JWI 555 Strayer University WK5 Communicating Change & Organizational Behavior HW

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Business Finance

JWI 555

Strayer University

JWI

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Now that you created a vision for your company, it's time to communicate it. Using the guidance from Kotter Chapter 6, identify two different stakeholders from different departments and explain how your proposed change will impact them and what's in it for them. Your draft communication message should:

  • Be understandable by everyone affected
  • Explain the rationale for change
  • Address the "What's in it for me?" question
  • Clearly communicate the danger of not making a change
  • Be based on facts, or a strong case that you support well

Consider your style for dealing with change, as revealed in the CSI Assessment that you took in Week 4. Looking back at your message, how do you think your CSI style affected your communication to the stakeholders?

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Ashley Murray July 27, 2020 Ketan Sethi June 7, 2016 © 1995, 2015 Discovery Learning International – All rights reserved. TM Introduction Introduction to Change Change is a natural and powerful force, a constant and continuing phenomenon. Change may occur in regular, predictable cycles, such as the changing of the seasons. It may erupt abruptly and unexpectedly, as does an earthquake. Or it may develop as an anticipated but highly unpredictable event, such as a revolution. Change can create a crisis, and change may be the solution to a crisis. Just as the nature of change is varied, so are human responses. Some people are frustrated and disoriented by changes that confront them. Others find the prospect of uncertainty invigorating. One thing is for certain, everyone thinks their response is justified. Change Preferences Regardless of how we experience change or how we feel about it, change is here to stay. By understanding our change preferences and the preferences of others we can become better able to lead, manage, and assist others through the inevitable changes in our lives and organizations. Understanding the human response to change may be a leader’s greatest challenge and most valuable resource. Conflict as well as innovation are the by-product of this tension. Our research shows that people demonstrate one of three preferences when creating or reacting to change. The Change Style Indicator® (CSI) measures your preferred style when faced with change. Your score on this instrument will place you on a change style continuum ranging from a Conserver style to an Originator style, with the Pragmatist style occupying the middle range of the continuum. The three styles represent distinct approaches and preferences when responding to change. Your CSI score does not indicate your effectiveness at using your preferred change style. Your responses and behaviors are influenced by, but not limited by, personal preference. Awareness of change preference allows you to choose from a range of responses for any given situation. There is no right or wrong, “better” or “worse” style or preferred place to be on the continuum. The key is in understanding your preference and knowing when to adapt your preferred style for the situation in order to be most effective. Why Change Preferences Matter By understanding these change style preferences you are better able to: £ manage your response to change and its consequences, both as a leader and a support person, £ understand the sources of emotion and conflict associated with change, £ recognize and optimize the contributions that each change style offers to your team and organization, £ increase productivity through more effective response to these change style differences, £ respond to others in a way that enhances collaboration and encourages innovation. The information presented in this style guide can help you improve as a leader and a team member. Through greater self-awareness and knowledge of your change preference, you can increase the flexibility and effectiveness of your response to change, while also better understanding the reactions of others. Page 2 Change PreferenCes Conserver 60 30 Pragmatist 17 9 5 25 % 0 Originator 5 50 % 9 17 30 60 25 % The CSI is designed to capture your preferred style in approaching change. The results of the CSI place you on a continuum ranging from a Conserver style to an Originator style with the Pragmatist style occupying the middle of the continuum. The closer you are to one end of this continuum, the stronger the preference for a Conserver or Originator approach to change. The closer to the center of the continuum, the stronger the preference for the Pragmatist style. CONSERVERS prefer the known to the unknown. The goal of a Conserver is to improve effectiveness by more efficiently utilizing resources – people, technology, knowledge and capital. Conservers prefer change that is gradual and incremental. The Conserver style advocates for continuous improvement while minimizing chaos and uncertainty. Conservers prefer to work within existing rules and policies. PRAGMATISTS prefer to explore the current situation in an objective manner. They are likely to advocate for change that is reflective of the demands and constraints of the current circumstance, regardless of the impact on existing rules, policy and structure. Pragmatists prefer change that is functional. While they are able to see multiple perspectives, they are most interested in what will work and seems most practical. However, the more a Pragmatist score moves toward either the Conserver or Originator side of the continuum, the more they will express a change style reflective of that orientation. ORIGINATORS prefer a faster and more radical approach to change. The preference of Originators is significant and expansive change, which occurs quickly. The preference of an Originator is to challenge existing