Change Management 101

Change Management 101
Global TT&F
April 28, 2021
Change Management
‘Our End in Mind’
Create a culture whereby “change” leaders are capable and

committed to leading change within the organization while
engaging their teams by engaging each employee’s heart,
spirit, mind and hands.
In doing so, the organization will maximize from the benefits

of the change and in doing so, enhance the Employee
Experience.
Session Objectives
- Become familiar with the foundational concepts and components found in all
significant change initiatives.
- Identify the various types of organizational change
- Recognize the individual, team, and organizational dynamics associated with change
- Understand five-steps in the change management process
- Learn how to address resistance to change through:
- Awareness and communication
- Participation and involvement
- Coaching and support (to deal with fear and anxiety)
Organizational Change
• Change can be planned or emergent.

• Change is about giving up current practices in favor of something new.
• In most organizations, change is primarily planned.
• Change could be incremental or transformational.
• Oftentimes, change requires us to modify our thinking and behavior.
Individual Reflection Activity: Think of a past organizational change that required you
to change your thinking and/or behavior. In the chat box, described how you were
required to change?
Types of Organizational Change
1. Policy Change
2. Process Change
3. Systems Change
4. Job roles Change
5. Structural Change
Many times, organizational change involves more than one type of change. The more
types, the greater the complexity!
Group Breakout Session: Recall a previous change or current change you are involved
with. How many types of change made-up this change? Describe your Experience –
what worked well, what didn’t work well?
Components of Change
Many times, organization’s focus more attention on the more predictable components
of change such as:
• Financials,
• Operations, and
• Technology
…. While these are important, sometimes little or no consideration is given to what

Timothy J. Galpin (1996) call the “soft side” of change–the human factor.
People’s Preference to Change
CONSERVERS accept the current structure, systems, and processes. They are
champions of incremental change and strong advocates of continuous improvement
within the established business model.
ORIGINATORS like to challenge current structures, systems, and processes. They are
champions of expansive business model
change and tend to focus on new possibilities, vision, and direction.
PRAGMATISTS tend to focus on getting the job done. They are champions of change
that is functional and often see merit in the perspectives of both conservers and
originators—as long as a clear business case exists for one approach or the other.
The Change Style IndicatorTM from Discovery Learning, Inc.,

Change Productivity Curve
People’s Resistance to Change
1. Loss of status or job security in the organization

2. Poor alignment between benefits and rewards
3. Fear of the unknown – will it be better, how will the benefit/impact me
4. Peer pressure – the need to protect my team
5. Climate of mistrust - disbelief they or the organization can manage the change competently
6. Organizational politics – personal motives or gains
7. Fear of failure – inability or confidence to adapt, learn new skills/behaviors
8. Poor planning – impact on other large change initiatives
9. Past experiences and resentment – ghosts of the past
10. Poor communication – awareness, updates
Individual Reflection Activity: Which of the 10 reasons have you observed in others?
Which ones have you experienced yourself?
Three Levels of Change Leadership
SELF
• How do I deal with change?
• What is my role in the change and what will I need to do differently?
• How do my behaviors during the change impact those around me?
OTHERS
• How do I help members of my team go through change, especially when they are
skeptical?
• How do I understand—and respond to—the different perspectives, feelings, and
responses to change while achieving alignment with organizational aims?
• How do I build relationships and persuade supporters, detractors, and fence-sitters to
get with the changes I am tasked with?
ORGANIZATION
• How do I help lead change in the context of the larger organizational culture and
political realities?
• How do I forge a network of change agents throughout the organization?
• How do I influence up, down, and across the organization
Steps in the Change Management Process
STEP 1: DETAILS OF THE CHANGE - Identify and Describe the Change
- Described the situation that has brought about the change

- Defined the current state
- Defined what the future will look like
- Identified the shifts that will need to occur
- Identified the organizational readiness to change
Step 2: Your Change Implementation Plan - Getting Started

- Consider a range of options, solutions and actions to implement the change
- Estimate the cost of change
- Assess the risks involved in implementation of the change and what could hinder the change
Step 3: Identifying Participants - Key Stakeholders

- Consider their roles, spheres of influence and relationships.
- Identify barriers of resistance
- Identify a change management team with their roles and responsibilities
- Recognize everyone has their day job
- Be clear on structure, reporting and deliverables by the team
- Clear roles and responsibilities
- Identify Post-change responsibilities
Steps in the Change Management Process
continued…
STEP 4: Implementing Change: - 5 Plans for effective change implementation

- Project plan - key activities, tasks, milestones, monitoring progress, budget, etc.
- Communication plan – determine audiences, content, timing, and frequency,
- Training plan – identify new skills/knowledge; determine audience and approach, budget
- Business systems plan – if appropriate, Identify hardware, software and network needed
- Resistance plan - identify the key areas of resistance alongside key drivers for change-
STEP 5: Reviewing Change Strategy - Ongoing Reflection, Monitor and Review
- Assessing your results at every stage, implementing corrective action and celebrating success
- Gathering evidence to show the success of the implementation can be carried out by:
- Collecting feedback from users – anecdotal or survey
- Create Indicators or an analytics framework to help monitor and sustain the change
- Carrying out compliance audits on new processes, systems and job roles
- Reviewing areas of resistance and addressing appropriately
- Identifying areas of success and communicating with the organization
Individual Reflection Activity: Based on your experience, what steps do you believe
we need to spend more time on as a division, as an organization?
Important Role of Communication
When developing your communication plan consider your audience, content, timing and
frequency, risks, and intent (your end in mind) and following best practices:
 Communicate frequently, provide regular updates
 Use multiple channels to communicate (in-person, e-mail, virtually, company website, etc.)
 Manage the irrigation effect. Ensure that the right messages are getting to everyone in the organization no
matter how far removed they are from those leading the change
 Employees want to hear from two primary people: The CEO and their Manager
 Be as transparent as possible. If you don’t know the answer, say you don’t know.
 Create opportunities for two-way communications and conversations.
 Focus on the ‘What’s in it for me?’ (‘WIIFM’) based on your target audience
 Conduct pulse surveys to determine if your communications are adequate
 Ensure that communications address the heart, spirit, minds and hands to maintain a high-level
engagement
 Consider an FAQ
Remember, one of the quickest ways to create resistance is through lack of communication

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Change Management 101

Create a culture whereby “change” leaders are capable and

In doing so, the organization will maximize from the benefits

• Change can be planned or emergent.

…. While these are important, sometimes little or no consideration is given to what

The Change Style IndicatorTM from Discovery Learning, Inc.,

1. Loss of status or job security in the organization

STEP 1: DETAILS OF THE CHANGE - Identify and Describe the Change

- Described the situation that has brought about the change

Step 2: Your Change Implementation Plan - Getting Started

Step 3: Identifying Participants - Key Stakeholders

STEP 4: Implementing Change: - 5 Plans for effective change implementation

STEP 5: Reviewing Change Strategy - Ongoing Reflection, Monitor and Review

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