming Yahoo CEO Marissa Mayer will be the first female CEO to take the top spot while pregnant, and to Anne-Marie Slaughter’s controversial cover story for The Atlantic, Why Women Still Can’t Have It All.


Part of the dilemma revolves around a concept coined by Sheryl Sandberg, Facebook’s COO: “leaning in” versus “leaning back.”

Sandberg describes how failing to “lean in” inadvertently leads many women to leave the workforce:

  • “Women almost never make one decision to leave the workforce,” said Sandberg. ...Maybe it’s the last year of med school when they say, I’ll take a slightly less interesting specialty because I’m going to want more balance one day. Maybe it’s the fifth year in a law firm when they say, I’m not even sure I should go for partner, because I know I’m going to want kids eventually. ...And from that moment, they start quietly leaning back. The problem is, often they don’t even realize it.”
   
  • “During the last years of his life, [Steve Jobs] created the iPhone, the iPad, he was moving into television.  ...He was very sick...in the last years of life when he didn’t have time.”

  

“Work-life balance is not some nice idea that isn’t achievable or important. It is important to all of us for sustainable mental and physical health and well-being. The key word is sustainable, ” says Teri Johnson.  


She suggests the analogy a long distance runner versus a relay racer.


  • “Any of us can push hard in a relay, but the distance runner knows to pace herself, to make rest days as important as training days and to take excellent care of herself to avoid injury. She saves the real push for the race, when it is important.”

   

Read the full post here.


Photo credit:  JD Hancock

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IT, Agile & Change Management: Four Cs for Success

IT, Agile & Change Management: Four Cs for Success | Change Management Resources | Scoop.it

"IT offers a seasoned perspective on both agility & change due to the volatile, fast moving nature of their field, including this CIO view on successful change Cs."
 

The author offers that IT is the lynchpin for crucial business change.  IT has also been labeled the accelerator of successful change.  


Consider the role of IT in facilitating growth in emerging markets (social media, analysis), adapting more agile business models [from IT we have agile as a business structure for projects), or helping with our increased dependence on collaborative, globally dispersed teams (Skype, WebEx, Google+ hangout meetings, anyone?)  ~ Deb

  

____________________________

   

People won’t commit to “a good idea.”  ...People who have a “why” will accomplish almost any “how.”

____________________________


Excerpted:  Four Secrets to Success - Commitment, Community, Clarity & Communication

   

1. Commitment. ...the single most important reason why CIOs cannot sustain change.

   

  • being bound emotionally and intellectually to a course of action 
  • [NOT] mere “compliance” -- people going along with a mandatory recommendation or new process without really believing in it
  • people ...believe in what they’re doing and are intent on completing the journey.
  • people have to make that jump themselves, even while their natural instincts scream at them to resist. 
  • invite discussion and dissent, air these misgivings and steer the negative emotions into positive ones.
   

2. Community   ...requires different people collaborating in diverse roles to purposefully drive change forward, leaving nothing to chance.   Key roles include: a change leader, change agents & advocates.

  

3. Clarity. People won’t commit to “a good idea” -- they need to understand why the change is necessary and why the current state is no longer viable. People who have a “why” will accomplish almost any “how.”   (For a good change model on this, see the DVF>R here.)

  

____________________________

   

...invite discussion and dissent, air these misgivings and steer the negative emotions into positive ones.

____________________________



4. Communication...the glue that holds the entire change initiative together. [This is more than] sending an e-mail, holding a town hall meeting or conducting a presentation. [Some also include] two-way methods, such as small-group meetings and facilitated Q&As.

   

Inspiring change requires more ...creating opportunities for groups to voice their concerns, bringing obstacles to light...and training, coaching and providing feedback, as well as opportunities for practice and learning.


...some IT teams now anticipate stakeholder needs rather than just respond to them; help reshape business strategy rather than just support it; and consult on business process improvements rather than just provide system upgrades.


