A PowerPoint presentation from Tricordant detailing Whole System Change Management.

1. 07/04/2014 Whole System Change Management
Whole System Change
Management
1

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IBM announced in Oct 2008 the results of a
study from more than 1,500 change
management executives from 15 countries,
which reveals that nearly 60% of projects
aimed at achieving business change do not
fully meet their objectives.

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"The only constant in life is change.”
(Herakleitos; Heraclitus) of Ephesus
(c.535 BC - 475 BC) Greek philosopher

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Change Perspectives
• Heifitz, (adaptive technical change)
• Kotter, (reasons why change fails / leadership & management of change)
• Weisbord, (history of change in org’s – productive workplaces)
• Senge, (tell – sell. Push – Pull approaches to implementing change)
• Bryson & Anderson, (Large Group Interaction ,Methods & Rapid
Improvement Events (RIEs.)
• Bridges, (endings – transitions - beginnings)
• Bidgood, (Significant events, transformations and phases of change)

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We see all
organisations as
complex adaptive
systems.
They are similarly
complex as a human
body and always
changing to learn,
develop and adapt
to their
environment.

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...... a metaphor for whole system change
management....both emergent and planned.
Human Development
& Maturity

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Planned
Functional Step
Change
Whole System
Transformational
Change
Local Continuous
Improvement
Gradual Systemic
Evolution
Scale of Change
Complexity of Change
Small
Whole SystemComponent
Major

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Marvin Weisbord, ‘Productive Workplaces Revisited’ (Jossey-Bass/Wylie, 2004),

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Strategy
Systems Culture
Concept
Vision
Goals
Objectives
Values
Spirit
Energy
Teamwork
Language
Motivation
Ethos
Evaluation
Processes
Governance
Infrastructure
Projects
People Structure
Skills
Measurement
Reward
Foundation
Reason
Core Purpose
Ethic
Uniqueness
History
Brand
Leadership
The Tricord™
Identity

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Change as a Journey

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Whole System Change
Strategy
Systems Culture
Identity
Strategy
Systems Culture
Identity
Current State Future State
Step-change
Transformation
Evolution and
Continuous
Improvement
AND

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Strategy
Systems Culture
Identity
Whole
System Change
Strategy
Systems Culture
Identity
Current State Future State
Systems Change
Cultural Change
Strategy Change
Identity Change

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Significant Events
Identity Change
Identity Change

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Response to Significant
Event Change
Adapted from Kubler-Ross model

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The Change Cycle
Plan the
Change
Significant
Event
Make the
Change
Stick
Deliver
the
Change

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Tricordant’s
Change Model
Case for
Change
Deliver the
Change
Prepare for
Change
Make
Change Stick
Strategy
Systems Culture
Identity
Current State
Strategy
Systems Culture
Identity
Future State
Significant event Significant event

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The Stages of
Change
• Create a compelling case and vision for change
• Engage key stakeholders around case for change
Case for
Change
• Agree change work streams /areas
• Appoint Business Leaders as change work stream leaders
• Design the changes (engaging with people affected)
Plan the
Change
• Deliver quick wins
• Pilot significant changes before full rollout
• Implement changes
Deliver the
Change
• Evaluation and metrics monitored
• Provide feedback to senior stakeholders
• Put in place continuous improvement mechanisms
Make the
Change
Stick

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A Whole System
Change Framework
Whole System Aspects of
Releasing and Driving
Change
Case for
Change
Plan the
Change
Deliver the
Change
Make the
Change
Stick
Strategy •Concept
•Vision
•Goals
•Objectives
•Values
Systems •Processes
•Governance
•Infrastructure
•Projects
•People Structure
•Skills
•Measurement Reward
Culture •Spirit
•Energy
•Teamwork
•Language
•Motivation
•Ethos
•Evaluation

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Releasing and Driving Change

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...... a metaphor for whole system change
management....both emergent and planned.
Human Development
& Maturity

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Change Management
Polarity
Evolving strategy
Learning organisation
Continuous improvement
Distributed leadership
Networked relations
Analysed strategy
Planned step-change
Change management
Hierarchical management
Formal communications
Releasing
Driving

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The Ambidextrous
Organisation
Managing
the polarity
every day
Delivering
the today
Designing
the
tomorrow

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The Adaptive Organisation
Plan
LearnDeliver
Every team at
every level
continuously
learning and
adapting.

