My Favorite Change Models: Part 1 – Kurt Lewin’s 3-Step Change Model (Unfreezing the Organization)

This post will describe my personal experiences in using and referencing Kurt Lewin’s 3-Step Model during change engagements. Other models will be discussed in future posts.
 
So Who Is Kurt Lewin Anyway?
Kurt Lewin was a German Jew living in Germany during the rise of the Nazi party. As you might imagine, Jews in Germany belonged to a socially disadvantaged group with no real hope of achieving any type of high-profile position. (As we all know, this only worsened as the Nazi party came to power.) This invisible barrier is probably one of the main reasons why Kurt Lewin focused his studies and research on the resolution of social conflict and the problems of minority or disadvantaged groups. Despite the odds, Kurt Lewin received his doctorate degree at the University of Berlin before moving to America shortly after Hitler came to power. Kurt Lewin is most famous for his work on Field Theory, Group Dynamics, Action Research and the 3-Step Change Model.

The 3-Step Model Explained
To summarize Kurt Lewin’s 3-Step Change Model, the organization is metaphorically transformed into a block of ice that can be unfrozen, changed and re-frozen after the desired change. You can view the video below for a quick summary of his model:

Here are some additional hints for applying the 3-Step Change Model.

Use Metaphors
I usually like to reference Kurt Lewin’s model at the beginning of (and during) a change initiative to help others visualize the change journey. Personally, I find that metaphors, such as the one used in Kurt Lewin’s model, are a really powerful way to explain the change journey to all employees impacted by the upcoming change. Although metaphors can be overly simplistic when compared to the actual change effort, it communicates a vivid imagery that everyone can understand quickly and gets the project moving in the right direction.

Anchor New Behaviors
I’ve found that one element in Kurt Lewin’s model that can be easily overlooked on projects (if you’re not careful) is the anchoring of the new behaviors within the organizational culture. This aspect is addressed in the last phase of Kurt Lewin’s model; the “freeze” or re-freeze phase where the change becomes part of the organization’s DNA. From my experience, gaining acceptance and buy-in for a planned change is better achieved by having your employees feel like they have been part of the change journey and included as part of the change effort early in the project.

Acknowledge The “Felt Need”
Using Kurt Lewin’s terminology, there needs to be a “felt need” for your employees to adopt and maintain new behaviors. Nobody likes to feel like change is being forced onto them – this only encourages employees to regress and hold firmly onto their old habits and behaviors. Identifying and involving all impacted stakeholders early in the project gives employees the time to acknowledge the “felt need”. Early involvement will also give employees the opportunity to express their anxieties and frustrations surrounding the change. In turn, this will enable the project team the time required to deal with reported frustrations prior to the termination of the project. I’ve seen some projects shy away from involving certain stakeholders early in the project in the fear of hearing too much negative feedback. Of course, this must be controlled but negative feedback isn’t all bad – it helps management review the change strategy and approach for possible re-calibration.

Criticism Towards The 3-Step Model
As with any model, Kurt Lewin’s 3-Step Model is not without criticism. I won’t go into the details, but will rather provide you with a link to a great article that evaluates and challenges the criticism towards this model. In summary, the author reports that most of the criticism is unfounded or based on a narrow interpretation of Kurt Lewin’s work. Here is the link to Bernard Burnes’s article: Kurt Lewin and the Planned Approach to Change: A Re-appraisal.

Of course, I always recommend applying more than one model or theory on any change engagement. The reason for this is best described by W. G. Perry Jr. – “To understand what’s going on, you need at least three theories”. I hope this post will help you with your next change initiatives.

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Don’t know how to involve executives into your change plan?

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Leading change in large organizations is hard. Having active and visible participation from competent, high-level executives definitely helps retain (and increase) employee engagement along the change journey. Some change initiatives are blessed with the CEO’s involvement from inception. These are the lucky projects (or unlucky depending on the CEO’s personality).

For the rest of us, especially in IT-related changes, executive leaders sometimes shy away and delegate their duties to more technically inclined individuals that are further down the organizational chart. This is fine and makes a lot of sense. Still, when this happens, I’ve seen plenty of missed opportunities to utilize the influence of executives to maintain and increase employee engagement for these projects. The involvement of an executive-level player can have an exponential ripple effect on employee engagement. And guess what? The less time they have to dedicate to your project, the better! I know this can be counter intuitive. But there is a perfectly good reason for this.

For some of you, this piece of knowledge may throw you back in your first year of college when learning about behavioural psychology. Some of you may remember B. F. Skinner and the term ‘intermittent reinforcement’. Does this ring a ‘pavlov’ bell? Do you even remember what the B. F. in B. F. Skinner stands for? (Answer at the bottom of the post).