rules, politics and structures, resulting in fast, fundamentally different, even disruptive changes. Originators typically challenge the status quo. A note on scoring: The Pragmatist style is defined, for purposes of this assessment tool, as the middle 50% of the general population, with Conservers and Originators each occupying 25% of the population at either end of the continuum. Thus, Pragmatist scores will fall in the range of 9-0 or 0-9, whereas Conservers and Originator scores are always above 9 with the direction of the score indicating preferred style. Page 3 CHANGE STYLE PREFERENCE Conserver 60 Pragmatist 30 25% 17 9 5 0 50% Originator 5 9 17 30 25% 60 As a pragmatist with a conserver orientation orientation, you prefer change that addresses specific, real problems and prefer to avoid change that seems to be only for "the sake of change." You are practical, reasonable and flexible in your approach to change. You are open to new ways of doing things but not too quick to commit. You may serve as a mediator and prefer a "middleof-the-road" approach. Your strengths: You value the contributions of co-workers and appreciate the need for teamwork. You are willing to compromise when necessary for the good of the organization or team. You are generally sensitive to diversity issues and you learn from the mistakes that you and others make. Your potential challenges: You may focus too much in the present without considering the future implications of a decision. You may take longer than necessary to decide on an issue or commit to a course of action. You need to make a special effort to be aware of customer needs and desires. Page 4 CONSERVER CHANGE STYLE PREFERENCE CONSERVER People with a Conserver preference may appear disciplined, detailed, deliberate, and organized. They know the rules, regulations, and policies of their domain and prefer change that adheres to them. For the Conserver, rules and regulations have inherent value, for without them the world would have no order, resulting in chaos. Conservers like to protect and preserve the resources of their organizations. They prefer thoughtful and well-reasoned change. Conservers understand the mechanics of getting things done and can use that knowledge to facilitate change they believe to be in the best interest of their team or existing organizational culture. When Facing Change When Leading £ Prefer change that maintains the integrity of the current structure £ May operate from conventional assumptions £ Enjoy predictability £ May appear cautious and inflexible £ May focus on details and the routine £ Lead through reliable, stable, and consistent behavior £ Reward following the norms while getting the job done £ Attend to practical organizational needs £ Expect organizational policies, procedures, and rules to be followed £ Promote the traditional values of the organization When Contributing to the Organization £ Get things done on schedule £ Work well within organizational structure and constraints £ Attend to detail and factual information £ Demonstrate strong follow-through skills £ Encourage and adhere to proven processes £ Protect and manage the organization’s resources £ Handle day-to-day operations with efficiency When Supporting Innovation £ Skilled at taking a new idea or concept £ Skilled at taking ideas and creating a plan for implementation £ Attend to detail and will follow through until implementation is completed £ Ensure desired results are obtained When Collaborating £ Resist decisions that create chaos £ Encourage building on what is already working £ Focus on agreed upon goals and objectives Page 5 PRAGMATIST ChANGE STyLE PREFERENCE PRAGMATIST People with a Pragmatist preference may appear reasonable, practical, agreeable, and flexible. Pragmatists tend to solve problems in ways that emphasize practical, workable outcomes. They understand and respect rules and policies but are not overly constrained by them. Pragmatists may appear more team oriented than either Conservers or Originators. While Conservers and Originators are working to preserve or challenge the status quo, Pragmatists are exploring the most effective means of addressing a problem regardless of the effect on the status quo. If goals can be met by working within existing structure, that will be their first choice; it’s faster. If fine-tuning does not work, they are comfortable with bigger change. Pragmatists typically can see both sides of an argument and often serve as mediators or “bridges” between Conservers and Originators. When Facing Change When Leading £ Prefer change that emphasizes workable outcomes £ Are more focused on results than structure £ Are open to both sides of an argument £ Operate as mediators and catalysts on a £ team £ May take more of a middle-of-the-road approach £ Appear more team-oriented £ Facilitate problem solving among people £ Adapt past experiences to solve current problems £ Build cooperation rather than expecting it £ Use a facilitative approach to manage projects £ Encourage the organization to have congruence between values and actions When Contributing to the Organization £ Skilled at taking a new idea or concept and bringing it into reality, making it tangible and concrete £ Bridge long-range goals with short-term demands £ Able to keep others focused and moving toward the end goal £ Get things done in spite of rules, not because of them £ Negotiate and encourage cooperation and compromise to get problems solved £ Take a realistic and practical approach £ Draw people together around a common purpose £ Organize ideas into action plans £ Promote practical organizational structure When Supporting Innovation When Collaborating £ Serve as bridgers between diverse positions and opinions £ Encourage building upon multiple perspectives £ Focus on consensus Page 6 ORIGINATOR ChANGE STyLE PREFERENCE ORIGINATOR People with an Originator preference may appear unconventional, spontaneous and lacking organization. They