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Sourcebook. Change Management Toolkit Enhance your coaching and counseling skills! Utilize this compendium with Project Champions, Black Belts, Green Belts and other Team Leaders. www.freeleansite.com. Executive Summary. Change Management
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Sourcebook Change Management Toolkit Enhance your coaching and counseling skills! Utilize this compendium with Project Champions, Black Belts, Green Belts and other Team Leaders. www.freeleansite.com
Executive Summary • Change Management • Change management is a process for engaging people at all levels in the organization’s successful transition to a desired future. Its goal is to ensure that people are both willing and able to adopt necessary new behaviors while letting go of those that are no longer appropriate. • Among the challenges the organization faces are: • Different perceptions of whether, why, and when change is necessary • Conflicting objectives between and across organizational levels and units • Struggles for control • Emotional stress and increased conflict • Reluctance to relinquish a highly-valued past • The Toolkit • To address the multiple change management challenges within organizations, this compendium offers a set of tools for use throughout the change initiative. Change coaches and teams will find tools that support the application of each Lever in the change model. Some tools support analysis of change management gaps; others support development of strategies to close them. • The change Lever Defining the Change and its associated tools set a project team up for success. The remaining Levers are applied iteratively throughout the change process: • Identifying a shared need • Developing a shared vision • Leading the change • Engaging and mobilizing the stakeholders • Creating accountability • Aligning systems and structures • Sustaining the Change • Toolkit Organization • Tools are listed under the change Lever to which they are most relevant. You will find the following information for each tool: • What is it? — Provides a brief description of the tool • Why use it? — Notes the main reasons a team may benefit from applying the tool • Timing — Suggests the most typical time in the process that the tool is applied • Steps — Describes suggested steps for using the tool • Tips — Provides some suggestions to the coach on how to apply the tool
Table of Contents • SECTION • Executive Summary 2 • Defining the Change • Scoping Discussion Questions 6 • Team Charter 11 • Team Capability Assessment 15 • Team Operating Agreements 17 • GRPI Model of Team Work 19 • GRPI Checklist 21 • In Frame / Out of Frame 23 • Is / Is Not 25 • SIPOC & Start/Stop 27 • 15 Words 29 • Change Diagnostic and Change Profile 31 Creating a Shared Need • Changing via Threat Versus Opportunity 45 • Data, Demonstration, Demand (3Ds) 47 • Business Need/Vulnerability Assessment 50 Developing a Shared Vision • Visioning Questions 53 • Current / Future State 55 • Backwards Imaging 57 • Bulls-Eye Chart / More of-Less of 59 • Elevator Speech 62 Leading the Change • Change Leader Assessment 66 • Project Managers vs. Change Leaders 68 • Business / Personal Audit 72 • Past Experience Profile 74 Engaging & Mobilizing Stakeholders • Stakeholder Analysis 78 • Three Phases of Individual Transition 80 • Stakeholder Position 83 • Key Constituents Map 85 • Building an A.R.M.I. 88 • Force-Field Analysis 90 • Attitude Charting 92 • Technical-Political-Cultural Analysis 94 • Influencing Strategies 96 • Communication Strategy 98 • Communication Action Plan 100 • Communication Templates for “External” Communications 102 • Communication Event Planning Template 105
Table of Contents (continued) Creating Accountability • Impact Mapping 107 • 30, 60, 90 Day Review 109 • RACI 111 • Manager Readiness Scorecard 114 • Action Plan 116 Aligning Systems & Structures • Project Impact on Systems and Structure 121 • Circles of Control and Influence 123 • 7-S Model 125 • 5S Realignment Template 128 • Measurement / Reward Cycle 130 • Measurement Audit 133 Sustaining the Change • Tracking Progress Checklist 137 • Change Via the Change Profile (See Defining the Change) 139 • Maintaining Focus, Pressure and Energy 140 • Sustainability Criteria and Questions 142
Template: Team Charter Initiative: Project Leader: Team Members: Date:
Template: Team Capability Assessment • Instructions • Business and team lead should identify the required capabilities for effective and quick implementation. • Individual team members should rate themselves as Expert/Proficient/Inexperienced for each capability. • Team Leader should compile self-assessments, identify gaps and action items, and discuss development plans and targets with team members. Team Member’s Current Degree of Proficiency: 5=Expert 3=Proficient 1=Little or No Experience/Skill