The full article is here.  Author, Dan Roberts is the CEO and President of Ouellette & Associates and contributing author of the book "Unleashing the Power of IT," which profiles the successful change initiatives of three CIOs and their staffs.  


For more about Deb & her work with change, visit Deb's homepage REVELN here.


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Change Community: Writing an Online Community Plan - How To

Change Community:  Writing an Online Community Plan - How To | Change Management Resources | Scoop.it

If you plan on building an online community you must have a plan - not a strategy, but a community plan. The list below will help you develop your plan and improve the growth and experience of your community. 

   

The plan is relevant for  social communities, blogging, email marketing and just about anywhere else online.

    

Recommendation: Create an online community plan and then segment each category with their own responsibilities


DN:  I suggest a thorough answer to this question before the steps below:  What is the purpose of being in the community?  (Short & long term.)

  

Elements:

  

1.  Who runs the community.   A leader. Choose one person (responsibility, control, standards, expectations) to manage the online community.  

  

2.  Build community persona.  Who you are targeting to join?  Include demographics, habits and attitudes, vehicle types they drive, education levels, average annual income, marital status, number of kids, etc. 

  

3. Early focus.   Focus on 20-50 people that fall into your persona descriptions, to encourage early joining.

  

4.  Why should they join?  Be prepared to explain why these people should join:

  • Value proposition?  
  • Increase their stature in the off-line community?  
  • Increased visibility or fame?  

  

5. Retaining new members.  What is your plan to get them engaged and to retain them?  Defined your process to get new members engaged immediately or they will lose interest.  Assign a dedicated member to mentor each new member that joins the community for about 3 weeks.  Provide the opportunity to engage, ask questions, recommendations.

  

6.  Community happenings.  Short-term and long-term - activities

  

7.  How will you grow the community?  Exclusive?  Grow a massive community?  Define your clear vision of how to or not to promote the community for growth.

  

8.  Platform selection.  Explain your choice via the  type of community you are building - note  forums, mailing lists, newsgroups, etc.

  

9. Content creation.  Create a content calendar, plan for content creation at least 4-6 weeks out when you launch.  Stay at least 30 days ahead of publishing. Assign responsibilities for management, creation, editing, and publishing of the content for the community.

  

10.  Value.   [DN:  See purpose & vision, to ensure this is delivered!]

  

Sourcehttp://bit.ly/M8xgMu

  

Resources

   

Plan for Content Creation --  http://bit.ly/Pil9Sa

The Social Media TuneUp -- http://bit.ly/KXr88R


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Application of Complexity Theory: Away from Reductionist Phase Transitions

Application of Complexity Theory: Away from Reductionist Phase Transitions | Change Management Resources | Scoop.it

Reductionism [is useful] in understanding and managing the world around us.     However the possibility space is now expanding to higher levels of resolution such as a focus on complex systems. Learning and tools are ratcheting in lock-step.


Via juandoming
Deb Nystrom, REVELN's insight:

Here's a handy list for referencing complexity theory in a practical way.  Many change projects reference concepts mentioned here including non-linear dynamics, networks, chaos, fractals, and power laws.  ~ Deb

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Oversimplifying Change Management : A Historical View and Current Perspective

Oversimplifying Change Management :  A Historical View and Current Perspective | Change Management Resources | Scoop.it
Leaders, change practitioners and researchers often view organizational change through a dual lens: people either support or resist the change. This limited view of change management assures failure during the initial planning process.
Deb Nystrom, REVELN's insight:

Is change really either / or - binary at the individual level?  Or does a full historical and practice perspective on change better fit into this perspective where change management is not a dichotomy?  ~  Deb

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Deb Nystrom, REVELN's comment, January 21, 2013 11:29 AM
Another view of Polarity Management is here: http://www.people-results.com/polarities-problem-solving-its-and-or-thinking/#.UP1rrqVfWO9 >> Polarity Partnerships spoke at the National OD Network conference and defined Polarities as “interdependent pairs that support a common purpose and one another. They are energy systems in which we live and work.”
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Prosci's Q & A on Bosom Buds: Change management and project management

Prosci's Q & A on Bosom Buds: Change management and project management | Change Management Resources | Scoop.it


Highlights:


Prosci has delivered a webinar on integrating change management and project management three times and asked attendees the following question:


_____________________________
   
“What are the most pressing topics or issues you are facing regarding change management and project management integration?”

