Sunday, 15 November 2020

Everything you ever wanted to know about Change Management

Adapt Consulting Change Management PDF.pdf
ADAPT CONSULTING - DRAFT - NOT FOR CIRCULATION +44(0)7797762051

A MINI COMPENDIUM OF CHANGE MANAGEMENT BY ADAPT CONSULTING

Introduction

There are lots of models for change management out there. Here are some of the ones I have used together with some details of how I have applied them, and some links to further reading. There is so much information on the internet that it is simply foolish to think that I can add value beyond what is already available so the purpose is provide a mini compendium, some comments and some links and you can fod out more for yourself.

Section 1 Kotter's 8-Step Process for Leading Change

Section 2 Kübler-Ross Change Curve

Section 3 The Change House

Section 4 William Bridges' Transitions Model

Section 5 Beckhard-Harris Change Equation

Section 6 The ADKAR Model

Section 7 Kurt Lerwin Unfreeze, Change, Freeze Model

Section 8 McKinsey 7s Model

Section 9 Cultural Web

Section 10 Table: Components of change

If this mini compendium of change managements is useful or you would like similar mini compendium on the following please get in touch. These are all elements from my Projects and Change Academy Workshops and I am happy to share these common resources.

  • Communications Planning
  • Stakeholder Management
  • Teams Management
  • Indicators and Metrics for Manageing Performance and Change
  • Creating a Safety net for Successful Change

ABOUT TIM ROGERS

I am an experienced Management Consultant, Project and Change Manager. I am qualified with an MBA, various PostGrads in Technology, Finance and Compliance; I am also a Prince2 Project Manager, APMG Change Practitioner, Trainer, Facilitator and Coach; I am a tutor/mentor for the Chartered Management Institute; I am a former Independant Non Exec of the Public Accounts Committee.

My roles and responsibilities have included The Tranformation of Jerseys Harbours and Airport (from public sector department to private company); Review of governance in Health and Social Services; Set-up of Programme Office, Projects tools, templates and training for CI Cooperative; Operations Change and Sales Support for NatWest and RBSI; An USD 20million acquisition programme for a Cloud Services business.

If you are interested in Strategy, Projects, Programmes or Change please contact Tim@AdaptConsultingCompany.com or phone +44(0)7797762051


The 8-Step Process for Leading Change

This is perhaps the most widely known model for tackling change in an easy step-by-step approach. I will not go into great detail on the model because there are Reading References or Resources below which fully describe each step. The point here is just to provide a graphic (above) the summary (below) and some real-life practical observations.
  • 1. Create a Sense of Urgency
  • 2. Form a Guiding Coalition
  • 3. Develop an Inspired Vision
  • 4. Convey the New Vision
  • 5. Empower Others to Enact the Vision
  • 6. Generate Short-Term Wins
  • 7. Sustain Acceleration of the Vision
  • 8. Institute Permanent Change

What is good about this

We all like simple step-by-step instructions and just like a recipe it promised a perfect result provided you have all the ingredients, the right environment and the right utensils and people. It is well understood by many and therefore creates a common language with lots of people able and willing to offer input and advice.

What is bad about this

It is simplistic and formulaic and each step is more easily said than done. For example: Sustain Acceleration of the Vision, how many ways can that we interpreted and implemented? The truth is that organisations are as different an varied as the people in them and whilst we can make generalisations about change that doesn't actually help us deliver it any more than understanding the shape of a house can make us either an architect or a builder.

My experience

A lot of management consultants will hand out simple books like "Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions" as if to say "Look it's easy." But beware the do-it-yourself approach to change may be appealing but some things (like riding a bicycle or playing the violin) are best learned by experience rather than reading a book. As Red Adair once said "If you think its expensive hiring a professional, try using an amateur"

However the advantage of the model, and the book, is that it is a conversation starter. It gets people thinking, and whilst the best approach for any organisation will depend upon context and resources, the model does help people understanding some of the key elements of change, and that it is a process that needs to be orchestrated, even if in reality it is not as simple and sequential as the model suggests.

I have used the book Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions because it is a cheap hand-out to senior managers and staff and a great primer for the journey ahead. I do not believe for one moment that change happens in such a formulaic way but like all models it is not about whether it is true, it is about whether it is useful.

