What is it A toolkit to help Sponsors and Change Agents understand and identify the various natural barriers to change initiatives in their organisations and practical strategies to ensure implementation success ID: 463708
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Slide1
Change Management MethodologySlide2
What is it?
A toolkit to help Sponsors and Change Agents understand and identify the various natural barriers to change initiatives in their organisations and practical strategies to ensure implementation success.Slide3
Context
Typical Change Route
Presenting
Situation
Data Collection
& Analysis
Solution Design
and Testing
Approval
Monitoring & Review
Implementation
ImplementationPlanning
Good change management accelerates this Slide4
Transition
State
Desired
State
Current
State
Field Theory Enabling Forces
Restraining Forces
Field Theory: Kurt LewinSlide5
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor
Being an Effective Change Agent
Appropriate Change Approach
Building CommitmentSupport InfrastructureCritical Mass Effect
DesiredState
CurrentState
Change Management usefully sectioned into 9 elements…Slide6
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor
Being an Effective Change Agent Appropriate Change Approach
Building CommitmentSupport InfrastructureCritical Mass Effect
PreparingEnabling
Doing & Reviewing
And 3 phases…Slide7
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor
Being an Effective Change Agent Appropriate Change Approach
Building CommitmentSupport InfrastructureCritical Mass Effect
Project Initiation
Document
Impact of Change Assessment
Culture & Readiness Assessment
Sponsor & Change Agent Assessment
Commitment Mapping
Stakeholder Analysis and Critical Mass Assessment
Change Health-check
With practical tools to help…Slide8
Identifies clear roles in implementing change…
Authorising Sponsor
The person who authorises an initiative, has the positional power to make it happen and is singularly accountable for it’s success.
Champion(s)
A committed enthusiast for the change who may be in a position of influence to guide/lead the change agents but ultimately doesn’t have the power of the authorising sponsor.
Change AgentsThe person, or people, responsible for managing the implementation of the initiative. May be a Project Manager and/or implementation team.Reinforcing Sponsors
Stakeholders who report to the Authorising Sponsor and become equally committed and reinforce the initiative in their areas. StakeholdersThose who will be directly or indirectly impacted by the initiative or who are interested and can influence the outcome. They typically evolve in their response to the initiative from Engagement, Incubation, (Resistance/Apathy?), Transition then to Commitment.Slide9
How to use this guide
Each of the following sections have three parts:
Definition
Explains what is meant by this element of change management and any background or examples of associated theory that contributes to our understanding.
Common BarriersHighlights what typically can go wrong or is overlooked when this element of change management is undertaken.
EnablersTips to help overcome barriers and/or provide impetus towards the desired change.Going through each section and applying the theory and tools as appropriate for a particular change initiative:
Allows a clearer picture to be developed about specific implementation barriers and enablers. Helps to define practical change management activities that can be undertaken to accelerate change. Enables a cohesive change plan to be built that can then be progressed and monitored.Slide10
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor Being an Effective Change Agent Appropriate Change Approach
Building CommitmentSupport Infrastructure
Critical Mass EffectSlide11
Defining the Change
The key starting point of any change initiative is developing collective clarity about what exactly the change means and why it is being carried out.
This typically requires the creation a project initiation document, terms of reference or other proposal type document. This clarifies the scope of the change initiative but the process allows the Sponsor and Change Agents the opportunity to challenge, clarify and collectively understand the what, why, how, who and when of the change.
I.e. It’s not just the document itself that’s important, the process used for creating it and the people involved in this are both key.
Deciding involvement level at this stage is an important balancing act:
Positives
Negatives
Wide involvement
Early opportunity for wider set of stakeholders to understand the drivers for this change, influence and feel part of it.
Need to be prepared to listen and change the ‘pet’ solution. Debating is a slow process. May also confuse any required legal consultation process.
Narrow involvement
Quick definition and decisions about the change. Clear boundary between development and consultation.
