Change Management

Corporate Training Materials

 Module One: Getting Every new
beginning
Started comes from
some other
beginning's end.
Seneca
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.
 Workshop Objectives
• 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
• Explain the importance of flexibility in the
context of change, and demonstrate
methods the change leader and individual
change participant can use to promote
flexibility
Module Two: Preparing Continuity gives
us roots; change

for Change gives us

branches, letting
us stretch and
grow and reach
Today’s change management initiatives new heights.

have become a business discipline, driving Pauline R. Kezer

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
Aspect Question
The Situation What is being changed?
How much perceived need for the change exists?
What groups will be impacted?
How long will the change take?

People and Their Roles Who will serve as a high-level sponsor?

What functional groups should be represented to lead
the effort?
Issues for Analysis What will happen if we do/don’t do this?
How universal is the change?
Are there exceptions or deviations to consider?
 Building the Team
Members should display a high degree of skill in six key
elements:
1. Commitment
2. Contribution
3. Communication
4. Cooperation
5. Conflict management
6. Connection.
 Module Three: When your desires
are strong enough,
you will appear to
Identifying the WIFM possess
superhuman
powers to achieve
For change to be successful, people Napoleon Hill
must desire to support and participate
in the change. 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?
• 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.
 Building Support
Effective communications are essential for
building support throughout the organization.
Support Group/Personal:
• Executive sponsorship
• Coaching by managers and supervisors
• Ready access to business information
 They must often
Module Four: Understanding Change change, who
would be
constant in
Change is constant and will always occur, happiness or
wisdom.
and understanding its components on an
Confucius
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.
 Influences on Change
• 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.
• 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.
 Common Reactions to Change
• Denial: If a change is announced some people may feel
that the change is not necessary.
• 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.
• Anger: When change occurs and the norm is uprooted,
people can experience anger.
• Indifference: People just may not care, or the change
may not have an impact on their routines or work.
• Acceptance: Changes generally occur for the better
and have a positive influence on those involved.
 Tools to Help the Change Process
• Communication: Keep the lines of communication
open before, during and after the change as on the fly
changes may be needed.
• Education: Educate all parties the reasons for the
change, and what the expected outcomes will be.
• Training: Make sure all parties are trained and up to
date with any and all material required for the change.
• Flexibility: 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.
Module Five: Leading and Before
beginning, plan
Managing the Change carefully.
Marcus Tullius
Every change begins with a Cicero

leadership decision. Making the

decision to institute changes is not
always easy. Being prepared,
planning well, and being surrounded
by a good team will make that
decision a lot easier.
 Preparing and Planning
• Positive frame of mind
• Prepare friends and family
• Add extra time for the
unexpected
• Roll with the changes
 Delegating

• Be precise with your directions

• Promote accurate feedback
• Do not micro-manage
Keep the Lines of Communication
Open

• Always be available

• Address rumors ASAP

 Coping with Pushback

• Provide facts and data

• Give and some choices within
the change spectrum
 Module Six: Gaining Those who
expect moments

Support of change to be
comfortable and
free of conflict
have not learned
their history.
It is vitally important to make sure Joan Wallach
Scott
that all stakeholders and employees
are on board with a change.
 Gathering Data
• 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
• Engaging employees, providing forums for people to
express their questions and concerns
• Equipping managers & supervisors to be effective
change leaders and managers of resistance
• Orchestrating opportunities for advocates of the
change to contact those not yet on board
• Aligning incentive and performance management
systems to support the change.
 Evaluating and Adapting
• If something isn’t going wrong, change
management team members must constantly
be observing, listening, and evaluating the
progress and process during a change.
• The compiled results of the feedback forms
can be used by the change management team
members to modify the project plan.
Module Seven: Making In order to
succeed, your
it All Worthwhile desire for
success should
be greater than
your fear of
failure.
Once a change initiative is
Bill Cosby
underway, it is critical to sustain
the change with reinforcement.
 Leading Status Meetings
• Lead with objectives: When clear objectives are
stated up front, group energy is channeled
toward achieving an outcome.
• Empower to participate: The facilitator is
empowered to encourage active participation.
• Aim for consensus: Getting the team to
consensus will have members more likely to
support the decisions.
• Direct the process: How the meeting progresses
will influence the quality of the decisions of the
team.
 Celebrating Successes
• 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.
• Public recognition: Public recognition officially
acknowledges outstanding performance and points out a
role model that helped make a successful change
happen.
• Group celebrations: Fun or engaging activities are used
to celebrate key milestones by a group.
 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.
• Ongoing feedback is needed from employees
at all levels. Feedback tools remain a good
method for gathering ongoing input. Using an
electronic delivery method improves
throughput.
 Module Eight: Using I keep my mind
focused on peace,