Intermittent reinforcement is when rewards (or warnings) are handed out inconsistently and occasionally. It means that you don’t get a reward every time you accomplish a certain task. Rewards are given randomly. This technique encourages the subject to keep moving towards the change goals in the hopes of getting rewarded for their hard work at a random point in the future.

One of the best (and simplest) examples of how intermittent reinforcement works is the slot machine. Slot machines are programmed to pay out random winnings to keep the player’s interest. If the payout was predictable, the gambler would quickly get bored and walk away. What keeps them feeding the machine are the small intermittent payouts and the dream of winning the big jackpot. With intermittent reinforcement, most gamblers will feed the small and medium-sized winnings straight back into the machine and keep playing. The slot machine utilizes intermittent reinforcement rules to motivate people to keep playing.

So how can we integrate intermittent reinforcement in an organizational setting for successful implementation of change?

Step 1 – Identify the senior executives that are directly/ indirectly impacted by the change initiative. Don’t be scared to ‘go big’ on this exercise. Go ahead and brainstorm the names on a piece of paper. Forget about all of your psychological roadblocks that prevents you from working with the right executives. They are just people too.

Step 2 – Prepare your speech/ presentation on the power of intermittent reinforcement and identify activities/ events related to intermittent reinforcements. Here are some examples:

  • High-level executive handing out t-shirts with project logo to congratulate continued focus on the change initiative
  • High-level executive handing out gift cards
  • High-level executive congratulating 1 or 2 employees for exhibiting the right behaviours towards the change
  • Step 3 – Educate the project leaders on the power of intermittent reinforcement and the non-intuitive notion of the ‘less time the better’ mentality. Gain their approval.

    Step 4 – Approach the senior executives who have been pegged for intermittent reinforcement. Educate them on the power of intermittent reinforcement and show them their involvement requirements and related activities. Gain their approval.

    Explain to them how a minimal amount of time will have exponential ripple effect on employee engagement. Also, explain to them the impact of not having their time – a lost opportunity to mainain and increase employee engagement.

    Step 5 – Hit the ground running. Wait for accolades and accept them with humility.

    Step 6 – Adjust as required

    A word on steering/ working committees
    I want to be clear that steering/ working committee meetings are not a good medium to exercise intermittent reinforcement. Although an important part of any project, these types of meetings are too consistent over time. It would be contradictory to apply an inconsistent/ occasional reinforcement technique in a meeting that is consistent over time. The intermittent reinforcement technique can be better utilized by creating original meetings/ events. This will create a unique experience and stand out above the rest of the regular meetings associated with the change initiative.

    In summary
    With the concept of intermittent reinforcement, executives can reward (or warn) employees at different intervals to keep the desired behaviours going. As dictated by the intermittent reinforcement concept, inconsistent and occasional occurrences of these types of meetings will retain (or increase) employee engagement.

    I can’t imagine any executives not wanting to adopt the intermittent reinforcement technique. Do you know of an executive that would want to dedicate more time on a project as oppose to less?

    Answer: B. F. in B. F. Skinner stand for Burrhus Frederic.

    Understanding Personality Types During Times of Change

    Have you ever noticed how some early adopters of change turnout to resist change during the reinforcement and stabilization periods? Similarly, it often seems that some people who initially oppose a change later become its greatest supporters. Understanding personality types during times of change can help explain these behaviours. It will also provide you with the knowledge to make people work with the change, not against it.

    For the sake of this example, I’ll be reducing the plethora of personality types at work into two types placed on a continuum. On one end of the continuum lies the type that jumps at the first opportunity to try something new. On the other end of the continuum lies the person that prefers to stick to a daily routine.

    I just want to mention here that there are many other factors that lead to resistance to change that are not mentioned in this post (such as the age of an employee). This will be discussed in future posts (hopefully).

    There is probably no better example of a person that is of the ‘change’ type than myself. I always prefer project work over routine work. I’m always the person wanting to try new stuff out. And when it comes time to anchor and stabilize the new into a daily routine, I find myself having to focus a little more time than others. From personal experience, it is helpful for me to be surrounded by employees who prefer the more routine-side of the business to keep me from jumping to the next big thing before it is time.

    So who are these ‘routine’ types anyway? I think almost everyone has met or worked with an employee that prefers a daily routine over a change (or you may be one of them). For the sake of anonymity, I will call a previous colleague of mine ‘Dave’. I met Dave on a large ERP-replacement project. Because of Dave’s passion for flawless execution and efficiency with the existing way of doing business, Dave would always be one of the first people to really scrutinize the upcoming changes and assess its validity. He would usually get a head start on examining every little piece of work the change might impact. Dave loves being efficient at what he does – it’s part of his DNA. So to introduce a change that will disrupt his efficiency goes against his work philosophy.