Illustration: Team Operating Agreement • We will all participate more or less equally over time • Our communications will be candid but tactful • We will focus be on problem-solving, learning, collaboration and decision-making (rather than finding fault, assigning blame, etc.) • We will be disciplined in our use of time • We will review all decisions and task assignments at the end of each meeting to confirm we have clarity and a shared understanding • We will produce an agenda in advance of each team meeting, with team member input • We will identify the purpose or expected outcome of each agenda item • We will complete assigned pre-work (e.g., reading, data gathering) • We will produce and distribute brief written minutes, including decisions, accountabilities, timing and next steps, shortly after each meeting • We expect that each team member will attend each team meeting • We will listen to each other • We will agree, and then focus, on a few key objectives and outcomes
Template: GRPI Model of Team Work • Instructions • Review the questions in the entire GRPI model. • Identify which GRPI elements(s) the team needs to focus on to improve its effectiveness. • Define the actions needed to improve in those areas. • Review the GRPI model periodically to monitor team performance. G Goals Are the team’s mission and goals clear? Have all members accepted them? Are the mission and goals aligned with the organization's desired culture and business strategy? Goals R Roles and Responsibilities Are team members’ roles and responsibilities clearly described? Do team members share a common understanding? Do the defined roles support the team goals fully? Do the team members collectively have the capabilities, resources, and degree of authority needed to fulfill their responsibilities? Roles P Process and Procedures Has the team defined processes and procedures for how members will work together (e.g., problem solving, communication, decision making, resource allocation)? Do these support team goals? Have they been accepted by all team members? Processes I Interpersonal Relationships Do productive relationships exist among team members and between team, coach and Sponsor? Are the relationships characterized by a healthy level of trust, openness and acceptance? Interpersonal
GRPI Checklist Note: (1) Not all of the elements lend themselves to being rated for effectiveness
Template: GRPI Checklist • Instructions • Assess the team’s Clarity, Agreement, and Effectiveness on the GRPI elements by placing a “C”, A”, and “E” in the cell that corresponds to your rating. • For all questions assess “Clarity” and an “Agreement” • For questions 5, 6, 7, 8, 9, 10, and 12 only , assess “Effectiveness” 0% 50% 100% 22
In Frame / Out of Frame What is it? A process forclarifying the scope of the team’s initiative. Why use it? This tool is helpful in: • Clarifying the scope of the initiative • Showing the various aspects and complexities of an issue from different perspectives Timing This tool is best used early in the change process, to support scoping activities. Steps After the team leader has reviewed the initiative and its objectives (e.g., the Team Charter) with the team • Have team members write down potential aspects of the initiative on index cards or Post-Its, using different colors for aspects thought to be in scope and out of scope. • Draw a large frame on a white board, trace one with yarn on a wall, tape together flip chart pages, or use some other method to create a 3’ x 2’ frame. • Collect the cards and, for each card, read the aspect to the whole team, then place it • In the frame, for in-scope items • Outside the frame, for out-of-scope items • On the frame, for those items about which the team is uncertain. • Review and confirm the placement of the cards. The team leader will typically have reached a conclusion but may, in some cases, need to seek the Sponsor’s guidance. • Lead a discussion that expands on and clarifies in-scope items. • If there are significant differences in perception between the team, the team leader, and the Sponsor, these should be resolved as soon after this analysis as possible. Tips • Team leaders should think through possible examples of what is in/out of scope ahead of time. If the team leader has any doubts, he/she may want to talk to the Sponsor ahead of time. • If the coach is familiar with the issue, he/she may want to prepare the team leader by giving him/her examples about some of the items that may be raised. • The team leader may have to assert his/her view on what is and is not in the scope of the initiative; team members may not all be in agreement. • A narrow scope presents fewer challenges than a broad one. The more tightly the scope is focused on the change initiative’s desired results, the more effectively the team’s efforts can be channeled.
Template: In Frame / Out of Frame • Instructions • Have the team brainstorm all potential aspects of the initiative’s scope (e.g. end results, deliverables, timeframe, product lines, geographic areas, business units and teams involved). • Record each item on a small card or Post-it. • Reach agreement on whether each item is IN the frame (in-scope), OUTSIDE of the frame (out-of-scope), or ON the frame (not certain). • Discuss “ON the frame” items in more detail to ensure clarity and consensus. • Confirm that the team, the team leader, and the Sponsor share the same understanding of the team’s scope.
