10 - Change Management

• Explain the Six Sigma practices for presenting and measuring the effect on business or performance before a change.

Six Sigma is a data-driven approach to analyzing and solving root causes of business problems. (By identifying the root causes of business problem the necessary organizational changes can be identified.)

• Explain the importance of creating a learning culture in a knowledge-based organization.

• Organizations have seen the rise of the learning organization philosophy. The learning organization is one that promotes, encourages, and sets itself up to provide an environment built on the need for continuous learning. • In knowledge-based organizations, leaders should be focused on creating a leadership culture that promotes and values interdependence, adaptability, flexibility, and autono • A cornerstone of the learning organization is personal mastery, in which organizations encourage the growth of their people by supporting a commitment to development and lifelong learning

How does APPRECIATIVE INQUERY apply to leading groups or teams?

• This is helpful in leading teams because the conversations focus on the positive and focus on what's possible in the future. Avoids baggage and getting stuck in non‐productive conversations

What are the three change states?

• Current State • Transition State • Future State

Define emotional intelligence and its effect on change.

...Emotional intelligence is the ability to accurately identify and understand a person's own emotional reactions and those of others. Available evidence supports the idea that increasing emotional intelligence produces more effective work groups; greater harmony in the workplace; and, ultimately, more resilient organizations

• Explain how the Kepner-Tregoe approach to change can identify needs and wants

..., straightforward, decision-making process 1. First, they divide the criteria into musts and wants. 2. The musts are divisible into either/or categories. (The first round of analysis measures the suppliers against this) 3. The wants are those relative measures that are important but cannot be quantified into yes or no answers.

• List and describe effective questioning techniques.

4 D Cycle: Topic, Discovery, Dream, Design, Destiniy Open- and Closed-Ended Questions

• List steps in the LEAN process

1. Specify the value desired by the customer. By clearly defining value for a specific product or service from the customer's perspective, organizations can then consider removing all the nonvalued activities, or waste. 2. Identify the value stream for each product or service. A value stream encompasses all of the activities across every department of the organization involved in jointly delivering the product or service. This represents the end-to-end process that delivers the value to the customer. Once the value stream (process) is identified, analyze it for wasted steps and target them for removal. 3. Make the product or service flow continuously to the customer without disruptions or waiting times. Usually, when organizations review value streams, they find that anywhere from 5 percent to 45 percent of activities add value. Eliminating those activities that are wasteful ensures that the product or service "flows" to the customer without any interruptions. 4. Introduce "pull" between all steps where continuous flow is possible. Understanding the customer demand or pull on the product or service and then creating a process to respond to this pull produces what the customer wants when the customer wants it. 5. Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually decreases. As more and more layers of waste become visible, the process continues towards perfection, a point in time where every asset and every action adds value for the customer.

Define Change Agents

Individuals or groups responsible for implementing or facilitating the specifics of the change (often a performance improvement practitioner)

• Describe and explain the effect of the forces of change on organizations, and explore how these forces are driving a shift in the nature and practice of leadership.

-The growth of content, innovation, and technology is faster now than in any other era in history. -leaders cannot keep up with rapid change through the traditional top-down control mentalities, nor can they do it with no formal structure or processes, or total chaos would ensue. -Today's leaders need to find the right balance between too much and too little structure for an organization to rapidly adapt its capabilities to survive.

• Identify approaches for implementing recommended design methods.

...Engage as many people as possible in identifying actions to increase awareness of the change. Encourage discussion about the actions needed to gain commitment. Use an appreciative inquiry progress review process to assure continued commitment to the process and identify any issues that need addressing. Begin the implementation by matching resources with interests and abilities.

• Describe the basic goals of leadership within and across organizations.

...Leadership is about making transforming change—creating greater levels of effectiveness —while management is about making incremental change, or achieving greater levels of efficiency. Organizations need both leadership and management because they are complementary processes.

• Explain how open systems theory applies to facilitating change

...Organizational systems affect processes and in some cases a systemic solution may be useful are central to the facilitation of organizational change.

