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I decided to take a closer look at each of the elements in this chart and translate to the situation at hand. In our IT-Education Services department, we continuously share our vision that technology is not the “end” – but rather the tool that will allow teachers to transform learning for students.  We are working on a plan to use the Technology Integration Matrix  developed by the Florida Center for Instructional Technology to help them understand the vision of what transformation looks like. I’d really like to hear from anyone who has already implemented a 1:1 with iPads about what worked and what didn’t. I can definitely see the anxiety in some of our colleagues about the 1:1 process, and part of that comes from the lack of choice and positive incentives for teachers. Rob Drewniak is vice president, strategic and advisory services, for Hayes Management Consulting.
When we would license a song for ringtone distribution we’d email each other; “Anybody know this song? I was young, in-experienced, and wasn’t the model employee for the next couple of months while I figured out how to make sense of the change. Knowing what I know today, what words of wisdom would I have for Mike to help him deal with “2003 Jason”? After the shock wears off, Jason will probably be in denial for a while, then he’ll likely get angry or frustrated. After that, he’ll start to come around. The change I went through was quite simple compared to the disruption that can be caused by an Agile transformation at your average company. My title changed, and so did the inputs to my work but not many of my daily routines were affected until we started growing like crazy. Now imagine everyone in a mid-size organization of 200 people all going through the same emotional phases I did with Mike’s help. Create Alignment: Start by creating a big visible room to manage the transformation program and create a ‘change canvas’ with the executives. Maximize Communication: Use informal communication sessions called Lean Coffee to establish open and honest dialogue about the change. This is by no means an exhaustive list of what you can do to manage the emotional response people have to change. Jason LittleAuthor, Lean Change Management at LeanintuitI began my career as a web developer when Cold Fusion roamed the earth. In 2008 I attended an experiential learning conference (AYE) about how people experience change and since then, I’ve been writing, and speaking, all over the world about helping organizations discover more effective practices for managing organizational change.
Latest PostsSuccessful Agile Transformation through Community Building on April 15, 2016 Alternatives to Agile Scaling Frameworks on March 29, 2016Scaling Agile is a hot topic nowadays…well, most of the early adopters in Agile have already moved on from this but many organizations in the late majority are looking to scaling frameworks to help them be more Agile. Removing the Mumbo-Jumbo from Change Management on March 21, 2016A couple of weeks ago Thomas Cagley interviewed me for his SPaMCAST podcast.
At a clienta€™s off-site meeting a few years ago, I gave a talk on how companies can bring about dramatic cultural change a€” the focus of my firma€™s consulting work. The man explained that Bill Wilson was the founder of Alcoholics Anonymous and that members use the question a€?Are you a friend of Billa€™s?a€? to discreetly inquire about whether acquaintances are in AA. Soon afterward a senior executive at another client told me that the process wea€™d used to coach his team had inspired him to confront his alcohol abuse a€” even though we hadna€™t, of course, discussed addiction during the coaching. We examined the methods and success rates of traditional 12-step programmes along with less conventional techniques, from the regimen depicted on the TV show The Biggest Loser to therapies for troubled youth and training protocols for orca whales. We approached the endeavour with scepticism a€” on the surface, change management and addiction treatment seem wholly dissimilar. At the simplest level, the comparison is this: Organisations cana€™t change their culture unless individual employees change their behaviour a€” and changing behaviour is hard. When it comes to modifying deeply ingrained behaviour, 12-step programmes have a superior track record. Analogies are never perfect, and there are clearly points where the comparison doesna€™t hold.
Even people who have never attended a 12-step programme know some of the basics from pop culture portrayals; making the similarities to corporate change explicit, as in the insights below, can help them understand the challenges of changing an organisationa€™s culture and how to overcome them.
Although analysing numbers isna€™t inherently bad, it is an isolating behaviour, usually done in an office with the door closed a€” and data alone often dona€™t explain why sales went up or down. In our work we find that bringing employees together in peer groups to discuss change initiatives can create accountability, mutual generosity, a judgement-free attitude, and increased pressure on reluctant employees to change. The corporate version, called peer coaching or mentorship, has been widely embraced: For example, 70% of Fortune 500 companies use it with their sales people. Studies have shown that people with a close friend or relative who drinks heavily are 50% likelier to be heavy drinkers themselves.
