Picturing the Change (Part2)

, ,

Pictures can be created in the mind. Sometimes I like to relate change experiences to something the audience can relate to and paint a picture in words. A frequently used reference point for me revolves around home decorating. ivermectin oral small k9

When you consider the need to get ready for change events we often consider the Pareto principle. That is 80/20 split. I would say that 80% of successful change management comes through good planning and only 20% relates to the activity of “going live” with the change – that moment of integration with the existing environment.

Now much like good preparation for decoration in your home a significant amount of time is given over to getting all the environmental needs in place here too. Scraping wallpaper, scrubbing walls, sanding details and generally cleaning out all the old and dated design elements in readiness for the new. The better you do this the more robust and lasting the new decor will be.

This is a good parallel with integration of change. The better you prepare for it the better the quality of the delivered display. erythematotelangiectatic rosacea treatment with ivermectin But if you cut corners and do a rush job then the more likely you will not get strong and lasting change. how much ivermectin can a chihuahua Much like decoration it will need rework faster and the cracks and problems will be more noticeable and deteriorate sooner.

So think about it in terms of decoration. If you want change to be of high quality and long lasting you have to put the preparatory effort in beforehand. The better. You prepare, the better the finish.

/0 Comments/by

Picturing the Change (Part1)

, , , , ,

I was recently reminded of the number of graphics and particularly things like change curves, charts and other line or bar charts. Any discussion about change would not be complete without referencing the Kubler-Ross grief curve and Johari windows and when I was considering how I explain change management to people who ask, I always like to reflect in stories and pictures – it just seems to hold better with people.

Kubler-Ross

If you are interested in knowing the background to Kubler-Ross I suggest you Google it, I am not going to take up a large chunk of this space but it’s well used to express the emotional energy experienced through a period of grief following a death or bereavement of some form. Actually, as I’m sure you already link, death or bereavement can equal loss which in turn can reflect a change – letting go of something that was and trying to take on something that is to be. I’ve slight modified the Kubler-Ross curve to reflect this.

KRCurve

As the change is established in the organization, different reactions occur – the same as the Kubler-Ross model. But I use this to reflect that the amount of energy expended on each reaction is reflective of the height on the curve and the transition from one reaction to the next is reflective of the move from change creation to full integration – from shock to commitment!

Johari Window

The other graphic I like to use is my own version of a Johari window. For those not so familiar with it, the Johari window comes from psychology and the willingness of people to understand what parts of their personality is accessible and open to others. hguhf h,k ghdk It is probably linked to my interest in Myers-Briggs typing that led me into looking more closely at this. دومينو اون لاين

If you replace personality with change then it works well as a descriptive model about the level of knowledge of that change within an organization. Consider that every stakeholder will sit somewhere on here and the challenge is enlarge the yellow coloured open sector, shrinking the blind and hidden blue shaded areas and thus shrink the unknown area. كيفيه لعب الطاوله In effect delivering knowledge about a change – and this relates to my favourite discussion on communications – when done successfully, will create more open zone content and less in the other zones.

Johari

What I personally find interesting here and I’ve tried to reflect it in my descriptors is how people sit in the “blind” and “hidden” change areas. When the change is known by the department, division or business managers but not the people within it, the “workers” are blind to it – they cannot see the change. If however the people that do the job are aware of a change, but have not passed on the information to departmental or project leaders, then they are keeping it hidden. Then of course the unknown quadrant occurs where nobody affected by the change knows about it! Which is where the hard work needs to take place!

I often use this Johari Change window to reflect the amount of communications needed. Those in the tope left corner need the least as they are better informed and those in the bottom right are in need of the most communication. There are multiple overlaps with stakeholder mapping and change impact analysis but it is a relatively simple for most people to understand.

 

/0 Comments/by

What is a “Change Enabler” ?

, , ,

I was involved in a brief twitter exchange today and it got me thinking how we define a change enabler. Do we really know what enables change or what change enables? There are elements here of the chicken and egg scenario that began to show through the more I thought about it.

So let’s begin with trying to define the word enabler.

Putting my trust in Google to begin with I type “enabler”. The usual million and one responses appear, but all focus on key things – helping, allowing or permission, but worryingly there is a strong use of the word in psychological terms as someone who helps another to follow a path to self-destruction, particularly a addict or substance abuser! Now that was a sobering thought – no pun intended! So perhaps an enabler allows or permits one to primarily become destructive! Not really my ideal relation to successful change delivery!

Let’s try “enable”, this gets some more promising responses. Some things about training, ease of use, legal powers and empowerment! Oh I like empowerment. A change enabler could be a change empowerment device! That sounds more like it!

