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National Guard
Black Belt Training
Module 08

Change Management

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CPI Roadmap – Define

8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through

Define Measure Analyze Improve Control

ACTIVITIES TOOLS
• Identify Problem •Project Charter
• Validate Problem Statement •Project Selection Tools
• Establish Strategic Alignment •Value Stream Map
• Gather Voice of the Customer & Business •Various Financial Analysis
• Create Goal Statement •Effective Meeting Skills
• Validate Business Case •Stakeholder Analysis
• Determine Project Scope •Communication Plan
• Select and Launch Team •SIPOC Map
• Develop Project Timeline •High-Level Process Map
• Create Communication Plan •Project Management Tools
• Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis
• Complete Define Tollgate •RACI and Quad Charts
•Strategic Alignment
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Learning Objectives

 Identify the inherent structures of an

organization and describe how they
become barriers to improvement
 Describe the characteristics and skills of
a Change Agent

Change is good,
you go first.
- Dilbert

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Inherent Structures: Common Cultural Types

Inherent structures of an organization dramatically affect
how easy it is to introduce change
 Clan
– Strong allegiances, resistance to outsiders,
feudalism
 Ad Hocracy
– Everything very dependent on the current
situation, chaotic
 Hierarchy
– Chain of command, clear authority
 Enterprise
– Everyone a venture capitalist
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Culture Change Approach

 Culture can affect how it is best to

approach the introduction of change
– Clan: ensure you’ve got the “parents” bought in
and committed
– Hierarchy: ensure you use the chain of
command
– Ad Hoc: ensure you’ve identified the “voices of
authority” and have them speaking for you
– Enterprise: ensure you’re strongly tied to
business goals

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Change Readiness Formula

 Formula: D + V * L > R

D = Dissatisfaction with status quo

V = Vision of the future
L = Leadership
R = Resistance to change

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Exercise: Change Examples

Characteristics of Characteristics of
Successful Change Unsuccessful Change
Initiatives Initiatives
 
 
 
 
 
 
 
10 Minutes
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Cycle of Change
Stage 1: Right Thing Wrong Thing
Do the right Stage 2:
thing and do Stage 1 Stage 2 Discover that
it well. the right thing
Done is now the
Well wrong thing.

Stage 4: Stage 4
Eventually do
Stage 3 Stage 3:
the new right
Do the new right
thing well.
thing, but do it
poorly first.
Done
Poorly From Black, J.S., & Gregersen, H.B.
Leading Strategic Change:
Breaking Through the Brain Barrier.
New Jersey: Prentice Hall. 2002.

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Barriers to Change
Right Thing Wrong Thing

Stage 1 Stage 2

Done Fail to SEE

Well

Stage 4

Fail to
Done FINISH
Poorly

Stage 3
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Examples of Barriers

 Empire building
 Excuses / scapegoats
 Change resistance
 Lack of openness and dishonesty
 Politics and bureaucracy
 Authoritarian, autocratic management
 Little to no empowerment

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Counter-Measures for Change

Right Thing Wrong Thing

Stage 1 Stage 2
Fail to See -
Done Make It
Well Real!

Stage 4

Fail to
Finish -
Make It
Last!
Done
Poorly

Stage 3
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Elements Of Successful Change

1. Identify the leader for the change.
2. Build a mutual need for the change.
3. Create the vision of how things will look
after the change.
4. Mobilize commitment for the change.
5. Align systems and structures to support
the change.
6. Monitor progress.
7. Sustain the change.
Adapted from GE Change Acceleration Process

Fulmer, R.M. & Goldsmith, M. (2001). The Leadership Investment.

New York: American Management Association.
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Principles to Implementing Change

To successfully implement change:

 The organization’s vision must be compelling enough
to generate the excitement needed to propel people
through the chaos of change
 Formal structures must support the change
 Management behavior must match their words
 Employees must understand and really desire to
make the change
 Recognition must be frequent and supportive
 Communication strategies must be developed and
implemented in all areas
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Change Agent Characteristics and Skills

Successful Change agents have the following
characteristics and skills:
 Credibility - with key sponsors and team members
 Awareness - of the organization’s culture and the
needs of the team
 Enthusiasm - for the project and the business overall
 Reliability - to do the job they say they will do
 Flexibility - to do the job when and where needed
 Communication Skills - to use clear language and
actively listen to others

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Cycle of Change

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Change Management Objectives

Change Management applies structured approaches to prepare an organization’s
people for change.
• Sponsorship:
Inviting
− Build commitment and support for the Participation
Commitment
change effort with formal and informal leaders
− Build a Change Network and ensure that
Buy-In
communications are cascaded
• Change Readiness: Generating
− Assess and monitor the workforce’s Understanding
Understanding
readiness for and acceptance of the
change
− Provide stakeholder feedback to Awareness
Communications and Sponsorship
Informing
(program and decision/site levels) in
order to address CM issues Time

• Communications:
- Provide the right information, to the right people, at the right time, to build awareness,
understanding, buy-in, and commitment
- Primary Audience: Stakeholders impacted (directly and indirectly) by the changes
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Organization Change Strategy Framework

Plan, Align
and Mobilize
Yesterday and Today Vision Tomorrow
 Recent performance
business trends and Design  Future policy
 Existing policy, Develop  Future enterprise
operating models, Commit capability and
Lead, goals
capacity and and capacity
communicate 
Implement Future operating
capabilities and engage models, capacity
 Change history Design
and capabilities
 External constraints Focus on organization
and
outcomes governance
Transform and
culture
Case for Change benefits Benefits Delivered
Align
individuals
 Major technology initiative Manage and teams  Qualitative measures
 Merger or acquisition performance
 Quantitative measures
 Enterprise repositioning  Stakeholder alignment

Enhance and Evolve

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Commitment or Compliance?

Compliance Commitment
“I have to do it this new way”
“I want to do it this new way”
Reaction Action
“I will react to this change - if I must” “I will act to achieve this change”

Testing Testing
“I must absorb this change” “I will put myself at stake for this change”

Negative perception Positive perception

“I feel threatened by this change” “I see the opportunity in this change”

Engagement
“I see the implications for me/us”
• Each stage requires energy
Understanding
• At each stage there is a price for “I know why and what will change”
continuing or dropping off
Awareness
“I am being told about something”

While building commitment is usually the goal of the change management

effort, it is expensive. Do not pay for more commitment than you need.
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Takeaways

 Understand inherent structures that

impede change efforts
 Recognize and overcome barriers to
improvement
 Know the characteristics and skills of a
Change Agent

Communicate, Communicate, Communicate!

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What other comments or questions do

you have?

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