Further Reading References or Resources

https://www.kotterinc.com/8-steps-process-for-leading-change/

https://www.accipio.com/eleadership/mod/wiki/view.php?pageid=136

https://www.mindtools.com/pages/article/newPPM_82.htm

https://www.businessballs.com/change-management/8-step-change-model-kotter/

https://www.amazon.com/Our-Iceberg-Melting-Succeeding-Conditions/dp/0399563911

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

Kübler-Ross Change Curve

This is perhaps the most widely known model for understanding the people impact of change. I will not go into great detail on the model because there are Reading References or Resources below which fully describe each step. The point here is just to provide a graphic (above) the summary (below) and some real-life practical observations.
  • Denial – The first reaction is denial.
  • Anger – When the individual recognizes that denial cannot continue, they become frustrated, especially at proximate individuals.
  • Bargaining – The third stage involves the hope that the individual can avoid a cause of grief.
  • Depression – "I'm so sad, why bother with anything?"
  • During the fourth stage, the individual despairs
  • Acceptance – "It's going to be okay."

There are hundreds of variations on this model, which was originally about grief rather than organisational change.

What is good about this

The model is useful to help people understand people's possible reactions to change, both in terms of emotion and behaviour ostensibly helping organisations understand resistance to change. It can be used to plan communications and anticipate interventions for support at each critical phase/stage.

What is bad about this

Not all organisational change is like grief! And not all emotions follow a rational and systematic approach which can be anticipated like the arrival of a train.

My experience

I have used this to plan interventions and support at each critical phase/stage and create a communications calendar to time what gets said when, by whom, to whom in order to help them with that exact phase/stage that they are experiencing. Note that people wil have different experiences and may be at a different phase/stage in the journey.

One key factor is that change does not happen all at once and I have used a version of the curve with a train following the curve and pulling along many carriages. The point is, like a roller coaster, at any stage the people at the front will have a different experience from those at the back with result that some may be experiencing an uphill struggle just as others are cresting the top for a downhill plunge. This was used a lot when devising stakeholder plans comprising a communications calendar and discrete and different interventions for each "carriage" in our train.

Further Reading References or Resources

https://www.ekrfoundation.org/5-stages-of-grief/change-curve/

https://www.cleverism.com/understanding-kubler-ross-change-curve/

https://en.wikipedia.org/wiki/Five_stages_of_grief

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

Change House

This is perhaps less widely known than than the previous models but was the one used throughout my project when "incorporating" elements of the public sector (Example: Transforming the Harbours and Airport from Public Sector to Private Company). This is in some ways similar to the Kübler-Ross Change Curve, but it is not about greif and it does not assume we have the same starting and end-point in our journey. Indeed it explores where people are and where they could be indicating a possible move in any direction , noting that at any time different people, teams, departments or mindsets may be in different rooms with different perspectives.

  • Room of Contentment
  • Room of Denial
  • Room of Confusion
  • Room of Renewal
In some versions add
  • Dungeon of Dispair
  • Pit of Paralysis
  • Wrong Door

What is good about this

The model is useful to help people understand people's possible reactions to change, both in terms of emotion and behaviour ostensibly helping organisations understand resistance to change. It can be used to plan communications and anticipate interventions for support at each critical phase/stage.

What is bad about this

Not all organisational change is like grief! And not all emotions follow a rational and systematic approach which can be anticipated like the arrival of a train.

My experience

I have used this to plan interventions and support at each critical phase/stage and create a communications calendar to time what gets said when, by whom, to whom in order to help them with that exact phase/stage that they are experiencing. Note that people wil have different experiences and may be at a different phase/stage in the journey.

One key factor is that change does not happen all at once and I have used a version of the curve with a train following the curve and pulling along many carriages. The point is, like a roller coaster, at any stage the people at the front will have a different experience from those at the back with result that some may be experiencing an uphill struggle just as others are cresting the top for a downhill plunge. This was used a lot when devising stakeholder plans comprising a communications calendar and discrete and different interventions for each "carriage" in our train.