    Here’s the catch though. Once Dave got used to the new application and was able to regain efficiency at his job, Dave could not stop talking positively about the changes and encouraged everyone to jump on the change bandwagon.

    Both personality types, the ‘change’ type and the ‘routine’ type, pose opportunities and challenges during the change cycle. On one hand, the ‘movers and shakers’ can be targeted to help propagate change in an organization in the beginning stages of the project. Similarly, the employees that prefer routine work can be used to help anchor and stabilize the new behaviours once the new processes and measurements are in place. Utilizing the right people (personality types) at the right time helps smooth out the bumps along the change journey.

    In terms of identifying and categorizing these individuals between the ‘change’ type and the ‘routine’ type, this can be done organically. If you have been working for the same company for many years, you will have a good understanding of who fits into these categories. If you are new to an organization, no sweat. As the change initiative gains momentum, the employees involved in the change initiative will start showing their true colors and, at this point, you will have a better sense of which category each person belongs to. Once you have the employees pegged, you will be able to assign leading activities to the right individuals at the right stage of the initiative.

    For example, the ‘change’ types can play a more active role at the beginning of the change initiative. Similarly, the ‘routine’ types can play a more active role closer to the end of the change initiative when the ironed-out processes and expected behaviours need to be locked-down.

    In a sense, people who prefer change and the people who prefer routine are each others ‘yin’ and ‘yang’ during times of transition. They need each other to help make the change successful. Understanding and embracing both types will help reduce or eliminate the challenges along the change journey.

    Culture In The Workplace – How Is It Shaped?

    Have you ever asked yourself how the work culture of an organization is created and shaped? For example, why does one company encourage a “by the book” culture while a competitor in the same industry encourages a culture that thrives on collaboration and creativity?

    This post will describe how work culture is created and developed in an organizational setting.  Once understood, you can better assess the impact your change initiative might have on your organization.

    Work culture is formed by:
    1) the unique business philosophies of the founder(s) of the company,
    2) the unique set of challenges presented along the way, and
    3) the unique set of solutions implemented to overcome these challenges

    You can view the video below for a quick summary of these factors:

    Changing The Work Culture – How Hard Can It Be?
    Edgar Schein is my favorite author on the subject of organizational culture. Schein explains that organizational culture is the most difficult organizational attribute to change – outlasting organizational products, services, founders and leadership and all other physical attributes of the organization.

    Schein describes organizational culture as follows:
    “A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems” (source: Organizational Culture and Leadership).

    In a sense, the work culture dictates how an employee within the company should behave in order to accomplish a goal. Any deviation from the accepted way to accomplish a goal will receive resistance. A frequent outcome for an individual going against the grain will be ostracization from the group – even if they were able to accomplish the set goal.

    A Practical Way To Dissect Organizational Culture
    Edgar Schein explains that organizational culture can be understood at three levels: artifacts, espoused values and tacit assumptions.

    1. Artifacts
    An artifact refers to the visible organizational objects, structures and processes. One source of artifact is the physical layout of the office space in an organization. Employees with a superior status (i.e. executives) are entitled to a private office while the rest of the employees are placed in open cubicles. In this case, organizational authority is made visible through seating privileges.

    2. Espoused Values
    An espoused value can be a past solution that has been transformed into a concrete assumption, such as a consulting firm’s methodology for large-systems implementations. These values are also communicated via the company’s mission statement, philosophies, goals and strategies.

    3. Tacit Assumptions
    Tacit assumptions are cryptic and sometimes contradicting to what is said in public.  They are found at the deepest level of the organization. It is the hardest aspect of the culture to decipher for newcomers and outsiders. For example, a company may tout that they possess a great work/life balance in their organization; however, this may not apply in the face of looming client deadlines.  Many newcomers to an organization learn about these types of tacit assumptions by trial and error, which may lead to certain ‘rookie’ mistakes.

    Understanding the artifacts, espoused values and tacit assumptions of an organization will enable you to better gauge the organizational impact for planned change. A change initiative impacting the tacit assumptions of an organization will be much more difficult to implement than a change that only affects organizational artifacts.  But then again, you may not realize that a change impacts tacit assumptions until you start the change process. Tread carefully.

    How Is This Useful?
    So far, I’ve simply explained the elements that shape organizational culture. I haven’t proposed or recommended any strategies for changing an existing culture for a specific purpose.  (This will be addressed in a separate post.)

