如何改变商业管理模式英文版

CHANGEMANAGEMENTMODULE1SETTINGTHECONTEXTModule1

Part1TheChange/LearningProcessHowdoeslearning/changebegin?Disconfirmation–informationthatthingsarenotworking,expectationsarenotbeingmetcreates…Survivalanxietyorguilt.Thefear,shameorguiltassociatedwithnotlearningsomethingnew.Buttheprospectoflearningsomethingnewcreates…Learninganxiety.Thefeelingsassociatedwithaninabilityorunwillingnesstolearnsomethingnewbecause(1)itrequiresunlearningandtemporaryincompetence,(2)lossofpowerorstatus,(3)lossofgroupmembership,(4)lossofidentity.Henceresistancetochange.BasicpropositionaboutlearningSurvivalanxietymustbe>learninganxiety.Learningmethod1:Escalatesurvivalanxietyuntilitisgreaterthanlearninganxiety.Learningmethod2:Reducelearninganxietyuntilitislessthansurvivalanxiety–create“psychologicalsafety”.

Howtoreducelearninganxietyandcreate“psychologicalsafety”

Involvethe“changetargets”inallthestepsofthelearningprocess.Provideavisionofapath.Provideasafeenvironmentforlearning(practicefield).Providethetimeandresourcesnecessaryforlearning.Providefirststepsandadirection.Workingroups.Providecoachingandhelp.Rewardsmallstepsintherightdirection.Workinasupportiveclimate(normsthatsupporterrorembracing).CHANGEMANAGEMENTINTERVENTIONSAIMTOCREATEPSYCHOLOGICALSAFETYWhatisChangeManagement?GainingamutualunderstandingofwhatwethinkChangeManagementis…DiscussionofthekeyconceptsConscious/unconsciousPrimary/secondaryprocessStrategicImprovisationDialogueModule1

Part2TheChangeConsultantWhatisachangeconsultant?Whatcharacteristicsunderpintherolethatwehavetoperform?Whatfunctiondoweperforminorganisations?Whatisourstrategicrelevanceinorganisations?Thedifferenthelpingroles:TheExpert(InformationPower)TheDoctor(DiagnosticPower)TheProcessConsultant(ProcessPower)ThestrategicgoalsofprocessconsultationProvidehelpi.e.createasituationwheretheclientwillgethelp.Createasituationinwhichinformationwillsurfacethatwillpermitbothconsultantandclienttounderstandbetterwhatmaybegoingon––““diagnosticintervention.””Createasituationinwhichtheclientwillatalltimesfeelownershipoftheproblem.Clientandconsultantbecomeaninterventionteam.TenPrinciplesofProcessConsultationAlwaystrytobehelpful.ObviouslyifIhavenointentionofbeinghelpfulandworkingatit,itisunlikelytoleadtoahelpingrelationship.Ingeneral,Ihavefoundinallhumanrelationshipsthattheintentiontobehelpfulisthebestguaranteeofarelationshipthatisrewardingandleadstomutuallearning.TenPrinciplesofProcessConsultation2.Alwaysstayintouchwiththecurrentreality.IcannotbehelpfulifIcannotdecipherwhatisgoingoninme,thesituationandintheclient.TenPrinciplesofProcessConsultation3.AccessyourignoranceTheonlywayIcandiscovermyowninnerrealityistolearntodistinguishwhatIknow,fromwhatIassumeIknow,fromwhatItrulydonotknow.ItisgenerallymosthelpfultoworkonthoseareaswhereItrulydonotknow.Accessingisthekey,andImustmakeanefforttolocatewithinmyselfwhatIreallydonotknowbyscanningmyowninnerdatabaseandgainingaccesstoemptycompartments.IfItrulydonotknowtheanswer,IammorelikelytosoundcongruentandsincerewhenItalkaboutit.TenPrinciplesofProcessConsultation4.Everythingyoudoisanintervention.Justaseveryinterventionrevealsdiagnosticinformation,sodoeseveryinteractionhaveconsequencesforboththeclientandforme.IthereforehavetoowneverythingIdoandassesstheconsequencestobesurethattheyfitmygoalsofcreatingahelpingrelationship.TenPrinciplesofProcessConsultation5.Theclientownstheproblemandthesolution.Myjobistocreatearelationshipinwhichtheclientcangethelp.Itisnotmyjobtotaketheclient’’sproblemsontomyownshoulders,norisitmyjobtoofferadviceandsolutionsinasituationthatIdonotliveinmyself.TenPrinciplesofProcessConsultation6.Gowiththeflow.InasmuchasIdonotknowtheclient’sreality,Imustrespectasmuchaspossiblethenaturalflowinthatrealityandnotimposemysenseofflowonanunknownsituation.Oncetherelationshipreachesacertainleveloftrust,andoncetheclientandhelperhaveasharedsetofinsightsintowhatisgoingon,flowbecomesitselfasharedprocess.TenPrinciplesofProcessConsultation7.Timingiscrucial.OverandoverIhavelearnedthattheintroductionofmyperspective,theaskingofaclarifyingquestion,thesuggestionofalternatives,orwhateverelseIwanttointroducefrommyownpointofviewhastobetimedtothosemomentswhentheclient’’sattentionisavailable.Thesameremarkutteredattwodifferenttimescanhavecompletelydifferentresults.TenPrinciplesofProcessConsultation8.Beconstructivelyopportunisticwithconfrontiveinterventions.Whentheclientsignalsamomentofopenness,amomentwhenhisorherattentiontoanewinputappearstobeavailable,IfindIseizethosemomentsandtrytomakethemostofthem.Thosemomentsoccurwhentheclienthasrevealedsomedatasignifyingreadinesstopayattentiontoanewpointofview.TenPrinciplesofProcessConsultation9.Everythingisasourceofdata;errorsareinevitable–learnfromthem.NomatterhowwellIobservetheaboveprinciples,Iwillsayanddothingsthatproduceunexpectedandundesirablereactionsintheclient.Imustlearnfromthemandatallcostsavoiddefensiveness,shameorguilt.Icanneverknowenoughoftheclient’srealitytoavoiderrors,buteacherrorproducesreactionsfromwhichIcanlearnagreatdealaboutmyownandtheclient’sreality.TenPrinciplesofProcessConsultation10.Whenindoubt,sharetheproblem.InevitablytherewillbetimesintherelationshipwhenIrunoutofsteam,don’tknowwhattodonext,feelfrustrated,andinotherwaysgetparalyzed.Insituationslikethis,IfindthatthemosthelpfulthingIcandoistosharemy“problem”withtheclient.WhyshouldIassumethatIalwaysknowwhattodonext?Inasmuchasitistheclient’sproblemandrealitywearedealingwith,itisentirelyappropriateformetoinvolvetheclientinmyowneffortstobehelpful.Module1

Part3TheFacilitatorTheFacilitatorFunctionsPreparingDeterminingthegroup’sfocusFosteringtrustAssessinggroupprocess&providingfeedbackKeepingcommunicationchannelsopen&exposingtensionManagingconflictConcludingTheMetaskillsoftheFacilitatorCompassionMindfulnessNeutrality/FollowingtheProcessDetachment/DualAwarenessPlayfulnessBeginnersMind/HumilityPatienceFacilitationtechniquesUsingtheflipcharteffectivelySortingthefieldNoticingsilentparticipantsClimatereportCheckinginReflectivelisteningModule1

Part4TheSolutionFinderProblemSolving-EdwarddeBono’sSixThinkingHatsWhiteHatFacts,InformationDataRedHatFeelings,HunchesIntuitionBlackHatCautions,ProblemsDifficultiesYellowHatBenefits,ValuesPositivesGreenHatIdeas,AlternativesPossibilitiesBlueHatProcessControlThinkingaboutThinkingProblemSolving-LevelsofThinking7CreativeWisdom6Joy/Passion5Perspective4OKwithnegativestress3Negativity/Unhappiness2Paralyses1TormentedThinkerExtremelynegative,Verycritical,Disbelief,Anxious,Neurotic,Lifeisunbearable,Aggressive,Withdrawn,Nowayout,WarpedideaofrealityLethargic,Minddoesnotgetbodygoing,Dothingsslowly,Can’tcopewithsituation/life,Leavesthingstootherpeople,Putslifeonhold,Lazy,Procrastinates,MovesintotormentedstateUnhappy,Habitforming,Findsfault,Critical,Negativeconversation,Complaining,Revueminorperspective,Notactionorientated,Problemcentered,Lackstrying,Doesnotsmile,StereotypesStandback,Contemplates,SeesbiggerpictureEnjoyslife,Enjoysenvironment,Enjoyspeopleinteraction,Seeksenjoyment,AvoidspassionkillersKnowledge,Experience,Know-how,UltimatePerspective,Open-minded,Awakensjoyinothers,UnderstandlevelsofthinkingRationalises,Blamesothers,situation,Happenstoallofus,Weallgooftherailsattimes,WeareallalikeTheconceptofMentalModels“Mentalmodelsaredeeplyheldinternalimagesofhowtheworldworks,imagesthatlimitustofamiliarwaysofthinkingandacting.Veryoftenwearenotawareofourmentalmodelsortheeffectstheyhaveonourbehaviour.”