Further Reading References or Resources

https://info.thevirtualtrainingteam.co.uk/blog/the-change-house-which-room-are-you-in

https://www.skillpacks.com/house-of-change-3/

https://challengingcoaching.co.uk/the-change-house-how-to-avoid-complacency-denial-and-confusion/

https://pharmafield.co.uk/in_depth/four-rooms-of-change-managing-transition/

https://www.fatrank.com/the-change-house-model-get-on-the-foooking-roof/

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

Bridges Transition Model

William Bridges (1933 – February 17, 2013) was an American author, speaker, and organizational consultant. He emphasized the importance of understanding transitions as a key for organizations to succeed in making changes. He says transition is the psychological process of adapting to change. Transition consists of three phases: letting go of the past, the "neutral zone" where the past is gone but the new isn't fully present, and making the new beginning

  • Stage 1: Ending, Losing & Letting Go
    • Fear.
    • Denial.
    • Anger.
    • Sadness.
    • Disorientation.
    • Frustration.
    • Uncertainty.
    • A sense of loss.
  • Stage 2: The Neutral Zone
    • Resentment towards the change initiative.
    • Low morale and low productivity.
    • Anxiety about their role, status or identity.
    • Skepticism about the change initiative.
  • Stage 3: The New Beginning
    • High energy.
    • Openness to learning.
    • Renewed commitment to the group or their role.
There are similarities with the Kübler-Ross Change Curve in terms of emotions and with The 8-Step Process for Leading Change as regards steps for change.

What is good about this

This has many of the virtues of similar models mentioned elsewhere in this document.

What is bad about this

Not all organisational change is a 3 step process!

My experience

I have used this when planning major projects to recognise the need to celebrate the past before embarking on the path to the future. Too often leaders denigrate or criticise the past in favour of a better future. To do so risks undermining and alienating the people, process, products and past history. You cn build a better future without rubbishing the past.

Further Reading References or Resources

https://wmbridges.com/about/what-is-transition/

https://careervision.org/transitions-weathering-storms-change-2/

https://cio-wiki.org/wiki/William_Bridges%E2%80%99_Transition_Model

https://worldofwork.io/2019/07/bridges-transition-model-for-change/

https://www.toolshero.com/change-management/bridges-transition-model/

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

Beckhard-Harris Change Equation

The model rests on the assumption that organisations or individuals only change when:
  • Dissatisfaction: there is dissatisfaction when there is a situation that people want to change;
  • Vision: people share a reasonably clear vision of a future situation that is both better and achievable;
  • First steps: the action plan to achieve the vision is acceptable and sets out the first steps to be taken;
  • Resistance: the combined strength of the three factors above is greater than the existing resistance to change.

The Beckhard-Harris Change Equation aims to serve as a simplified way of analysing the potential success or failure of a change initiative within the workplace. If effectively describes the situation which is required for the desired change initiative to be successful.

The original “Formula for Change” was described by then-management consultant David Gleicher in the 1960s, but was sculpted into the modern change equation during the 1980s by organisational theorists Richard Beckhard and Reuben T. Harris, from whom this particular model derives its name. It was then further simplified and popularised in the late 1980s and early 1990s by experienced mentor Kathie Dannemiller.

What is good about this

Beckhard-Harris Change Equation is good because it does suggest why projects might fail, and this is useful since so many people naively believe it is as simple as applying some of the steps outlined elsewhere in this document.

What is bad about this

Formulas are a bit simplistic. If Change Management were an exact science then a consistent approach would be rewarded by consistent outcomes and success can be assured. Sadly life is not that simple when it comes to change.

My experience

I have used this to indicate to senior management why there is resistance to change: In most cases the compelling reason for change simply is not that compelling and the effort and cost is not worth the reward. In some cases this means a re-think of the project in others a re-think of the data and communications to better state the compelling reason.

Further Reading References or Resources

https://www.businessballs.com/change-management/formula-for-change/

http://pastatenaacp.org/wp-content/uploads/2017/03/Beckhard-Harris-Change-Model-DVF.pdf

https://www.humanperf.com/en/blog/nowiunderstand-glossary/articles/beckhard-harris-formula-for-change

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

The ADKAR Model

The ADKAR model outlines the five building blocks to achieve successful change management:
  • Awareness - Employees must be made aware of the need for change.
  • Desire - Employees must have the desire to participate and fully support the change.
  • Knowledge - By gathering knowledge about the change process the (ultimate) goal of the change will become clear for the employees.
  • Ability - Because of the ability to learn new skills and by managing behaviour, change is accepted.
  • Reinforcement - Reinforcement to sustain the change makes it clear for all employees that there is no turning back.

As any manager knows, leading people through change can be frustrating. You know you’ve found a better way to do things, but people often push back against the change, or quietly slip back into their old way of working as soon as you relax your vigilance. The ADKAR model is a 5-step framework that helps deal with the people-aspect of change management. The methodology was developed by Jeffery Hiatt, a best-selling author and the founder of Prosci.