    In this post, I wanted only to make evident the power that the founding leaders have in shaping organizational culture during the initial expansion of the organization. As the organization grows, the work culture is further developed by all those involved with addressing organizational challenges that present themselves along the way.  As discussed, the solutions to these challenges (i.e. specific methodology, appropriate behavior, a chosen group or person to address the problem) transform into concrete assumptions with regard to how things get done within an organization.

    Gaining a deep understanding of a company’s history and the challenges it has overcome will give you a better sense of why the current leaders, managers and employees behave the way they do on a day-to-day basis. Equipped with this knowledge, you can look at your change initiative through a “work culture” lens and thereby assess the impact the change will have on the way things get done in your organization.  This will undoubtedly up the complexity of your project, but it will provide you with invaluable insight.  This is where it gets interesting.

    Identify your impacted stakeholders early… and refine throughout the change journey

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    This is the fourth post in my series/ journey to build a software application to serve organizations, groups and individuals on large change initiativess. You can read my first 3 posts here:
    1. Intro to ChangeMachineTM
    2. Digitizing the change management workflow
    3. Are your change objectives S.M.A.R.T.?

    This post focuses on identifying impacted stakeholders early and refining your analysis along the change journey.

    Don’t you hate it when you are scrambling at the last minute to get “forgotten” stakeholders to adopt your new solution? Educating these forgotten stakeholders on decisions that have been made without them can be tedious at best and unsuccessful at worst. Identifying all impacted stakeholders early, however, is not as easy as it seems. As the solution pervades an organization, new stakeholders will emerge and need to be incorporated into the change plan. This is why stakeholder analysis should be done at the beginning of a project and continuously reviewed to incorporate these new or forgotten stakeholders. Think of stakeholder analysis as an ongoing and evolving process that begins early in the initiative and is further refined as momentum and early project milestones are achieved. This train of thought will preserve your sanity.

    At the beginning of an initiative, I make an early attempt to identify employees that are impacted by an upcoming change. I do this by recreating the organizational chart on an 11×17 sheet of paper and highlighting all impacted departments right down to the individuals. I also attach a few comments to each of the impacted groups, describing and summarizing the intensity of the change per group. Dissecting each of the stakeholder groups can be done by working through the following elements:
    1) How will the change impact each of the specific stakeholder groups?
    2) How will the stakeholders benefit from the change?
    3) What are the required contributions to reach the target benefits?
    4) What are the KPIs/ measurements that are relevant for each of the stakeholder groups?
    **Continue performing this exercise as new stakeholders are uncovered.

    Equipped with this data, you have enough information to begin moving each of the stakeholder groups through general change management milestones:
    Milestone 1: stakeholders are aware of the upcoming change
    Milestone 2: stakeholders understand what is changing and how they are going to change
    Milestone 3: stakeholders have acquired new capabilities to work with new solution
    Milestone 4: new behaviors are stabilized (no regression)

    I’ve been able to digitize the stakeholder analysis process in my ChangeMachineTM application. This helps me hit the ground running when conducting an impacted-stakeholder-analysis exercise. Check out my video below for a quick tutorial:

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    Additional posts/videos of the ChangeMachineTM
    1. Intro to ChangeMachineTM
    2. Digitizing the change management workflow
    3. Are your change objectives S.M.A.R.T.?
    4. Identify your impacted stakeholders early…

    Click here to have new articles sent straight to your inbox.

    Are your change objectives S.M.A.R.T.?

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    Has your change initiative lost steam? Do you find that you’re constantly spinning your wheels or going around in circles? Many factors contribute to these frustrations. One of these factors could be the quality of your change objectives that were developed (or should have been developed) at the beginning of your initiative.

    I like to develop change objectives using the S.M.A.R.T. acronym; specific, measurable, achievable, relevant and time-related. (You can scour the internet to find out more about this simple and efficient acronym). Here is an example of a S.M.A.R.T. objective:

    Sell 1000 units of product A by December 31, 2014

  • Setting up S.M.A.R.T. objectives will help get everyone on the same page.
  • S.M.A.R.T. objectives will provide enough detail to make the project team and change leaders contemplate the types of resources, activities and requirements needed to meet these objectives. It’s a segway to identifying the impacted stakeholders and seeing who needs to participate in the initiative to completion.
  • S.M.A.R.T. objectives, with the time-related aspect included, will add enough pressure to get people thinking about the critical path and highlight elements that may be in jeopardy due to perceived contraints. These constraints can then be worked-out or brought up the chain of command for resolution.
  • I’ve seen, and still continue to see, many change initiatives move forward with the absence of clear change objectives. This leaves the initiative exposed to misinterpretations, misalignment and confusion. The absence of clear change objectives make it harder to gauge and monitor the progress of your change initiative.

