Download Managing Organizational Change

Managing Organizational
Change (MOC) and Change
Communication
Leslie Lowdermilk
Feb 04
MOC: What is it? (the concrete stuff)
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MOC is the systematic application of a set of processes,
tools, and methods designed to increase the speed and
“stickiness” of change
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Enables rapid and improved adoption of solutions and changes
Results in an increased acceptance level of final solution
Reduces thrash created by changes
Identifies and removes barriers to change
Increases alignment
Drives best practice sharing and skills transfer
February 9, 2004
Managing Organizational Change
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MOC: What is it? (the “squishy” stuff)
MOC is:
A mindset
– constantly keeping the user or the customer as the focus of
attention
• A way of thinking about how we do business
– helping foster positive and collaborative relationships and
striving to learn from each other
• About seeing the big picture and how all the parts tie together
– systems thinking and a holistic view of business
• Often an art more than a science
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There are 2 main dimensions to MOC: locus of attention and goals
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Managing Organizational Change
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Dimensions defined: Locus of attention
There are distinct audiences that must be considered when
discussing MOC activities:
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Internal : Micro level – internal program or project core team
members; people who are actively engaged in doing the work
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Well functioning teams are more likely to have successful projects
Well functioning teams do not always “just happen”
Even well functioning teams can encounter rough spots and benefit
from effective MOC activities
External: Macro level – external stakeholders; people not directly
involved in the team but who are considered stakeholders of the
work or targets of the change
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This is the group that often requires the most attention
This is the group most likely to demonstrate resistance
February 9, 2004
Managing Organizational Change
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Dimensions defined: Goals
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Speed: activities that act to increase
the velocity of the work and adoption
of new behaviors
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February 9, 2004
Stickiness: activities that enable the new
behavior to be sustained and preserved
going forward, ideally with minimal external
support
Managing Organizational Change
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MOC Activities Matrix
Locus of Impact
External
Speed
Sponsor alignment and
mapping
Team dynamics
Team building
Facilitation
Project/Program
retrospectives
Stakeholder analysis
Communication planning
Process design
Change impact analysis
Organizational readiness
Training
Stickiness
Skill transfer
Modeling
Consulting
Coaching
Mentoring
Reward and recognition systems
Imbed MOC mechanisms and tools
into new process/application
Goal
Internal
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Managing Organizational Change
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Internal Speed Activities
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Sponsor alignment and mapping: proper identification of
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Team dynamics and team building: activities designed to facilitate
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Facilitation: maximize effectiveness of meetings, ensuring that
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Project/program retrospectives: assess strengths and areas for
appropriate sponsorship for the change and an assessment of
sponsors’ commitment level and alignment – sets up opportunities
for facilitated dialog to get required buy-in
and improve the team’s ability to work with one another – can be
especially important in virtual environments
time is used well and objectives are accomplished
improvement with the goal of improving future programs and
projects
February 9, 2004
Managing Organizational Change
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Internal Stickiness Activities
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Skill transfer – educating team members on MOC activities and
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Modeling – MOC consultants should actively “practice what they
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Consulting – provision of expert assistance on MOC activities
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Coaching – provision of feedback and suggestions to those
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Mentoring – serving as mentor to those wishing to learn about
processes so they can transfer them to their next project and
improve their own MOC capacity
preach” though effective listening, communication, seeking
feedback and input, etc.