_____________________________


Here are highlights of their analysis of the most common needs


Top 5 common pressing issues


1. Support and buy-in for change management from project teams


Participants felt that project leaders and project managers did not see the value or importance of change management. 


Tip: Make change management meaningful and real. 


2. Support for change management from leadership

...leaders and sponsors have a limited awareness of the need for change management, which impedes the critical integration of change management with project management activities. 

Tip: ...By making a direct connection between how well the people side of change is managed and the ultimate ROI of the project, you can shift the context and the conversation.


Others:


3. Scope, timing, and prioritization

4. Direction on how to integrate project management and change management. 

5. Role definition and clarity


Click the title to read the full article.


Change Management is an engagement focus.  Exert too much control, and you stifle it.  Here's more about control issues within a project implementation:

   

    



Via Virtual Global Coaching
Deb Nystrom, REVELN's insight:

"Prosci provides their perspective on how change management and project management cross paths in the execution of an initiative based on recent webinar Q & As."


These are helpful viewpoints on the state of the practice.  


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Change Management Basics with an Agile Project Management chaser

Change Management Basics with an Agile Project Management chaser | Change Management Resources | Scoop.it

The classics of change management are here, featuring Lewin, as well as Agile project management and risks.

   

Excerpts:

  

Lewin’s change management model depicts three phases that apply to any change.

  

  1. Unfreeze, which means removing the constraints and generate the will to change. 
  2. The change itself, where people reposition themselves according to the new objectives. 
  3. Refreeze, where the new situation becomes stable.


Kotter’s 8-step change model is also listed. The article highlights:
Steps 1-to-5 fit into the “unfreeze” phase, steps 6 and 7 correspond to the “change” itself, and step 8 corresponds to the “refreeze” phase of Lewin’s model.


By Dr. John Kotter:

  1. Create urgency
  2. Form a coalition
  3. Create a vision for change
  4. Communicate the vision
  5. Remove obstacles
  6. Create short-term wins
  7. Build on the change
  8. Anchor the change


_______________________________


The change curve...shows that [a] main objective... is to reduce negative effect during transition and to shorten the time needed to reach a new equilibrium.

_______________________________



Change management also deals with people’s stress and the temporary negative effect of change.  What helps with change stress?

   

  • Guarantee job stability for a period of time long enough for them to learn the new skills and settle in their new roles.
  • Increase tolerance to mistakes and decreased efficiency during a period of time.
  • Emphasize that this is a chance to develop new, more marketable skills.


The change curve (see Daryl Conner's work especially) pictures the negative impact of change across time.  It shows that one of the main objectives of change management is to reduce negative effect during transition and to shorten the time needed to reach a new equilibrium.


_______________________________

   

Agile project management is well suited to deal with transformation projects

_______________________________

    


Setting Up a Project to Manage Change

Many changes are carried in operational mode, which tends to be chaotic because it doesn’t explicitly address concerns such as cost management, quality management, schedule management, procurement, etc,

    

By balancing discipline and flexibility appropriately, Agile project management is well suited to deal with transformation projects.

      

  • The most critical area is risk management.
  • In project management, risks are “known unknowns”, identified areas of uncertainty to manage. 
  • “Unknown unknowns”,  means risks not yet identified yet. 


    

The full article is here:  http://t.co/ADKBgl3v...)...

    

Companion, relevant articles by Deb are here:


Deb Nystrom, REVELN's insight:

Lewis is a bedrock source when looking for the origins of change management.  Adding agile project management adds perspectives on types of change as well.

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3 Ingredients to Becoming World Class: Will the next Toyota be Chinese, or Indian?