So I think this short research as given me some words to use when I describe a change enabler – I propose “someone or something that permits, allows or empowers a change to happen” – what do you think?

So what is “someone or something that permits, allows or empowers a change to happen”? OK! Now I need to think a bit more. I guess, and this was part of the conversation I had today on twitter, for many people they immediately think of technology. Now I agree technology allows you to do things today that you couldn’t in the past, or to do things faster or quicker, but is it an enabler. مباريات كاس العرب ٢٠٢١ Does is allow, permit or empower – I don’t think it does, it really is just the vehicle to make the “new” happen. I guess, technological advancement encourages change, proposes change and may be a solution for some change, but is it really an enabler? I’m going to say NO.

Now in my conversation I proposed things like people, environment, communications and process improvements are enablers delivered by technology. Being brave I will challenge myself on this, and no I am not delving back into the realms of psychology. The challenge is that technology enables process improvement, communications etc. Does it? Actually perhaps it does, but I’m starting to get a feeling here that there is only one item on that list that is a true change enabler.

Process improvements much like technology development, proposes change and encourages it to happen for the better, but doesn’t allow, help or empower it. Similarly the environment, whether it be physically trees and the big wide world, or just your workspace, doesn’t do much enabling. لعبة ضومنه اون لاين Where you work can help you with change, but it isn’t something that helps change and it’s certainly not an empowering or allowing vehicle for change. باى بال المواقع

Now what! Oh yes, People and communications! Well generally the communications tell you what you need to know for change, they help and prepare you for change, but it’s really the people that decide the content of the communications – good bad or otherwise! So what about the people? People help change happen – change managers, change agents, even us poor change management consultants! People allow change to happen – they are the ones that make the decisions on whether the change will happen – they permit or allow it to go forward. Do they empower change? Well, if we consider that empowerment is a transfer of responsibility to deliver or function in some way, then yes, it is the people who do that. So there you have it, the only really true change enablers are people!

Let me know what you think email me

/0 Comments/by

Sometimes it’s Good Not to Talk about Change

,

So the festivities of the holiday season are now upon us and for many people this will be an opportunity to take a break from work and to spend quality time with friends, family or other loved ones in their life. Some people will have the luxury of the whole week off and others just part of it, but however you approach this time of year and whatever work free time you have, it is good to switch off and wind down and not think about work for some time. I think of it as the annual battery recharge. Read more

/0 Comments/by

Change Management Disney Style (Part 2)

, ,

Following on from my previous blog post, I am now going to share more insight from the magical wonderland that is Disney. Well actually the pause for thoughts I had with some other experiences whilst on vacation there.

Every day there are a series of parades and presentations at various places across the park. These are high profile, themed events with a significant number of Disney characters. The parades are less interactive but a number of the events are far more interactive with both kids and adults alike being pulled into the atmosphere and getting engaged with the “stars”. Viewing this put a permanent smile on all around as well as those involved. The whole atmosphere was taken up to a happier fun time – a true Disney magic moment!

What did I learn from these events? It made me think of organizational culture and the way change managers work with businesses to influence and encourage a more receptive audience within the business. If a business decides to restructure, change its processes or reposition itself – one of the key roles of getting the business ready for the change is to help the people understand and be receptive to the change. All the explanations in the world can be made, but if you stick to a system of talking at people, the likelihood is that they won’t engage with the new ethos, culture or approach. But getting them to take an active part in the change process, including them in the development and delivery produces a different take on the change. Their involvement encourages not just acceptance of the upcoming change, but also promotes a cultural shift within the organization to embrace the change and no doubt take it on far faster than otherwise. So my recommendation is to get the people involved in the change development, develop change agents in the business from those at the front of the acceptance line and take forward the change as an engaging and inclusive experience and never just tell people about the change.

I noticed that there are two types of eating establishments at the core of Disney food provision. One involves an all as you can eat menu, with a fixed price and a buffet style of food gathering. The second is the table based service, where you order from a menu and pay for what you order. Now I never went to any of the buffet – all you can eat fiestas, preferring to choose specific items, but they were extremely popular. This made me think about the amount of effort we put into delivering communications, learning events and explanations of change events. We rarely provide the “buffet” experience. Should we perhaps consider a central point for all information about a change and allow people to come along as and when they want to, gathering as much information as they can manage, but enabling them to come back time and again. Now I have seen that successfully done with project plans and implementation plans for IT delivery, in simple calendar styles and use of internal intranets, information boards and libraries to provide a single point of access to all information about a certain upcoming change. I agree that this has to be supplemented with other engagement activities, but sometimes its worth remembering that different people learn in different ways, and for some that may mean they will learn best by just going and getting information as it arises.