Quality of decisions may suffer. May encounter later difficulties in getting buy in from people who feel they should have been involved earlier.Slide12
Impact on service users?
Alert HR and agree support requirements
Alert OD and agree support requirements
Secure appropriate level sponsor
Engage local Staff Side / Union Representative
Involves a service redesign?
Involve appropriate clinical / care governance groups
YES
Impact on wider
functions,
departments or
teams?
NO
Ensure adequate service redesign skills are applied
Complex service change with multiple
dependencies?
YES
NO
YES
NO
YES
NO
Significant
resistance
anticipated from
stakeholders?
NO
NO
YES
YES
Apply Change Mgt Methodology
Change
Identified
NHS GG&C
Change Involvement Guide
Involve appropriate public / patient involvement groups
Alert Planning function and agree support requirements
Alert OD & L&E and agree support requirements
Requires a shift in organisation/staff capabilities?
YES
NO
Impact on
staff roles?
Consider inequalities impact and alert CIT if support required
Consider EQIA and alert E&D team if support required
Note:
Observe the Greater Glasgow & Clyde policies on ‘Managing Workforce Change’ available via HR or on the HR area of Staffnet.Slide13
Defining the Change
- Common Barriers
No clear or shared description of the scope and detail of the change between the Sponsor and Change Agents.
Baseline data/information not detailed or accurate enough.
No commonly held belief amongst the key players about the compelling case for the initiative or where it fits within the overall strategy.
True scale or nature of the change required is misunderstood or misleading.Lack of understanding about what the change means for impacted individuals or groups, and how these people may react.
Direct and indirect costs and risks of the initiative have not been fully quantified.Expected benefits have not been clearly quantified (service, financial, people, process).Project scope neglects to cover all technical, business and human change elements.
Benefit or outcome phasing is unclear. (Benefits or outcomes may be expected immediately on commencement of the change or may not come through till later. Cost/benefit ratio may be very high up front.)Benefit or outcome tracking, reporting and reviewing mechanisms not in place so no clarity about when the change has actually been implemented or benefits delivered against baseline.Slide14
Defining the Change
- Enablers
Ensure that the sponsor and change agents have common clarity and detailed understanding about the present position, the desired position and the change journey.
If the compelling case for this initiative isn’t obvious then this needs to be set out in a way that is meaningful for all and presents an engaging vision of the future.
Carry out an Impact of Change Assessment to determine the nature and extend of impact on all Stakeholders.
Check that this project is one of the top priorities of the Sponsor and Change Agents and it is directly or indirectly reflected in their personal objectives. If not then the validity of this project at this time must be questioned.
Ensure that project management disciplines are in place to plan all aspects of the project and monitor implementation progress. (For larger initiatives this usually means having an implementation team, clear workstreams, project plan and project governance structure and routines).Agree and set out the benefits/outcomes tracking and review mechanisms. Slide15
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor Being an Effective Change Agent
Appropriate Change ApproachBuilding Commitment
Support InfrastructureCritical Mass EffectSlide16
The Cultural ‘Onion’
Assumptions
Values
Behaviours
Symbols
Environment
Ways of Working
Routines
(Adapted from models proposed by both Geert Hofstede and Fons Trompenaars) Slide17
< >
Culture: Broad ‘Types’
Outward looking
Inward looking
Flexibility
Stability
Values:
Customer responsiveness
Change and agility
New ideas and approaches
Shaping future successEntrepreneurshipThinking ‘big picture’Playing for the house
Values:Human contribution Development of peopleRecognition & rewardLeadership integrity
Team developmentDiversityEmployee health & wellbeing
Values:
Processes & proceduresPolicies & complianceMeasures & controls
StabilityPlanningInfrastructureTechnology
Values:
Taking accountabilityCompetitive challenge
Setting tough targets
Hard work & effort
Sense of urgency
Logic and data
Getting results
Delivery
Culture
Process
Culture
People
Culture
Growth
Culture
<
TENSION
>
Adapted from Competing Values Framework (Cameron & Quinn 1999) Slide18
Leadership Culture Alignment
If an initiative directly challenges the organisations culture or local subculture then the change management effort required by the Sponsor and Change agents will be substantial.