(PeterSenge)TheconceptofSystemsThinkingSystemsthinkingisadisciplineforseeingproblemsholisticallyandforunderstandinghowsystemscreatepattersandeventsweseearoundus.TheAdvocacy/InquiryMatrixAdvocacyInquiryLowHighHighExplainingImposingMutualLearningOverEngagingObservingWithdrawingInterviewingInterrogatingTypesofActive/InquiryQuestionsPureExploratoryInquiryPromptthestoryandlistencarefullyandneutrally.UsesilenceandencouragingbodylanguageTellmewhatisgoingon.Whatishappening?Describethesituation.Tellmemore.Goon.Canyougivemesomeexamplesofthat?Canyougivemesomeofthedetailsofwhatwenton?Whendidthislasthappen?TypesofActive/InquiryQuestionsExploratoryDiagnosticInquiryStarttoidentifytheissuesi.e.diagnosing.Exploringemotionalresponses:•Howdidyoufeelaboutthat?•Whatwasyourreaction?•Howdidothersfeelandreact?Exploringreasonsforactionsandevents:•Whydoyouthinkyoudidthat?•Whydoyouthinkthathappened?•Whydoyouthinktheotherpersondidthat?Exploringactions,past,presentandfuture:•Whatdidyou(others)doaboutthat?•Whatareyougoingtodo?TypesofActive/InquiryQuestionsConfrontiveInquiryShareownideasand““force”theclienttothinkaboutthesituationfromanewperspective.Didyouconfronthim/heraboutthat?Couldyouhavedonethefollowing…?Haveyouthoughtaboutdoing……?Diditoccurtoyouthathe/shedidthatbecausetheywereanxious?Haveyouconsideredtheseotheroptions?Haveyouconsideredthepossibilitythatyouoverreacted?Didthatnotmakeyoufeelangry/anxious/elatedetc?Module1Part5OrganisationalandBusinessContextofChangeDecipheringtheorganisationalandbusinesscontextsofchangeWorld-widedemographicsWorkforcedemographicsTechnologicaladvancesSocialtrendsChangesinownershipNaturalshocksPoliticalramificationsCompetitionInternalchangesDiscussionregardingorganisationalandbusinesscontextsofchangeWhathavebeensomemajorchangeinitiativesthatyouhaveseenimplementedinorganisations?Howsuccessfulwouldyougaugethemtohavebeen?Haveyoueverbeenachangeconsultant/onanorganisationalchangeteam?Whatwerethechangesyouwereimplementingandhowsuccessfulwereyou?MODULE2GENERICCHANGETOOLS&TACTICSModule2Part1ChangeManagementMethodologyChangeManagementMethodologyModelRESULTSImprovedStateTransitionStateCurrentStateLeadingChangeChangingSystemsandStructuresCreatingaSharedNeedMobilisingCommitmentMakingChangeLastMonitoringProgressShapingaVisionModule2Part2GenericChangeTools&TacticsChangeManagementMethodologyModelRESULTSImprovedStateTransitionStateCurrentStateLeadingChangeChangingSystemsandStructuresCreatingaSharedNeedMobilisingCommitmentMakingChangeLastMonitoringProgressShapingaVisionLeadingChangeWhybother?StrongcommittedleadershipiscriticaltoacceleratingchangeLeadershipimpactsallotherchangeprocessesLeadersmustplayvariedrolesOverviewLeadingChangeToolsandtacticsinclude:•SponsorshipstrategyToolsandTacticsLeadingChangeSponsorshipstrategy:Whatisasponsor?Apersonwiththeinfluenceorresponsibilitytoensurethatthechangeoutcomesaredelivered.Asponsorhasresponsibilityforinitiatingandsustainingchange.Thepurposeofasponsorshipstrategyisto:IdentifythesponsorsEstablishsponsorresponsibilitiesBuildcommitmentofsponsorsregardingthechangeprocess.Highlightbarrierstosuccessfulsponsorship.ToolsandTacticsLeadingChangeSponsorshipstrategy:Sponsorresponsibilitiesmightincludethefollowing:DEMONSTRATESUPPORTFORTHECHANGEthroughwords,actionsanddecisions.SETACHALLENGINGPACEforthechangeprogram.BERESPONSIVE–toemployees,customersandpeers.MEETREGULARLYWITHYOURPEOPLEinordertoshowsupport,gainunderstandingandlisten.RAISECONCERNSANDASKQUESTIONSearlyinthetransitionprocess.COMMUNICATEUPDATESonaregularbasis.IDENTIFYANDRESOLVEPOTENTIAL““HOTSPOTS”.ToolsandTacticsLeadingChangeSponsorshipstrategy:Sponsoractionplanmightincludethefollowing:ToolsandTacticsSponsorEventDurationDevelopedByDeliveredByTimingMessagePrimaryObjectivesDeptHeadEtc……SponsorSession1hourChangeConsultantDeptHead,ChangeConsultantToco-incidewithbeginningofnewprojectphaseProjectchangesIdentifyhotspotsObtaincommitmentLeadingChangeTowhatextentdoourchangeleaders:Createapersonalroleforthemselvesinleadingthechangeprocess?Identifythekeyprioritiesandacriticalpathforthechange?Createaclearpictureof“wherewewanttogetto”.Createaculturethatwillpromotethedesiredbehaviours?Refinerewards,measuresandfeedbacksystemstoreinforcebehaviours?Mobiliseanetworkofcommittedchangesponsorsandagents?Coachandcounselkeystakeholdersthroughoutthechangeprocess?Identifyandremovebarriersthatimpedethechangeprocess?AssessmentLeadingChangeChangeeffortscanpotentiallyderailwhen:TheyfailtoestablishandclarifythekeychangerolesofSponsor.Leadersfailtoengageinbehavioursnecessaryforchange.TheylackquantifiablemeasuresforestablishingSponsoraccountability.Therearecompetingdemandsforsponsortimeandresources.Shorttermissuestakepriorityoverlongtermfocusof“bigpicture”goals.Sponsorsobjecttochangeinitiatives,Notallsponsorwill100%supportthechangeprocess.PitfallsChangeManagementMethodologyModelRESULTSImprovedStateTransitionStateCurrentStateLeadingChangeChangingSystemsandStructuresCreatingaSharedNeedMobilisingCommitmentMakingChangeLastMonitoringProgressShapingaVisionCreatingaSharedNeedWhybother?Forcesanyresistanceorapathytobeaddressedhead-on.Validateswhytheprojectisimportantandcriticaltodo.Buildsmomentumneededtogetthechangeinitiativelaunched.OverviewCreatingaSharedNeedToolsandtacticsinclude:TheChangeimplementationprocessandthechangeblueprintToolsandTacticsTheProcessofChangeImplementationInformationGatheringInformationAssessmentInformationDisseminationInformationMonitoring,StabilisationandFeedbackCHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONChangeObjectivesRequiresconsiderableevaluationoftheorganisation'scurrentposition.Whatyouarehopingtoachievebythechangeprocess:aclearunderstandingofthechangeobjectivesArethechangescompatiblewiththeorganisation’scurrentsystemsandprocesses?CHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONInformationgatheringIndustryBenchmarkingInformationSourcesMarketKnowledgeInternalinformationgatheringMediaPersonalExperiencePreviouschangeattemptsInfoteamsKeyAreas:CulturalfitStrategicfitSynergyPotentialManagementfitandstyleCorporatedemographicsStructuralfitYCHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONGATHERASSESSTELLChangeOverviewTakesgenericchangeobjectivesandappliesthemtothesituationClarifieshowthechangeobjectivesaregoingtobemetServesasapracticalreminderofwhattheorganisationisattemptingtoachieveActsasabridgebetweentheobjectivesandtheoperationalblueprint.CHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONEmployeeInputAffectedemployeesknowmoreabouttheircompany/functionOpportunitytomotivateMostsuccessfulifwelldoneEmployeesmustlivewithdecisionsProlongsuncertaintyLongerandslowerprocessAffectedpartiesmaynottrustthechangeagentCarnageifdonepoorlyImmediateApproachLessuncertaintyQuickerprocessGreaterclarityandcertaintyofactionMaymakewrongdecisionsNoaffectedemployeeparticipationRequiresdetailed,thoroughplanningDelayedApproachGreaterknowledgeofthechangesnecessaryOpportunitytomotivateandinvolveaffectedemployeesProlongsuncertaintyLongerandslowerprocessLongerforresultstoshowProsConsProsConsKeyOperationalDecisionsAddressingculturalissuesAssessingthechangesituationResourceDecisionsEmployeeparticipationSpeedofimple-mentationYCHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONGATHERASSESSTELL“Oneoff”financialcostse.g.ImplementationcostsRedundancyexpensesSystemharmonisationCapitalexpenditureContinualfinancialcostsHumanresourcescostsManifestindifferencesin:WorklegislationAttitudes/behavioursWorkingpracticesManagementstyleCompanyproceduresImposeddecisionsLessuncertaintyDecisionmakersareaknownquantityNoargumentsorpoliticsMaymakewrongdecisionsCanseriouslydemotivateRequiresdetailed,thoroughplanningChangeBluePrintReducesoverviewintotaskspecificactionsServesasthebasisforthepost-changeimplementationplanbydetermining:What–actiontobetakenWhen–thetimescaleforchangeWho–istobeaffectedandwhoistoberesponsibleforleadingthechangesHow–theactualblueprintWhy–thelogicbehindtheactionstakenCHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONCommunicationsStrategyYCHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONGATHERASSESSTELLStrategyChannelTimingContent(style,coverage,source)ImplementationplanandtechniquesImplementationisrelianton:PrioremployeeknowledgeofchangeEmployeesbeingcomfortablewiththeirroleinthechangeviacommunicationTheenactmentofthechangeprocessThealignmentinsystemsandprocessesoftheultimatechangesTechniquesinclude:Changeco-ordinatorormanagerChangeteamSteeringcommitteeInformationgatheringteamsWorkingcommitteesExternalspecialists/facilitatorsCHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONCreatingaSharedNeedAreallmembersoftheprojectteamalignedintermsoftheneedtochange?Haveweframedtheneedforchangeinsuchawaytoreflecttheconcernsofcustomersandkeysuppliers?Wouldeachteammemberdeliveressentiallythesame“message”regardingtheneedforchangeifaskedbysomeoneoutsideoftheteam?Whoarethekeyconstituenciesaffectedbythisinitiative,andhowmuchimportancedoeseachgivetotheinitiative?Howcanwehelpothersincreasetheirsenseoftheneedforchange?AssessmentCreatingaSharedNeedChangeeffortscanpotentiallyderailwhenthey:Failtocheckforalignmentandbuildtrueconsensus.Assumetheneedforchangeinobvious.FailtoframetheneedforchangeinameaningfulwayAssumethatwhenothersfailtoappreciatetheneedforchange,its“their”problem.Failtosearchbeneaththesurfaceforrootcauses.Underestimatetheresistancetochange.PitfallsChangeManagementMethodologyModelRESULTSImprovedStateTransitionStateCurrentStateLeadingChangeChangingSystemsandStructuresCreatingaSharedNeedMobilisingCommitmentMakingChangeLastMonitoringProgressShapingaVisionShapingaVisionWhybother?Visionspaintapicturethatappealstoboththe“head”andthe“heart””andanswerthequestion““Whychange?”Visionshelpcreatesharedmeaningandtherebyhelpgaingenuinecommitmentfromall.OverviewShapingaVisionToolsandtacticsinclude:FacilitatingavisioningsessionToolsandTacticsShapingaVisionFacilitatingavisioningsession:Priortosession––interviewkeystakeholders.Whatisworking?Whatisnotworking?Lookatwhatourcompetitorsaredoingandaskourselves,““Whatcanbelearnedfromthis?””ToolsandTacticsShapingaVisionFacilitatingavisioningsession:Facilitatingthesession(2days).Startwiththeend––brainstormlooselywhatthefuturestatelookslikeinasmuchdetailaspossible––blueskythinking.Usevisualisationtechniquestoenvisiondailylifescenariosoncechangeisachieved.Designadreamusingthelanguageof:WhatwedoWhatwesellWhoweareDiscussfeedbackfromkeystakeholderinterviews.ToolsandTacticsShapingaVisionFacilitatingavisioningsession:Facilitatingthesession(2days).Engageinrigorousselfexamination.Lookattherelevance/effectiveness/efficiencyof:OurpurposeOurpeopleOurprocessesDevelopamissioni.e.sayinginagiventimeframe,whatdowewanttobe?Identifyandexplorevaluesandphilosophieswhichwillchangethewaypeoplethinkandfeelandwhichwillguideourinteractionsthroughthechangeprocess.Identifyfirststeps––processes,forumsetc.toinstigatethechangeprocess.ToolsandTacticsShapingaVisionTowhatextent:hasavisionbeclearlyarticulatedfortheproject?isthevisionsimpleandstraightforward?isthevisionmotivatingandenergising?isthevisionsharedandunderstoodacrossthebusiness?isthevisionactionable?andfinally,Howalignedistheteamaroundthevision?AssessmentShapingaVisionChangeeffortscanpotentiallyderailwhen:Everyonehastheirownvision,andnoeffortismadetogainalignment.Visionstatementsremainatsucha“lofty”levelthatoneonepushesback.Thevisionchangestoooften,orconversely,issorigidthatothersfeelexcluded.Thevisionfailstoreflecttheinterestsandneedsofcustomers&/suppliers.Thevisionistoocomplextobeeasilyunderstoodortranslatedintoday-to-daybehaviours.PitfallsChangeManagementMethodologyModelRESULTSImprovedStateTransitionStateCurrentStateLeadingChangeChangingSystemsandStructuresCreatingaSharedNeedMobilisingCommitmentMakingChangeLastMonitoringProgressShapingaVisionMobilisingCommitmentWhybother?Helpsdeliveracultureofindividualaccountabilityanddailyproblemsolving.Helpscreateanorganisationthatisfundamentallymoreflexibleandabletoimplementchangeprogramsquicklyandefficiently.Helpsspeedupthepaceofchangeandensuresthatperformanceismaximisedduringthetransitionstate.OverviewMobilisingCommitmentToolsandtacticsinclude:StakeholderanalysisChangereadinessCommunicationstrategyToolsandTacticsMobilisingCommitmentStakeholderanalysis:Astakeholderisanyonewhoisimpactedbyorwhoimpactsthechange.Canbeanindividualoragroupofindividualswithsimilarstakesinthechange.ToolsandTacticsMobilisingCommitmentStakeholderanalysis:Stakeholderanalysisisastartingpointforunderstandingthechangereadinessofkeystakeholdergroups.Byunderstandingtherequirements,andreadinessgapsofkeystakeholdergroups,wearebetterequippedtoplanandimplementappropriatechangeinterventions.ToolsandTacticsMobilisingCommitmentStakeholderanalysis:Stakeholderanalysesarebestconductedbywayofa2hourbrainstormingsession.Stepstobefollowedinclude:Explainyourrole.Explainthepurposeofthesession.Explainoutcomesi.e.nextstepsforassessingappropriatechangeinterventions.Ask:Whatistheend-to-endnatureofthechange?Thishelpstoidentifywhoisimpactedbyit.Completestakeholderanalysistool.Drawthetableonawhiteboard.Workyourwayacrossthetableasdirected.ToolsandTacticsMobilisingCommitmentStakeholderanalysis:StakeholderanalysistemplateToolsandTacticsStakeholderGroupNatureofStakeholdingRateRankStakeholderGroup1Whatisthecompletelistofstakeholdersthatimpactorareimpactedbythechange?Doesthestakeholdergroupneedtobebrokendownintosubgroupsatthispoint?Dotheyhavedifferentstakesinthechange?Istherealikelihoodthattheywillbeatvaryingdegreesofreadiness?Whatistheirrelationshiptothechange?Aretheyacustomer/supplier?Aretheyapartoftheprocess?Aretheyaffectedbytheoutcomesonly?Whatwouldbetheirconcernsandwhatwouldtheimpactoftheirconcernshaveonothers?Whattypeofinvolvementwouldtheyrequire?WinsLossesNeutralHowimportantisthestakeholdergrouptothedeliveryofthechange?CriticalImportantMarginalHowwouldyouprioritisestakeholdergroupsrelativetooneanother?1=mostcriticalMobilisingCommitmentChangereadiness:Changereadinessisthecapacityofkeystakeholderstosupportchangeinamannerthatensuresthatchangeissustainable.Sustainabilityisachievedbyfacilitatingtheuptakealongthreekeydimensions:Stagesofconcern,basedontheirdegreeofunderstandingofthechange.Preparednesstosupporti.e.willingnesstochange.Abilitytosupport,basedonthedevelopmentoftheskillsandknowledgerequired.ToolsandTacticsMobilisingCommitmentChangereadiness:Thechangereadinesstoolexamineschangereadinessforkeystakeholdergroupsand…Identifieswhatchangeinterventionswillbenecessarytosuccessfullyguidethechange.ToolsandTacticsMobilisingCommitmentChangereadiness–stagesofconcern:ToolsandTacticsStagesofConcernFocusofConcernExpressionofConcernAwarenessStage(0)InformationStage(1)PersonalStage(2)ManagementStage(3)Impact/ConsequenceStage(4)CollaborationStage(5)RefocusingStage(6)Littleconcernorinvolvement.Generalawareness&aninterestinlearningmoreaboutit.Uncertaintyaboutdemandsofchange.Uncertaintyaboutdecisionmaking,potentialconflicts.Issuesrelatingtoefficiency,organisation,scheduling,timeetc.Focusisonimpactofchangeforindividualsinimmediatesphereofcontact.Focusisoncoordinationandcooperationwithothers.Focusisoneofexplorationofmoreuniversalbenefits.“I’mnotconcernedaboutit.”“Iwouldliketoknowmoreaboutit.”“Howwillusingitaffectme?“Iseemtobespendingallmytimeinpaperwork.”“Howisitaffectingmyteam?”“IamconcernedaboutrelatingwhatIamdoingwithothers.”“Ihavesomeideasaboutsomethingthatwillworkevenbetter.”MobilisingCommitmentChangereadiness–stagesofconcern:AwarenessStage.Tacticsaremainlyaround…Informing.InformationStage.Tacticsaremainlyaround…Furtherinformationandmotivating.PersonalStage.Tacticsaremainlyaround…Allayingpersonalconcernsandprovidingalevelofsupport.ManagementStage.Tacticsaremainlyaround…Coaching,traininganddevelopment.Impact/ConsequenceStage.Tacticsaremainlyaround…Involvingpeopleinshapingthechange.CollaborationStage.Tacticsaremainlyaround…Creatingopportunitiestousethemtoinfluenceothers.RefocusingStage.Tacticsaremainlyaround…Creatingopportunitiesforthemtoinnovate.ToolsandTacticsMobilisingCommitmentChangereadiness–stagesofconcern:Determiningstageofconcernisbestconductedbywayofa2hoursmallgroupsession.Stepstofollowinclude:FamiliariseyourselfwiththeStagesofConcern.Spendtimeinopendiscussionaboutwhattheirconcernsare.Sythesiseconcernsonaflipchart,lookingforthemes.RefertoStagesofConcernand,togetherwithparticipants,plottheirstageofconcern.Jointlydiscusstacticstohelpovercometheirconcerns,usingtheinterventionspreviouslydiscussedasguidelinesforsuggestions.ToolsandTacticsMobilisingCommitmentChangereadiness–preparednesstosupport:Gaugingsupportisbestconductedbywayofahalfdayfacilitatedsmallgroupsession.Stepstofollowinclude:Explainthepurposeofthesession.Getpeopletotalkaboutthecurrentchange.Facilitatediscussionon:Whatarethecritical/corechanges?Whatdoyoufeelyouarelosingintheprocess?Howdoyoufeelaboutit?Facilitatediscussionaboutobjectvs