My final point to share about the Disney experience relates to the journey out of there, or more to the point, the problems we had. We were leaving by train, from the Parc Disney – Marne la Vallée-Chessy station, through to London, with a change in Lille. We had done the same journey there and ha a few moments but generally it has gone without issue. However, the TGV train we were supposed to catch up to Lille, was running late. The frustrations I felt in just seeing train departure times pushed back, several times, and every one without communications, is totally understandable. My French is not perfect but good enough to understand station announcements. When over 2 hours later it arrived, I was not best pleased.

However, they put us in first class on the TGV and because we had missed the proper connection in Lille, the stopped a through train to get us to London and equally upgraded us to the top tier on board. So by the time we got to London, almost 2 hours later than planned, we were tired but less angry with the train issue. What is my point on this train journey? Well apart from good reactions to customer services etc. it gave me two thoughts. The first is to always explain why a change event is being pushed back time and again. A lack of communication, and effective and appropriate communications at that, can disengage people with an upcoming change. Make sure they understand why the delivery dates or go live dates are changed and understand how that will be accounted for. The second point reflects the way we were upgraded on the train. If things are not going well, accept that people will be developing anger and frustration, so perhaps you need to find a way to provide some cream or sugar on top. If the system is being delayed, or the relocation pushed back, can you now provide it with something extra to make the wait worthwhile? Don’t be afraid to push the project sponsor or project manager to deliver a little more than originally planned to make up for the delays and subsequent frustrations.

When planning this vacation, I never expected to find so many opportunities for change management reflection but I guess it just goes to show how much it is an integral part of the way people lead their life and the experience through it reflects the constant change taking place in the world.

/0 Comments/by

Change Management Disney Style (Part 1)

, ,

I have been away on vacation. Yes even I take a break from work. Part of the trip away involved a week in Disneyland Paris. The experience of getting there and back, as well as the time in the park certainly gave me many thoughts on change management practice, and that’s why learning about finance and investing is important, and using sites as  day-traders.net could be really helpful to make good investments and making more money for you and your business.

Beginning with communications, it’s interesting that as a European site, they have to accommodate the variety of languages across the continent. It’s based in France, so French comes in to play as the stalwart, but then they also provide English and generally Spanish across the park. Mix that with some German, Dutch and occasional Italian and it made me realize the communications challenges that prevail here and how well they have worked to keep things simple. الفرق المتأهلة ليورو 2024 They use visual indicators wherever possible so the need for the different languages was not required. This made me think of the challenges we face as change managers to communicate a change across a business or to internal and external stakeholders. Why do we so often write up long and complicated explanations or instructions when perhaps a simple image or graphic will do? We sit there and try and work out how to speak to Finance, IT and all other sorts of other operational areas in different ways using their own language, yet maybe we can use a graphic or image to describe a change and have that understood by all. Perhaps even the use of pictures in preference to words…. لعبه كوتشينة They say a picture tells a thousand words.

One morning on entering the ticketing area to go through to the park, we were stopped from taking a short cut and made to follow a long path back out and in again, slightly more than 3 feet to the left of where we began. Why did we have to do this? Rules I guess, but we were given no explanation. Of course while the three of us were backtracking to come back along the second line route, we were watching by the eagle eyes “cast member”. Focusing so much on us then allowed seven or so people to take the short cut route we had been scolded for using. I was annoyed and frustrated by this “rules is rules” approach, but then began to consider why it happened. No doubt this was the most important task for that individual and they were happily enforcing what they had been told. But I wondered if they had been told why – perhaps there was some record keeping, health and safety or security reason for ensuring a set path through the ticket stalls was taken by all visitors. I reflected on the need to explain why changes are happening for people. I we don’t put perspective on the change then the individual may make the change within a set and rigid environment – almost just for the sake of the change, without considering the purpose or underlying reasons for making the change. We need to get away from expecting people to follow orders and to encourage active engagement and free thinking. عدد بطولات رونالدو مع البرتغال When people understand why the change is happening they are going to be more enthusiastic and human about the change event.