3 Ingredients to Becoming World Class:  Will the next Toyota be Chinese, or Indian? | Change Management Resources | Scoop.it

"China’s Lenovo is now the second-largest PC maker in the world and hopes to grab the top spot from Hewlett-Packard soon."


Read on for goood competitive change  insights here on how 2nd and 3rd tier companies in China and India are now vying for global branding recognition, and why they've got a good shot at making it happen.  


Excerpts:


____________________________________

Non-branded companies earn margins of 3-8% and are at risk of being undercut by cheaper rivals. Branded firms enjoy fatter margins of 15% or more.

____________________________________


Chinese and Indian companies are no longer content to do the grunt work for Western firms, for two simple reasons:

  

  • non-branded companies typically earn gross margins of 3-8% and are constantly at risk of being undercut by cheaper rivals. 
   
  • Branded firms enjoy fatter margins (15% or more) and more loyal customers.


Yet becoming a global brand is exceedingly hard. ...GfK, a consumer-research company, found that only one-third of Americans were willing even to consider buying an Indian or Chinese car.


...How can others make the leap? “The New Emerging-Market Multinationals”, a book by Amitava Chattopadhyay, of INSEAD, and Rajeev Batra, of the University of Michigan’s Ross School of Business, offers some clues.



____________________________________

   

...global firms need new products and processes that generate buzz.

____________________________________


The article illustrates three basics:

  

  • First, they must exploit their two basic advantages—economies of scale and local knowledge—to expand into new markets,
    
  • Some firms use their understanding of local markets to expand globally,
  
  • Others move swiftly to exploit opportunities.

   

The research in the book offers three more ingredients to these basics:

   

1.  The first is focus: they should define a market segment in which they have a chance of becoming world-class.

   
  • Natura Cosméticos, a Brazilian cosmetics-maker, zeroed in on the market for “natural” cosmetics with ingredients extracted from the rainforest.
    
  • Lenovo focused on computers for corporate clients before expanding into the consumer market. 
   

2.  The second is innovation: global firms need new products and processes that generate buzz. 

  • HTC produces 15-20 new mobile-phone handsets a year.
   
  • Natura releases a new product every three working days. 
   
3.  The third ingredient is old-fashioned brand-building: Questions to decide:  
   
  
  • Use the company’s name (as Toyota does) or another name (as Procter & Gamble does - Gillette razors to Pampers diapers)?
     
  • How to market effectively in multiple countries without budget-busting? Lenovo has hired an expensive American marketing firm, but saves money by doing most of its advertising work in Bangalore.


  

Read the full article here.


NOTE: Do you need perspective on change planning, facilitating, organizing, implementing or sustaining especially when dealing with demanding deadlines and short staffing?


You can contact Deb Nystrom here to find out more, without obligation.

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9 qualities to Build an Agile Leader's Toolkit - Adapt to Sustain

9 qualities to Build an Agile Leader's Toolkit - Adapt to Sustain | Change Management Resources | Scoop.it

"Nine (9) agile leader qualities are listed and explained as a leader / culture toolkit for sustainable leadership practices as well as a checklist."


Along with Drucker's "there's no such thing as leadership" article that is getting some attention, this list is also useful for followers, staffers and for examining culture and values.  In my own experience with leader competencies, flexibility and adaptability is key to being ABLE to change, the core of sustainability. ~ Deb


Excerpts:


Elaine Rumboll suggests:


  1. Adaptability
  2. Back Up
  3. Curiosity
  4. Diversity
  5. Ease of Access
  6. Foresight
  7. Grace in Failure
  8. Hubs
  9. Inclusiveness


The first in the list, Adaptability (Flexibility) is defined to:


  • be ready to change our plans when they are not working the way we expected
  • create alternatives to be ready to change course mid direction
  • build a healthy robustness around how we are going to react
  • [let go of] things remaining stable


Read the full article here.