Appreciative Inquiry harmony, health,

love, and
abundance. Then,
Appreciative inquiry is a model for change management
I can't be
developed by David L. Cooperrider, Ph.D., a professor at
distracted by
Case Western University. The name combines two doubt, anxiety, or
definitions: fear.
•Appreciate: to look for the best in something, and to
Edith Armstrong
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.
 The Four Stages
The four stages in the Appreciative Inquiry
model are known as the 4-D cycle. They are:
• DISCOVERY.
• DREAM.
• DESIGN.
• DESTINY.
The Purposes of Appreciative Inquiry

• It allows the performance of people from across the

whole system to participate in an inquiry; all
stakeholders 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
Cycle Phase(s) Methods
Discovery Interviews by facilitators
Interviews of each other

Dream, Design, and During these three phases, small groups gather
Destiny to:
share stories
capture best practices
launch teams to address innovation or other
issues that have arisen
Module Nine: Bringing The emotions
aren't always

People to Your Side immediately

subject to reason,
but they are
always
immediately
Leadership in change management subject to action.

involves aligning people with an William James

organization’s issue or need,

allowing them to see that they are
working together toward an
important cause.
 A Dash of Emotion
• Freedom to be known in
relationship
• Freedom to be heard
• Freedom to dream in community
• Freedom to choose to contribute
• Freedom to act with support
 Plenty of Facts
• Audits and performance measurement
systems: Audits and measurement systems
provide data to determine the adoption rate of
change.
• Accountability Systems: Enhancements should
be made to performance evaluation and
compensation systems in order to maintain the
accountability and credibility of the change.
 Module Ten: Once we believe in
ourselves, we can

Building Resiliency risk curiosity,

wonder,
spontaneous
delight, or any
experience that
Resiliency is the capacity to absorb reveals the human
spirit.
high levels of change while E. E. Cummings
maintaining a level of performance
and displaying minimal
dysfunctional behavior.
 What is Resiliency?
• Resilience isn’t an absolute characteristic; rather
it is a combination of traits of varying degrees in
people.
• Resilient people, whom psychologist Daryl
Conner terms O-Type, perceive more
opportunity than non-resilient people do.
• They approach life as meaningful, and as a
guiding beacon through the challenges of
change.
 Why is It Important?

When resilient people are confronted with

ambiguity, anxiety, and a loss of control that
accompanies change, they tend to grow
stronger from the experiences, rather than
allowing themselves to be depleted.
 Five Easy Steps for the
Leader and the Individual
• Develop a more Positive world view and self concept
• Maintain a Focused sense of purpose for long-term
goals and priorities
• Use Flexible thinking to explore multiple approaches
for addressing uncertainty.
• Use Organized, structured approaches when
managing ambiguity
• Experiment Proactively with new approaches and
solutions
 Module Eleven: Be infinitely
flexible and
Building Flexibility constantly
amazed.
Jason Kravitz

Being flexible on personal and social

levels is critical for individuals
involved in or leading a change to be
able to make shifts as necessary
during a project.
 What is Flexibility?
• Flexible Thinking: People who think flexibly
can generate a broad range of thoughts and
possible responses without feeling compelled
to decide on one response right away.
• Social Flexibility: People with a great degree
of social flexibility have a clear sense of their
individual strengths and weaknesses.
 Why is it Important?

Flexible people are team players, a critical

need during a change management initiative.
Flexibility allows one to brainstorm more
efficiently, bringing a wider range of ideas to a
project team.
Five Easy Steps for the Leader and
the Individual
Personal Level Social Level
Swap sides in a discussion on a topic about Identify colleagues who have a different view
which you feel strongly. than you, and ask their opinions.
Suspend judgment during a change. Don’t If a colleague presents an idea that seems off-
assume that the first answer is the best or only base to you, take a step back and try to see the
one. rationale from your colleague’s point of view.
Practice thinking of paradoxes (both/and) rather Ask colleagues or friends for their opinions
than contradictions (either/or). Try to generate about your thoughts regarding a change; listen
both positives and negatives about a new idea completely to their answers and avoid passing
or concept, rather than focusing exclusively on judgment on their contributions.
one or another. Listen to others.
Offer to work in a role that’s unfamiliar to you Pinpoint a skill you want to learn; ask someone
so you can approach a situation from a different to help you learn it.
point of view.
Find someone who is strong in flexible thinking Identify someone who is adept with social
to serve as your coach. flexibility and ask for coaching.
 Module Twelve: In my end is
my beginning.
Wrapping Up T.S. Eliot

Although this workshop is coming to a

close, we hope that your journey to
improve your change management skills is
just beginning. Please take a moment to
review and update your action plan. This
will be a key tool to guide your progress in
the days, weeks, months, and years to
come. We wish you the best of luck on the
rest of your travels!
 Words from the Wise
• Victor Frankel: When we are no longer able
to change a situation, we are challenged to
change ourselves.
• Price Pritchett: Change always comes bearing
gifts.
• Pauline R. Kezer: Continuity gives us roots;
change gives us branches, letting us stretch
and grow and reach new heights.