• Describe positive dialogue methods

...• Begin with a positive tone by framing the topic around possibilities the change opens up for the stakeholder versus problems the change may cause. Positive thinking keeps the tone of the conversation optimistic and encouraging. • Stories are often powerful tools for moving people to action. Share stories and best practices as a means to create buy-in for the change initiative. • Display curiosity about the stakeholder's input. Body language can show genuine interest in another's viewpoint or betray mere lip service to change. • Welcome ideas or questions that haven't been considered—no one has all the answers. Be open to learning information from the stakeholder that may have been overlooked.

• Describe the similarities and differences between chaos and complexity theory.

...• Chaos is a state where patterns cannot be made or details understood. o Chaos is the result of an organization resisting change and then reaching a point where change is unavoidable. At this point, change occurs rapidly and can take a system in unexpected directions. Eventually, the system either reorganizes itself in a viable state or disintegrates. • Complex systems have details, whose role in the larger system cannot be understood fully by examining them apart from the system. Organizations identify patterns by carefully studying the whole system.

• Define the concepts behind chaos and complexity theory.

...• Chaos theory studies the behavior of dynamic systems that are highly sensitive to initial conditions, an effect which is popularly referred to as the butterfly effect. • Complexity theory is the study of complex systems and attempts to explain how organizations adapt to their environments and cope with uncertainty. (The central premise of complexity theory as it relates to organizations is that order can emerge out of chaos.)

• Describe how Six Sigma processes can help transform an organization

...• Six Sigma is a high-performing, data-driven approach to analyzing and solving root causes of business problems. • It ties the outputs of a business directly to marketplace requirements. • At the strategic or transformative level, the goal of Six Sigma is to align an organization to its marketplace and deliver real improvements and dollars to the bottom line.

• Describe the importance of applying systems thinking to change initiatives

...• Systems thinking puts problems into the context of the larger whole to find the most effective place to implement an appropriate solution.

• List and describe a variety of communication channels.

1. Advice networks: These are networks used to solve problems. 2. Trust networks: These networks are where sensitive information is shared. 3. Communication networks: These networks are used for discussing work-related matters. 4. Information networks: These networks include those who share information and are where to focus when there is a need to transform technical systems. 5. Influence networks: These focus on organizational politics and can be used to change the distribution of power in an organization. If there is a high degree of uncertainty in an organization, it is nearly impossible to address technical or cultural issues. This makes it imperative that the political players are brought into the change process early and support it. 6. Affect networks: These are networks of friends in the organization and are closely connected to corporate culture.

Explain how personal social styles can affect change.

1. Analytical people tend toward perfectionism and deal in logic and details. They tend to keep feelings to themselves. In talking with them, preparing the case in advance and being accurate and realistic is helpful. It is important to provide tangible evidence to support major points. 2. Amiable people put a high value on people and friendships. They go out of their way not to offend. They have opinions but are not inclined to say what's on their mind. To draw out their opinions, asking "how" questions is a good tactic. 3. Drivers can make high demands on themselves and others. They tend to be emotionally reserved . They are decisive and results-oriented; they like to give guidance to those who need it and those who do not as well. When dealing with drivers, people should be brief, specific, and to the point. 4. Expressive people are looking for a good time. They are enthusiastic, creative, and intuitive but have little tolerance for those unlike themselves. Easily bored, they tend to go off on tangents. When dealing with this type, it is useful to stick with the big picture. ...

• Define best practices for communicating issues to the workforce.

Clear, unambiguous communications are vital for success in any venture. 10.9.3.1Multiple Forms of Media 10.9.3.2Status—What Is Going On? 10.9.3.3How Are Measures Working?

• Describe internal factors that undermine or contribute to a learning culture.

Factors That Undermine a Learning Culture • Competition for Scarce Resources • Conflicting and Competing Goals Among Departments and Groups • Lack of Support Factors That Contribute to a Learning Culture • Team Building • Reaching Across Departmental Boundaries • Participating in Constructive Conflict Resolution • Modeling Organizational Values and Integrity • Promoting the Learning Culture Through Informal Means

• Describe, compare, and give examples of the evolution of the industrial and postindustrial leadership models and their congruent organizational structures

Idustrial evolved from Chieftens who managed resources. Industrial Leaders directed top down model all learning came from the leader. Post Industrial more calaborative more matrixed orgs.