    I think that many people steer away from documenting objectives using the S.M.A.R.T. acronym for the fear of failing to meet the expectations they were meant to achieve, such as missing the time-related component of a S.M.A.R.T. objective. Some companies view missed deadlines as grounds for dismissal – if this is the case, it may make sense to exclude the time-related component. All I am saying is that the clearer you can be in communicating what the initiative sets out to do, the better off you will be.

    Check out my video to see how I’ve incorporated S.M.A.R.T. objectives into my ChangeMachine application:

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    This was the third post in my series/ journey to build a software application to serve organizations, groups and individuals on large change initiativess. Below are the other posts/videos related to the ChangeMachineTM
    1. Intro to ChangeMachineTM
    2. Digitizing the change management workflow
    3. Are your change objectives S.M.A.R.T.?
    4. Identify your impacted stakeholders early…

    Click here to have new articles sent straight to your inbox.

    SherpaTO – an interactive change management expert system (coach) in the cloud

    SherpaTO

    I had the opportunity to get a tour of the SherpaTO application offered by Brio Change. SherpaTO is an application that coaches managers and team members through their change initiatives. This application was built in collaboration with HEC Montréal, an internationally recognized business school.

    So what is SherpaTO exactly?
    SherpaTO, as described by Brio Change, is “the first virtual coach for your organizational transformations”. It’s an interactive tool that is accessible 24/7 in the cloud. Based on the context and traction of your project/ initiative, SherpaTO will provide you with recommendations for next steps. The automated recommendations can be selected and added to a custom (and personalized) action item report for ease-of-use.
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    At a high level, the tool presents a 5-step approach to managing change called C.A.P.T.E. To date, SherpaTO encompasses 14 tools, 3 action plans, 5 progress indicators, 1 executive dashboard and 1 post-mortem. Did I mention that there is no need to involve your internal IT department because the application is in the cloud? (I can hear people flocking to this application already).

    What value will SherpaTO bring to your organization, you ask?
    Here is a short list of how SherpaTO may bring value to your organization during times of change:

    1) An expert system that can be utilized by novices or experts (It doesn’t discriminate)
    SherpaTO lessens the blow of having more novices than experts on your change management team by providing real-time feedback and recommendations for the next steps of your project. SherpaTO provides real-time recommendations based on the context and momentum of your change initiative (over 300 tried and true recommendations in their databank).

    SherpaTO is one of those rare applications that actually helps managers and employees improve their skills on the job. This reduces (and possibly eliminates) the high cost associated with skilled resources and consultants in change management.

    2) 24/7 accessibility to change management expertise
    SherpaTO is a browser-based application/ service that is accessible from the internet 24/7. You can access and work on the change initiative anytime and anyplace. It’s ready when you are.

    3) Standardized practice of change management for greater simplicity and clarity
    SherpaTO helps to standardize the entire change management process by providing a common language, a common approach and a set of common tools/ deliverables to propagate change in a familiar way for all of your change initiatives. The greater the number of projects utilizing this software, the greater the number of synergies that will be generated as a result. SherpaTO reduces the plethora of excel spreadsheets used to manage change in your organization.

    4) One-click for an executive overview of your change initiatives
    Selected executives will be able to get an overview of project statuses with the click of a button.

    Conclusion
    SherpaTO has been able to do what I think many companies will be attempting in the near future – creating an application that can really coach individuals to be better at their jobs. I tip my hat to Brio Change and their partners for leading the pack in creating the first generation of artificial intelligence tools in the change management space. Can’t wait to see what’s next.

    If you’d like to know more, please navigate to their website: Brio Change

    A Practical Guide to Creating a Change Management Plan (Part 6 – Building the Transition Strategy)

    A typical change management strategy consists of 5 tracks: (1) Engagement, (2) Communication, (3) Training, (4) Coaching and (5) Transition Management (including resistance management). This post focuses on the fifth and last track: Transition Management.

     

     

    This is the sixth post in my series about managing change in large organizations. You can read my first 5 posts here:
    1. A Practical Guide to Creating a Change Management Plan
    2. Part 2 – Building the Engagement Strategy
    3. Part 3 – Building the Communication Strategy
    4. Part 4 – Building the Training Strategy
    5. Part 5 – Building the Coaching Strategy

    Pre-requisites to transition management
    There are a few key activities I perform prior to diving into the transition management strategy. One of these activities is performing a preliminary target audience analysis to identify the individuals that will be transitioning from old ways to new ways. I also conduct a preliminary impact assessment to gauge the level of change that will be experienced for each group and individual within each group (This is discussed in this post – A Practical Guide to Creating a Change Management Plan.) My transition management strategy is also reinforced by the training and coaching strategies. These are needed to coach managers that will be leading their employees through a transition phase.

    William Bridges – a transition management guru who deserves to be mentioned
    I must admit, I have a bias towards William Bridges’ model for transition management. It’s a straightforward model that depicts individuals moving between three phases of transition; letting go, the neutral zone and the new beginning. In his model, he makes a subtle, yet important difference between change and transition. In his view, change is described as having predictable hard dates, such as the go live date to a new technology or the start date of a new CEO. Transition, on the other hand, is the more psychological part of change that happens within each of us. It’s when we begin to internalize the changes happening around us. A transition cannot be assigned a hard date, cannot be fully predicted and is more time consuming than the actual implementation.

    The model also provides a checklist to guide employees through these 3 phases: checklist. You can navigate to my previous post for more information: My Favorite Change Models: Part 3 – William Bridges’s Managing Transitions.

    Because a transition from old to new ways can be perceived differently by each employee, I always incorporate an “individualistic” feel during change initiatives. In other words, I place myself in other people’s shoes to experience the change. I know this is a tedious exercise, but who said managing change was easy? Here is a good video on this topic: Overcoming Resistance to Change – Isn’t It Obvious?

    My strategy for managing transitions
    In addition to using William Bridges’ model for transition management. I apply the following strategic approaches where applicable.

    A) Identify and engage ‘unofficial leaders’ early for bottom-up engagement and propagation of the change
    I call those employees that do not have a high-ranking title but carry tremendous influence to other employees within the company ‘unofficial leaders’. These are the employees that have the ability to act as a communication hub between people and groups of people and have the predisposition of voicing their opinions freely to others. Getting these unofficial leaders on your side will help promote the change from the ground-up. When selecting the first wave of employees to move through a transition period, I make an effort to include these unofficial leaders early in the change process so that the communication of the change is propagated favourably throughout the organization. In addition to executive leaders, the unofficial leaders can be one of your greatest advocates for change.

    B) Create Transition Monitoring Teams
    Another tactic that I like to apply in large change initiatives is forming Transition Monitoring Teams (TMTs). TMTs are small groups of employees (7 to 12 employees) created for the purpose of providing real-time feedback on the change initiative. TMTs are a good way for the project team to hear back from employees that are not part of the project regarding the perception of the change initiative in real-time fashion.

    A word of caution when creating TMTs: make it clear from the beginning that TMT members do not hold any decision power on the change initiative. Their purpose is to report on the feelings and perceptions of the change project. With frequent feedback from the TMTs, the project team can re-calibrate the change plan as necessary. Create as many TMTs as you see fit for your change initiative. This will show the employees that the organization is listening.

    C) Make a list of people that will be going through a transition.
    Once I start getting a good grip on the type of employees being impacted by change, I like to create a list of people with the following five sequential factors as columns to capture the progress towards change. I find that moving employees through the following factors gives me more favourable odds at implementing change:
    1 – Aware of change?
    2 – Ready and willing to change?
    3 – Understands how to change?
    4 – Demonstrates ability to change?
    5 – Sustains the change?
    Here is a link to my template

    With this template, I am able to take a snapshot of the organization at any point in time during the change/ transition effort. This data will let me know if the organization is adopting the changes in a timely manner or if some re-calibration is required to get targeted employees back on track. For example, if a specific group was slated to demonstrate new abilities by a certain date and failed, the training components in the plan may need to be re-visited to get people back on track with the planned timeline.

    D) A few words on building a strategy for resistance management
    Resistance to change is normal. It’s the prolonged resistance to change that becomes a problem. From my experience, there is no secret sauce to managing resistance.

    Resistance to change will likely be present in most change initiatives. I do my best to work with the organization to iron out the pockets of resistance that appear along the journey. With many conversations and interviews, I try to predict the pockets of resistance early in the project and identify the possible tactics to mitigate resistance. In the end, I believe that the best remedy for resistance to change is sitting down with the resistors and having an honest conversation.

    Similar to section C, I run through a list of 5 sequential questions that may unravel an individual’s need to resist change. Here are the five questions:

    1- If resistant (or underperforming), is it because they don’t understand why the organization is changing?
    If so, the “why” and purpose of the change initiative needs to be revisited.

    2 – If resistant (or underperforming), is it because they are not ready and willing to change?
    If so, their immediate supervisor needs to convince them otherwise. Unless the user has a valid point and the proposed change needs to be revisited. Either option is good.

    3 – If resistant (or underperforming), is it because they don’t know how the change will work?
    If so, their immediate supervisor needs to revisit how the change will be implemented.

