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Change Management (Initiator (Convince others (PA project, Internal app…

- - - - Small steps
      - Gradual build up
      - Invisible
    - - Big bang
      - Visible
  - - - Pros
        
        Risk
        
        Feedback cycle
        
        Tiny steps
        
        Gradual
      - Cons:
        
        Speed
        
        Tunnel Vision
      - Incremental change #
    - - Pros:
        
        Speed
        
        Small steps
        
        Radical change :
      - More likely to be a Radical change #
      - Cons
        
        Risk
        
        Impact on individuals
  - - - Seek opinion
      - Talk most to those affected
      - Relies on goodwill
      - Builds loyalty
    - - Power
      - Ordering others
      - Traditional
  - - - Framework for identifying
      - T: Timeline
        R: Resources
        O: Objective
        P: Perception
        I: Interest
        C: Control
        S: Source
    - - Short term
      - Clear goal
      - Agreement on problem
      - Limited groups
      - Tight control
      - Internal
    - - Too many emotions/people
      - Multiple groups
      - Unclear/Ill-defined
      - Subjective
      - External source
      - Long term
      - Lack of control
- - - - Shake complacency
      - Create urgency
      - Change or Die
    - - K: Knowledge of first step
        D: Dissatisfaction
        V: Vision
        C: Cost
      - Determine if change is needed
    - - Open
        
        All ideas
        
        Brainstorm #
      - Clear
        
        Problem
        
        Why
        
        Goal
        
        Impact
        
        Straight forward
      - Different methods
        
        Face-to-face preferred
        
        Tailor to each person/group
      - Manage it
      - Stay positive
      - Detail problem
      - Seek ideas
    - - Target
      - Inspire
      - Wake up
  - - - People
        
        Recipient
        
        Emotional
        
        Give them an outlet
        
        Be prepared to be assertive
        
        Defensive
        
        Rollercoaster #
        
        Fearful
        
        Remember you only control yourself
        
        Don't be surprised by other's reactions
        
        Plan for performance downturn
        
        Get ready to adapt
        
        Everyone must fall in line once decision is made
      - Communication
        
        Support others
        
        Don't cave but do listen #
        
        Create opportunity for success
        
        Ways
        
        Collaboration
        
        Pros:
        
        Spreads understanding
        
        Seeks opinions
        
        Builds commitment
        
        Creates mass
        
        Cons:
        
        Time
        
        Deadlock
        
        Not everyone is equal
        
        Consultation
        
        Pros:
        
        Spreads understanding
        
        Seeks opinions
        
        Reduces resistance
        
        Cons:
        
        Time
        
        Mix between presentation and meeting
        
        Presentation
        
        Pros:
        
        Spreads understand
        
        Time
        
        Cons:
        
        Doesn't seek opinions
        
        Autocratic
        
        Army/Old-School
        
        Repeat, repeat, repeat!
        #
        
        KISS
        
        Small tasks
        
        Self-contained tasks
      - Rhetoric == actions
  - - - Structural
        
        Brutal
        
        Sack obstacles #
        
        Allows fresh thinking
      - Rewards
        
        Must be aligned with change
        
        Be prepared to review as change embeds
      - Culture
        
        Hard
        
        Destroy old symbols
        
        Explicit communication about change staying #
        
        Live it
        
        Reward #
        
        Reinforce
        
        Sack obstacles #
        
        HARD
- - - - Technique
        
        For on left
        
        Against on right
        
        1 sheet of paper
      - Quick
    - - Technique
        
        Quadrants
        
        Resistors #
        
        Sideline
        
        Try to convince
        
        Treat fairly
        
        Don't avoid
        
        Don't waste too much energy
        
        Remember you only control yourself
        
        Bystanders
        
        Sitting on the fence
        
        Change agents
        
        Promote
        
        Traditionalists
        
        Sitting on the fence
        
        Group people into on quadrant
      - Need to know your people
    - - Technique
        
        Lay out all projects
        
        Rank projects
        
        Maximum 100 points to spend
        
        Be honest
        
        Get managers to rank
        
        Gauge support based on manager's workload
      - Need detailed understand of each project