(highlight:: Change Management Methodologies
Transcript:
Speaker 1
So that's a good question so, and we actually do have some research at APQC that talks about like different methodologies, which is actually pretty fast. I thought it was fascinating to see because I have my own experiences, but also just seeing what other companies are doing is fantastic so of course you have your you know your pro site Ad car methodology, one that wasn't actually in our research is one that's called William bridges which I'm very familiar with and it's the concept of managing transitions. So thinking of change as a transition instead of an event. And sometimes we get hung up on the event of the change, but what's really hard is what happens after the events the phase two is that we're going and we're going through the transition Of okay now I have a new process my new technology. Now what, what does this new normal feel like and it's the transition process so that was one that wasn't even part of our research so something for us to do in the future potentially but You've got your coders eight steps you've got McKinsey's model of influence that's out there. And then a multitude of others right you could name them all the kubler Ross curve which to me is kind of the foundation, which is talks about the change curve right of what people go through When they're dealing with change. So those are all phenomenal models and every company will take their own approach as they should right it should fit.)
- Time 0:01:22
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(highlight:: Change Management Mindset Needs to Be Embedded in Org's Leadership Development Activities
Transcript:
Speaker 1
But getting the change component embedded in your leadership development activities in your company I think is a huge win for companies as well. It's not just about the change practitioners, not just about the people, but it's about the leaders in the organization understanding that they ultimately are driving the change Process. So knowing how to lead from a change perspective as opposed to a hierarchical or a directive approach, very different and extremely beneficial to the organization if they can think About what they're doing that it's impacting people on a daily basis and they have the patience and the empathy, right, to be able to lead from that perspective with that kind of I'll Say servants leadership mindset)
- Time 0:04:57
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(highlight:: 4 Steps to Facilitating Change: Plan, Design, Implement, and Sustain/Evolve
Transcript:
Speaker 2
APQC is change management. We don't call it a methodology per se but we have our process and you said simple is good a little bit earlier and we have our four step it's just plan design implement and sustain. And I think that speaks to a little bit of the transition version of change because that sustained part is so critical and a change management methodology agreed, yes.
Speaker 1
And I love you know I like there's a sustained step in most all methodologies, but it's still, are we going to talk about the fact that a lot of people don't actually do the sustain. And the other thing I like to think about is that sustain is also a great way to think about it I also like to think about it as evolve because once it changes in place we're not we don't really Just want to sustain it. And we want to continue to improve it. Yep. And evolve it over time to become even better than what we thought it could be the day that we implemented it right so I like to think about it as sustainment and involvement as well so maybe We think about adding some capability into our own change model as we go forward but that's really what sustainment means though it doesn't mean sustain it as is it means sustain it and Continually improve it right along our lives.)
- Time 0:06:00
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(highlight:: Change Readiness Assessment: Assess what and how much time is needed to implement a change
Transcript:
Speaker 1
If you've never managed changed effectively in the past, you have to be able to assess why or why not. And what are we going to do differently this time. But knowing that current state, it's just like process improvement, you have to understand the current state, before you can then identify the gaps associated with it. And the goodness of a readiness assessment is that if you think about it just in, I'll say a quantitative factor, and you give yourself a score, that score will help tell you how much time Do you really need to spend focusing on very specific change management things like your communication plan might need to be five times more robust than it was for the last change because Of the nature of this change. Maybe you're going to experience a lot of resistance. So you're going to have to put some time into your project schedule, or your initiative schedule to be able to allow conversation and coaching around the resistance areas that you're Going to experience right those are just some examples. Maybe it's an entirely new skill set that's required. Yeah, you're going to need an extensive amount of time to be able to build and deliver and assess whether the training and the capabilities are actually going to be, you know, how long That takes for an organization. So it always depends on it. So knowing what that is when you start is going to help you to develop a very effective plan. And then the hardest part about having a change readiness assessment that's really powerful is getting people to buy into that, because the company might say we need this in 90 days, And you might do an assessment and say, but we need 120 days, or we need a year to do this for these reasons. If you have a good way of assessing change you have a better chance at making that case, and getting that extra time, or those capabilities put in place to then ensure that your change Is going to be effective.)
- Time 0:08:30
-

