“What’s Change Got
to Do With It?”
A Primer on the Psychology of
Change Leadership
Prepared for Section 0502 Baltimore
American Society of Quality
By John Weisz
SSBB, CQE, CRE, CPIM, CPL
11/1/09
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Some Things to Think About
• 70% of LSS projects do not meet charter’s goals
• The average LSS project (for only “partially committed” LSS)
has less than 50% chance of survival
• Why is this?
Organizations Don’t Manage
Change Well!
•This applies just as well to LSS,CMMI,
MBNQA & ISO/TL 9000 endeavors
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Further Considerations (or the “6 Steps to Success”)
1.
2.
3.
Change Leadership is essential to LSS Success
Anticipate change, don’t react to it (PDCA)
Look below the surface
4.
Be a pessimist- use methods and tools to identify worst
case scenarios and execute plans that mitigate risk
“Control” is as important in change leadership as it is in
project management
Validate that you have created a change leadership
environment.
This page borrowed from Motorola University
5.
6.
course #CIC037 “Leading Digital Six Sigma”
11/1/09
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The Growth (“S”) Curve
Phase 1
Experiment & Slow Growth
FORMATIVE
Phase 2
Rapid Growth; Mature
Customer Preferences
NORMATIVE
Phase 3
Growth Declines;
Rebirth or DEATH
INTEGRATIVE
Performance
Discontinuous
change
Improved
performance!
Incremental
change
Anticipating the change enables:
Equilibrium
Disequilibrium
• experimentation, failure & trying again
• collection of more market & trend
information
• increase in resources to invest more in
advanced development and proactively
influence the next change
T3 TigerTech/Change leadership and
LSS.ppt
Time
This page borrowed from Motorola University
course #CIC037 “Leading Digital Six Sigma”
11/1/09
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The Growth Curve: Some Implications
• The need for change is typically triggered by a
change in the environment
• The need for change does not imply that what
we were doing before was wrong
• The object of accelerating change is to shorten
Phases 1 and 3, so we can get to Phase 2 as
quickly as possible.
• Delay can be fatal: the frequency of the
change cycle is increasing
This page borrowed from Motorola University
course #CIC037 “Leading Digital Six Sigma”
11/1/09
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Change Administration vs. Leadership
Traditional Approach
Accelerated Approach
(Administration)
(“leadership”)
• Manage organizational disruption
• Focus on process
• Work through existing
organization
• Complex and sequenced
• Long term (3-5 years)
• One approach fits all
• Maximize shareholder returns
• Focus on strategy
• Change can require new
leadership
• Simultaneous initiatives
• Slow pace means low yields
• Tailored approach, depending on
needs
Note: These are the same
objections, methods and
behaviors needed for leading
LSS teams
This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma”
11/1/09
12/27/08
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The Paradigm Shift for Change
Life
Cycle
LCEA
Engineering Associates
Conviction
Increasing Commitment
Disinterest /
skepticism
Anticipation/
Expectation
- Boss said "do it"
- It's tough but CAN DO
- Train is leaving, I better
be on it.
- why do it?
- why outsider?
- someone else's
problems
- It's right thing to do
Time of greatest risk
- It will save me work
Disillusionment
/ Hostility
- Maybe this is a
"pain-less solution"
Failure
- it's hard/threatening
- To survive, I have to
defend status quo
- I'll defend my turf at all
costs
- I'll do it when it suits me
- There's no urgency
- I will discredit the
process whenever I can
- I want to re-evaluate this
decision one more time
Time
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This page borrowed from Motorola University
course #CIC037 “Leading Digital Six Sigma”
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Increasing Commitment
Accelerated Cycle of Change
Anticipation/
Expectation
Disinterested
/ skeptical
- why do it?
- why outsider?
- someone else's problems
Make
Business
Case
for Change
- Boss said "do it"
- It will save me work
- Maybe this is a
"pain-less solution"
Winning
Business
Proposition
Launch
Change
Campaign
here
Reduce time &
cost to effect
change
Conviction
- It's tough but CAN DO
- Train is leaving, I better
be on it.
- It's right thing to do
Early
Success!!
-Drive ‘cycle time to
change’ to zero
-- Drive change
variance to zero
Failure
Right Answer + Right Campaign =Right Results!
Time
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This page borrowed from Motorola University
course #CIC037 “Leading Digital Six Sigma”
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5 Steps to Change Leadership’
• Step 1: Confront Reality
• Step 2: Define the Winning Future
• Step 3: Design the Change Plan
• Step 4: Execute & Adapt the Change Campaigns
• Step 5: Disengage and Follow Up
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Change Leadership
Documents
1.
2.
3.
4.
5.
6.
Business Case for Change
Gap Analysis [Tools = FMEA & other tools]
Winning Business Proposition
Identify Campaign Changes
Change Campaign Assessment
Detailed Action Plans
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“What now, General
Washington?”
[an historical example]
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What’s the Change Paradigm
here?
[Really] ready to
fight
• has momentum
• more men; veterans
• food, supplies & $$
Winning the war
• Trenton
• Independence!
• large, enthusiastic
army
• ‘universal’
optimism
• Princeton
Losing the war
• …& beyond
• in full retreat
• scattered and
small army
• people not
supportive
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How did General Washington
Conviction!
do it?
- give me 2 more weeks!
Anticipation/
Expectation
Disinterested /
skeptical
- abandon NY?!
- we can wear them
down
- they are talking peace
Disillusionment /
Hostility
- We beat them before
- fear/standing army
- NY & NJ Lost
- the war is lost
- is GW still "The Man?"
- Washington consolidates
forces; deals with disloyal,
plans for future operations
- Washington collects Intel;
listens to subordinates
- "God is with us"
Nov'75- Aug'76
Bus.Case for change
GW asks for
permanent army
indifferent Congress
30,000 men
abundant
supplies
enthusiastic,
but
amateur leaders
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Time of greatest risk
- make these marches in
bad weather & poor roads
- 'these are the times that
try men's souls…'
Sep-Oct '76
Winning Bus. Prop.
GW adapts strategy
fearful but stubborn
Congress
Manhattan lost
15,000 dispirited men
some leaders emerge
16 Nov-23 Dec
Launch Change Campaign
GW plans counter
stroke
terrified Congress; gives
General full powers
all NY and Jersies lost
<8000 effectives
insubordinate leaders *
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24Dec'76 -March '77
Earlier Successes
GW strikes & exploits
Relieved Congress
Trenton, Princeton, etc
core of professional vets
1600 grows to 7000 men
leaders confident/effective
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Washington’s Plan: What actually happened?
New YorkHudson R.
To Morristown
Basking Ridge
Perth Amboy
5
Brunswick
Hillsborough
Princeton
Rocky Hill
Trenton
1
X
X
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4
Bordentown
RESULTS OF NEW JERSEY CAMPAIGN
a 6 Major battles & ~ 60 minor
… all won by GW's army
KIngston
a almost all of Jersies recovered
a supplies, recruits and $$ flowing in
a British Army and homefront demoralized
a full faith and confidence in GW restored!
a Veteran army & leaders ready for 1777
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Questions about
Change
Leadership?
Call John Weisz SSBB, CQE, CRE
410-987-1287
[email protected]
11/1/09
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