Read further on in this newletter about dealing with a VUCA world, once that is Volatile, Uncertain, Complex and Ambiguous

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Leading change can happen with passionate people - Kotter applied

Leading change can happen with passionate people - Kotter applied | Change Management Resources | Scoop.it

Kotter's 8 step process is applied in this case study example, happening now with NetApp.

  

NetApp’s staffer and post writer, Mercedes Adams, a 3rd year Guiding Coalition program manager describes her two year experience as a part of an advisory group, in this case named the guiding coalition team, to help accelerate change leadership. I heard Rob Salmon and John Kotter speak at the ACMP 2012 Global Change conference (described in other posts on this stream) regarding their transformation project in process.

  

Note:  Sometimes this approach creates a parallel organization, which can cause problems, and sometimes it's exactly what an organization needs.  Another approach is a collateral organization (temporary, ever changing ad hoc change groups.)  We'll see how the chips fall as Dr. Kotter's advisory team approach helps NetApp over the next few years.  ~  Deb

  

Excerpts:

  

in 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation that leverages the urgency and passion of employees across the business.

   

_______________________________

  

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

_______________________________

   

In 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation via  Harvard’s Dr. John Kotter and Kotter International.

   

The Guiding Coalition (GC) brings people together from across the company who operate as a team outside the organizational hierarchy. Employees:

   

  • take a break from their normal day jobs
  • creatively solve problems and drive change
  • Include a balance of individual contributors and managers, directors and vice presidents
  • agree to leave their titles behind when participating on the Guiding Coalition
  • knows that they will need to do this work in addition to their day jobs
  • collectively identify and guide key business initiatives to accelerate NetApp’s growth
  • evangelizes their change vision and drive a sense of urgency into the organization
  • serves for a period of one year
   

The first year over 350 passionate and urgent change leaders applied.

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

   

In addition to the members of the Guiding Coalition, hundreds of volunteers, subject matter experts, and change leaders across Field Operations collaborate with the members to drive changes into the culture.

  

NetApp is a rapidly growing company which has thrived through major changes over its 20 year history.

  

The Executive Vice Chairman, Tom Mendoza has a video blog, Tom Talks.

  

Writer Mercedes Adams is the Guiding Coalition Strategic Program Manager at NetApp. She’s been on the Field Operations team for over seven years and advocating change leadership for the last three. Mercedes shares her ideas on a number of topics via Twitter and LinkedIn.

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10 Favorite Systems Thinking Books of the Past 10+ Years > Change that Works

10 Favorite Systems Thinking Books of the Past 10+ Years >  Change that Works | Change Management Resources | Scoop.it

"Here's a helpful list of systems thinking books from the editor of The Systems Thinker news on Pegasus, a favorite blog spot I follow.  Systems and change are married to each other in creating change that works.


________________________________

    

Reality will not be still. And it cannot be taken apart! ....Relationship is everything." ~ Marilyn Ferguson

    

________________________________


I have several of these and will probably be getting the e-editions of others from this great list.


"General Systems Theory, a related modern concept

[to holism],says that each variable in any system

interacts with the other variables

so thoroughly that cause and effect

cannot be separated.


A simple variable can be both cause and effect.

Reality will not be still. And it cannot be taken apart!

You cannot understand a cell, a rat, a brain structure,

a family, a culture if you isolate it from its context.

Relationship is everything."    

- Marilyn Ferguson,  

The Aquarian Conspiracy



A sample from her blog post:


She admits Russell Ackoff writings and Senge's new edition of The Fifth Discipline go without saying as great systems thinking classics.  That said, her list includes:


  • Thinking in Systems: A Primer by Donella H. Meadows (Chelsea Green, 2008) Dana Meadows had a unique ability to take the mystery out of what can be perceived as overly complex concepts.
  
  • DN:  I have this one and carry it around on my iPad everywhere, reminding myself when I get stuck how systems can be complex without being complicated.
   
