change management training manual pdf

By the end of this workshop, you should be able to: List the steps necessary for preparing a change strategy and building support for the change Describe the WIFM the individual motivators for change Use needed components to develop a change management and communications plans, and to list implementation strategies Employ strategies for gathering data, addressing concerns and issues, evaluating options and adapting a change direction Utilize methods for leading change project status meetings, celebrating a successful change implementation, and sharing the results and benefits Describe the four states of Appreciative Inquiry, its purposes, and sample uses in case studies Use strategies for aligning people with a change, appealing to emotions and facts Describe the importance of resiliency in the context of change, and employ strategies the change leader and individual change participant can use to foster resiliency Employment Placement Change Management 3 The idea of change management on a personal level has been studied for more than one hundred years. But it is only since the mid 1980 s that change management has been explored within the context of business applications. Today s change management initiatives have become a business discipline, driving bottom line results through changes in systems and behaviors. Managing change has therefore become a critical skill, both for leadership and for workers in an organization. Defining Your Strategy It is critical to manage change by creating and implementing a strategy that defines an approach consistent with the unique needs of the organization. The strategy serves as the guiding framework, providing direction and shaping decision making throughout the change process. A simple way to gather data for the strategy is to set up interviews and ask questions regarding the different aspects of the change.

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Why is It Important. Five Easy Steps for the Leader and the Individual Module Eleven: Building Flexibility What is Flexibility. Why is it Important. Five Easy Steps for the Leader and the Individual Module Twelve: Wrapping Up Words from the Wise. 41 Seneca Module One: Getting Started Welcome to the Change Management workshop. Change is a constant in many of our lives. All around us, technologies, processes, people, ideas, and methods often change, affecting the way we perform daily tasks and live our lives. This workshop will give any leader tools to implement changes more smoothly and to have those changes better accepted. This workshop will also give all participants an understanding of how change is implemented and some tools for managing their reactions to change. Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning, the learning occurs more easily and rapidly. With that in mind, let s review our goals for today.

He or she must understand the risks of not changing, the timing for the change, and what people will be most impacted by the change. Communications options are many, including, presentations, postings on the organization s intranet, flyers and circulars, banners, online or phone conferences, and special social events. Beforehand, communicators should identify and segment audience groups, craft messages appropriate for each audience, and determine the most effective packaging, timing, and methods for communicating. Executive sponsorship Coaching by managers and supervisors Ready access to business information Employment Placement Change Management 9 Confucius Module Four: Understanding Change Change is constant and will always occur, and understanding its components on an individual level can help us relate it to an organizational level. Change is important to understand, as it affects many facets of an organization. Its effect on the individual is of great importance as it will filter through and influence all levels of the organization. Organizational change can create fear and uncertainty, it is important to understand these influences; what is expected when they do occur, and preparing for them when they happen. Influences on Change Typically causes of change can be split into two categories: Internal and External. No organization is an island and external forces are always influencing and interacting with its existence. Individuals and organizations may have very little ability to influence such external factors such as politics, culture, economy, societal changes, or technology. It is important to understand that if the change is the result of an external factor, accept the change, and then modify any internal processes or items that are affected by the external influence.

Below are some typical questions: Aspect The Situation People and Their Roles Issues for Analysis Question What is being changed. How much perceived need for the change exists. What groups will be impacted. How long will the change take. Who will serve as a high level sponsor. What functional groups should be represented to lead the effort. How universal is the change. Are there exceptions or deviations to consider. Employment Placement Change Management 5 A strategy document should discuss important components of the change. The components are listed below, accompanied by sample wording.By formalizing the team and providing funding and other resources, it sends a message of accountability and responsibility, and illustrates the investment the organization has made in the change. Employment Placement Change Management 7 Simply building awareness does not generate desire. Showing everyone what is in it for them will produce a great starting point and help generate support. The beginning of the change process is very important and showing the affected parties how the change will improve their environment will initiate the process on the right foot. What s in it for Me. In order to answer the question What s in it for Me?, or WIFM, change management leadership must create energy and engagement around the change. This builds momentum, and instills support at all levels of the organization. Factors that influence WIFM are: The nature of the change The organizational context for the change An employee s personal situation What motivates the person as an individual. The next exercise provides data input that can be used to discover what s in the change for employees at Contemporary Chemical. Employment Placement Change Management 8 Whoever communicates with people impacted by a change must have a clear understanding of the overall nature of the change, its reasons, and how it aligns with the vision for the organization.