This knowledge can guide change managers, who should evaluate the ROI of helping particular employees to change in light of those employeesa€™ potential to get others to follow suit. Early on in the AA programme, members examine their past behaviour and start trying to change. In the wake of the global financial crisis and General Motorsa€™s bankruptcy filing, for example, the company practised that kind of deep introspection, found its behaviour wanting, and drew on its experience in total quality management to improve its relationships with dealers.
Before the crisis, GM had managed those relationships with checklists, specifications, and mandated actions. Now it promised and demonstrated a new focus on listening and collaboratively solving problems as a trusted adviser to its dealers (who are, in the industrya€™s model of franchised dealerships, part of its customer base), and it achieved better solutions and increased buy-in.
In the AA programme, a profound transformation occurs when a participant shifts from an emotional framework of guilt, shame, remorse and resentment toward a more positive, optimistic mind-set. We coach new practices or habits that emphasise growth rather than cost-cutting, or that grow profitability rather than revenue. AA doesna€™t ask members never to drink again a€” that goal would probably seem unreachable. No matter how habituated employees are to established business practices, they can adapt to new ways of working. Keith FerrazziKeith Ferrazzi is the CEO of Ferrazzi Greenlight, a research institute and strategic consulting firm focused on relational, collaborational and behavioral sciences; a co-author of Never Eat Alone and the author of Whoa€™s Got Your Back. Oscar de Weijer of Healthbridge on developing your sales team in order to improve business. By understanding and responding to the challenges they face, younger leaders can leverage their strengths more effectively.
Take inventory of limiting belief patterns embedded in your psyche that prevent you from moving forward. Sales incentive compensation plans can play a key role in aligning sales force effort with company strategies. Putting the theory into practise Looking at the bigger picture, with regard to the whole subject of change management theories, the Practitioners' Masterclass emphasises the need for a change model, and change methodology, that bridges the gap that exists [with most popular change models] between the high level a€?big-picturea€? strategic vision and a successful implementation at the front-line. According to 84% of 2,200 global participants in the 2013 culture and change management survey, culture is critically important to business success. From the employee perspective, 44% of those surveyed did not understand the changes that they were being asked to make and 38% did not agree with the changes proposed by the organisation.

Leaders often make the case for major change on the sole basis of strategic business objectives such as ‘we will enter new markets’ or ‘we will grow 20% a year for the next three years.’ Such objectives are reasonable but they rarely reach people emotionally in a way that ensures genuine commitment to the cause. In any major change initiative, it is the job of management and the people affected by the transition to figure out how to harness the strong cultural attributes of their company to build momentum and create lasting change. Persuading people to change their behaviour won’t suffice unless formal elements – such as structure, reward systems, ways of operating, training and development – are redesigned to support them.
Cultural change management plays a vital role in helping an organisation achieve its business objectives. 5 Ways To Improve Mobile Marketing for Small Businesses12 Bitcoin and Blockchain Thoughts and Quotes You Need to ReadCould Corporate Sustainability Result in a Big Short on Humanity? None of the information contained herein constitutes an offer to purchase or sell a financial instrument or to make any investments. The matrix contains links to excellent short videos that show various levels of technology use and depth of learning across all subject areas and grade levels. Additionally, we always make it possible for teachers to earn professional development credit towards recertification and incremental salary increases.  The thing is, we usually find that access to the technology itself for the teacher and their students is a HUGE incentive – for perhaps all except for the laggards (on the Diffusion of Innovation scale).
One of our biggest areas of concern, however, is tech support.  The district has invested in 2 additional positions at the district level, but it will be up to the individual schools to decide whether or not to add additional tech support at the building level. We are linking this closely with the vision, objectives, tactics and action plan developed by the schools for learning and student achievement in general. I have found that there are five areas of focus for successful change management: communication, sponsorship, coaching, education, and understanding resistance.
Understanding resistance helps deflect the defensiveness around change, which facilitates moving ahead.