    4 – If resistant (or underperforming), is it because they haven’t had enough hands-on training and need to be trained or guided a little more?
    If so, a little more hands-on training needs to be provided to the user

    5 – If resistant (or underperforming), is it because it is too easy to regress back to old habits?
    If so, find ways to reinforce the change. The options are endless here:
    – Reinforce by surrounding the individual with people who are already using the new process/ systems.
    – Retire old systems.
    – Remove access privileges to old systems. Etc…
    * Perform action-research: plan, action, analyze result of action (and repeat)

    This tool can be given to managers and team leads for capturing and mitigating resistance to change.

    This was the last post on strategy. My next articles will focus on the planning and execution phases. See you next time.

    Posts related to this series – Change Strategy:
    1. A Practical Guide to Creating a Change Management Plan
    2. Part 2 – Building the Engagement Strategy
    3. Part 3 – Building the Communication Strategy
    4. Part 4 – Building the Training Strategy
    5. Part 5 – Building the Coaching Strategy
    6. Part 6 – Building the Transition Strategy

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    A Practical Guide to Creating a Change Management Plan (Part 5 – Building the Coaching Strategy)

    It is much easier to implement change within an organization when the change is led by internal resources (check out my previous post: Building the Engagement Strategy). The coaching stream is incorporated into my change plan when internal leaders have not yet acquired the skills, knowledge and capabilities to effectively lead their employees through change.

     

    What is Coaching?
    Coaching is a teaching process by which a coachee is getting support from a coach while learning to achieve new capabilities. I personally believe that the single most important element as a coach, whether it be in sports or in business, is caring. If you genuinely care about the person you are coaching, you will be able to unlock their full potential.

    How is coaching different from training?
    It is very easy to confuse coaching and training. Training has more to do with teaching people new concepts and hands-on skills. Coaching, on the other hand, has more to do with utilizing their new-found knowledge (and existing expertise) to awaken their full potential. I typically provide training opportunities on change management prior to coaching individuals through leading a change effort.

    A disclaimer – coaching is a two-way relationship
    There is a certain level of chemistry that is needed for a coaching relationship to take place. Without positive vibes felt by both parties, the coaching relationship will not happen. This is ok. You can’t expect to have a perfect balance of coaching relationships on every change effort. Just be thankful that those that do connect well will make the change initiative a little easier. As for the other leaders that aren’t so lucky, a different set of tactics will need to be adopted to move the change in the right direction.

    So what’s my coaching strategy?
    I usually follow an informal approach to coaching leaders and managers through a change initiative. Coaching is one of the five streams I utilize to move a change initiative forward. It’s not my full time job (Not yet anyway). Full time business coaches follow a more formal approach which incorporates such things as a written agreement between the coach and the coachee. The written agreement, or contract, captures the objectives and goals of the relationship, the preferred interaction/ communication between the two parties, the duration of meetings, the coaching program, metrics to measure improvements, confidentiality, legal agreements, etc…

    My coaching strategy is simple. Once I’ve taken a stab at identifying all impacted stakeholders in the company (as explained in one of my previous posts – A Practical Guide to Creating a Change Management Plan), I identify all of the leaders, managers and team leaders that are in a position to lead the change. Once I’ve pinpointed these individuals, I look at ways to start a dialogue with them to understand their level of understanding and experience in managing change. With this information, I’m equipped to produce a personal coaching strategy that is catered to each of the targeted change leaders needs. For example, one individual may prefer to discuss their performance at the end of the meeting when everyone has left the room. Another individual might prefer a weekly call to review their activities and questions that have been collected in a note book. Different strokes for different folks.

    In Summary
    Here is my informal coaching strategy in step-by-step format:
    1) Identify the change leaders – (often based on stakeholder impact assessment)
    2) Keep an open dialogue with the leaders impacted by the change
    3) Evaluate (informally) the management competencies of the change leaders
    4) Identify tactics and approach to increase change management capabilities for each of the targeted change leaders
    5) Create an environment that invites a coaching platform. Formulate supporting mechanism for coaching opportunities
    6) Identify the activities and metrics to measure change management coaching success

    Hope this helps in formulating your next coaching strategy. Another post will describe the coaching plan often generated by this strategy. Stay tuned for my next post on building a transition management strategy.