(highlight:: Change Management Methodologies
Transcript:
Speaker 1
So that's a good question so, and we actually do have some research at APQC that talks about like different methodologies, which is actually pretty fast. I thought it was fascinating to see because I have my own experiences, but also just seeing what other companies are doing is fantastic so of course you have your you know your pro site Ad car methodology, one that wasn't actually in our research is one that's called William bridges which I'm very familiar with and it's the concept of managing transitions. So thinking of change as a transition instead of an event. And sometimes we get hung up on the event of the change, but what's really hard is what happens after the events the phase two is that we're going and we're going through the transition Of okay now I have a new process my new technology. Now what, what does this new normal feel like and it's the transition process so that was one that wasn't even part of our research so something for us to do in the future potentially but You've got your coders eight steps you've got McKinsey's model of influence that's out there. And then a multitude of others right you could name them all the kubler Ross curve which to me is kind of the foundation, which is talks about the change curve right of what people go through When they're dealing with change. So those are all phenomenal models and every company will take their own approach as they should right it should fit.)
- Time 0:01:22
-

(highlight:: Change Management Mindset Needs to Be Embedded in Org's Leadership Development Activities
Transcript:
Speaker 1
But getting the change component embedded in your leadership development activities in your company I think is a huge win for companies as well. It's not just about the change practitioners, not just about the people, but it's about the leaders in the organization understanding that they ultimately are driving the change Process. So knowing how to lead from a change perspective as opposed to a hierarchical or a directive approach, very different and extremely beneficial to the organization if they can think About what they're doing that it's impacting people on a daily basis and they have the patience and the empathy, right, to be able to lead from that perspective with that kind of I'll Say servants leadership mindset)
- Time 0:04:57
-

(highlight:: 4 Steps to Facilitating Change: Plan, Design, Implement, and Sustain/Evolve
Transcript:
Speaker 2
APQC is change management. We don't call it a methodology per se but we have our process and you said simple is good a little bit earlier and we have our four step it's just plan design implement and sustain. And I think that speaks to a little bit of the transition version of change because that sustained part is so critical and a change management methodology agreed, yes.
Speaker 1
And I love you know I like there's a sustained step in most all methodologies, but it's still, are we going to talk about the fact that a lot of people don't actually do the sustain. And the other thing I like to think about is that sustain is also a great way to think about it I also like to think about it as evolve because once it changes in place we're not we don't really Just want to sustain it. And we want to continue to improve it. Yep. And evolve it over time to become even better than what we thought it could be the day that we implemented it right so I like to think about it as sustainment and involvement as well so maybe We think about adding some capability into our own change model as we go forward but that's really what sustainment means though it doesn't mean sustain it as is it means sustain it and Continually improve it right along our lives.)
- Time 0:06:00
-

(highlight:: Change Readiness Assessment: Assess what and how much time is needed to implement a change
Transcript:
Speaker 1
If you've never managed changed effectively in the past, you have to be able to assess why or why not. And what are we going to do differently this time. But knowing that current state, it's just like process improvement, you have to understand the current state, before you can then identify the gaps associated with it. And the goodness of a readiness assessment is that if you think about it just in, I'll say a quantitative factor, and you give yourself a score, that score will help tell you how much time Do you really need to spend focusing on very specific change management things like your communication plan might need to be five times more robust than it was for the last change because Of the nature of this change. Maybe you're going to experience a lot of resistance. So you're going to have to put some time into your project schedule, or your initiative schedule to be able to allow conversation and coaching around the resistance areas that you're Going to experience right those are just some examples. Maybe it's an entirely new skill set that's required. Yeah, you're going to need an extensive amount of time to be able to build and deliver and assess whether the training and the capabilities are actually going to be, you know, how long That takes for an organization. So it always depends on it. So knowing what that is when you start is going to help you to develop a very effective plan. And then the hardest part about having a change readiness assessment that's really powerful is getting people to buy into that, because the company might say we need this in 90 days, And you might do an assessment and say, but we need 120 days, or we need a year to do this for these reasons. If you have a good way of assessing change you have a better chance at making that case, and getting that extra time, or those capabilities put in place to then ensure that your change Is going to be effective.)
- Time 0:08:30
-