Transcript Document
The Collective Mind Organizational Change Management and Communications for Complex Projects Jana Markowitz PMI Memphis PDD 2013 Breakout Session 1 The Collective Mind Objectives To help Project and Program Managers understand: – – – – – – Roles in Change Management Elements of a Change Plan Critical Success Factors Stages of Communication Commonly Used Frameworks Where to Find Helpful Information 2 The Collective Mind Roles in a Change Initiative Change Sponsor(s) S Change Agents A A T T T Change Targets 3 The Collective Mind Elements of a Change Plan • • • • Stakeholder Analysis Definition (selection) of Metrics Communication Plan Training Plan 4 The Collective Mind Critical Success Factors for Change • Targets must trust and believe the Change Sponsor(s) and Change Agents • Stakeholder expectations must be accurately set • People should be given information before they discover it on their own • Adequate training, which makes people comfortable doing their work in the new environment, must be provided • No one should have more change than they can cope with forced upon them 5 The Collective Mind Stages of Communication AWARENESS ENGAGEMENT COMMITMENT ACTION 6 The Collective Mind Stages of Communication Awareness • What is changing? – Why do we have to change? – Why now? • What is not changing? • Where or from whom do I get information? 7 The Collective Mind Stages of Communication Engagement • • • • What’s in it for me? Why do I have to participate? Isn’t this more work for the same pay? How can this be rewarding for me? 8 The Collective Mind Stages of Communication Commitment The change initiative must have the dedication and determination of people at all levels – executive, middle management, individual contributor 9 The Collective Mind Stages of Communication Action • Once roles and responsibilities are clear, everyone involved must execute • Project Managers and the PMO should keep all levels apprised of status, issues, resource needs and skill gaps 10 The Collective Mind What Do Organizations Forget? • Communication must be two-way – listening and adapting are just as important as informing • Different people are motivated by different things – the sponsor(s) can begin by addressing groups but eventually must appeal to individuals • Some resistance to change is justified – (see “listening and adapting” in first bullet) • Some external customers and suppliers – may need to know what is changing too • Some communication must be face-to-face – because everyone knows important messages are delivered in person – not via email or memo • Managing change must be done by every person – on the project team, and the sponsors, not just the change management consultants 11 The Collective Mind Commonly Used Frameworks ADKAR – by ProSci • Awareness • Desire • Knowledge • Ability • Reinforcement 12 The Collective Mind Commonly Used Frameworks Kotter’s 8-Step Model for Change 1. 2. 3. 4. 5. 6. 7. 8. Create Urgency Form a Powerful Coalition Create a Vision for Change Communicate the Vision Remove Obstacles Create Short-term Wins Build on the Change Anchor the Changes in Corporate Culture 13 The Collective Mind Questions? 14 The Collective Mind Helpful Resources • John Kotter’s book, Leading Change ISBN-10: 0-87584-747-1 • The Change Management Pocket Guide by Kate Nelson and Stacy Aaron ISBN: 0-9767359-0-3 • ProSci’s Change Management Learning Center http://www.prosci.com/cm-new.htm Contact Info: [email protected] 901.682.0830 Thank you! 15