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The Adaptive
Organisation
Division
Department
PrimaryTeam Primary Team PrimaryTeam Primary Team Primary Team
Department Department
Division Division
Organisation
Plan
LearnDeliver
Plan
Deliver
Learn
Plan
Learn
Deliver Plan
LearnDeliver

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Involve – Consult
- Inform
Outercore:
inform
Innercore:
involve
Middle core:
consult

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Example of Phases for a
Transformation Project
Kickoff and
Planning
Data Gathering
& Mapping
High Level Org
Design &
Workforce
Strategy
Option Testing
Detailed Org
Design and
Workforce
Strategy
Presenting &
Discussing
Conclusions
1: ’Whole System’ Org
Design and Workforce
Strategy
Multi- Skilling
Development
Annualised Hours
Detail Relocation and moves
Organisational/ Team
Structure
Preparation
Consultation
Refining
Testing
Deploying
Embedding
2: Component Detail
Design and
Implementation Planning
Workstreams
Job Descriptions and
Grading
Process and Facility
Change
3: Implementation/Change
Management and post-
implementation support

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Project Management
Reporting
Weekly Project Report
Client Name Client Contact
Project Director Project Manager
Project Description Week Commencing
Team Legend
Status Against Plan (including actions to remedy):
 Task
Key Issues (including actions to Remedy, all Issues will be added to the Issues Log):
 As identified
Key Risks (including actions to Remedy, all Risks will be added to the Risk Register):
 As identified
Completed By:
Date:
Project Risk Register
Client Name Client Contact
Project Director Project Manager
Project
Description
Week Commencing
Team Legend
KEY:
Low risk
(1 – 3)
Moderate risk
(4 – 6)
Significant risk
(8 – 12)
High risk
(15 – 25)
Issue
No
Description Mitigation Risk Owner Proximity
(date)
1
2
3
4
5
6
7
8

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Project Management
Reporting
Project Issues Log
Client Name Client Contact
Project Director Project Manager
Project Description Week Commencing
Team Legend
Issue
No
Description Mitigation Owner
1
2
3
4
5
6
7
8
9

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Change Support

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www.changemodel.nhs.uk
NHS Change Model
30

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The hidden dimension
Visible dimension
- Rational
- Structural
- Policies
- Goals and commitments
Hidden dimension
- Culture, how things are done
here
- Group and organisational
dynamics
- Interpersonal tensions
- Hope and aspirations
- Potential and creativity

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Polarity Map
Negative results from over focus
on left pole:
Negative results from over-focus
on the right pole:
Positives results from focus on the
right pole:
Positive results from focus on the
left pole:
Left Pole Right Poleand

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Values = positive results of focus on the
left pole
Values = positive results of focus on the
right pole
Fears = negative results of over-focus on the
left pole to the neglect of the right pole
Fears = negative results of over-focus on the
right pole to the neglect of the left pole
Deeper Fear from lack of balance
Greater Purpose Statement (GPS) - why balance this polarity?*
**
and
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / *
Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De
Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
Action Steps
How will we gain or maintain the positive
results from focusing on this left pole? What?
Who? By When? Measures?
Action Steps
How will we gain or maintain the positive
results from focusing on this right pole?
What? Who? By When? Measures?
Early Warnings***
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this left pole.
Early Warnings
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this right pole.
Polarity Map Template

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Multiple Levels of
Change Support
Changing the organisation
Managing the change process
Personal change support

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Team Launch Events

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Project Resources
Resource
Input
Time
Client project members
Tricordant project members
Analysis and
high-level design Detail Design Implementation

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Change
Management
Workforce
design
Organisation
Design
Whole Systems
Organisation Development

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Organisation
Design Support
The Tricord Organisational Model
Whole Work Team Attributes Whole Work Units
Work Cycle /
Flow Redesign
Tricord
Scoring
Organisational Build-up

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Workforce Planning &
Resource Management Support
Resource
Management
High utilisation
of staff
- Resource allocation
systems
- Flexible resource
management
- Performance
management
Talent
Management
Internal pipeline
of capable staff
- Succession Planning
- Career Frameworks
- Leadership
Development
Workforce
Planning
Sourcing of
workforce for
the long term
- Workforce Strategy
and Plans
- Strategic capability
frameworks
- Workforce modelling
Focus
Type of
Support
Short
Term
Medium
Term
Long
Term
Time
Scale
1 year 3 year

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PPM – Structure,
Templates and Training

