Change Management Communication

Remember We All Are

Individuals!

Expectancy rumours

Challenge of commitment

Shock Indignation, anger

Passive acceptance Withdrawal

So Is Our Attitude Towards Change.

Of organizational members about

10 20 % have an proactive & positive attitude and are eager to grow & develop themselves 60 80 % are willing to adapt to changes under acceptable circumstances 10 20% refuse.. of any changes!

Kirjavainen & Laakso-Manninen (2000: 128)

Three Phases of Change

Melting

Change

Freezing

Why this change is needed? What does change How to acquire routine after change? comprise of? What do we do in How have we succeed in it? new ways? Lewin 1951

EMOTIONS IN ORGANIZATIONAL CHANGES

ANGER
change targets emotions > not wanted, slow change emotions of the change initiator -> wanted, ideal change shown hidden

JOY

Effective way of leading change:

1) 2) 3) 4)

TIME

FEAR

Inform in time and continuously Interact: ask and listen Involve people in planning Openness: let the fear and grief show work on them

GRIEF
Matti J. Kuronen, Juha Arikoski, JTO & Mikael Sallinen, TTL

INVOLVEMENT IN CHANGE
8 phases of involvement

2. Opposing
Listen: take advantage of activity and criticism of people

8. Involvement

Lead by example: give everyo role and responsibility in chan

lf g na in io rn izat ou M gan Or

an ce

Give people time to learn new: coach, train

ua lc ha Le ng ar ni e ng th e ne w

Re s

i st

Follow and reward progress, give feedbac

shown

Support co-operation

Ac t

hidden

5. Acceptance

Observe silent acceptants, activate and encourage

1. Sabotage
Go out observe saboteurs, give facts: cut rumours

4. Neutrality

Support, take along, activate

Source: Based on model of Kurt Lewin - Reijo Korhonen, Unto Pirnes, Juha Arikoski

wa y

3. Giving up

7. Co-operation

6. Doing

t ge or g tin

MILESTONES OF CHANGE MANAGEMENT

1.

Opasta Lead ihmiset

2.
Osallista Involve

Anna Manage evt

4.

Johda Enable asiat

3.

Source: Huuskonen

CHANGE MANAGEMENT
1.

1) Lead people
Ensure active sponsorship and commitment throughout change Clarify vision repeatedly Give rewards and recognition Communicate: repeat, listen, ensure understanding and acceptance, discuss Walk the talk
4.

Opasta Lead ihmiset Anna Manage evt Osallista Involve

2.

Johda Enable asiat

3.

Source: Huuskonen

CHANGE MANAGEMENT

1.

2) Involve people
Set up & run a steering group. Remember major stakeholders, keep committed and informed Involve local & practitioner change teams Set up goals collectively Arrange ceremonies and events Surface emotional barriers, discuss Communicate benefits and progress, give thanks
4.

Opasta Lead ihmiset Anna Manage evt Osallista Involve

2.

Johda Enable asiat

3.

Source: Huuskonen

Change management
1.

3) Enable people
(by taking hold of things) Define clear measurable change goals + rewards Replace old rules & policies Allocate necessary resources for change Develop competencies & resilience Develop new processes, roles and responsibilities
4.

Opasta Lead ihmiset Anna Manage evt Osallista Involve

2.

Johda Enable asiat

3.

Source: Huuskonen

Change management
1.

4) Manage
Plan the change project, set half way objectives and milestones Do/execute plans Drive and navigate Direction Speed Distance Warning Signals Follow progress systematically. Measure, reward. Warning signals and road signs. React early, when necessary Take corrective actions
4.

Opasta Lead ihmiset Anna Manage evt Osallista Involve

2.

Johda Enable asiat

3.

Source: Huuskonen

PHASES OF CHANGE

Starting point

Actor 1 Actor 2 Actor 3 Actor 4 Actor 5

Resourcing

Consolidation

Measuring

Planning

Reflection

Action

Based on project management framework of Finland Post Corp.

Goal

THE MAIN REASONS FOR FAILURE

A fuzzy, poorly defined definition of the future state

Define the vision/goal well! prior future state description

No structured approach to handle the human issues surrounding the implementation of the change
Both Manage the project and Lead the people!! Think change genuinely through people

Lack of aligned management support for the change

Ensure Initial and Sustained Sponsorship!