responsible for implementation of MOC activities but who lack
extensive experience
MOC activities
February 9, 2004
Managing Organizational Change
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External Speed Activities
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Stakeholder analysis – a process for determining who is impacted
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Communication planning – strategic communications facilitate
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Process design – Systematic assessment of current processes,
by the project, what needs/concerns/issues exist, results in a
document that can help determine who to communicate with,
when, what and how much, can also help assess the climate for
change
change, planning allows for systematic, consistent, impactful
messaging
inputs and outputs and articulation of future state processes,
inputs and outputs
February 9, 2004
Managing Organizational Change
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External Speed Activities
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Change impact analysis – determination of how and to what
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Organizational readiness assessment – checklist or document
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Training – stakeholders must have appropriate skills needed to
degree the stakeholders are impacted by the project, results in
greater understanding of where to focus MOC efforts and where
the project might be at risk
that tracks what the organization needs to do in order to be ready
for the upcoming change (new tools, systems, passwords, etc),
generated in part from the output of the organizational impact
assessment
adopt new behavior
February 9, 2004
Managing Organizational Change
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External Stickiness Activities
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Reward and recognition programs – creation of incentives
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Imbed MOC tools into new process – in designing new process,
supporting adoption of new behaviors either through rewards,
recognitions, or performance criteria
include activities such as communication systems, feedback
loops, and continuous improvement mechanisms into the new
process itself
February 9, 2004
Managing Organizational Change
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MOC Impact Matrix
Speed
Stickiness
Internal
External
Sponsor
alignment and
mapping
Team dynamics
Team building
Facilitation
Project/Program
retrospectives
Stakeholder analysis
Communication planning
Process design
Change impact analysis
Organizational readiness
Training
Skill transfer
Modeling
Consulting
Coaching
Mentoring
Imbed MOC mechanisms
and tools into new
process/application
Ex: does new process
articulate how
participants will be
informed and
communicate
Most MOC leads focus
their attention here
A key aspect of an MOC specialist’s
work is to focus attention on ALL
quadrants. Specialists have the
ability to look at the team and their
activities and determine which
quadrant needs attention and when it
needs it. They have the ability to
move among the quadrants at any
given time.
MOC Specialists also spend a lot of time here in
order to increase the capacity for the work within the
organization. They are actively engaged in trying to
“work themselves out of a job”.
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Managing Organizational Change
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Elements required for successful change
In order for behavioral change to be successful, three elements
must be present
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Awareness – what is changing, when is it changing, what do I need to
do differently, why is it changing?
Skills – how do I carry out this new behavior?
Motivation – why should I change?
The vehicle for providing stakeholders with these elements is
communication, communication, and more communication.
Communication is the key for implementing successful changes,
whether they are organizational, policy, or technology changes.
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Managing Organizational Change
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Change communication
Communication is a critical success factor for change. All
activities within MOC are rooted in strong communication,
both organizational and interpersonal. Without
communication, there is no MOC.
Development of good communications is a 7-step process:
1. Identify the need for a communication
2. Identify the audience
3. Identify key messages
4. Identify media
5. Create content
6. Send message
7. Respond to feedback
February 9, 2004
Managing Organizational Change
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Steps for creating a good communication
1.
Identify the need for a communication - Not all events or
2.
Identify the audience - The audience may be all employees or
3.
Identify key messages - Usually 3-5 key messages that sum up
activities need to be communicated - sensible decisions should
be made in order to avoid information overload, and message
immunity.
one particular section, department, job classification, or team.
There may be multiple audiences requiring different levels of
information and different delivery media.
the entire communication. If the audience is being asked to
take action, state explicitly what action is to be taken, by whom,
and when.
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Managing Organizational Change
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Steps for creating a good communication
4.
Identify media - Using multiple media increases the
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Create content - Simplicity is important. Avoid complex
effectiveness of the communication. Media choice should be
based on consideration of the audience and the message
content. Not all audiences have equal access to all delivery
mechanisms and not all content is suited for all media.
sentence structure and jargon when possible – it needlessly
complicates the message and can alienate audiences. Do not
give people more information than they need. Information
should be presented based on what the audience needs to
know, not on what the sender wants to say.
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Managing Organizational Change
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Steps for creating a good communication
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Send message - Send messages at appropriate times or
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Respond to feedback - Respond to feedback (both positive and
intervals, taking into account employees on alternative work
schedules. If action is requested, make sure message is sent
with enough time for people to respond.
negative) as soon as possible. Your audience has taken the
time to respond to your message and respecting that helps
reinforce the importance of the message.
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Managing Organizational Change
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Summary
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Change is hard
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Communication is critical for change programs to be successful
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All MOC activities are rooted in good communication
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MOC activities are designed to increase the velocity and
stickiness of change
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Good MOC requires attention to activities that impact both the
immediate work team and the greater organization
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Change is hard but change can be managed
February 9, 2004
Managing Organizational Change
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