frequently attempt to solve problems in ways that challenge existing structure. Tradition and history are of less value than future possibilities. Originators prefer quick and expansive change. They are divergent thinkers and often generate many new ideas. Originators do not enjoy repetitive tasks and will look for a new or different way to do a job, whether needed or not. Originators are often described as risk-takers and may be viewed as the quintessential change agent. They will readily challenge the status quo and may even view the status quo as the problem. When Facing Change When Leading £ Prefer change that challenges current structure £ Will challenge accepted assumptions £ Enjoy risk and uncertainty £ May appear impractical and sometimes miss important details £ May appear more future than past-oriented £ Can treat accepted policies and procedures with little regard When Contributing to the Organization £ Push the organization to see the big picture £ Provide future-oriented perspectives for the organization £ Support and encourage risk-taking behavior £ Promote new ideas, projects and activities £ Enjoy complex problems £ Think conceptually £ Serve as catalysts for big change £ Can be energetic and enthusiastic £ Provide long-range perspective £ Conceptualize and design new processes that reorganize the whole system £ Like to be in charge of the start-up phase When Supporting Innovation £ Not afraid to challenge the status quo £ Encourage exploration of new and alternative ideas £ Can present possibilities that others do not imagine £ Produce many divergent ideas When Collaborating £ Encourage out-of-the-box thinking £ Initiate enthusiasm and excitement £ Focus on initiating new tasks Page 7 POTENTIAL PITFALLS OF EACh STyLE Our change styles can be a source of strength and effectiveness. However, as with any strength, when overused can become a derailer. Below are some common challenges faced by people with each of the three styles. Potential Pitfalls of CONSERVERS Potential Pitfalls of ORIGINATORS £ May be rigid in thought and action £ May discourage innovation by promoting existing ideas, policies and procedures £ May not see beyond the present details to understand the broader context £ May delay completion of tasks because of perfectionism £ May delay action by overly reflecting on a situation £ May appear unyielding and set in their ways £ May over-focus on irrelevant details and inconsistencies Potential Pitfalls of PRAGMATISTS £ May over-focus on building consensus £ May not adequately identify and promote personal ideas and priorities £ May try to please too many people at the same time £ May be indecisive and take too long to make decisions £ May appear to flip flop on an issue £ May be too easily swayed £ May negotiate compromise that is too “middle of the road” £ May create chaos and lack of discipline £ May not adjust their vision to the practical constraints of the situation £ May become lost in theory, ignoring or forgetting current realities £ May not adapt well to new policies and procedures £ May underestimate the short-term impact of change on the organization and other people £ May overlook relevant details £ May not understand the value of engaging everyone needed for implementation £ May move on to new ideas or projects without completing those already started Page 8 COMMON PERCEPTIONS In addition to the general characteristics of each of the change style types, it is helpful to explore the common perceptions often held by one change style toward another. These perceptions can reveal sources of conflict and play a significant role in efforts to improve not only individual but team behavior. CONSERVERS see ORIGINATORS as: £ Divisive £ Impulsive £ Lacking appreciation of proven ways of getting things done £ Starting but not finishing projects £ Not interested in follow-through £ Wanting change for the sake of change £ Not understanding how things get done ORIGINATORS see CONSERVERS as: £ Stubborn £ Bureaucratic £ Yielding to authority £ Unaware of competitive demands £ Supporting the status quo £ Lacking new ideas £ Unwilling to move quickly Strong ORIGINATORS and CONSERVERS see PRAGMATISTS as: £ Compromising £ Mediating £ Indecisive £ Noncommittal £ Easily influenced £ Hiding behind team needs Page 9 TIPS FOR INCREASING FLExIbILITy ANd MAxIMIzING EFFECTIVENESS General Tips for All Change Preferences £ Ask lots of questions and listen to the answers. £ Consult with a person you believe to have a style different from yours before proceeding. £ Make efforts to understand the perspectives of styles other than yours. £ Write down your biggest concern and then have someone with the most different style write down how they might respond. £ Step back and be aware of your initial reaction in a situation, especially when you are aware of responding emotionally. £ Emotional reactions can be a good indicator that your response to a situation is related to more than the facts at hand If you are a CONSERVER: £ Consider at least three alternatives before making a decision. £ Wait a night, day, or week (depending upon time-line) before making/announcing a decision. £ Think of big picture consequences of actions. Ask others to explain them or provide input if necessary. £ Find someone you suspect is an Originator and ask for his/her perspective. £ When time is critical, identify no more than three or four criteria for deciding who should be included in framing your decision. £ Develop tools and strategies for exploring and understanding long-term consequences of change – think five years. £ Find someone who is willing to play devil’s advocate with your proposed solutions/ ideas. £ Write a list of advantages for taking a more Originator type approach in a given situation. £ Avoid using committees for decisionmaking and problem solving unless they are really needed. To decide which issues are appropriate for a committee, develop a list of three to four criteria