Adapted from Huuskonen

Communication Is The Key

Questions That Need to Be Answered!

slow learning

Change Project

Why?
strategic goal

What?
how much and when? measurable goals

organized resistance

How?
implementation, commitment, expertise

difficulties to keep on change

Communication
Why?
connect the need for change with strategic aims identify what is working and what is not working and what is not working with the current situation

What ?
what is going to change? when? what is the difference compared to the past (current vs. envisioned future state)
v

How?
describe the changes needed for the change to succeed develop a business case explaining the need for change, gives also answers for how the change affects the stakeholders

Change = Development
? ? ? C H A N G E ? ? ?

Starting point: How defined? Action: Who Who made the initiative? is involved? Final state: What kind of things What does implementation should be changed? of the change require? What is the goal? What will happen if How to make it happen? How do we know what is achieved? Who is responsible? the change is Barriers, enablers and Who benefits and not initiated? how? perquisites?

Recommendations, Effective Change Management Communication

Develop a written communication plan to ensure that all of the following occur within your change management process.

Communicate consistently & frequently in multiple ways & through multiple channels. Clearly communicate the vision, the mission, and the objectives of the change. Make leaders and change sponsors available. Provide enough possibilities & time for people to explore the changes together, ask questions, request clarification, and provide input. Be proactive, tell as much as much you know and can. Listen. Avoid defensiveness, excuse-making, and answers that are given too quickly. Act with thoughtfulness. Provide training for people to meet the challenges and new requirements Reward & recognize positive approaches and accomplishments in the change.

Change Management Communication Plan

Provides a framework for managing and coordinating communication, and creating community engagement with and commitment to the implementation of a Change Communication Plan comprises: 1. Change stakeholder analysis: identifying whom the change
effect; their expectations & needs for information 2. Change approach & principles: approaches, goals & principles of carrying out the change & communicating about it

3. Plan & schedule communication events: identifying

required phases & scheduling the events with proper means & channels for communication

Plan & Schedule Communication

Strategies & events need to be mapped to the expectations of the stakeholders:
Awareness: Stakeholders develop knowledge of the change Understanding: Stakeholders comprehend the nature and intent of the change and start to develop an understanding of what this will mean for them. Positive perception: Strategies are implemented to try and engage stakeholders in developing a positive perception of the change. Pilot implementation: The change becomes operational for a small select group of stakeholders in order to test strategies, support and systems. Learnings can be utilized in full implementation. Implementation: The change is fully operationalized across the organization Adoption: The change has been operational for long enough to evaluate its worth and impact Institutionalisation: The change becomes embedded into routine operating procedures of the organization

Change Management Communication Plan Adresses..

Purpose Stakeholders Targeted Event, Method Expectation Timing Person in charge

Critical Success Factors in Change Management

A well-communicated shared understanding of the need for change Open and consisted communication at all levels of organization Participation and support by management Training for the change Structured approach to managing change Recognising employees for contribution to the change Clear safe channels for communication & feedback

MBTI & Change Management

The Myers-Briggs Type Indicator improves change management by: Identifying how different preference types view change and want to be communicated to about change Revealing the amount of structure and support individuals and a team will need Displaying those who want change and support it and those who may resist so they can be coached Maximizing a team's diversity in order to reach more useful and insightful conclusions

Expectations for Information

Think about organizational change management communication. What kind of information do you think different preferences require / hope for? What do they need for being able to process the information? Pair up and discuss. Please, fill in your ideas and discuss in your group.

Expectations for Information (1)?

Talk it out Extraverts Think it Through Introverts Specific Sensing Types The Big Picture Intuitive Types

Expectations for Information (2)?