What is good about this

All the time in projects and change management I talk about the competence, capacity, drive and desire of people and how important these pre-requisite are to successful change. The ADKAR Model covers this well. I can see links to Robert Dilts [I can do that here] model and think this is a critical element.

What is bad about this

Creating competence, capacity, drive and desire of people is more complicated than a task list and demands listening, even coaching, of people prior to equipping them for the change journey. Somebody does not become a carpenter simply by having some tools and a book, not a chef by having recipes and ingredients. There is more to this (and the other models) than the lists suggest.

My experience

I have not actively used the ADKAR Model in my change projects, but you can see it is similar to all the other models I have used.

Further Reading References or Resources

https://academy.whatfix.com/adkar-model-what-is-it-and-how-to-use-it/

https://www.howspace.com/resources/how-to-take-the-adkar-model-from-theory-to-practice

https://expertprogrammanagement.com/2018/02/adkar-model-of-change/

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

Kurt Lerwin Unfreeze, Change, Freeze Model

  • Unfreezing
  • Changing
  • Freezing (or Refreezing)

Sound similar to the Bridges Transition Model? I think so.

Lewin is often recognized as the "founder of social psychology" and was one of the first to study group dynamics and organizational development. Alongside Lewin’s change management model, you’ll notice similarities with methodologies like the Prosci ADKAR model, Kotter’s theory, The McKinsey 7-S model, and others.

One of the major steps that you’ll undertake in the first stage of Lewin’s three-stage model is to go through a Force Field Analysis. Lewin once stated in the publication, Resolving Social Conflicts and Field Theory in Social Science, “To bring about any change, the balance between the forces which maintain the social self-regulation at a given level has to be upset.” This is a basic tenant of Lewin’s 3 stage model of change, that the force to resist change needs to be broken up in order for the positive force driving change to win the day. Prior to the change, you can imagine the force field – or balance of the two forces – to be at equilibrium. Everyone is doing what they always do because the change hasn’t been introduced yet.

Does Force Field Analysis (effort forward being met with resistance back) sound similar to the Beckhard-Harris Change Equation? I think so.

What is good about this

This model may seem simple, but it is clearly a model that has triggered thinking and development of newer models like ADKAR model, Bridges Transition Model etc., and so should be noted and respected even if the newer models are more popular.

What is bad about this

The simple idea of Unfreeze, Change, Freeze like people and processes can be thawed and then refrozen is very dated. Note that most change models nowadays do not suggest Refreezing but embrace the idea of continual on-going change and there is no real consolidation and 'we are finished' step.

My experience

I absolutely have used Resolving Social Conflicts and Field Theory ideas in union negotiations as part of change programme. Here instead of using force against force [force to resist change needs to be broken up in order for the positive force driving change to win the day] we looked to see how we could make consessions and accomodate concerns whist still delivering our goals.

Further Reading References or Resources

https://www.change-management-coach.com/kurt_lewin.html

https://www.mindtools.com/pages/article/newPPM_94.htm

https://onlinepmcourses.com/kurt-lewins-freeze-phases/

https://www.researchgate.net/figure/Kurt-Lewins-change-management-model_fig2_330315840

http://changingminds.org/disciplines/change_management/lewin_change/lewin_change.htm

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

McKinsey 7s Model

  • Structure - Structure is the way in which a company is organized – chain of command and accountability relationships that form its organizational chart.
  • Strategy - Strategy refers to a well-curated business plan that allows the company to formulate a plan of action to achieve a sustainable competitive advantage, reinforced by the company’s mission and values.
  • Systems - Systems entail the business and technical infrastructure of the company that establishes workflows and the chain of decision-making.
  • Skills - Skills form the capabilities and competencies of a company that enables its employees to achieve its objectives.
  • Style - The attitude of senior employees in a company establishes a code of conduct through their ways of interactions and symbolic decision-making, which forms the management style of its leaders.
  • Staff - Staff involves talent management and all human resources related to company decisions, such as training, recruiting, and rewards systems
  • Shared Values - The mission, objectives, and values form the foundation of every organization and play an important role in aligning all key elements to maintain an effective organizational design.