Culture is extremely pervasive. At its core are assumptions built up through time that are subconsciously acted upon and extremely hard to change.
Existing culture is reinforced by the leadership in an organisation because they have found success in the current way and have the most to lose if it changes.
Culture change is extremely resource and time consuming and perhaps impossible to achieve directly. Working on the visible or behavioural outer layers may eventually shape the inner values and assumptions through time.
Need to try and understand the culture as much as possible (which is also difficult if you are part of it) so that effort can be made to achieve a level of alignment between the prevailing culture and this change initiative.Slide19
Leadership Culture Alignment
- Common Barriers
The concept of organisation culture, it’s reinforcement by leadership, and it’s effect on change initiatives is poorly understood by the Leader and Change Agents.
Awareness of the culture or subcultures presently existing in the organisation is low.
There is poor understanding amongst the Sponsor and Change Agents as to why the present culture prevails.
The key players have good culture awareness but are unsure how (or unwilling) to challenge it.This change project, or some elements within it, directly challenge current cultural norms and behaviours.
Thinking that the culture has to somehow change first before this initiative can be implemented.Sponsor and Change Agents assume that what has worked in other organisations (or other parts of this organisation) will automatically work here.Slide20
Leadership Culture Alignment
- Enablers
Build awareness amongst the Sponsor and Change Agents of the culture/subcultures in the organisation and the power these can exert.
Focus on culture
alignment
not culture change. Culture change may occur as a result of the initiative becoming embedded.Exploit the elements of the culture that align well with the change and focus Sponsor effort on tactics to negotiate around the barriers. Work to pre-empt what these barriers may look like.Use highly visible and compelling reinforcement tactics to start to generate a critical mass of commitment.Slide21
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor Being an Effective Change Agent
Appropriate Change ApproachBuilding CommitmentSupport Infrastructure
Critical Mass EffectSlide22
Change Readiness
Initiative Load
How many other initiatives are competing for the same resource and people’s attention?
How many initiatives can the organisation cope with at the one time?
Where does this project sit in the overall list of priorities, and how does it contribute to the direction and strategy?
Change FatigueHistory of change implementation in the organisation; is there a record of successful change? What has been implemented well and why?Have initiatives failed or been de-scoped in the past? Why?Will this initiative be seen as the next flavour of the month?
Generally are people tired or uncomfortable with change or do they embrace it?Is there confidence in the senior people to lead change well?Past successes are deposits in the change account, past failures are withdrawals. How healthy is the balance? Slide23
Poor Change Definition
High Initiative Load
High Change Fatigue
Poor alignment with culture
Sponsorship
Change Agents
Change ApproachBuilding CommitmentSupport InfrastructureCritical Mass
INITIATIVE
FAILURE
INITIATIVE
SUCCESSSlide24
Change Readiness
- Common Barriers
Assuming that another initiative can be absorbed by the organisation when resources are already stretched.
Numerous ‘no.1 priorities’ have spread resources so thinly that none of them are progressing.
The organisation is ‘change weary’.
Past implementation failures have created widespread cynicism across the organisation and low confidence in leadership. This is often especially pronounced amongst professionals who tend to stay with an organisation whereas managers (usually responsible for driving the change) move on.Thinking that this change will be successful by doing the same things that failed before.Slide25
Change Readiness
- Enablers
Focus on the ‘vital few’ priorities that are most directly linked to the organisations strategy. All others are distractions that dilute resource and effort.
Take a programme approach to co-ordinate and review all organisation initiatives.
Examine past implementation successes and failures and the contributing factors. Build on strengths and work on the problem areas.