Logical Implications Thinking Types Impact on People Feeling Types Joy of Closure Judging Types Joy of Processing Perceiving Types

Behavioral Cues During Communication

What kind of behaviors do you think different preferences are expressing during communication? Below some features that may help you identifying their needs in communication

Effects of Preferences in Work Situations Extraverted Types Introverted Types

Extraverted Types Introverted Types Like variety and action Like quiet for concentration Are often good at greeting people Have trouble remembering names Are sometimes impatient with long and faces Can work on one project for a long slow jobs time without interruption Are interested in how others do Are interested in the idea behind the their jobs job Often enjoy talking on the phone Dislike phone interruptions Often act quickly, sometimes Think before they act, sometimes without thinking Like to have people around in the without acting Work alone contentedly working environment May prefer to communicate by May prefer communications to be in talking rather than writing writing Like to learn a new task by talking it May prefer to learn by reading through with someone rather than talking or experiencing

Effects of Preferences in Work Situations Sensing types Intuitive types

Sensing Types Are aware of the uniqueness of each event Focus on what works now Like an established way of doing things Enjoy applying what they have already learned Work steadily, with a realistic idea of how long it will take Usually reach a conclusion step by step Are not often inspired, and may not trust the inspiration when they are Are careful about the facts May be good at precise work Can oversimplify a task Accept current reality as a given to work with Intuitive Types Are aware of new challenges and possibilities Focus on how things could be improved Dislike doing the same thing repeatedly Enjoy learning new skills Work in bursts of energy powered by enthusiasm with slack periods in between May leap to a conclusion quickly Follow their inspirations hunches May get their facts a bit wrong Dislike taking time for precision Can over complicate a task Ask why things are as the are

Effects of Preferences in Work Situations Thinking types Feeling types

Thinking Types Are good at putting things in logical order Respond more to peoples ideas than their feelings Anticipate or predict logical outcomes of choices Need to be treated fairly Trend to be firm and tough-minded Are able to reprimand or fire people when necessary May hurt peoples feelings without knowing Have talent for analyzing a problem or situation Feeling Types Like harmony and will work to make it happen Respond to peoples values as much as to their thoughts Are good at seeing the effects of choices on people Need occasional praise Tend to be sympathetic Dislike telling people unpleasant things Enjoy pleasing people Take an interest in the person behind the job or idea

Effects of Preferences in Work Situations Judging types Perceiving types

Judging Types Work best when they can plan their work and follow the plan Like to get things settled and finished May decide things too quickly May dislike to interrupt the project they are working on for a more urgent one Tend to be satisfied once they reach a judgement on a thing, situation, or person Want only the essentials needed to begin their work Schedule projects so that each step gets done on time Use lists as agendas for action Perceiving Types Do not mind leaving things open for last-minute changes Adapt well to changing situations May have trouble making decisions, feeling they never have enough information May start too many projects and have difficulty finishing them May postpone unplesant jobs Want to know all about a new job Get a lot accomplished at the last minute under pressure of a deadline Use lists as reminders of all the things they have to do someday

Expectations for Information some answers (1)

Talk it out Extraverts Think it Through Introverts Specific Sensing Types The Big Picture Intuitive Types

Time to talk through Time alone to reflect what is going on what is going on Communication, To be asked what they communication, think about things communication Thought-out written To be heard to have down communication a voice and one-to one Action, getting on with discussions it, keeping up the Time to think their space positions before discussions Time to assimilate changes before taking action

Real data why is The overall rationale change occurring? the global realities Specific and details on A general plan or what exactly is to change direction to play around Connections between with and develop the planned changes and Chances to paint a the past picture of the future to Realistic pictures of the create a vision that works for them future that makes the plans real Options a general direction but too much Clear guidelines on expectations, roles and structure responsibilities or the Opportunities to opportunity to design participate in designing them the future to influence the changes

Expectations for Information some answers (2)

Logical Implications Thinking Types
The logic why? What systematic changes will there be? Why? Clarity in the decision making and the planning What are the goals? What will be the structure? Demonstrated leadership competence Fairness and equitability in the changes

Impact on People Feeling Types

Joy of Closure Judging Types

Joy of Processing Perceiving Types

Recognition of the A clear concise plan of An open-ended plan impacts on people action The general parameters How will people's needs Defined outcomes, Flexibility with lots of be dealt with? clear goals options Inclusion of themselves A time frame, with each Information and the and others in the step spelled out opportunity to gather planning and A clear statement of more implementing of change priorities Loosen up, don't panic, What values underlie No more surprises! trust the process the changes?.... are they Completion get the Room to adjust goals the right ones? change in place and plans as the process Demonstration that continues leadership cares Appreciation and support