Template: Is / Is Not • Instructions • Use brainstorming to generate a list of all the issues that the team will or will not be addressing in their work. • Review each issue and place it in the IS or IS NOT category. • Establish consensus on which issues are in- and out-of-scope. • Confirm that the team and the Sponsor agree on the issues that are in- and out-of-scope for the team. IS What Where When Who Time IS NOT
CUSTOMERS SUPPLIER(S) Template: SIPOC & Start / Stop • Instructions: • Start by mapping the as-is process (five to seven steps). • Identify outputs and customers of the process. • Identify suppliers and inputs to the process. • Use the “Start” and “Stop” cards to bound what is in/out of scope of the team’s work. • Use the output from this exercise as a basis for project planning (stakeholder analysis, communications plan etc.). INPUTS PROCESS OUTPUTS NAME START STOP
15 Words What is it? A process for giving a succinct verbal description of the initiative’s scope Why use it? In casual conversation with people outside the team (often including members of the client organization) team members are frequently called on to describe an initiative. The team member may be asked “what’s this all about?” “what are you doing for us?” Team members rarely have the luxury of going into detail about the scope; they must provide a succinct response that both answers the direct question and demonstrates understanding of, and commitment to, the initiative. Timing This tool is first applied as early as possible in the initiative, after the scope and the Team Charter have been defined. It can be refined at any later point in the initiative. Steps After defining, and confirming that team members understand, the scope, team members: • Define the project scope in 15 words or less on a flip chart or overhead slide. • Share their outcomes with the full team. One way to do this is to have team members walk around to review others’ 15 words on flip charts. • Work as a group to identify the common terms and themes. • Highlight and clarify all “fuzzy” words by asking questions such as: • What does it look like? • How will we know it when we have it? • Is _______ similar to [another phrase used by another team member pair]? • Either reach a consensus-based “15 Word” description as a group during the session, or ask a team member to prepare one for review, discussion, and closure at the next team meeting. Tips • If the team is larger than 8 members, consider breaking the team into pairs or small groups of no more than 4 people. Reviewing, integrating, and reaching consensus becomes increasingly laborious and challenging the more sets of “15 Words” there are. • Base your choice of medium and materials for writing the initial “15 Words” on the size of the room and team. It can be more efficient if team members can walk around and review the descriptions — hence flipcharts, if the room is big enough. If an overhead projector is available and it is impractical to use flipchart pages, have the team members write on transparencies. • If the team leader is comfortable doing so, have him/her run Steps 3 and 4. If not, the coach may do so, taking guidance from the team leader. • Generally, it is easier to ask someone to prepare a draft “15 Word” description, after the session, that reflects the work done by the group. However, if the group appears close to a consensus, it could be done with the full group as a wrap-up to this tool.
Template: 15 Words • Instructions: • Work individually, in pairs, or in groups of 3 or 4 to define the project scope in 15 words or less on a flip chart or transparency. • Working as a group, identify the common terms and themes. • Highlight and clarify all “fuzzy” words by asking “What does it look like” or “How will we know it when we have it?” or “Is _______ similar to [another phrase used by another team member pair]?” • Complete the process by developing a statement of no more than 15 words that answers the question “what’s the scope of this project”. • Use the statement when responding verbally to questions about the project during the initial stages of the change initiative. Project Definition Project Definition Project Definition
Template: Change Diagnostic and Change Profile Short Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us
Template: Change Diagnostic and Change Profile Long Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us Defining the Change Generally, a Management Coach / Consultant is brought in to work with a client after the client has identified the need for a change project. Defining the change, therefore, means ensuring that we and the client have a shared understanding of the overall project scope and of the scope of the work Consultant will be doing; of how results will be delivered and through whom; and, of both the Coach / Consultant and the client’s role, authority, and responsibilities. _____ Do we have a well-defined and agreed-on scope of work? ____ Do we have an agreed-upon timeline? _____ Do we have clarity around the work plan? _____ Have we identified and secured all the resources we need? _____ Have we clearly defined the roles (e.g. business sponsor, team lead)? _____ Do we have clear team working agreements?
Template: Change Diagnostic and Change Profile Long Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us Creating a Shared Need People in an organization have a shared need when they understand and agree on the reasons for change: why the change is necessary, why it is necessary right now, and what threat or opportunity is driving the change. They can articulate a compelling case for change and describe the results that are expected. The degree of need for change exceeds the level of resistance to it.
Template: Change Diagnostic and Change Profile Long Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us Developing a Shared Vision People affected by a change have a shared vision when each one understands and can describe two key aspects of the change: what is it and why it is important; and, critically, the changes it will required in their own work, roles, attitudes, and behaviour. Developing a shared vision involves defining, and ensuring understanding of, the future in terms of individual actions, individual and organizational performance, and business results.
