Change Management

Question 1

Types of Change

Answer 1

• Structural (e.g., mergers, restructuring)
• Cost cutting (e.g., downsizing)
• Process (e.g., IT systems, procedures)
• Cultural (e.g., leadership)
• Strategic (e.g., rebranding, innovation)

Question 2

Steps of Change Management

Answer 2

• Create motivation (felt need) for change
• Articulate shared vision desired outcomes
• Identify necessary leadership
• Build momentum by creating short-term wins (disarm cynics and opponents)
• Institutionalize success through formal processes, systems, and structures
• Monitor and adjust strategies as necessary

Question 3

Conditions That Enable Change

Answer 3

• Effective organizational leadership
• High employee/follower motivation
• Collaborative culture
• “Felt need” for change
  - Crisis, competition, etc.

Question 4

Effective Leadership During Change

Answer 4

• Leverage and build credibility
  - Integrity
  - Competence
• Offer an inclusive vision of change outcomes
• Explain character & benefits of change
  - Good comm. and persuasion skills
• Recruit and motivate key stakeholders
• Understand and address key barriers

Question 5

Motivational Foundations for Change

Answer 5

• Encouraging participative work
  - Take advantage of diversity & creativity
  - Improve goal alignment & implementation
• Giving employees a voice
  - Improve perceptions of fairness
• Driving out fear
  - Build trust
  - Share information

Question 6

Communicating Change

Answer 6

• What is the change program (exactly)?
• What will the change program plans do?
• Why is the change taking place?
• What is the scope of the change program?
• What hurdles stand in the way of implementation?
• What are the criteria for success?
• How will people be rewarded for success?

Question 7

Institutionalizing Change:Enabling Structures

Answer 7

• Pilot programs
• Training programs
• Reward systems

Question 8

Institutionalizing Change:Permanent” Structures

Answer 8

• Structures
• Budgets
• Processes
• Culture
• Strategy

Question 9

Effective Implementation Strategies

Answer 9

• Keep it simple
• Include those who are affected
• Structure tasks in achievable chunks
  - Think “small wins”
• Specify roles and responsibilities
• Remain flexible

Question 10

Approaching Transitions Video

Answer 10

-Transition is a process, not an event

Tips for Transitions:

1. No such thing as over communication
2. Ask for help from own manager
3. Remember how people respond to change
4. Be clear on your expectations, use smart goals, graphs, ect.
5. Stop Talking and Listen, offer thought and then pause

Question 11

Transparency Video

Answer 11

• Book
• Definition: Capable of being seen through
• True transparency is rare
• Creating a Culture of Candor:
• Free flow of info. w/in organization and to stakeholders. All participants in organization must be able to speak openly
• It begins with leadership
• Truth to Power, employees don’t speak it b/c they don’t trust those above them and how they will react
• Technology has made transparency inevitable
• Leaders must provide equal access to info., refrain from punishing those who speak the truth, refrain from rewarding ‘yes’ men and women, reward principle contrarians

Question 12

Communicating a Vision for Change Video

Answer 12

• When your trying to communicate some new vision of the future, or some new strategy for getting there, as a part of a major change effort
• Easy to under-communicate a huge amt. and can kill a change effort
• When you get to the phase where you need to make lots of people understand your change, there is a tendency to use a few channels, a few speeches, a few memo’s. Doing these all isn’t enough communication.