against which the decision can be referenced; then select. If you are a PRAGMATIST; £ Identify a strong Conserver and a strong Originator and solicit their opinions. £ Ask “Why” questions to Conservers. £ Ask “What’s stopping you” questions to Originators. £ Specify a period of time to consider alternatives, after which you commit to a solution. £ Imagine the consequences of your decision in a year, five years, or ten years. £ Imagine the consequences of your decision on someone you care about. £ When dealing with strong Conservers or Originators, ask exploratory questions about emotional responses to a situation –questions such as: • How do you feel about this? • How would you like for others to feel? £ Create a list of all the potential solutions or actions which could be taken (best ideas from the Conservers and Originators, as well as your own). Next, identify no more than five criteria for assessing each item. Apply each of the criteria to each of the solutions using the scale below. Then prioritize the potential solutions based on the points received: • 0=unacceptable • 1=marginally acceptable • 2=satisfactory • 3=excellent £ Be willing for some not to be totally satisfied Page 10 If you are an ORIGINATOR: £ Wait a day before taking action. £ Find someone you suspect is a Conserver and ask for his/her perspective. £ Identify and try to understand at least five facts related to the situation, problem or decision. £ Explore and understand three things that are working well with the current situation. £ Explore the history and sequence of events leading to the current situation. £ Attempt to clearly understand the impact of the decision or action on at least two other people. £ Find someone who is willing to play devil’s advocate over a given topic or decision. £ Write a list of advantages for taking a more Conserver-type approach. £ Learn when to give up on an impractical idea. £ Set realistic priorities and time-lines. £ Make a list of relevant facts and details. £ Ask a Conserver or Pragmatist to critique these £ Assess the availability of resources before proceeding. £ Learn to screen activities rather than attempting to do everything that appeals to you. Make a list of activities, then prioritize and rank order them. A good way to do this is to read the entire list and then imagine you can do less than the total number on that list. Decide which item you will give up. Continue this process until you identify your top priority. £ Focus on your desired outcome. Create a visual image of the outcome you desire and envision. When the details and follow through become difficult, look at the picture and see the desired end result and outcome. Returning frequently to the original vision can provide energy and motivation to carry through with the details that implementation demands. £ As early as possible, include individuals who are good at implementation. £ Remember the real work is in the implementation Page 11 TIPS FOR WORkING WITh ChANGE PREFERENCES CONSERVERS ORIGINATORS Preferred Work Environment £ Steady and consistent pace is rewarded £ Time and space for reflection £ Stable, structured, orderly and predictable £ Successes are acknowledged and rewarded £ Clearly defined processes Communication Tips £ Know the relevant details £ Don’t start by presenting the big picture £ Pick one angle and build from there £ Present basic information and ask what else is needed £ Let them guide you with what they need to know £ Ask about anticipated obstacles Preferred Work Environment £ Low attention to detail £ People working independently on challenging new problems £ Change and risk oriented £ Unbureaucratic, unconstrained by rules and policy £ Focus on future planning PRAGMATISTS Preferred Work Environment £ Flexible and adaptive £ Hands-on experiences are encouraged £ Harmonious and participative atmosphere £ Constructive people who focus on the situation at hand £ Adaptive structure that is responsive to the needs of the moment £ Group oriented problem solving Communication Tips £Talk about the future, ask what they would like to see happen. £Ask for ideas £Ask what is working that they would not want changed. £Talk about the connection between the change and future effectiveness. £Ask about barriers to implementation. £Ask whose support is needed for successful implementation Communication Tips £ Speak in terms of outcomes £ Talk about consequences of continuing down the same path £ Ask for recommendations for practical first steps £ Ask about problems and barriers to implementation £ Talk about the consequences of taking too long to act Page 12 JWI555 ORGANIZATIONAL CHANGE AND CULTURE WEEK 5: COMMUNICATE, COMMUNICATE, COMMUNICATE WEEK 5 COMMUNICATE, COMMUNICATE, COMMUNICATE WHAT IT MEANS From small reorganizations to massive paradigm shifts, internalizing the impact of a change is what every individual does if the change matters to them. Since making a change means leaving a comfort zone, unless you, as the change leader, can effectively communicate a compelling argument for the change, then you will be constantly struggling with people who “just don’t get it” and your change initiative either won’t happen or it won’t last. WHY IT MATTERS • Many initiatives fail because there isn’t a shared belief that the change is necessary. • Generating passion for a cause spreads the ownership for driving forward. • Since change is happening in the world anyway because of customers, competitors, technology, and a variety of other forces, it should go without saying that some of today’s practices and solutions simply won’t be the right ones to survive the future. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 2 JACK QUOTE PAGE “Talk about the vision for change over and over again.” Jack Welch WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 3 JWI555-WEEK 5 LECTURE WK5 COMMUNICATING CHANGE It’s a truism that communication is critically important. But despite everyone’s agreement on its value, communication is the part of the change effort most likely to fall short. In this regard, it is well worth remembering George Bernard Shaw’s sage observation that “the single biggest problem in communication is the illusion that it has occurred.” In debriefing with clients after major acquisitions and other transformations, the thing we always hear they wish they had done better, or more of, is communication. In this lecture we first look at some of the common communication pitfalls, then the principles of good communication in a change initiative and finally the basic elements of a communication plan. THE PITFALLS IN COMMUNICATING CHANGE Effective communication in a major change initiative means that 100, 1,000, 10,000 or more people: • • • • Feel some urgency Understand the change vision and how they will participate in it Feel committed to it Take new actions that are aligned with the vision and learn as the change unfolds The guiding coalition may have spent hundreds of hours chewing through data, assessing alternatives, fine-tuning the vision, and growing in commitment to it. But everybody else in the organization is expected to understand and follow the change in a fraction of the time with a fraction of the information. If you feel daunted reading this, good. Communicating effectively to drive an organizational transformation is a huge task. So let’s look at what often goes wrong. Not enough. This is the most common problem. There is simply not enough communication to create real understanding, never mind to change behavior. There are various flavors of not enough. A few big announcements and a series of newsletter articles are not enough. Communication may be plentiful at the most senior levels but never penetrates down into the organization. Change-related information may be lost inside all the other information people must process. Too much too soon. Many well-meaning organizations, determined to avoid the not-enough charge, flood their communication channels with information at the beginning of a change effort. Then, the talk quickly trails off. Because everybody’s heard the message, right? The problem here is that people are overwhelmed with information at the beginning but then never hear anything else. This creates the perception that the change initiative is no longer a priority. It’s all done. Or management has moved on to its next preoccupation. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 4 JWI555-WEEK 5 LECTURE WK5 (CONTINUED) It’s all in the newsletter. Some organizations communicate diligently over time but using only one or two media. As we will see later in this lecture, any communication medium has its strengths and its weaknesses. And using just one or two will leave the change initiative completely exposed to weaknesses. If someone doesn’t happen to read the newsletter, or the newsletter fails to answer her questions or secure her committed action, then that communication is not effective. Happy talk. Few people like to bear bad news or be cast as the villain in an organizational drama. At the beginning of a change effort, leaders may not know the details of which jobs may be lost or how lives may change. They need the interim cooperation of people who will be out of a job in six months. A change that greatly benefits some parts of the organization may cause others to suffer. Too often, executives seek to conceal these complexities under a blanket of happy talk. “This is a merger of equals!” “Everyone will benefit!” Mixed messages. Mixed messages may stem from different communicators on different pages. HR is saying one thing, while sales management is saying another. But even more frequently, mixed messages come from a disconnect between the words and the actions of key leaders. Who is being promoted? Where is the money going? Who is tightening their belt or turning to face their customers? Who is not? Mixed-message anecdotes sweep through an organization in transition like wildfire, and actions always speak louder than words. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 5 JWI555-WEEK 5 LECTURE WK5 (CONTINUED) PRINCIPLES OF GOOD CHANGE COMMUNICATIONS So what does it take to communicate a vision well and support a change effort? For a start, it is difficult to communicate effectively if the other foundational pieces are not in place, as Kotter (1996) wrote: When the urgency rate isn’t high enough, people don’t listen carefully to information about the new vision. If the guiding coalition isn’t the right group, it will have difficulty both creating and sending an appropriate message. If the vision itself is too blurry or just a bad idea, selling poor goods becomes a tough job. (pp. 86-87) Beyond getting these pieces right, Kotter offered seven key elements of effective communication. Simplicity. This means no consulting jargon, no technobabble. It means being able to convey complex patterns of change in a few evocative, well-chosen words. A great example of this was Jack Welch’s mantra of “speed, simplicity, and self-confidence.” Metaphor, analogy, and example. Visual or verbal images can convey a great deal of information quickly, in a memorable way, with emotional impact. Our brains are wired to understand pictures and stories. In the reading, Kotter gives the example of saying, “We are going to be making fewer Fiats and more Mercedes,” compared with a much longer and less straightforward description of the change vision. Multiple forums. There are many ways to communicate, and a change leader should utilize a wide variety. E-mail. Newsletters. Intranet. Informal meetings. Large events. One-on-one discussions. As we discussed in the previous lecture, project launches, Work-Outs, and the like are also powerful mechanisms for communication. The channel should be aligned with the message and purpose for communication. In general, more static, one-way media are appropriate for sharing information in a consistent way with many