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Workstream
Leader
Site Leader
(Programme Sponsor)
Site Leadership Team
(Programme Board)
BFF/RFT
Programme
Leader
Change
Leader
Workstream
LeaderWorkstream
LeaderWorkstream
LeaderWorkstream
Leader
Project TeamProject TeamProject TeamProject Team
Project TeamProject TeamProject TeamProject Team
Project TeamProject TeamProject TeamProject Team
Admin/project
resource
Full Time Part Time
Programme Office
Line Mgt/Coach
Workstream Sponsor
Programme mgtChange mentoring
Workstream Sponsors
Accountability
structure
Example
Only

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12 Tests for a Whole and
Healthy Organisation
1. Identity Test – The organisation has a strong sense of its reason, core purpose, uniqueness,
ethic, history and brand.
2. Customer test - The organisation is aligned to address the needs of each targeted segment of
external customers or clients (normal and exceptional conditions)?
3. Parent test – The organisation is aligned with the parent’s corporate strategy and source of
competitive value-add?
4. People test – The organisation can be delivered given the skills and availability of people?
5. Realism test – The design is practical given the technical, legal and geographic constraints
(normal and exceptional conditions)?
6. Significance test – All teams are ‘whole work teams’ delivering at least 1 ‘significant event’
7. Accountability test – All teams are held accountable against stretching measures focused on
their significant event?
8. Autonomy test – All teams have clear leadership and are empowered to learn and continuously
improve? Teams that need to be culturally different are allowed to be so?
9. Human scale test – Team size and leadership spans of control are within natural, social limits.
10. Efficiency test – No redundant levels? No insignificant teams? All team roles are value-adding?
11. Complexity test – The simplest organisational form given the number of ‘difficult’ dimensions
that need to be managed?
12. Subsidiarity test – Work is devolved down to the lowest sensible level?
Acknowledgement to contribution from Michael Goold and Andrew Campbell’ Designing Effective Organisations, Jossey-Bass 2002.

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Readiness for
Change Review
1. Have you collectively got a real ‘heart ‘for this change?
2. Are people clear about true core purpose and ‘identity’ of the organisation?
3. Does the organisation have strong leadership for this change. Is this understood
also as ‘distributed leadership’?
4. Is there a team, however small, with real passion and spirit, to act as an internal
seed of change? Are these the right people?
5. Have you got a history or track record in coping with such change before?
6. Have you a ‘whole system’ vision (Tricord) of where you wish to head towards?
7. Is that vision and motivation one of excellence, quality, efficiency, service, learning
and improvement?
8. Are your plans realistic and practical given the constraints on the organisation?
9. Are you going to put in place professional project/programme management and
build-in visible, honest, open reviews?
10. Can you really free up the time and resources to give this the ongoing commitment
this requires? What is the evidence of being willing to do this?
11. How will you measures successful progress on the journey. What are the key
measures indicating better delivery of the core purposes.
12. Are you all up for embarking on this journey, knowing that it wont be smooth, and
will demand more of you all? Is there a sense of humility about this?
Score each intuitively out of 5.

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Coaching for Change
• Increased awareness: or giving information to heighten the coachee’s recognition of the
issues that he or she is facing.
• Emotional awareness: which refers to the coachee experiencing and expressing issues
about the problem.
• Reviewing the impact of the behaviour on the people in the coachee’s environment:
such as colleagues, friends and family.
• Reappraising the self: in relation to the feelings about the same.
• Environmental control: or changing or avoiding triggers for the old behaviour.
• Developing support networks: which includes enlisting the help of the coach,
colleagues, mentors, or others in the coachee’s environment, to support the new
behaviours.
• Developing alternative behaviours: refers to substituting new responses thoughts and
feelings for the old behaviours.
• Rewarding changes: includes any reinforcement for the new, desired behaviours from
the coachee (self reinforcement) or others in his or her environment.
• Commitment occurs when the coachee chooses and commits to actions that will bring
about change.
Ref : Prochaska

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Tracking
Stakeholder Commitment
Grudging
Compliance
Dissension
Formal
Compliance
Genuine
Compliance
Enrolment
Commitment

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0
1
2
3
Integrator
Guardian
Brand Leader
Steward
Visionary
Strategist
Marketer
Director
ProcessLeader
Innovator
Designer
Performance Manager
Coach
Team Builder
Organisational Broker
Engager
LeadershipDiagnosis Result - Based on Scale
SAMANTHA
RACHEL
ANDREW
Integrated Leadership
Development
• An integrated leadership team solves the critical issue of the
“Incomplete Leader” (HBR, Feb 2007) - drawing on diverse strengths
across identity, strategy, systems and culture domains
• The Tricord Leadership Diagnostic provides the basis for assessing
and developing the breadths of strengths in a leadership team