Communication: Keep the lines of communication open before, during and after the change as on the fly changes may be needed. This will help with any unforeseen events that occur during the change. It will also help to learn for the event which should make future changes occur even smoother. Education: Educate all parties the reasons for the change, and what the expected outcomes will be. People want to know why a change is occurring. It will also help to stop and clear up any rumors that may have been spread. Training: Make sure all parties are trained and up to date with any and all material required for the change. A very important step if the change involves adding or removing any pertinent in the business. Employment Placement Change Management 11 Be flexible and ready to modify or update the current plan to account for any unforeseen events. Affected Parties: It is especially important to have the individuals that are involved in the change participate in the change process. They may be able to shed light into the subject from an expert's point of view. These tools will help battle any negative reactions when they occur, and with more preparation the change should be smoother. Employment Placement Change Management 12 Marcus Tullius Cicero Module Five: Managing the Change The change management team must gather data in order to prepare to write change management and communication plans. Below are two data gathering tools. Change Readiness Audit A change readiness audit is a survey that allows you to evaluate the level of readiness for change. From the results, the team can determine what activities will most effectively manage the change. It helps the team focus on issues or areas that need further analysis. A living document, it should be updated regularly throughout the life cycle of the change management process. A change readiness audit can be conducted formally or informally. Audits vary in length and target audience.

Internal factors are very numerous, as almost any item or event can influence change within an organization, but some of the more influential ones are employees, policies, organization structure, managerial, and financial. With internal causes of change we have the most ability to control and prepare the outcomes of such events. The benefits of this are numerous as we can prepare with education, communication, training, and support. These tools will help mitigate any negative outcomes which may occur as a result of the change. Employment Placement Change Management 10 They may be reluctant to listen or deny any facts or information presented to support the change. Resistance: With any change there will always be people who resist the change. Resistance is very common and stems from a fear of the unknown. Not knowing how an event is going to turn out can be a scary event for those who go through the change. Anger: When change occurs and the norm is uprooted, people can experience anger. People may lash out and become uncooperative during this time. Humans are creatures of habit, and when that changes people can become angry. Indifference: People just may not care, or the change may not have an impact on their routines or work. Be wary of this, as the change may be intended to have an impact, if the individual is indifferent about it the change then they may not understand or accept it. Acceptance: Changes generally occur for the better and have a positive influence on those involved. Even with positive change acceptance may not happen right away, but should occur quicker as opposed to when the change is perceived to be negative. Tools to Help the Change Process Preparing for the change is very important as with preparation comes more chance of success. These tools will help facilitate the change process and provide it the best chances for success.

To develop a rollout agenda: o o o o o o o Set objectives for the agenda Identify the target audience and level of formality of the session (ranging from staged presentation to informal conversation with handouts) Enlist sponsors and change management stakeholders to participate Schedule the sessions Develop materials Promote the sessions Include a method for gathering feedback afterward. Feedback Forms: Almost as soon as you begin providing information, it is important to begin collecting feedback. The change management team should build this form and have it available for use on paper or electronically in conjunction with the rollout and other meetings. Frequently Asked Questions Sheets (FAQ): The FAQ is an excellent reference tool that provides common information to anyone involved in the change process. It should be posted in a readily accessible location such as the company intranet, knowledge management system, or online user forum area. Employment Placement Change Management 17 Joan Wallach Scott Module Six: Gaining Support It is vitally important to make sure that all stakeholders and employees are on board with a change. Gathering Data In order to continue increasing awareness and to build desire to support the upcoming change; the change management team must reach out to the organization at large. The force field analysis, developed by German social psychologist Kurt Lewin helps a change management team to: Identify pros and cons of an option prior to making a decision Explore what is going right and what is going wrong Analyze any two opposing positions. Addressing Concerns and Issues If concerns or issues arise, then steps must be taken to ensure awareness is continually raised and that desire to support the change is increased. Strategies that can help the change management team responsively address employees concerns include: Engaging employees, providing forums for people to express their questions Employment Placement Change Management 18.

The One Minute Exchange The one minute exchange is a pre created speech that allows an individual to have ready a short talk to communicate key messages about the project in a consistent fashion whenever needed. This method also encourages the recipient to provide support and feedback. Bullet points are the simplest method for developing the points. Team members should practice their speeches with each other before using them. Evaluating and Adapting Change is not exempt from Murphy s Law. And even if something isn t going wrong, change management team members must constantly be observing, listening, and evaluating the progress and process during a change. Below are several tools to help the team accomplish this. A Feedback Form A feedback form is used to gather information from those involved in a change to help shape the remaining course of the change project. Both qualitative and quantitative data are collected. Instead of a paper form, feedback can be obtained through online surveys (Zoomerang.com or Survey Monkey.com), an in house questionnaire on the intranet, a few questions sent by, or a focus group. The questions will vary depending upon the subject being queried. Qualitative: 1. How did the presentation improve your understanding of? 2. What do you see as the benefits for this initiative? 3. About what would you like to learn more? 4. Do you find managers and supervisors supportive of the project. Employment Placement Change Management 19 Employment Placement Change Management 21 23 In order to succeed, your desire for success should be greater than your fear of failure. Bill Cosby Module Seven: Making it All Worthwhile Once a change initiative is underway, it is critical to sustain the change with reinforcement. Leading Status Meetings The leader must make sure that the project and communication plan remain on track.