   
  • Business Dynamics: Systems Thinking and Modeling for a Complex World by John Sterman (McGraw-Hill/Irwin, 2000) The core textbook for learning how to apply system dynamics modeling to complex organizational challenges. Even if you aren’t interested in modeling per se, Sterman’s clear, well-written explanations of the core elements of systems thinking make it worth a look.
   
  • Limits to Growth: The 30-Year Update by Donella Meadows, Jorgen Randers, and Dennis L. Meadows (Chelsea Green, 2004) The most recent version of the influential system dynamics analysis of the impact of a rapidly growing population in a world of finite resources.


She's also listed several good books for children including two books by a relative of a former neighbor of mind.  Good stuff!



Read the full post here.

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First Follower: Change Leadership Lessons from Dancing Guy

"A new, viral classic video in that the first follower is really the dance of change leadership." 


This useful, brief video classic has been around awhile.  Yet I'm still discovering leaders and change staffers who don't know about it. Clear, compelling change teaching in under 3 minutes. ~  Deb

__________________________


The first follower transforms a lone nut into a leader.
__________________________


Excerpts:  


If you've learned a lot about leadership and making a movement, then let's watch a movement happen,  ...


Now comes the first follower with a crucial role: he publicly shows everyone how to follow. Notice the leader embraces him as an equal, so it's not about the leader anymore - it's about them, plural. Notice he's calling to his friends to join in. It takes guts to be a first follower!


The first follower transforms a lone nut into a leader. If the leader is the flint, the first follower is the spark that makes the fire.


Now here come 2 more, then 3 more. Now we've got momentum. This is the tipping point! Now we've got a movement!


__________________________

   

As more people jump in, it's no longer risky.

__________________________


If they were on the fence before, there's no reason not to join now. They won't be ridiculed, they won't stand out, and they will be part of the in-crowd, if they hurry.


Over the next minute you'll see the rest who prefer to be part of the crowd, because eventually they'd be ridiculed for not joining.


And ladies and gentlemen that is how a movement is made!


See the official, full transcript at http://sivers.org/ff 

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Living in An Interconnected Society - The Good, the Bad & the Potential, Tiffany Shlain

Tiffany Shlain, founder of the Webby Awards, through video illustrates today's interconnected society at The Economist's 2012 event in San Francisco.

  

_____________________________

   

As we become more connected, we'll be able to see the cause and effect of our actions in real time.

_____________________________



What does it mean to live in a connected world? How is it changing us, our culture and the planet?

 

Her film "Connected"  illustrates:

  

Technology is changing the way we connect with people around us.   ...We have accumulated so much knowledge, yet we have trouble seeing the bigger picture. Perhaps it is time to declare our interdependence.

 

_____________________________

   

It's the beginning of a participatory revolution.

_____________________________


Close to 2 billion people on-line with 5 billion cell phones. It's the beginning of a participatory revolution. Ideas are free to interact, cross pollinate, creating hybrid perspectives all over the world.

 

As we become more connected, we'll be able to see the cause and effect of our actions in real time. ...Once we understand the supply chains and see their results, we'll be more thoughtful about our behavior.

 

Tiffany Shlain favorite quote:  "Go as far as you can see and when you get there. you'll be able to see even further."

 

Selected by Jan Gordon covering "Exploring Change and Ongoing Discussions"


Video here: [http://www.youtube.com/watch?v=NRTnUKpDGWs]


Via janlgordon, Deb Nystrom, REVELN
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Ken Morrison's comment, August 17, 2012 9:38 AM
Thanks for sharing this. I took an online course from Howard Rheingold, who is in this film a few times.
Ken
Ken Morrison's comment, August 20, 2012 12:00 PM
Thank you for the rescoops. I really like this quote:
"Go as far as you can see and when you get there. you'll be able to see even farther"

Best of luck on your scoop.it site. I like what I see here.
Ken
Ken Morrison's comment, September 2, 2012 7:53 PM
Thank you for the rescoop. I really hope that this video project is successful for her organization.
Ken
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Most Common Change Management Mistakes Companies Make | Leader's Beacon

Most Common Change Management Mistakes Companies Make | Leader's Beacon | Change Management Resources | Scoop.it

It's a science AND an art; people are involved.  Treat change management as being of equal importance as the technical aspects of implementation.

