CM change impact and readiness module 5

Question 1

module objectives

Answer 1

understand change impact, risk and continuity model
catargorise the impacts of change
the 7 Ss in McKinsey’s model
Identify the five steps in a stakeholder impact assessment
understand the beckard and harris change formula
explain the change agent network

Question 2

Change impact, risk and continuity model

Answer 2

Identifying and analysing the impact of change is key when it comes to effective change management planning. It is vital to consider the or pollyanna effect (people see something good in everything.
A comprehensive change plan will manage the interplay
-impacts of the planning change
-the risks associated with not gaining the required beenfits from the change
-the business as usual continuity
-those involved in the change, including business maangers and stakeholders, must cooperate

Question 3

Categorising change impacts

Answer 3

Change impact assessments: is the process used for analysing the impacts and implications of a change initiative

Question 4

Change impacts are categorised in 3 ways

Answer 4

1) Intended change: it includes the vision of the new work, the removal of barriers to get there and the distruption to productivity while absorbing the change. What is in and out of scope requires examination
2) Unintended/unplanned outcome: system outages. process workarounds, misdiagnosed behavioural responses. This catagory can have the most lasting effect
3) Change Management Activities: involve SMEs which would have an impact on busienss as usual as well as time spent in the scheduled training or coaching. These activities are tangible and have an instant effect

Question 5

Change initiative key inputs

Answer 5

1. The detailed proposal and plans for the change initiative.
2. The gap analysis (starting point, current state and end state_
3. The stakeholder assessment (assesses what stakeholders are impacted

Question 6

*McKinsey 7S Model

Answer 6

1. Strategy: plan devised to maintain and build competitive advantage of the competition
2. Structure: org structure and reporting lines
3. Systems: daily activities staff engage in to get job done
4. Styles: leadership style
5. Staff: employees and their capabilities
6. Skills: skills and competencies of the employees
7. shared values

Question 7

7S model can be used for the Gap Analysis

Answer 7

looks at current state, future state, change gap, barriers to change and project change activities across each of the 7Ss

Question 8

*Stakeholder impact assessment - 5 steps

Answer 8

1. High level impact assessment (assess each stakeholder groups complexity and gain insight to the level of investment in the change effort
2. Determine specific impact on each stakeholder or group (use McKinsey 7S model as a checklist)
3. Analyse impacts in detail for each business area (determine what must take place for the change to be successful
4. Validate impacts: assess and validate the stakeholder impact assessment with all the groups involved using change documentation, scenario test and pilots, idenftify any unintended consequences
5. Assess the severity of change impacts in terms of complexity, coverage and overall impact for each stakeholder group

Question 9

Change Severity Assessment

Answer 9

influenced by:

1. the environment: culture, external factors, strategy, vision, org heat maps
2. change ability: leadership, structure, frameworks
3. History of change: management of change previously, level of cynicism, level of buy-in
4. individual response: different stage, different reaction

Question 10

Change Severity Assessment - org heat map

Answer 10

team by team view across months with how many projects each team is working on

Question 11

*change readiness: Beckhard and harris

Answer 11

formula can help identify the forces which are acting for and against the change for individuals and therefore show how motivation can be increased

C= (A B D ) >X
C=change
A= level of dissatisfaction with the status quo
B = desirability of change/end state
D= practicality of the change and next steps, minimal risk and disruption
X = perceived cost of the change

Question 12

*Change agent networks

Answer 12

• change agent networks represent their colleagues through much of the change planning
• ensure they are well respected and established or people will not want to trust them
• one dedicated person to assist in the information flow
• a network of people across org to break down silos
• manageable size group to develop and test ideas, approaches and solutions
• a trusted source of infomraiton and feedback mechanism for affected staff
• a group of users with in depth knowledge about the change, who can challenge, constructively criticize and suggest best ways to approach the change for their particular areas
• expert users for new processes or system brought about by the change

Question 13

Use of middle managers

Answer 13

can be used as change agents in some orgs. can play a big part in the change wroking, should be scaled up to match the size scope and speed of the change
-consider impact of everyday work, complexity and training, variety of stakeholders affected, location of stakeholders, past experience with change, time allowed to complete and absorb