Template: Change Diagnostic and Change Profile Long Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us Leading the Change Leading Change ensures that our initiative has visible, accountable, active leadership at appropriate levels in the organisation. It is having a Sponsor who actively engages in the initiative on an on-going basis. It is having leaders who make a commitment to communicate effectively, model change leadership behaviours, and hold themselves and team members accountable for outcomes. Finally, it involves team members seeing themselves as change leaders and advocates who can impact others through their own behaviours and practices.
Template: Change Diagnostic and Change Profile Long Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us Engaging and Mobilizing Stakeholders We engage stakeholders to secure and sustain their positive involvement in the change initiative; we mobilize them to take supportive and enabling actions and to influence others to act. We accomplish this in part by ensuring that stakeholders are informed of and involved in decisions that affect them and by identifying sources of potential resistance developing plans to overcome resistance it.
Template: Change Diagnostic and Change Profile Long Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us Creating Accountability Being accountable means delivering on responsibilities and commitments. Being held accountable means that there are real consequences for failure to deliver. Creating accountability requires not only a project work plan with clearly defined accountability and authority, milestones, and indicators of achievement but also a process for monitoring and responding appropriately to results. More, the action plan for managing the change is as real as the action plan for delivering the technical solution that is needed for the change to happen.
Template: Change Diagnostic and Change Profile Long Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us Aligning Systems & Structures Aligning systems and structures means making sure that the organization’s enabling systems, technologies, policies, and practices (including “people” practices such as staffing, development, incentives, rewards and recognition, performance measures, and organisational design) support and reinforce the new behaviors and attitudes that are required to achieve and sustain the change.
Template: Change Diagnostic and Change Profile Long Version 5 = Exceptional: We have this completely taken care of 4 = Good: We are in fine shape; this is not a concern 3 = Fair: We have made progress, but this remains a concern 2 = Problematic: We have not addressed this or have not yet been successful in our efforts 1 = Roadblock: This is a problem; it could derail us Sustaining the Change Making change stick involves applying the lessons we learn throughout the course of the change initiative to deliver quick wins and improve performance over time. It also involves ensuring that this change initiative is integrated with other initiatives in the organisation.
We’re Exceptional: 5 We’re Good: 4 We’re Fair: 3 This is Problematic: 2 Effectiveness This is a Roadblock: 1 Change Profile: How effective are we at making change happen? Template: Change Diagnostic and Change Profile Individual or Team Name Date Creating Accountability Engaging & Mobilizing Stakeholders Creating a Shared Need Defining the Change Developing a Shared Vision Aligning Systems & Structures Sustaining Change Leading the Change Change Levers
Change Profile: Questions for Analysis and Action Planning Template: Change Diagnostic and Change Profile 1. What are our strengths? How do we leverage them? 2. What are our deficiencies? How do we eliminate / overcome them? 3. What consistencies / inconsistencies exist across respondents? Why are the perceptions of our effectiveness different? Do we need to address these inconsistencies? How? 4. What is the single most serious threat to our success of assuring that our solution / results are accepted and implemented? Who needs to address this threat, when, and how?
Template: Changing Via Threat Versus Opportunity • Instructions: • Identify the external and internal factors that are driving the change initiative. • Use questions A – E to begin identifying how to frame the need for this change so that people really hear it. • Use this information both to develop the overall case for change and to stakeholder messaging that is based on their perceptions about relevant threats and/or opportunities. • Which quadrant on the matrix does our organization/unit usually identify as the reason to change?________________________________________________________________________________________________________________ • Which quadrant best describes/fits how our initiative/project is viewed right now?________________________________________________________________________________________________________________ • Which quadrant would be most beneficial to implementing our initiative/project? Why?________________________________________________________________________________________________________________ • Which quadrant represents “best practice” in our organization? In other successful organizations?________________________________________________________________________________________________________________ • Do we need to change the way our initiative/ project is viewed? If so, what actions need to be taken?________________________________________________________________________________________________________________ TimeFrame ShortTerm 1 3 LongTerm 2 4 Threat Opportunity
Template: Data, Demonstration, Demand (3Ds) • Instructions: • Identify sources for data that supports the need for change and the actions required to gather the data. • Identify best practices for leading the change. • Identify specific leader actions and behaviors required and obtain leader commitment and involvement.