Define Change Sponsor

Individuals or groups that have sufficient political power or assets to legitimize and support the intended change.

Define Change Targets

Individuals or groups that must operate differently.

What is McGregor's Theory X

Industrial leadership model, is the traditional way of looking at the workforce. It assumes people would rather play than work. It postulates the following: • Most people do not like to work and will avoid it when they can. • Most people need to be coerced, controlled, or threatened with punishment to persuade them to work. • Most people want to be told what to do. They want to avoid responsibility.

Discuss how diversity and inclusion programs and initiatives support organizational change.

Most organizations want to attract and retain a diverse workforce. Customers want to see themselves reflected in an organization they interact with. TD professionals need to provide education designed to help leaders and employees understand: • their responsibilities regarding diversity and inclusion management • how developing and maintaining a diverse and inclusive environment supports the organization's mission and maintains and increases market share • how increasing cultural competency makes a more effective leader and workforce • how succession planning must include those who do not necessarily look or think like the current leadership.

Describe some considerations for motivating learners.

Motivate with relevancy. Be sure learners see how the change or content relates to them and their world of work. 10.11.2.1 Awareness of Potential Cultural Differences 10.11.2.2 Learning Styles 10.11.2.3 Diversity Guidelines

What is McGregor's Theory Y

Postindustrial leadership model, postulates the following: • Most people will work to achieve goals to which they are committed, especially if rewards result from the achievement of those objectives. • Most people can learn to accept—and even seek—responsibility. Leadership in postindustrial times is defined by people working together to create transformative change in an environment built on trust.

• Identify approaches for creating the desired state.

TD professionals can assist with the design of this blueprint by using these approaches: Pull themes out of the interviews or the dream process to define the desired state. Sort ideas into categories for easier retrieval such as immediate implementation, later implementation, or not viable. Use as many people as possible to sort ideas to gather different perspectives along the way. Develop provocative propositions aligned to the dream to encourage people to stretch their thinking. Validate the propositions through socializing the idea or asking volunteers to champion to the propositions within their network.

• Examine the importance of owning the process.

This involvement allows employees to increase learning and problem-solving skills. The effort to redesign work also provides employees with opportunities to work through the feelings and emotions that are part of adapting to change.

Action Research Therory

This theory focuses on having subjects and researchers of a research project jointly contribute to the design and desired outcomes. The relationship of the theory to facilitating organizational change is important in guiding the research approach that T&D professionals decide to take

Explain best practices for motivating employees.

recognition and rewards?

Explain how communication relates to change?

• Communication is critical when implementing changes ‒ it is part education and part marketing. • Communication between two people goes through each person's filters. The sender‐receiver model shows how messages change as they pass through the filters (mindset, biases, and opinions) of the ender and receiver. • When communicating change initiatives: 1) tell in advance, 2) give enough information 3) ensure messages correspond with actions.

• List the steps of performing a needs analysis to define a need for change.

• Conduct external and organizational scans. • Collect data to identify business needs. • Identify potential change initiatives. • Collect data to identify performance, learning, and learner needs. • Analyze the data. • Deliver data analysis feedback. • Begin designing the change initiative.

List and describe common management styles.

• Dictatorship: This is an authoritarian style of management, a military chain-of-command type of structure. The manager takes complete control of work without regard to input from employees and expects total obedience. • Anarchy: Employees work with no input from managers. Work processes depend on employees. • Democracy: This is the most popular form of management in most organizations; it allows for sharing of ideas among employees and managers. Managers look for feedback. Equality is valued, and employees have a sense of investment in the organization. ...

List the steps in managing a Change Project

• Initiating • Planning • Executing • Controlling • Closing

• List the benefits, characteristics, and perspectives of systems thinking

• Systems thinking uses a set of practices based on the belief that the component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation. • Because of this interconnectedness, small changes to parts of a system can benefit the whole system before a situation