For any of you with experience of Disney parks, you will be aware that they have lands within the Disneyland Park. Within each land there are a number of experiences (aka rides). Now it crossed my mind that there were 3 of these activities that were very similar. Each of these involved riding in a cart, attached to a pole. There were 12 or so of these poles attached to a central pole and they were spun round, by the central pole, with opportunities to rise up and down. A Spin-lifter, I believe it is called. Now these types of experiences at Disneyland are dressed to fit in with a Disney theme. So we had one dressed to be a setoff flying Dumbo the elephants, one set as Aladdin’s magic carpets and one as “future world” rockets. What struck me was that my nephew was nervous about riding one of these, but once he had ridden in Aladdin, he was happy to do them all as he recognized the core design was the same. So it made me think about integrating changes and how we can use the opportunity in reverse. No matter how something is dressed up, if it is fundamentally the same at the core, then people who have experience a successful change through one environment, will embrace a similar one more readily. So if we have successfully introduced an organizational restructure, brought along a new IT system or changes the way reporting is made – if we want to do something similar again as a further improvement or business benefit, then stripping it back to its core purpose and relating it to the previous event, will engage people much more easily.

Ok I think that’s enough Disney reflection for now – magic moments, parades and eating establishments will be part of my next posting – the good, the bad and the downright bizarre!

/0 Comments/by

Change Management and its precarious relationship with human resources

, ,

Although there are many definitions floating around for change management, I have found myself frequently referring to change management as a bridge between projects and human resources (HR). The fact that we often need to define it as people change management gives away the link to human resources.

So why do I find so many HR professionals and the organizations they are part of, rejecting change management from the HR Division and placing it time and again with project management offices?

My ideal solution of course would see change management departments, business units and divisions as independent entities with some form of matrix relationship to project management business areas and human resources areas in equal measures. However there are far more situations where a change manager or change management team pushed in beside project management offices or units – “because it’s all about change”. My response is usually a suck of teeth followed by the reflection that “it is all about the management of people through change” or some similar phrase that ensures the word “people” are in there.

Now to the outsider everything to do with the people in the business place is that domain of HR – right? Actually I do kind of agree. But of course that’s with the modern view of HR – as strategic partners assessing the people needs of the business, whether it is recruitment needs, organizational structure or the realms of learning and workforce development. It is not the payroll department; it is neither the hiring and firing department nor the place where everyone’s annual appraisal is stored in dusty files – that is something of days gone by. I have an article on the history of human resources that discusses how times have changed. You can read it here. And this brings me round to why I see a strong relationship between Change Management and HR – when it is that modern entity within the business.

HR departments that develop policy and strategic direction for the workforce should understand the role of change management. Identifying organizational culture, defining workforce development plans, in fact anything within the Organizational Change, development and effectiveness arenas are common ground for HR and change management and I strongly believe in that strategic relationship for the benefit of both areas. I do find frustrations with some organizations that still have this view that HR is personnel by another name – they need to let go of the old and embrace the new role of human resources business partners and executives but I guess that just confirms their level of resistance to change and hence they are the same places that push change management in with the projects and wonder why all the work done seems to be connect the HR department to the project. Well not all the work, there’s far more than that to consider.

I even tag line my own business as change management and Strategic HR – emphasis on the strategic – because some people find it easier to relate to the OC, OD & OE activity as strategic HR rather than change management. I don’t have an issue with that and it probably explains part of the reason for developing greater presence for the profession and understanding across many industries. Yes I can do all those people management things, and offer advice, support and guidance from an HR perspective, but it makes you realize how difficult it often is to link change management.

As I’ve been writing this, my mind has had multiple other thoughts about the connectivity of HR and change management connecting. I feel this may develop into a series of posts – I’m sure there is one just on the role of “training” and oh how I hate that term! But that is another discussion for another day. I would just like to put a challenge out there to all those businesses who say they are embracing change management within their organizations – where does it sit? I hope in that area between HR and Project Management Offices – with equal interaction with both!

/0 Comments/by

How Change Management Affects Project Management

, ,

Anyone who chats with me about change management and is aware of my career background should be well aware that I moved into Change Management from project management. In fact IT project management first and then more general business projects before my moment of enlightenment happened. العاب النت 2022

Well it wasn’t anything of biblical proportions but I was feeling frustrated that the projects I was working on were not considering the bigger picture and the needs of the business and the people working in it. Yes this was quite a few years ago and change management wasn’t perhaps as widely appreciated then. اين يلعب سواريز The project management ethos was all about fast and effective delivery of a product – the latest IT system or software for DYI project management or systems that change most frequently or if you were lucky pushing through a business process change. Anyway the case was made for change managers where I worked and I transitioned into that sphere and some would say never looked back. مجموعات اليورو 2023

However, that is not true. I do frequently look back and rely on my project management expertise with many change events and all the tips for executive assistants that I have. It’s great that I have that foundation there and know all the tips and tricks of being a good PM. It is interesting for me to reflect on developments in project management – new methodologies take root and tips and tricks come from other sources. There are many good resources out on the net for you to peruse – I like this list of project management tips from Villanova University and a quick Google will bring up a number of other articles but I do notice a shift in the styling and approach with people affects, learning needs and communications needs all appearing in these top ten lists of project management essentials. Interestingly these are all areas that I consider change management’s domain.