Work to get high profile quick wins within a change initiative to increase the confidence that this time things are different.Slide26
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor Being an Effective Change Agent
Appropriate Change ApproachBuilding Commitment
Support InfrastructureCritical Mass EffectSlide27
Being an Effective Sponsor
Strength of sponsorship is the most influential factor for determining implementation success. Strong leadership from the authorising sponsor will overcome most barriers to change in an organisation.
The sponsor of the initiative must have the organisational power to make things happen, h
owever
, sponsor resource is also scarce, so looking too high in the organisation for a sponsor of a small initiative is wasteful.
Rule of thumb: Authorising Sponsor: The person at the lowest point in the organisation structure to which all impacted employees report.Sponsor effectiveness depends on three elements:
What is ExpressedWhat is Modelled (EMR)
What is Reinforced Slide28
Expressed
:
The sponsor promotes dissatisfaction with the current state, presents a compelling case for change and describes the future in a way that engages people.
Modelled
:
The sponsor ‘lives’ the new state with high profile demonstrations of personal change. More powerful if it is also personally painful for the sponsor.
Reinforced
:
The sponsor applies reward and recognition to others for changing, as well as negative consequences for not changing, using both formal and informal means.
Modelled
Reinforced
Low
Impetus for change
High
All three need to be aligned
ExpressedSlide29
Agrees and authorises the scope and definition of the change initiative.
Appoints change agents with the right skills (project manager/team).
Releases required resources. (Budget, people, facilities etc.)
Defines and applies the appropriate change strategy.
Sets progress targets for the change.
Authorises the support infrastructure. Encourages commitment (using EMR) towards critical mass.Motivates the Change Agents and regularly reviews their performance. Aligns their recognition and reward.
Monitors and reviews progress of the initiative and the benefits/outcomes against target.
The Sponsor’s RoleSlide30
Being an Effective Sponsor
- Common Barriers
Sponsor role is vague, either not appointed or perhaps sponsorship by ‘the management committee’.
The wrong sponsor has been appointed and although committed to the project doesn’t have the power or authority to lead it. (c.f. Champion role)
The sponsor is unaware of their responsibilities and the importance of their leadership impact on the project’s success.
Sponsor delegates their role to the change agents.The sponsor’s rhetoric is not matched by action or reinforcement. (Sometimes these are directly opposite)
Sponsor’s rhetoric or actions are neither inspiring nor meaningful for people. Sponsor’s efforts are stretched by too many initiatives.Slide31
Being an Effective Sponsor
- Enablers
The Sponsor must be convinced of and committed to the case for change and they must express, model and reinforce the new state in a way that reaches out and compels people to commit to the change.
If sponsor commitment is low, influence them by finding out and appealing to their frame of reference. Also, engage committed peers, direct reports and trusted confidantes.
Can this project be aligned to one or more of the Sponsor’s personal objectives?
Can this project be linked to (e.g. an enabler of) another project that has strong sponsorship.‘Contract’ with the Sponsor about their role and what you need them to so to ensure the initiative’s success.
Ensure the Sponsor becomes aware of any pockets of resistance or apathy. If Sponsor access is an issue (e.g. due to seniority) then utilise a more senior reinforcing sponsor or champion to approach them.Slide32
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor Being an Effective Change Agent
Appropriate Change ApproachBuilding Commitment
Support InfrastructureCritical Mass EffectSlide33
Being an Effective Change Agent
If the Sponsor has
accountability
for the change, the Change Agent has
responsibility
for implementation.Change Agents may be the project manager, the implementation team or anyone looking after the implementation of the project. Change Agents must be selected wisely for their technical expertise but also for a range of other key skills:Strong technical/functional knowledge
Strong change management and project management skillsStrong interpersonal and team skillsCommitment, drive and tenacity
Political awareness and influencing skillsTrust and credibility with the sponsor and stakeholders.Ideally a track record of success. Slide34
Being an Effective Change Agent
- Common Barriers
Wrong Change Agent(s) appointed based on availability rather than capability.