The focus of the McKinsey 7s Model lies in the interconnectedness of the elements that are categorized by “Soft Ss” and “Hard Ss” – implying that a domino effect exists when changing one element in order to maintain an effective balance. Placing “Shared Values” as the “center” reflects the crucial nature of the impact of changes in founder values on all other elements.

The interdependency of this strategy development framework means that if one element changes, you will have to address the other six elements to analyze how the change affects them and to determine how each may need to change to keep organizational goals aligned.

Business uses of the McKinsey framework include:

  • Determining how your business will achieve targets and goals
  • Boosting productivity and performance
  • Putting a proposed strategy into effect
  • Facilitating the complexities of aligning departments and processes during mergers or acquisitions
  • Examining the effects of organizational changes within the company
  • Implementing policies to improve employee skills and competency

The 7s model can be used when organizational design and effectiveness are at question. It can help all stakeholders to work towards agreement when there are differing opinions about how the seven elements should be aligned.

What is good about this

Simple and comprehensive, easy to lear and communicate and excellent headings / structure for any report.

What is bad about this

I think the soft-elements are a little weak and prefer the cultural web

My experience

This is my go-to starting point for structural or organisational change. For cultural change I use the cultural web as my starting point.

Further Reading References or Resources

https://corporatefinanceinstitute.com/resources/knowledge/strategy/mckinsey-7s-model/

https://www.lucidchart.com/blog/mckinsey-7s-model

https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/enduring-ideas-the-7-s-framework

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

CULTURAL WEB

  • Stories and Myths
    • What form of company reputation is communicated between customers and stakeholders?
    • What stories do people tell new employees about the company?
    • What do people know about the history of the organisation?
    • What do these stories say about the culture of the business?
  • Rituals and Routines
    • What do employees expect when they arrive each day?
    • What experience do customers expect from the organisation?
    • What would be obvious if it were removed from routines?
    • What do these rituals and routines say about organisational beliefs?
  • Symbols
    • What kind of image is associated with the company from the outside?
    • How do employees and managers view the organisation?
    • Are there any company-specific designs or jargon used?
    • How does the organisation advertise itself?
  • Control Systems
    • Which processes are strongly and weakly controlled?
    • In general, is the company loosely or tightly controlled?
    • Are employees rewarded or punished for performance?
    • What reports and processes are used to keep control of finance, etc?
  • Organisation Structures
    • How hierarchical is the organisation?
    • Is responsibility and influence distributed in a formal or informal way?
    • Where are the official lines of authority?
    • Are there any unofficial lines of authority?
  • Power Structures
    • Who holds the power within the organisation?
    • Who makes decisions on behalf of the company?
    • What are the beliefs and culture of those as the top of the business?
    • How is power used within the organisation?

The Cultural Web is a tool used to map the culture of an organisation and is a way of seeing and understating the different influences that affect organisational. culture. It can be used to map existing culture and it can also used to map future.

What is good about this

This, in my opinion, is the best cultural diagnosis toolkit that there is. Am I sitting on the fence too much?

What is bad about this

I find it excellent as a diagnosis toolkit, but it is not a solution, goal, objective. It tells you the symptoms but not the cure, it shows you the misalignment but the realignment is generally through structural or process change which then create a new environment in which culture evolves. You cannot simply impose a culture, and if it were simple to impose a culture then in reality a new culture might be imposed each day!

My experience

I love this and regularly used this whenever I arrive at a client site to assess the culture and the realised strategy by looking at what people do, how they behave etc., ahead of reading the written-down strategy. It is always revealing.

Further Reading References or Resources

https://www.leadershipcentre.org.uk/artofchangemaking/theory/cultural-web/

https://www.businessballs.com/strategy-innovation/cultural-web-johnson-scholes/

http://leadershipforchange.org.uk/wp-content/uploads/Cultural-Web-Questions.pdf

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

Table: alignment of change components

The origins of this model are unclear but I’ve been aware of it since the mid-1980s. Sometimes I use it with a fifth element: “Reinforcement and Recognition”. I have seen the model attributed to Henley Management School but they may simply be users of it and there is a strong parallel between the 5-box version and the ADKAR model.