people. More personal and interactive approaches are needed to change behavior, with one-on-one, face-to-face discussion being the most effective. Remember that shared emotion is as important as shared facts. Repetition. Almost nobody really gets the message the first time they hear it. The need for repetition is something that Welch understood instinctively. Welch (2005) explained it like this: “You have to talk about the vision constantly—basically, to the point of gagging. There were times I talked about the company’s direction so many times in one day that I was completely sick of hearing it myself. But I realized the message was always new to someone. And so, you keep repeating it. And you talk to everyone. (p. 68) WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 6 JWI555-WEEK 5 LECTURE WK5 (CONTINUED) Leadership by example. The best way to build credibility in the change effort is to have the entire guiding coalition and other key managers walking the talk. People who embody the new direction must be rewarded. If sacrifices are being asked of employees, senior management needs to make them too. Decisions must consistently reflect the new direction, even if they challenge old norms and positions. Explaining seeming inconsistencies. Inevitably, there will be some mixed signals. Uncomfortable as they may be, they should be explicitly addressed with a simple recognition and explanation. Related to this is a willingness to share tough or bad news. With a plant closure, a leader might say, “Yes, there are great benefits, but not to many of the employees at the plants that will close. Here is the timing of these closures, and here is what we are doing to help employees relocate.” Give-and-take. Good communication flows both ways. It does not simply involve conveying information, although this has value as well. Particularly in situations where you need people’s behavior to change, two-way discussion is vital to building understanding and engagement. Listening to concerns, to how the change is going, to how it could be improved is every bit as important as talking. To this list, we would emphasize that effective communication in an organizational transformation requires leaders who are able and willing to share tough news. Our experience with acquisitions and restructuring is that people can handle bad news; what they cannot handle is evasion or unclear news. Managers often don’t share the tough parts because they are anxious about how their people will react. But an important part of communication is being clear and honest. Extending the example above, people may not like hearing that their plant will be closed, but they appreciate having the information and being in a position to make their plans. In addition to being the humane thing to do, this honest communication reduces the time lost to anxiety, uncertainty, and speculation. COMMUNICATION PLANNING Every change initiative needs a communication plan that identifies the messages or information to be shared, lets people know who the stakeholders or audience will be, and says when the communication is to take place and how it is to be carried out. From the simplest to the most complex, communication plans cover these topics and how they will be staged over a period of time. Communication plans may be organized around central themes or messages, pivotal events, or roles of key leaders. Many organizations have internal and external communications functions, which may play a significant role in the planning. But it is important that the change leader and guiding coalition be deeply engaged in both communication planning and execution. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 7 JWI555-WEEK 5 LECTURE WK5 (CONTINUED) KOTTER’S CHANGE-LEADERSHIP FRAMEWORK So far, we have examined the following critical elements in Kotter’s change leadership framework: (a) creating urgency, (b) shaping a vision, (c) creating a guiding coalition to mobilize commitment, and (d) culture. We have also made numerous references to communication, the focus of this lecture. Let’s look at the change methodologies as they relate to each of the five elements. Creating urgency. The tools all work best where the change leader has already started building and conveying a sense of urgency and a widely held belief that change is necessary. Urgency is needed for people to take time out of their daily routines, prioritize the change work, and endure the inevitable disruptions as the changes are carried out. Each of the tools we’ve discussed helps build urgency in the participating group through structured forms of communication and collaboration. People learn more about the existence and impact of problems and the needs and concerns of customers. And they talk candidly about what is not working well and how to improve things. Competitive opportunities and challenges are made real. Sharing best practices allows staff members to learn from their counterparts in other companies, which often forces slow-moving, insular organizations to include more relevant data and honest discussion in their decision-making. It builds urgency around fixing persistent problems as it shows that others have found ways to improve. Process redesign requires people from diverse departments to quickly collaborate and honestly assess how things are best done. Both Rapid Results and Work-Out bring together diverse groups of people to set high goals for fixing important processes under aggressive timelines of 100 days or less. In this way, they help build an emotional, or felt, sense of urgency. Six Sigma, in contrast, contributes to an intellectually understood urgency as black belts and green belts improve inefficient processes with the assistance of precise data that are hard to argue away. Each of these tools fuels increasing urgency as people who have never before worked together learn that solutions are readily available. Complacency isn’t an option. Shaping a vision. Setting a