Change Agents appointed for their technical or functional skills but fall short in the other key skills.
Change Agents not committed to, or unaware of, the compelling case for the change initiative.
Not enough resource allocated, or conflicting priorities.Change Agents unsupported by the Sponsor or poor infrastructure.
Reward and recognition not aligned.Slide35
In selecting and managing Change Agents the sponsor must:
Select the best Change Agent(s) to implement this project which usually means sacrificing something else.
Make the selection based on the full list of characteristics not just technical skills.
Ensure adequate resource allocated for implementation and where possible make full time roles, avoiding conflicts with other projects or line roles.
Ensure that this project is incorporated in the change agent’s personal objectives and that reward and recognition systems are aligned. Use both formal and informal reinforcement to ensure change agent motivation.
Regularly review change agent performance and implement any development requirements, including team development.Ensure that the change agents have the necessary tools, technology and supporting infrastructure to get the job done.
Being an Effective Change Agent
- EnablersSlide36
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor Being an Effective Change Agent
Appropriate Change ApproachBuilding CommitmentSupport Infrastructure
Critical Mass EffectSlide37
Appropriate Change Approach
Rather than a change ‘starting’, change can be viewed as the ending of an old state, the beginning of a new state with a transition state in the middle.
Humans gain comfort from the status quo and time and effort is required to allow people to accept change and move on in a stable way.
In the transition state people have psychologically ‘let go’ of the past and are ready to commit to a future state.
If change is forced upon people without this transition being accommodated then the change may take place but people will revert back to the previous more comfortable state at the earliest opportunity.
Deciding and implementing the appropriate change approach is a critical role of the Sponsor and cannot be delegated. The Sponsor must play the active part in encouraging stakeholders into transition using aligned EMR.
The transition state should only be circumvented where quick compliance is essential e.g. critical health & safety or quality issues, where there is no time for discussion or prolonged engagement. The transition phase must then be handled afterwards in order to make the new state stable.Transition and Hammer approaches are in themselves neither right nor wrong, it’s the decision (or lack of) to use one or the other that has important consequences.Slide38
Desired
State
(stable)
Current
State
Transition
Productivity / Morale
Desired
State
(unstable)
Current
State
Transition
Transition
Hammer
Incubation
Resistance
Incubation
Resistance
Productivity / Morale
(Drawn from work of both Kurt Lewin and William Bridges)Slide39
Appropriate Change Approach
- Common Barriers
Same change approach employed (usually hammer) time after time irrespective of conditions or requirements.
Transition strategy employed as lip-service only.
Key players unaware of the consequences of over-use of hammer approach, resulting in constant management fire fighting to retain compliance with past changes resulting in a poor climate for any further change.
Sponsor unaware of their role in the transition approach.Slide40
Appropriate Change Approach
- Enablers
Generate awareness amongst Sponsor and Change Agents of the different change approaches and their applications.
Decide whether quick compliance or long term commitment is required.
Make a conscious decision on which approach to employ for each initiative then be open about it to all Stakeholders. (Honesty and openness builds trust).
If using the Hammer then remember about Transition later.Slide41
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor Being an Effective Change Agent
Appropriate Change ApproachBuilding CommitmentSupport Infrastructure
Critical Mass EffectSlide42
Building Commitment
A measure of the level of buy in to the change initiative.
Must understand the human psychological response to change in order to help people move quickly to Transition and then to Commitment.
Resistance is a natural response to any change. It is a function of the disruption that change brings and is not necessarily logical or linked only to negative change.
Resistance can be managed only if it is surfaced. If it is brushed aside or handled aggressively it will not go away, it will retreat underground and cause unseen damage to the initiative in ways that are more difficult to manage.
Must create a climate and level of confidence in people that allows them to speak up and voice their genuine concerns or worries.