These five components should be part of any change and should be an everyday theme for the organization. This company was the first to create a mobile content creation and delivery platform for wireless carriers in Canada.
Who can create it?” Ah, the good ‘ol days sitting in front of my Roland JX-8P banging out the theme to Rocky! There was no change management team handling the integration of the two companies, what got me through it was Mike, my new boss. He’ll start experimenting in order to figure out his place in the new world, and eventually the hubbub will die down. Give him time and over-communicate early on about why he’s been given these new responsibilities, and help him grow.
When people are lost in a sea of emotions as a result of a disruptive change like an Agile transformation, there are counter-measures you can take that will help you make sense of what to do next.
On flip chart paper, write down in non-buzzwordy language why this change happening, who is affected and what the benefits are. Motivation isn’t everything, sometimes people need to develop capability first, but look for what motivates different people.
You do not want to be dependent on your coach or consultants, encourage teams to learn from each other.
These are some of the ideas in Lean Change Management that can help you, as a change agent, help your stakeholders understand that planning alone isn’t enough to manage the complexity and disruption caused by an Agile transformation. Oddly enough, a few days later, I had an opportunity to try another experiment using storytelling. Over time, however, we saw many parallels between how the two bodies of work leverage human nature to modify behaviour. They use incentives, celebration, peer pressure, coaching to adopt new habits and role models a€” things organisations can draw on. For instance, AA relies heavily on spirituality, asking participants to put their faith in a higher power and to declare themselves powerless a€” sentiments that are generally not appropriate for driving corporate change.
So we helped managers start the day with a different routine: talking with crew members to learn whether anything unusual had happened on the previous shift and only then going through the numbers. One of the best ways to change human behaviour is to gather people with similar problems together. AA pairs experienced members, or sponsors, with newcomers for one-on-one support; research has shown that these role model relationships increase both partiesa€™ ability to stay sober. We find that identifying and celebrating early adopters of the behaviours a company wants to instil can create positive contagion. Addiction specialists sometimes raise concerns that groups without therapists or other formal leaders lack professionalism, but research has shown that this structure increases membersa€™ security, comfort, and sense of mutuality in the relationships they form. In our work we strive early on to identify influential employees; this can be as simple as asking workers which of their colleagues are informal leaders. AA talks about continuously taking a moral inventory; we see this in effective corporate change initiatives as well. But a€?mind-seta€™ is hard to measure, and minds are hard to change; therefore, in our work we focus on identifiable shifts in practice.
It asks them not to drink that day, and it recognises small milestones by awarding a€?sobriety coins,a€™ usually monthly, for periods of abstinence.
Thata€™s hardly surprising: The newly sober are bombarded with sensory cues that their brains associate with their addiction a€” the smell of beer, the sound of glasses clinking in a toast.
However, this is an area where we diverge from many 12-step programmes: Unlike AA, which takes away all a membera€™s sobriety coins as penalty for any relapse, we coach people to overcome setbacks and move forward to the next win. Neuroscience has shown that peoplea€™s emotional responses to work create their own chemical reactions, releasing powerful neurotransmitters such as adrenalin, dopamine, and serotonin.
But it needna€™t take extra time if you consider the scope of activities sales leaders currently engage in.
A culture that supports strategic and operational goals can fuel performance and inspire innovation and diversity. The findings suggest strong associations between the success of change programmes and whether culture influenced the change process. That’s because an organisation’s culture comprises of an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. If an employee sees a change as something that opposes the company’s culture, this will make the initiative much harder to implement successfully.
People respond to calls to action that engage their hearts, as well as their minds, making them feel as if they’re part of something significant. They have sought to activate a strong personal connection between HP and its employees, by drawing directly on the company’s cultural history and traditions.
Done well, this will substantially increase the speed, success, and sustainability of an organisation’s change initiatives. Acknowledging change is required and getting the necessary support to make it happen is the first step.

If you use the words “modify,” “improve” or “alter,” it does not create the same stress level. To communicate well, healthcare leaders and project managers should create a communication plan with milestones and a timeline. If there is not strong leadership behind the change, resistance will keep it from happening. One of the co-founders handled the content licensing, and the other co-founder built and maintained the platform. He had the skills and experience to make this change work, and is still the best manager I’ve ever had.