vision to guide a major change is an iterative process. It requires thinking and discussion among the leadership team, alternated with periods of research and data collection as ideas are prioritized and refined. Because they are both fairly simple, yet yield a great deal of information, best practices and Rapid Results are both excellent tools to use as part of the vision-development process. Sharing best practices opens a window into how other organizations are successfully tackling similar issues. Rapid Results provides fast, real insights into what it actually takes to achieve measurable change in a given area—and can highlight changes needed across the organization. These insights help paint a picture of a future company that works better. Both tools help create strategies that are imaginable, desirable, feasible, focused, flexible, and communicable—each one a test of an effective vision, according to Kotter. In a more limited way, the preparation involved in fundamentally reimagining processes through the other three techniques—process redesign, WorkOut, and Six Sigma— can also feed valuable insights into the vision creation process. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 8 JWI555-WEEK 5 LECTURE WK5 (CONTINUED) But in their own ways, the four techniques of process redesign, Rapid Results, Work-Out, and Six Sigma are all effective ways to carry out a vision once it is in for improvement. So the approaches emphasize the engagement and ideas of all team members. In contrast, Six Sigma typically sources data and ideas from a smaller group of experts, so may not engender the same level of engagement or commitment from all team members. These three approaches are also focused on achieving measurable results. Rapid Results and Work-Out are designed to do so quickly. The pride and confidence that people feel in their achievement are powerful motivators. And the demonstration of actual results can be extremely effective in converting naysayers and building support for a change process. Obviously, engagement depends heavily on people’s empowerment to take action. To go through rounds of discussion, only to see effective action shut down, can drastically undermine engagement and the credibility of the change effort. Finally, the Town Meeting component of Work-Out makes it particularly effective in mobilizing commitment. The open, candid discussion that any participant can have with senior management, the compelling sight of on-the-spot decision making, and the ability to have questions answered quickly and to see good ideas rewarded can dramatically lift engagement. Generating short-term wins. Both Rapid Results and Work-Out are designed to achieve results quickly. For this reason, one or the other should be seriously considered as part of any change effort. Process redesign can also be used in a way that generates short-term wins. The key is rapid execution of the new process or sections of the new process. If it takes six months or a year for people to see any change, that decreases their sense of urgency and undermines the overall change initiative. Conversely, short term wins contribute to the ongoing feeling of urgency by keeping the change efforts and results at the forefront of people’s attention. Short-term wins also work to cement people’s commitment to the change initiative. They see their efforts are worthwhile and experience the benefits of the new situation firsthand. Communicating the change vision. As already noted, each of these change methodologies depends upon and fosters change-focused communication among people who may not otherwise be in contact. The overall communications plan must take into account whichever approach you choose. Change leaders should be actively involved in addressing, launching, and sponsoring best-practice sharing and results-focused teams. They should also ensure that results and learning are communicated widely throughout the organization in support of the change efforts. The next lecture will address the critically important role of communication in driving and supporting change and the basics of communication planning. Again, Work-Out deserves a special mention. It brings particularly large and diverse groups together for in-depth discussions. And the Town Meeting provides the opportunity for everyone, ranging from the most junior to the most senior people, to engage in an unprecedented kind of open conversation. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 9 JWI555-WEEK 5 LECTURE WK5 (CONTINUED) PRACTICAL CONSIDERATIONS The five change methods also have different profiles with respect to speed and cost. Some are more flexible than others in terms of how they are applied and the range of problems they can be used to tackle. And they vary with respect to the technical rigor they require and produce. Table 1 summarizes some of these practical considerations. TABLE 1 A COMPARISON OF THE CHANGE TOOLS TOOL SPEED Best-Practices Sharing M COST FLEXIBILITY TECHNICAL RIGOR L H L Process Redesign H L/M L M Rapid Results H L/M H L Work-Out H M H L Six Sigma L H L H Note: L = low level; M= medium level; H = high level. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 10 JWI555-WEEK 5 LECTURE WK5 (CONTINUED) IMPLICATIONS FOR THE CULTURE Let’s go one by one through the ways each technique can spur cultural transformation: • Best-practices sharing helps create a culture of greater openness to new ideas. It is a good way to begin transforming an organizational culture that is inward-focused or arrogant. • Process redesign helps create a more boundaryless culture within an organization and even between organizations. It is helpful in breaking down a functionally rigid culture and in reducing unnecessary complexity. • Rapid Results is designed to break through resistance and hidden barriers to change, so may be used to soften a change-resistant culture. It is very effective in driving the shift from an activities-focused culture to a results focused one. It is also useful in shifting a top-down culture to one that gives greater recognition and empowerment to frontline people. In Welch’s terms, it gives them voice and dignity • Work-Out, like Rapid Results, helps create a culture that is focused on results and empowers people throughout the organization. It is also particularly effective in fostering a culture of openness, candor, and transparent decision making. Used for its original purpose, Work-Out is an excellent tool for taking out non-value-added work and creating a culture of simplicity and efficiency. • Six Sigma fosters a culture of tremendous customer focus and analytical rigor. When introduced into a rigid, bureaucratic culture, this can be paralyzing. But when brought into a more open, flexible, and transparent culture, it can spark a great deal of energy. This is why GE introduced Six Sigma with such excellent results after many years of Work-Out. MIXING IT UP Of course, a change leader is not limited to using only one of these tools. Sharing best practices is a great way to lay the foundation for any of the other approaches. Process redesign can be used inside a Rapid Results, Work-Out, or Six Sigma framework. Work-Out may help to launch multiple Rapid Results projects and to accelerate Six Sigma projects. And Six Sigma tools and analysis can deepen a Work-Out. Change leadership is not a paint-by-numbers exercise. Ultimately, it comes down to a leader’s judgment about which tools to use and when, given the specifics of the change to be undertaken and the current and desired culture of the organization. REFERENCES Kotter, J. (1996). Leading change. Boston, MA: Harvard Business School Press. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 11 APPENDIX The following pages contain support tools and additional reference materials WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 12 COMMUNICATION PLAN (1/2) The Communication Plan is one of the most important tools for the success of your initiative. Change Leaders who successfully implement initiatives know that this document is not just something that is used at the beginning of the project, but gets used throughout the entire life of the project. Remember that the Communication Plan only provides a framework for the regular communication of the project and its key milestones. There should also be plenty of informal and ad hoc communications to supplement this plan. In particular, think about those who will be most negatively impacted and whether you need to provide some additional communication mechanisms for them. You may want to keep them informed more frequently, to help generate buy in. Many organizations use a simple Microsoft Excel sheet to plan their communications and periodically reassess the communication plan effectiveness. Whatever organization tools you employ, at a minimum, you will want to identify four key components: 1. WHO is your target audience for that specific communication (e.g., major stakeholder groups Sales team, Manufacturing Plant, etc.)? For broad communications, such as a Company quarterly newsletter, it could be all Employees. Reference your Stakeholder Map to ensure all your key constituents are captured. 2. WHAT is the purpose of your communication? Are you communicating the achievement of a major milestone? Is it a status update? Is it a call to action? 3. WHEN will you deliver communications to specific audiences? It could coincide with existing planned events (Town Hall, Team retreat, Quarterly Review, Weekly Staff Meeting, etc.) or it could be a separate event. In some cases, you may not have a specific timing in mind, make sure you list as a minimum the calendar week or month as a placeholder. 4. HOW will you actually communicate and via which channels? You may be using live events to deliver a speech or a presentation. Or you may be using indirect channels such as emails, company newsletters, the company intranet site, etc. Remember that repetition is a key to success, so more is better. In addition, alternate the type of medium you use; some people assimilate better through an oral communication, others are more visual and will be more receptive to emails, flyers, etc. WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 13 COMMUNICATION PLAN (2/2) One of the advantages of creating this list in Microsoft Excel, is the ability to sort the columns in different ways. As you complete your list, sort your list by WHO and then by WHEN. This will enable you to see how often you will be reaching each key audience. Communication should be frequent and use at least a couple of different mediums for each stakeholder. As a rule of thumb, if your initiative spans the course of a year, you will want to reach each audience at least on a biweekly basis throughout the life of the project. Below is an example of a Communication Plan. TARGET AUDIENCE COMMUNICATION DATE CHANNEL COMMUNICATION TOPIC Sales team 2/3/2017 Sales Team Meeting Vision, Q&A All Employees 2/17/2017 Town Hall Vision, Status Update Operations Team 2/24/2017 Email Status Update, next Steps WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 14 COMMUNICATION PLAN TO START CREATING YOUR COMMUNICATION PLAN, USE THE FORMAT BELOW: TARGET AUDIENCE COMMUNICATION DATE WEEK 5 | COMMUNICATE, COMMUNICATE, COMMUNICATE PAGE 15 CHANNEL COMMUNICATION TOPIC
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Running Head: COMMUNICATING CHANGE

Communicating Change
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COMMUNICATING CHANGE

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Communicating Change

Changing the conventional organizational behavior is a critical step towards the
actualization of the company’s vision. This is, however, a process that is marred with numerous
challenges that most organizations are unable to tackle and thus the inability to realize their
visions. Change sh...


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