Teaching an Old Dog New Tricks
Managing Organizational Change
Mark Sherry
 ITIL
Expert
 ISO 20000 Consultant
 MBA, MA, B.Comm
 30+ ITIL Implementations
 Partner in Marval North America
Consultancy
 Training
 ITSM software

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Definition
“Change Management is an approach to
transitioning individuals, teams and organizations
from a current state to a future state”.
Wikipedia May 2013
Also known as:
 Reorganization
 Restructuring
 Business Process Engineering
 Turnaround
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Organizational Change Management
≠
ITIL Change Management
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Why Change?
 Growth
– Organic or Acquisition
 Process or Technological Innovation
 Laws – Regulations
 Reaction to Competition
 Financial Changes: Revenue and Expenses
 Demographics
 Societal Values
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We all love Change so long as it is
happening to someone else.
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Changes Affect
 Organizations
 Groups
 Individuals
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Organizational Change Models
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Lewin’s Change Model
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Bridge’s Transition Model

1 Ending Losing…


2 Neutral Zone


Fear, denial, anger, disorientation, frustration, anxiety
Low morale/productivity, anxiety, skepticism
3 New Beginning

Energized, openness, renewed commitment
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McKinsey 7S Framework
Top three are hard
elements
 Bottom four are soft
elements
 Two to three of the
seven will be the vital
ones based on the
organization
 Every element has an
impact on the other
elements

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Kotter’s Organizational Change Model
 First
published in 1996, Kotter’s 8 Step
Model is the grand-daddy of all change
models and is widely used.
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Kotter’s Organizational Change Model
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create a Guiding Coalition
Develop a Vision and Strategy
Communicating the Change Vision
Empowering Employees for Broad-Based Action
Generating Short Term Wins
Consolidating Gains and Producing More Change
Anchoring New Approaches in the Culture
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Step 1 - Establish a Sense of Urgency
75% of company’s management needs to buy into
the change in order for it to be successful
 Urgency has to be real – don’t fabricate
 Loss of market share, escalating costs, new
technology, competition, etc.
 Look to customers, industry and stakeholders to
strengthen the argument
 Examine potential threats and opportunities

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Step 1 - Establish a Sense of Urgency
 Only
71 companies remain today from the
original Fortune 500 list.
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Step 2 – Create a Guiding Coalition
 Four
Qualities of Effective Coalition
Position Power – senior leaders on board
 Expertise – informed decision making
 Credibility – group needs to be respected
 Leadership – proven leadership

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Step 3 – Develop a Vision and Strategy
 Six

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
key characteristics of an effective vision
Imaginable
Desirable
Feasible
Focused
Flexible
Communicable
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Step 3 – Develop a Vision and Strategy
Vision
Leadership
Strategies
Plans
Management
Budgets
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Step 4 – Communicating the Change Vision
 Keep the communication






Simple – no techno babble
Vivid – verbal pictures (metaphor, analogy)
Repeat, repeat, repeat
Walk the talk
Listen and be listened to
Use many different forms
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Step 5 - Empowering Employees for Broad-Based Action
 Address
structural barriers
 Provide needed training
 Align system to vision
 Deal with the troublesome managers
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Step 6 – Generating Short-Term Wins
 Why?





Provide evidence
Reward change agents
Fine tune vision and strategy
Undermine cynics
Builds momentum
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Step 7 – Don’t Let Up
(Consolidating Gains and Producing More Change)
 This
is a crucial point where many change
initiatives die.
 Need to:
Introduce more change - launch more projects
 Add more help to the mix
 Leadership from management
 Project management and leadership from
below
 Reduction of unnecessary interdependencies
 Drive the Change Deep Into the Organization

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Step 8 – Make it Stick
(Anchoring New Approaches in the Culture)
 Cultural
change comes last, not first
 Results show new way is better than old
 Success must be visible and communicated
 Be prepared to lose people along the way
 Reinforce culture through every new hire
or promotion
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Group Dynamics - Teamwork
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Tuckman’s Stages of Group Development
Adjourning
Performing
Norming
Storming
Forming
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Tuckman’s Stages
Stage 1: “Forming”
 Individuals are not
clear on what they’re
supposed to do.
 The mission isn’t
owned by the group.
 No trust yet.
 High learning.
 No group history;
unfamiliar with group
members.
 People check one
another out.
 People are not
committed to the
team.
Stage 2: “Storming”
Stage 3: “Norming”
Stage 4: “Performing”
 Roles and responsibilities
are articulated.
 Agendas are displayed.
 Problems solving doesn’t
work well.
 People want to modify
the team’s mission.
 Trying new ideas.
 Splinter groups form.
 People set boundaries.
 Anxiety abounds.
 People push for position
and power.
 Competition is high.
 Cliques drive the team.
 Little team spirit.
 Lots of personal attacks.
 Level of participation by
members is at its highest
(for some) and its lowest
(for some).
 Success occurs.
 Team has all the
resources for doing the
job.
 Appreciation and trust
build.
 Purpose is well defined.
 Feedback is high, wellreceived, and objective.
 Team confidence is high.
 Leader reinforces team
behaviour.
 Members self-reinforce
team norms.
 Hidden agendas become
open.
 Team is creative.
 More individual
motivation.
 Team gains commitment
from all members on
direction and goals.
 Team members feel
motivated.
 Individuals defer to team
needs.
 No surprises.
 Little waste. Very
efficient team
operations.
 Team members have
objective outlook.
 Individuals take pleasure
in the success of the
team – big winds.
 “We” versus “I”
orientation.
 High pride in the team.
 High openness and
support.
 High empathy.
 High trust in everyone.
 Superior team
performance.
 OK to risk confrontation.
Stage 5: “Adjourning”
 Final assessment
 List of things that could
have been done better
 Transition planning
 Recognizing members
for their contributions.
 Reform and redo to
reduce mourning
 Celebrate !
http://salvos.org.au/scribe/sites/2020/files/Resources/Transition
s/HANDOUT_-_Tuckmans_Team_Development_Model.pdf
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How to Move From One to the Other
Action Steps: “Forming” to “Storming”

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Set a mission.
Set goals.
Establish roles.
Recognize need to move out of “forming”
stage.
Leader must be directive.
Figure ways to build trust.
Define a reward structure.
Take risks.
Bring group together periodically to work
on common tasks.
Assert power.
Decide once and for all to be on the team.
Action Steps: “Storming” to “Norming”
 Team leader should actively support and
reinforce team behavior, facilitate the
group for wins, create positive
environment.
 Leader must ask for and expect results.
 Recognize, publicize team wins.
 Agree on individuals’ roles and
responsibilities.
 Buy into objectives and activities.
 Listen to each other.
 Set and take team time together.
 Everyone works actively to set a
supportive environment.
 Have the vision: “We can succeed!”
 Request and accept feedback.
 Build trust by honoring commitments.
Action Steps: “Norming” to “Performing”

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Maintain traditions.
Praise and flatter each other.
Self-evaluate without a fuss.
Share leadership role in team based on
who does what the best.
Share rewards and successes.
Communicate all the time.
Share responsibility.
Delegate freely within the team.
Commit time to the team.
Keep raising the bar – new, higher goals.
Be selective of new team members; train
to maintain the tea m spirit.
http://salvos.org.au/scribe/sites/2020/files/Resources/Transition
s/HANDOUT_-_Tuckmans_Team_Development_Model.pdf
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To Mix Things Up
Add a new member to the group mid stream.
 Constantly change group members for each
project.
 Mixture of group work and day to day work.
 Expand scope of group if it is high performing.
 Shorten timelines.
 Bring in external team members (consultants) to
be a member of the team.

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Beckhard’s Change Equation
D
V
F
R
Dissatisfaction
Vision
DRIVING
forces
First Steps
Resistance to Change
RESTRAINING
forces
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Individual Change
 It
is hard to do!
 Lots of theories.
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Individual Change
 Visualize
the change.
 Agree outcome is positive.
 Tell as many people as possible.
 Turn accomplices into friends.
 Set incremental targets.
 Provide feedback to yourself.
 Control the environment.
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Questions
Marval North America
1 866-787-6622
[email protected]
www.marvalnorthamerica.com
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