Must listen, explore and acknowledge peoples concerns. This doesn’t mean bowing to the pressure and softening the change but acknowledging and respecting that different people have different frames of reference (FOR).Commitment is most powerfully built from the Sponsor down (using EMR) however if Sponsor commitment or effectiveness is an issue then commitment may have to be encouraged to spread out organically from pockets in the organisation. Slide43
Towards Commitment
TRANSITION
INCUBATION
COMMITMENT
APATHY
Time
Motivation towards the future state
RESISTANCE
ENGAGEMENTSlide44
Sponsor Tactics
Engagement
Clarity of the message for all.
Business case.
Compelling need.
Vision of the future.
Impact of change.
Incubation Sponsor availability.
Repeat the messages. Allow time. Open up all networks.
Resistance Nurture the resistance, allow it to come out and explore it. Positively acknowledge people for stating their doubts.
Don’t soften the change unless new (real) information comes out. Try to get underneath any fogging to find out real reasons for resistance. Remember frames of reference.
Commitment Monitor and review the change. Support the change agents.
Keep the motivation and momentum going. Recognise and reward
Transition
Explore the vision of the future in more detail. Clarify the first steps and milestones.
‘Light the way’. Prepare the change agents.Slide45
Time
Emotional Response
The Grieving Phases* (Negative Change)
Future
focus
Past
focus
EXPLORATION
DENIAL
ACCEPTANCE
ANGER
BARGAINING
DEPRESSION
(* From ‘On Death & Dying’, Elisabeth Kubler-Ross)Slide46
Sponsor Tactics
Denial
Restate the messages.
Business case.
Impact of change.
Bargaining
Don’t soften the change unless new and real information comes to light.
Restate the change.
Depression
Allow people to ‘grieve’. Listen and provide support. Gather feedback and review support.
Acceptance Acknowledge the sacrifices that have been made. Support people in their new direction.
Exploration Help people explore their options.
Present possible future and positive scenarios. Provide support for changes.
Anger
Allow and acknowledge the anger. Give people time and space.Slide47
Commitment Map - Ideal
Commitment
Incubation/resistance Slide48
Common Mistake – Middle management missed out
Commitment
Incubation/apathy/resistance Slide49
Wrong sponsor…
Commitment
Incubation/apathy/resistance Slide50
No sponsor, informal network…
Commitment
Incubation/apathy/resistance Slide51
Building Commitment
- Common Barriers
Natural human psychological response to change is poorly understood.
Assuming that communicating with people automatically gets them on board.
Resistance is misunderstood or mismanaged.
Assuming that training people automatically gets them on board. Poor commitment infrastructure with significant areas of apathy or resistance.
No feedback loops to measure level of commitment.Frames of reference of those resisting or apathetic is not understood.EMR is not compelling enough. Slide52
Building Commitment
- Enablers
Develop a communications strategy, to be driven by the sponsor and reinforcing sponsors that is specific for each Stakeholder group’s frame of reference.
Create a Commitment Map for the change initiative to determine any areas of apathy or resistance.
Collect commitment information on a regular basis to measure progress.
When tackling ‘black holes’ always go a level up. Sponsors address commitment issues, not change agents.Ensure Sponsor and subsequent level reinforcing sponsors understand the human responses to change and that their EMR is highly visible and aligned.
Review communications effectiveness at conveying clear messages and developing understanding.Go for high profile quick wins. Create a climate for surfacing resistance and manage it constructively when it appears.