   

Yes, I've seen many of these mistakes over the years.  Most recently: Modeling someone else's culture as a change blueprint, being penny-wise and pound-foolish about budgeting for change, staying inside the bubble of your own viewpoint (item#1 below.)  See if you agree with this list.

   

_____________________________

   

5% or 15%?  Underfunding!  "Gartner recommends ...allocat[ing] an average of 15% ...to ...change management, inclusive of training ...more, if ...the corporate culture is more change-averse." 

_____________________________

   

Excerpted:

  

...the most common mistakes:

   

1) Not Seeking Outside Expertise
Rarely do companies have deep change management expertise, though some [seek] to build this capability inhouse. Typically companies expect [their own people] to foster stability, eliminate process deviation, and minimize risk ...—and are rewarded for doing so. Expecting these same people to introduce change and “rock the boat” is ...counter to the normal, expected behaviors.

   

2) Short-Cutting the Change Process
... leaders disband the change management effort prematurely, cease to communicate, and stop engaging stakeholders too soon.  ...The greater the ...change ...the longer the ...change “sustainability” phase that is required.   


3) Executive Delegating Change Leadership Responsibility
....executive sponsors ...not seen or heard from again; sponsors ...uninformed of their initiative’s progress and unsure how to help; and sponsors not clear about what priority an initiative had among multiple business objectives.


4) Under-Funding the Change Management Effort
A 2011 Gartner survey found that companies under-invest in organizational change management. Companies allocate, on average, only 5% of the overall system implementation budget to the change management effort. Gartner recommends that companies allocate an average of 15% of the program budget to organizational change management, inclusive of training — but more, if changes are significant or the corporate culture is more change-averse.


5) Not Integrating Change Management with Program Management
...this can be a separate plan, with the critical milestones listed on the master program or project plan. ...program success is greatly diminished when the change management activities are “bolted on” ....

   

Read the full article here.    http://www.leadersbeacon.com/most-common-change-management-mistakes-companies-make/


For more Deep Change expertise, see our panel here:  http://www.scoop.it/t/change-leadership-vision/p/1549448247/the-trusted-advisors-with-open-space-event-was-a-hit-in-las-vegas    (I'm in orange, facilitating the Open Space portion.)



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Sales is also about Change Management & Change Leading

Sales is also about Change Management & Change Leading | Change Management Resources | Scoop.it

"The buyer who was 100 percent satisfied last month may have a whole new perspective this month. Here's what to do to stay on top of these changes & keep customers satisfied."

I'm always looking for new perspectives on managing & helping leaders, at all levels, with change. Sales is about staying flexible in realizing your client / customer needs may not stay the same. Some will, some won't. ~ Deb

______________________________


...you’re well positioned to learn about any changes long before your competitors get wind of them – if you make a point of asking.

______________________________


Excerpts:

Change could leave you vulnerable. The buyer who was 100 percent satisfied last month might have a whole new perspective this month – not because of anything you did, but because something about his or her situation changed.

Fortunately, you’re well positioned to learn about any changes long before your competitors get wind of them – if you make a point of asking.


How long has it been since you’ve asked these questions about your accounts?

  • How is your customer’s business different than it was a year ago? 
  • How will it be different a year from now? 
  • Do your products and services deliver at least as much value as before?
  • Is my customer’s business expanding? 
  • Are their needs changing as a result? 
  • Are your solutions scalable – and does the customer know it?
  • Is the customer’s business consolidating? 
  • Downsizing? Are you offering alternatives or leaving them for an outsider?
  • Is your primary contact’s job changing? 
  • Will he or she be more or less influential in the purchase decision? 
  • What would happen if he or she found a new job or got laid off? 


Read the full article here: http://rapidlearninginstitute.com/top-sales-dog/sales-as-change-management/

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