We need to remember that we use project management for the organization and planning tools of so many jobs, contracts or whatever tasks you may be working on. Think about the last change event you did, you probably had to plan and organize it and your project management skills came to the fore. No matter if your formally trained or just know how to structure activities through experience that knowledge stays with you.

But what of change management and its impact upon project management? Much like the learned models out there I agree with the tripartite set up of business, project and change management. Each depends upon the other and inevitably influences each other. I guess this is becoming more common as I look around and see change management roles being advertised and requests for advice coming from new projects being started up in many businesses. However thinking about those newer and very good quality articles on how to make the best of project management, much like the recommendations of this link I put above, it is now becoming evident that good project managers are needing to embrace change management skills and like the title of this blog post, I am pleased to see how change management affects project management now.

/0 Comments/by

Change & The Small Guy

,

Why your workspace is important

The office environment can drastically impact the way you work and even your ability to appeal to candidates. What can you do to create the right atmosphere for work?

Your office and desk spaces are key parts of your working environment. They can impact your team’s culture, productivity and efficiency, as well as their general wellbeing at work. As well as that, it can influence how you appeal to candidates. Exactly what about the layout or contents of your office can change the way your employees work?

How your office can impact employer branding

Everyone has office envy. Organizations like Google have an infamous reputation for out-of-this world office spaces that reflect their culture. Even a pool or air hockey table is enough to inspire jealousy. These stunning office spaces work fantastically as recruitment marketing – who would not want to work in an exciting office space?

When building an employer brand, you can pull from various aspects of your organization’s work and achievements. Why not draw on where you work? A unique office space is a great, if a little bit superficial, way of attracting talent. If given a choice, a prospective candidate will want an attractive workspace. Check out the best 120 lb cardstock deals.

It is good to have a defined workplace

No matter what activity you are undertaking, it is great to have all the tools you need at hand. If you are cooking, you will have all of your ingredients prepared and tools laid out. If you like to run, you will lay out your gear the night before any morning run. The workplace is obviously no different.

By having a defined workplace, it is much easier to focus and get down to the task at hand. It helps get employees into the right headspace to work. A quiet, relaxed office environment can support this and this can be achieved by modifying the office layout.

When differing ideas come together, innovation happens

It can motivate collaboration and innovation

Everyone gets a little nervous if they have to knock on their manager’s door. An open office floor can help overcome that, as well as motivating more communication and interaction. If your office space allows employees to come together, that will certainly bring about increased collaboration and innovation. When differing ideas come together, innovation happens.

An open, sharing team can be facilitated by the right office environment. Even office features and tools like breakout spaces or whiteboards can accommodate the sharing of great ideas between colleagues and can help flesh new concepts out. If your organization builds a reputation for fostering new ideas and innovation, you are sure to attract great talent.

/0 Comments/by

The When of Change Management (Part1)

, , , , ,

Thinking of all your standard questions, how, what and why is probably best followed by when. I’ve done recent posts about how to change (Kotter) what is involved (change symphony) and why to use change management. So this is all about when to change.

Kurt Lewin has one of the simplest change management models that you could want to understand. It has just 3 stages: Unfreeze, change, freeze (or sometimes referred to as refreeze). I love the simplicity of this model, and although there have been many more models since this was put out there in the 1950’s it still holds true as a description of the process of change.

Taking forward this model, the time to change is when you are ready to unfreeze. That is when you are in the position to begin changing things. How do you know when this occurs? Good question! In simple terms it is the point in time when all the drivers for change are in place and ready to go. can ivermectin be bought over the counter in malaysia

What does this mean in simple terms? If it’s an IT project then this is the time where the business is ready to integrate, roll out or put in place the software or hardware across the business units, divisions or company! If it’s a process change, this is when we say – here you go do it this way now, or maybe its when the new office is bought and the business is ready to move.

OK, so those are all a bit simplistic, and I am sure you are aware from reading my other pieces you will understand that there is more to do before you go to this stage, and that true! You need to prepare for change and a good change manager will most definitely work on the learning, communications and cultural aspects of the business and its people to get ready for this point in time. However, in most cases the change point will be determined by an operational or project manager! ivermectin tics However, that has nothing to do with the business being in a good shape to undergo change, that’s just a functional, operational or business driver to make things happen.

I’d like to turn things a little up on their head here! Let’s ignore projects and operational units, and examine cultural readiness and willingness to change. how to apply scaboma lotion on hair Well perhaps not today, but in the next part of the when of change!

/0 Comments/by