Tài liệu Wts_10_change

Change Management Work and Time Studies Vietnamese German University Dr.-Ing. Marlene Helfert 2016 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 1 Change management Change Management is the professional design and guidance of change processes in organizations Such changes may be managerial and structural changes, or the introduction of new processes, policies or practices. Many such projects are accompanied by resistance and loss of productivity, or simply peter out. Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 2 Change management Contents Overview Prosci’s ADKAR model Resistance management Understanding resistance Avoiding resistance Dealing with resistance Change communication Change story Communication plan Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 3 Change management Major change in your trolley factory Status quo If all specialists e.g. for the first workstation are absent, the other workstations can not operate. At the moment the trolleys are assembled in an assembly line, where every worker is a specialist for his workstation and has his own, individually designed, stationary workplace. Future In future, the company wants to produce the trolleys in group work, so every worker will work at each work station and they will change positions every two hours. If every worker can operate all workstations, they can easily fill bottlenecks For ergonomic reasons, changing the work position and tasks is very useful. Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 4 Change management Major change in your trolley factory Status quo At the moment the trolleys are assembled in an assembly line, where every worker is a specialist for his workstation and has his own, individually designed, stationary workplace. Future In future, the company wants to produce the trolleys in group work, so every worker will work at each work station and they will change positions every two hours. Do you think the workers will like this plan? What can you do to motivate them for the change? Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 5 Prosci’s ADKAR model Five key goals for effective change management Current A Awareness Future Transition D Desire K Knowledge A Ability R Reinforcement Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 6 Awareness How can you build awareness in your trolley factory? Current A Future Transition D K A R Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 8 Awareness What builds awareness of the need for change? Communications from others Access to information An event An observable condition Examples: Managers’ conversations General employee communications Readily-available business information Catastrophic disaster Gradually weakening financial performance Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 9 Awareness Potential resisting factors: Comfort with the status quo Credibility of the source or sender of the message Denial that the reasons for change are real Debate over the reasons for change Rumors or misinformation General perception of the people closest to me (if different than the public message) Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 10 Desire How can you build desire in your trolley factory? Current A Future Transition D K A R Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 11 Desire What builds desire to support and participate in a change? Likelihood of gain or achievement (incentive) Fear of consequence (risk or penalty) Desire to be part of something (to belong) Willingness to follow a leader you trust Alternative is worse Tactics for building desire: Active and visible primary sponsor Strong sponsorship coalition Personal engagement by coaches Proactive management of resistance Employees involved in the change process help create the solution Incentive programs aligned with the change Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 12 Desire Potential resisting factors: Comfort or security with how things are now Fear of the unknown Change not aligned with a person's self-interest or values No answer to What's In It For Me? (WIIFM) Negative history with change on a personal level (low confidence of success) An individual’s personal situation - financial, career, family, health An organization's track record with change Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 13 Knowledge Current What kind of knowledge do you need in your trolley factory? A D How can you build it? Future Transition K A R Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 14 Knowledge What builds knowledge on how to change? Training and education Experience Access to information Mentoring Examples: Formal training programs Job aides One-on-one coaching User groups and forums Troubleshooting guidance Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 15 Knowledge Potential challenges and resisting factors: Gap between current knowledge levels and desired knowledge levels Insufficient time (conflicting demands) Inadequate resources available for training Lack of access to the necessary information Capacity to learn Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 16 Ability What kind of ability do you need in your trolley factory? How can you develop it? Current A Future Transition D K A R Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 17 Ability What fosters ability to implement the required skills and behaviors? Practice Time Coaching or role modeling behavior of supervisors or team members Access to right tools Feedback Tactics for fostering ability: Direct involvement of coaches Access to subject matter experts Performance monitoring Hands-on practice during training Availability of expert resources to help employees Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 18 Ability Potential resisting factors: Inadequate time available to develop skills Lack of support resources Existing habits contrary to the desired behavior Psychological blocks Limitations in physical abilities Individual capabilities (personal limitations) Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 19 Reinforcement How can you reinforce the change in your trolley factory? Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 20 Reinforcement What builds reinforcement to sustain the change? Celebrations Rewards and recognition Feedback Corrective actions Visible performance measurement Accountability mechanisms in place Tactics for fostering reinforcement: Feedback from supervisors directly to employees - saying "Thank you" Visible recognition by senior level sponsors Project-sponsored celebrations for employees Compensation and appraisal systems designed to support the change Prosci 2015 Dr.-Ing. Marlene Helfert | Work and Time Studies | 2016 | 21