Fortunately for me, Mike already knew all that, and to this day, is the best manager I’ve ever had. New processes create extra work until the organization learns that these new processes should make some old processes obsolete. It’s a massive shift! Next, put up a “feedback” area next to these 3 statements, and let employees poke holes in each of them. Someone may be a natural fit for a Scrum Master role (assuming Scrum is one of the processes you’re implementing!). Innovation and collaboration doesn’t happen by chance; you as a change agent or manager need to enable it.
The bumps and bruises I collected along the way helped me realize that helping organizations adopt Agile practices was less about the practices, and all about change. So over the past several years, my team and I studied a variety of addiction treatment programmes.
In the process, we discovered a provocative lens and language to help change managers better understand their mission and methods. Still, in our work with clients including eBay, Dow Chemical, Accenture, AOL, and Lincoln Financial, we have found the comparison useful. Sometimes a leadera€™s admission of vulnerability helps others recognise and address their failings (think of the sharing done in AA meetings). This increased managersa€™ understanding of business conditions and boosted employee engagement a€” and sales rose. This was first recognised in 1905 by the Boston physician Joseph Pratt, who organised groups for tuberculosis patients that emphasised the need for rest, fresh air, and proper nutrition.
Pairing these role models with slower-to-adopt colleagues can be far more effective than coaching by outside experts. Corporations will always require a hierarchy, but peer role models can successfully lead projects within a change initiative. Similarly, having an obese friend increases onea€™s own chances of becoming obese, and a persona€™s income can be estimated by averaging the income of his or her five closest friends.
Often ita€™s possible to leverage this influence in subtle ways: For example, by changing where employees sit, you can seed influentials throughout the organisation. Change managers should take a lesson from this practice and find ways for employees to demonstrate and celebrate incremental achievements.
There is a clear difference between the way companies view culture and the way that they treat it. Through symbolic gestures such as tearing down the fences that surrounded the executive parking lot and moving top executives into cubicles, the company has reinforced the original ‘HP Way’ ethic, in which the quality of the work is as important as one’s position in the hierarchy. The material on this site may not be reproduced, distributed, transmitted, cached or otherwise used, except with the prior written.
Many of our clients have been successful using tools such as town hall sessions, newsletters, e-mails, social media, etc. It is effective to have senior leadership coach management, who can then coach their staff members. While it is important to provide functional knowledge transfer, it is also important to talk about change management coping techniques. People are used to doing their job one way and are concerned about how the change will impact their work and their experience of work. Yet as trust is established and change is experienced as making things better, more people will become change agents. I ended up managing the content catalog, and storefront, which included creating ringtones, and wallpaper that people could buy, and download onto their phones. Not much changed over the next couple of weeks, but one day I came into work and found a box of business cards on my desk: “Jason Little, Director of Storefront Development”. This gets executives and the change team feedback and because it’s anonymous, it’ll actually be helpful! Over the past century research has shown that support groups benefit people with a wide range of medical and psychological conditions. Many business leaders understand that culture plays an important role in their businesses, but most have difficulty understanding how to use culture to improve performance. Less than half of participants saw their companies’ effectively managing culture and more than half said a major cultural overhaul was needed. It is imperative that as management, we become positive change agents so that our staff members receive the direction that they need.
These activities build trust and acceptance of change, predominantly because they facilitate the behavior change. For example, it is important to let staff know the reason that the change is happening and what is in it for them.
A healthcare organization’s ability to flex and adapt to change will become a competitive advantage as well.
The motivational nudge to my ego far outweighed the uncertainty of working with new management. I’d probably explain how Jason is likely going to be a pain in the ass to work with while he pushes his way through a roller-coaster ride of feelings.
At one restaurant chain, store managers used to begin the day by going over the numbers from the previous shift.
When people know ahead of time (again, try to eliminate any surprises), there will be less resistance than if it is forced into place in a hurry. Also, develop appropriate committees and messengers that can communicate to the organization at different and varying levels.

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