Continue to listen to and explore opportunities with those resisting.Move the most influential resister into a position of responsibility within the change initiative or future state. Slide53
Typical reinforcement tactics employed by a sponsor to encourage commitment:
Day to day direction, coaching and guidance
Day to day informal challenge and praise
Personal objective setting
Frequent performance review
Pay and benefits linked to performanceCareer sponsorship and succession planningFunded formal learning
High profile projects and assignmentsSecondmentsHigh profile recognition and awards
Peer pressureDisciplinary proceduresSlide54
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective SponsorBeing an Effective Change Agent
Appropriate Change ApproachBuilding CommitmentSupport Infrastructure
Critical Mass EffectSlide55
Support Infrastructure
Change Agent Resources
Training and Development (Change Agents and Stakeholders)
Technology and technical support
New or improved business processes
Opportunities for people to try things out and experiment (prototype)Buildings, equipment and facilitiesProject Management and Deployment SupportPlanningOD
CommunicationsHRFinanceAdministrationSlide56
Support Infrastructure
- Common Barriers
Inadequate support and resources provided to Change Agents.
Sponsorship commitment doesn’t extend to sufficient infrastructure investment.
Technical installation lags behind people’s commitment.
Business processes still aligned to the current rather than future state.No opportunities for people to see, touch, try out the future state.
Project structure and governance is cumbersome and consumes resource just to manage itself. (Often occurs as a result of sponsors not generating enough commitment then focusing everything on the management of the project office ie. the task rather than the people.) Slide57
Support Infrastructure
- Enablers
Ensure that the Sponsor is fully aware of infrastructure requirements and issues that are causing difficulties.
If Sponsor commitment is an issue then encourage a ‘leap of faith’ to secure resources. No returns are ever achieved without investment and investment always has a degree of risk. (Remember Sponsor’s FOR).
For large complex initiatives planning is key to ensure that supporting infrastructure arrives on time to consolidate commitment.
Create models, realistic simulations and high profile examples to allow people to test out the future state.Be mindful of balance between too little and too much project structure and governance. Regularly review to keep things simple but effective. Also remember that resource requirements will vary across the term of the implementation.Slide58
Desired
State
Current
State
Defining the Change
Leadership Culture Alignment
Change Readiness
Being an Effective Sponsor Being an Effective Change Agent
Appropriate Change ApproachBuilding CommitmentSupport Infrastructure
Critical Mass EffectSlide59
Critical Mass Effect
‘Tipping Point’ theory (Gladwell) suggests that when the number of people adopting a new initiative reaches a certain point, or critical mass, then the balance rapidly tips over, commitment becomes universal and the initiative becomes embedded and sustains itself.
Similarities have been drawn between the mechanisms of adoption of change and the spread of an epidemic across a population. The factors that turn a disease into an epidemic may be similar to those that make one change spread infectiously across an organisation and another to fade away.
The factors discussed up to now have a bearing on how quickly (if at all) this tipping point is achieved. These factors operate within a ‘whole system’ and must be considered together and in context.Slide60
Time
Percentage
0%
100%
Advocates
Apathetics
Failed InitiativeSlide61
Time
Percentage
0%
100%
Advocates
Apathetics
Tipping
Point
Successful InitiativeSlide62
Critical Mass Effect
- Common Barriers
Too many influential, high profile, well networked people exist amongst the Resisters or Apathetic populations.
Not enough of the above people exist within those committed.
Sponsor / reinforcing sponsors unaware of the different frames of reference existing across the Resister and Apathetic populations.
Ineffective commitment structure, not built top down.
Poorly aligned EMR utilised by the Sponsor and Reinforcing Sponsors.Slide63
Critical Mass Effect
- Enablers
From Stakeholder analysis identify the most influential, high profile, well networked individuals and focus Leader effort on getting these people on board. (‘Law of the Few’ – Gladwell’s “Mavens”, “Connectors” & “Salespeople”.)
Keep things hot! Set up regular contact between the Sponsor, Reinforcing Sponsors and committed stakeholders to develop a strongly connected network and maintain the high profile of the initiative.
Sponsor and Reinforcing Sponsors must continue to recognise, acknowledge and understand the frames of reference of apathetics and resisters and use this knowledge to engage them.
Continue to develop and review the Communications Strategy for effectiveness.
Ensure successes are given high profile and the benefits gained are publicised in a way that engages and appeals to the Apathetics.