Question 14

Tuckmans: 5 stage team development model

Answer 14

Stage 1 forming - dependence on direction, people will have questions and may be unclear about their roles and responsibilities
stage 2 storming - uncertainty period where people try to establish themseves within the team. they challenge assumptions made and voice their opinion
Stage 3 norming - team finds way to work together and are focused on achieving the desired outcomes. sense of purpose and responsibilities are clear
Stage 4 performing - sense of unity and mutual support, there is a desire to further improve and learn
Stage 5 adjourning or mourning - successful change and everyone goes back to bau

Question 15

Glasier & Glasier: 5 stage team development model

Answer 15

Stage 1 forming - dependence on direction, people will have questions and may be unclear about their roles and responsibilities
stage 2 storming - uncertainty period where people try to establish themseves within the team. they challenge assumptions made and voice their opinion
Stage 3 norming - team finds way to work together and are focused on achieving the desired outcomes. sense of purpose and responsibilities are clear
Stage 4 performing - sense of unity and mutual support, there is a desire to further improve and learn
Stage 5 adjourning or mourning - successful change and everyone goes back to bau

Question 16

Developing an effective change team ..5 elements

Answer 16

1. Team mission, planning and goal setting - meetings need to be held to gain clarify and understanding around the reason for the change, vision, anticipated problems, risk and issues
2. Team operating processes: processes to help team work together need to be put in place. eg frequency of meetings
3. Intertea, relations - CM considers inter dependencies within the team and how relationships can be developed. relationships with other teams should be considered
4. Team interpersonal relationships - CM will encourage team members to activity engage with and support eachother. open comms and sharing
5. Team roles: roles need to be clarified regularly to keep people accountable for their tasks especially where inter dependencies exist

Question 17

Change Management Plan

Answer 17

Must have:

• Stakeholders: who, why, when and how they are going to be engaged
• communications: how targeted to different audiences, what channels and when to be used
• Developing skills: how sponsors, the change team and change agents or middle managers will be supported and developed
• building support: what activities are planned to communicate the need for the change and increase buy in
• resistance: what are the expected types and reaons for resistance and how this will be dealt with
• feedback: how can key stakeholders feedback their thoughts and ideas about the change and approach to implementation, and how will this be fed into the change planning
• measurement: how will you know your change interventions are working?

Question 18

The Psychological Contract - CIPD

Answer 18

• perceptions of employees and employer on what their mutual obligations are towards each other
• positive psychological contracts are often rewarded with high levels of employee commitment which translates into positive impact on performance
• threats to the psychological contract can be mitigated by:
  1. communicate openly and honestly about change early
  2. offer plenty of opportunities for employee feedback and involvement
• be realistic about change impact
• involve HR early when redundancies are involved

Question 19

Common causes of resistance x 5

Answer 19

1. Loss of control over territory: let those impacted get involved in planning.
2. excessive uncertainty during the change: create a sense of safety with certainty of process, clear simple steps and timetables
3. change in sprung on people as a surprise: dont plan changes in secret
4. Too many differences at once: minimize the number of unrelated differences, keep things familiar, avoid change for changes sake
5. Loss of face from those associated with the current state: celebrate the elements of the past that are worth honouring

Question 20

Common resistance types x 3

Answer 20

1. Audible unhappiness: lots of one way comms to managers about people being unhappy with the change. can be infectious, deal with it by engaging on a one to one basis. work out if they will benefit from the change, if issues take feedback on board and find solutions
   Disengagement: lack of attendance. take the change to them, arrange one to one meetings
   Sabotage: peoples own agenda, spread rumors. can be hard to identify these people, if caught let them know they ave been identified. give people responsibilities for aspects of the change in order to increase their buy in and accountability

Question 21

kotter & Slashaenger:

Strategy to manage resistance

Answer 21

4 situation factors
-estimate amount and type of resistance
-how powerful the initiator of the change is in relation to the resistors
-who has the data and energy to implement the change
-how great risks are to org performance and survival if unsuccessful
Determine the optimal speed of the change

Question 22

Supporting managers and supervisors

Answer 22

• crucial role in change
• translate policy into action
• they can influence the change
• potential tensions between implemented change, dealing with resistance and maintaining performance

support them by

• communicating with them
• faqs or answer questions
• mentoring

Question 23

Build and sustain momentum

Answer 23

can be built by reg comms, engagement with stakeholders and an active change management network.
Timing: increase frequency of comms as change approaches
Phases approach: pilot
Visibility: long rollouts may go down peoples priority list, keep up comms and good news stories
Task managers: build successful implementation for their areas into their targets, objectives or reporting, remember if it isnt measured it doesn’t get done!