    Posts related to this series – Change Strategy:
    1. A Practical Guide to Creating a Change Management Plan
    2. Part 2 – Building the Engagement Strategy
    3. Part 3 – Building the Communication Strategy
    4. Part 4 – Building the Training Strategy
    5. Part 5 – Building the Coaching Strategy
    6. Part 6 – Building the Transition Strategy

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    A Practical Guide to Creating a Change Management Plan (Part 4 – Building the Training Strategy)

    This is the fourth post in my series about managing change in large organizations. You can read my first 3 posts here:
    1. A Practical Guide to Creating a Change Management Plan
    2. Part 2 – Building the Engagement Strategy
    3. Part 3 – Building the Communication Strategy

    As mentioned in my previous posts, a typical change management strategy consists of 5 tracks: (1) Engagement, (2) Communication, (3) Training, (4) Coaching and (5) Transition Management (including resistance management). This post focuses on the third track: Training.

    You may find it useful to read my initial post in this series – A Practical Guide to Creating a Change Management Plan. This is where I explain the importance of understanding the characteristics and reasons for the change prior to developing other strategy areas such as training. From my point of view, the tasks that are captured in my initial post are the pre-requisites to developing the training strategy.

    Below are the steps I follow to formulate a training strategy:

    Step 1. Identify the solution characteristics that can be addressed by training
    Obviously, not all of the solution characteristics will be addressed by training. For instance, many change initiatives these days have their challenges/ opportunities addressed by the technology itself, such as automating certain components of a manual process. Of course, not all problems can be alleviated strictly by the implementation of new technology. I find that in most cases, technology upgrades introduce more change to the workforce than initially expected.

    Identifying the solution characteristics that can be addressed by training can be as simple as using a 2-column table. The first column identifies the solution requirements that will be covered by training. The second column captures the solution requirements that will be addressed by other areas such as transition management.

    Solution Characteristics Addressed by Training
    In-Scope Out-of-Scope
    Train users to create manual invoices in new application Train management to create their own custom reports (this will be covered in a future project release)
    Train 1st level support group to triage customer calls to appropriate department

     
    For me, transition management has to do with the journey the organization takes in adopting a new solution. Training, on the other hand, looks after the hands-on abilities required to support the new solution, such as learning a new system.

    Step 2. Identify new or existing tasks that will be modified to support the solution
    This step identifies new tasks (or existing tasks that need to be modified) to support the proposed change. This exercise not only looks at the set of tasks that is performed with the current solution but also the new sets of tasks that will need to be implemented for the new solution to succeed.

    For this exercise, I like to conduct several interviews with the impacted audiences. I like to work with impacted stakeholders to understand the changes they are about to receive. For example, the task of capturing client information and the number of products purchased by a client may need to be altered to meet the goal of improving customer service. Such tasks need to be identified in order to train the impacted employees for success.

    Please note that this is not a one-time activity as new stakeholders and new tasks/ processes will be uncovered as we work through the solution with the organization.

    Step 3. Assign the identified tasks to organizational roles
    At this point, the set of tasks that are included in the training sessions can be grouped or linked to roles within the organization. It is here that existing roles will be modified (or new roles created) to support the new solution.

    Step 4. Map the employees to the impacted organizational roles
    Once the roles have been identified, organizational employees can be identified and linked to the roles. This creates the initial training roster list for the upcoming training sessions.

    Step 5. Anticipate challenges and opportunities for training
    During this step, I take the time to anticipate some of the challenges and opportunities for training. For example, I look at the availability of training equipment within the company. Do they have dedicated training rooms or will I be required to book meeting rooms for training purposes? Will projectors be available for these training sessions?

    Although not recommended, there may also be the added challenge of training organizational employees during the summer months. There may be a need to work around employee vacation schedules. Because training is most effective close the Go Live date of a proposed changed, it is a good idea to forecast the number of employees and groups of employees that need to attend training prior to Go Live. Training employees too early or too late may impact the success rate of the change initiative. Preferably, I attempt to train organizational employees as close to the Go Live date as possible.

    Step 6. Identify the approach to measure the effectiveness of training
    Although often overlooked, this is an important step. I work with the organization to identify the measurements to evaluate the effectiveness training. I usually start off with a straw man document and modify it to cater to the organization’s evaluation preference. You can have a look at my straw man document here.

    I won’t get into this in detail, but I like referencing Kirkpatrick’s four levels of training evaluation (reaction, learning, behaviour and results) to measure the effectiveness of my training package. I’ve always believed that measuring performance increases the potential of desired outcomes.

    So there is my training strategy in a nutshell. The training design, deliverables and logistics can be created with the training strategy in mind. A future post will discuss these areas in detail.

    Posts related to this series – Change Strategy:
    1. A Practical Guide to Creating a Change Management Plan
    2. Part 2 – Building the Engagement Strategy
    3. Part 3 – Building the Communication Strategy
    4. Part 4 – Building the Training Strategy
    5. Part 5 – Building the Coaching Strategy
    6. Part 6 – Building the Transition Strategy

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    Image: FreeDigitalPhotos.net