They can have as few as five questions or as many as thirty. The audience can be a department, a management team, or the whole company. The size and detail of the audit is determined by the scope of the change project. Audit questions can be delivered by written survey, electronic survey, one on one questioning, or focus groups. Questions are grouped into areas such as Vision and Business Case, Engagement, Leadership, Implementation, and Sustainability. Answers of simply Yes, Somewhat, or No are obtained for the following types of questions: Is there a clear vision. Do people understand the need for change. Is adequate participation by managers and supervisors in force. Are leaders willing to commit resources. Employment Placement Change Management 13 Is there a way to gain feedback, and to measure the success of the change. Are there well trained people with time available to implement the changes. Is there an understanding of how to sustain the change through modifying systems such as staffing, training, appraisal, rewards, communication. Stakeholder Analysis A stakeholder analysis is a template that defines the people who are the key to the success of the change. It assesses their current and desired levels of support. The results of the stakeholder analysis become the basis of the communication plan and provide additional information to support the comprehensiveness of the change management plan. The analysis provides an understanding of needed levels of support for change by stakeholders and stakeholder groups. It also delivers information to build the implementation phase of the change management project. To build a stakeholder analysis, you develop a comprehensive list of stakeholders, and then fill in the matrix to find out who will be impacted by the project, what their role is, who may be required to work differently, and so on.

Developing a Change Management Plan A change management plan is a tool for listing change management activities, estimating required effort, assigning responsibility, and tracking progress. It is the governing document for a change management project that: Specifies the management of all major change management activities Communicates the resource needs, milestones and timelines to leadership and other stakeholders Helps to hold other contributors accountable for their role in managing the change. Typically, the plan is a living document, undergoing updates at regular intervals. While most change management plans contain certain elements, no two plans are necessarily alike; they will vary according to the change management project and the needs of the organization. Employment Placement Change Management 14 A successful plan should serve as a roadmap for tracking steady progress toward goals, and to help the change management team maintain focus. It gives the change management team a common Employment Placement Change Management 15 The communication plan should be updated regularly throughout the project. It should contain the elements below. The format of the plan is not as important as the contents. To Whom The recipients Senior management, the quality department, project champion, team members, end users Implementing the Plans Once the change management and communications plans are in place, the change management team must reach out to the organization and initiate two way communication. It is important to engage employees in the process at the earliest possible stages of the change. Tools that you can use include: Employment Placement Change Management 16 In organizations with multiple locations, the format may be a road show or an internet conference.

They need to identify, and explore any issues from employees or stakeholders that have emerged, and review and consider any feedback gathered to date. Acting as a facilitator, the leader helps to bring about learning and productivity. Communication will be a byproduct of this by providing indirect or unobtrusive assistance, guidance, and supervision. He or she listens actively, asks questions, encourages diverse viewpoints, organizes information, helps the group reach consensus, and understands that the individual needs of team members will affect teamwork. The LEAD model provides a simple methodology for facilitating a participative meeting: Lead with objectives: When clear objectives are stated up front, group energy is channeled toward achieving an outcome. The objectives shape the content of the meeting. Empower to participate: In the Lead model, the facilitator is empowered to encourage active participation. Employment Placement Change Management 22 24 Aim for consensus: Getting the team to consensus will have members more likely to support and carry out the decisions of the team. Direct the process: How the meeting progresses will influence the quality of the decisions of the team, and influences the commitment of team members. Leaders must differentiate between process and content. Content includes the topics, subjects, or issues; process is about how the topics, subjects, or issues are addressed. Celebrating Successes Because communications from managers and supervisors have been shown to have a significant impact on employees during a change initiative, it is appropriate that they be actively involved in celebrating success with employees as a result of positive performance. Celebrations can occur on three levels: 1. One on one conversation: In a private meeting, a supervisor should attest to the fact that due to the employee s effort, a change was made, and how it is succeeding. He or she should extend verbal thanks to the employee. 2.

Public recognition: Public recognition officially acknowledges outstanding performance and points out a role model that helped make a successful change happen. Supervisors should carefully consider who receives recognition, and not alienate group members who participated in the change but who many not have distinguished themselves as significantly. 3. Group celebrations: Fun or engaging activities are used to celebrate key milestones by a group. They include buffet or restaurant lunches, dinner events, or can include group outings to sports, amusement, or cultural events. It is important that these types of celebrations try to include the involvement of the primary change sponsor in some way. The exercise below that draws upon experiences from the change management class is an example of a group celebration that might precede a lunch, dinner, our outing. Employment Placement Change Management 23 25 Sharing the Results and Benefits In order to sustain the impact of a change, it is important for everyone who is involved in the process to know what results are occurring. This occurs across a number of dimensions. Ongoing feedback is needed from employees at all levels. Feedback tools such as the Feedback at Contemporary Chemical form in the Evaluating and Adapting section of Module 6 remain a good method for gathering ongoing input. Using an electronic delivery method improves throughput. Employment Placement Change Management 24 26 I keep my mind focused on peace, harmony, health, love, and abundance. Then, I can't be distracted by doubt, anxiety, or fear. Edith Armstrong Module Eight: Using Appreciative Inquiry Appreciative inquiry is a model for change management developed by David L. Cooperrider, Ph.D., a professor at Case Western University. The name combines two definitions: Appreciate: to look for the best in something, and to increase something in value. Inquiry means to seek understanding using a process based on provocative questions.

Based on the meanings of the two words, AI theorizes that organizations are not problems to be solved. Rather, each organization has been created as a solution, designed in its own time, to meet a challenge, or to satisfy a need within society. A guiding principle in appreciative inquiry is the concept of the positive core, or what gives life to an organization. Below is a list of elements that make up a positive core. Achievements, strategic opportunities, cooperative moments, technical assets, innovations, elevated thoughts, community assets, positive emotions, financial assets, community wisdom, core competencies, visions of possibility, vital traditions and values, positive macro trends, social capital, and embedded knowledge. The Four Stages The four stages in the Appreciative Inquiry model are known as the 4 D cycle. They are: 1. Discovery: Mobilizing the whole system by engaging all stakeholders in the articulation of strengths and best practices. Identifying The best of what has been and what is. 2. Dream: Creating a clear results oriented vision in relation to discovered potential and in relation to questions of higher purpose, such as What does the world call us to become. Employment Placement Change Management 25 27 3. Design: Creating possibility propositions of the idea organization, articulating an organization design that is capable of drawing upon and magnifying the positive core to realize the newly expressed dream. 4. Destiny: Strengthening the affirmative capability of the whole system, enabling it to build hope and sustain momentum for ongoing positive change and high performance. While each AI process is unique in an organization, change efforts typically progress sequentially through the 4 D cycle. Positioned in the center of the diagram below, the organization s Affirmative Topic Choice is entered, surrounded by the four phases. Various types of questions help elicit feedback and ideas during the process: What s the biggest problem here.

Why do we still have those problems? Employment Placement Change Management 26 28 What possibilities exist that we have not yet considered. What s the smallest change that could make the biggest impact. What solutions would have us both win. Topics emerge from interviews with people throughout the organization in several ways. Preliminary interviews are held within the organization at its best levels A cross section of people throughout the organization are engaged in inquiry People are challenged to shift deficit (negative) issues into affirmative (positive) topics for inquiry. The Purposes of Appreciative Inquiry Appreciative inquiry is conducted in organizations for several reasons. It allows the performance of people from across the whole system to participate in an inquiry; all stakeholders (employees, customers, vendors, and interested community members) are involved in the process. It leads to the design of appreciative organizations that can support stakeholders fostering a triple bottom line; people, profits, and planet. It serves as a catalyst for the transformation of an organizational culture. Examples and Case Studies Over the past twenty years, there have been many approaches to appreciative inquiry. Two key methods of the appreciative inquiry used often in organizations are Whole System Inquiry and the AI Summit. Whole System Inquiry Whole System Inquiry follows the 4 D cycle to involve all stakeholders (employees, customers, vendors, and interested community members) in the appreciative inquiry process.

Cycle Phase(s) Methods Employment Placement Change Management 27 29 Discovery Interviews by facilitators Interviews of each other Dream, Design, and Destiny During these three phases, small groups gather to: share stories capture best practices launch teams to address innovation or other issues that have arisen The AI Summit The AI Summit is a full scale meeting process that concentrates on the discovery and development of an organization s positive core. The process participants then use this knowledge to design strategic business processes (marketing, customer service, leadership, human resources development, new products). Cross sections of diverse stakeholders participate. Typically a four day event, each day focuses on one of the cycle phases. Day Cycle Phase(s) Focus Participants 1 Discovery Perform a system wide inquiry into the core 2 Dream Imagine the organization s greatest potential for positive influence and effect in the world 3 Design Create propositions that reflect a boldly alive positive core in all strategies, processes, systems, decisions, and collaborations 4 Destiny Invite action inspired by the discovery, dream and design days Hold appreciative interviews Capture, reflect on interview highlights Share dreams captured during the interviews Create and present dramatic enactments Create provocative design statements, incorporating the positive core Declare intended actions publicly and ask for support Use self organized groups to Employment Placement Change Management 28 30 plan next steps Employment Placement Change Management 29 31 Roadway Express In 2000, Roadway Express, a leading transporter of industrial, commercial, and retail goods decided to drive down costs and increase business by creating an organization that expressed leadership at every level.