There are different versions around the theme, some with more or less elements

This is probably my favorite

  • Confusion (lacking vision) Solution: Step up and lead! Dig deep and find something you and your team will live for, and possibly something to die for.
  • Anxiety (lacking skills) Solution: Either hire or acquire the skill sets or invest in training for you and your staff.
  • Gradual Change (lacking incentive) Solution: Find a way to make the vision real to those who will carry it out. Empower your people to be something more than they are.
  • Frustration (lacking resources) Solution: Get your resource management right. Attract and retain the right staff, get your accounts receivable in order, define your procurement processes.
  • False Starts (lacking an action plan)

What is good about this

Simple, effective, common sense. Sometimes it is useful to have a tool that can be used to recognise failure and diagnose the cause.

What is bad about this

It is more of a diagnostic tool than a formular for change.

My experience

I often use this to explain why projects or change isn't working. Its simple grid allows people to quickly see if the problem is people, process, accountability, ownership etc. You can tailor this to the departments or other elements of a project or change programme to help identify the "sticky wheel".

Further Reading References or Resources

https://us7.campaign-archive.com/?u=899c4bb85a1ab7e87566517f9&id=899a3bebd8

https://slideplayer.com/ACTIONABLE+FIRST+STEPS+SUCCESSFUL

There are hundreds more... if you find a particularly good resource let me know! Tim@AdaptConsultingCompany.Com

WANT TO KNOW MORE?

THIS IS WHAT SOME OF OUR CUSTOMERS HAVE SAID...

  • Chief Officer, Economic Development to Scrutiny Panel Sept 2013 - Those 9 work streams are working alongside each other, but it is being worked under a signal project management structure and the incorporation project board meets once a month at least to review how all of that progress is doing and how it is all knitting together because there are dependencies that flow through those projects. So this has been managed as close to a big project, project management discipline as I have ever seen here. It has been … this is what I would call a proper job in terms of project management. I think it will set a standard for the management to do some of the more complex projects right across Government. There are people at the top of it that are doing it who have pure project management expertise. It does not matter for them whether they are project managing building an incinerator, the new hospital or whatever, it is discipline that we have brought to bear on this project, because it is so complicated.
  • Chief Officer, to Chief Minister and Political Oversight Group - Tim Rogers completed the Incorporation Programme post implementation review, and attached is the final report closing down the project. The report demonstrates the project complexity, delivered and under budget, and huge success in achieving Incorporation of the Ports, something that many felt was unachievable when we started this journey.
  • Tim Rogers (Adapt Consulting) is an enthusiastic and knowledgeable business partner. He is able to distil complex matters into simple tasks. He is practical with advice and responsive to business needs with a clear focus on helping achieve the businesses objectives.
  • From the outset Tim's style, manner and pragmatic approach distinguished him from other consultants. For one, he was deeply knowledgeable and enthusiastic about the topic and we had a real sense of being supported by someone with a clear focus on achieving our objectives. Tim was happy to adopt our chosen preference for one to one engagement and desire to address the detail of the practical implications. He was able to distil complex matters into readily understandable actions. Our lasting impression of Tim's work with us is one of ease of communication, total commitment and a reassuring knowledge of the subject matter.
  • I think yesterday went very well – in fact I think it is the best we have spent for a while. The reason I say this is because you have given us some very practical pointers which we feel is relevant to our business – others have simply bamboozled us with high tech tools and tried to scare us into purchasing them
If you are interested in Strategy, Projects, Programmes or Change then get in contact. We love what we do and we would enjoy sharing ideas, insights, even casestudies, and talking about your programme and what might work best for you.

CONTACT

If you are interested in Strategy, Projects, Programmes or Change please contact Tim@AdaptConsultingCompany.com or phone +44(0)7797762051


Tim HJ Rogers MBA CITP
CONSULTANT MENTOR COACH
Mob 447797762051
Tim@AdaptConsultingCompany.com


Adapt Consulting Company
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Wednesday, 28 October 2020

ARE YOU RESPONDING OR REACTING TO COVID?

Chamber

ARE YOU RESPONDING OR REACTING TO COVID?

At this time of covid and economic crisis it is useful to rethink our priorities, projects, processes and how we look after our people.

by Tim Rogers Adapt Consulting Company

I was amazed by one firm who said they have stopped all projects: those that save money; those that make money; those that meet regulation or underpin services. This type of paralysis can only create anxiety at a time of uncertainty which cannot be good for people, products or profits.

I accept that it should be a time of reappraisal, but that should be as much about the things you remain committed to, and your plans beyond covid as it is about the necessarily flexible and agile response to the ever-changing rules, direction and guidance.

It is perhaps useful to think about why projects (and the strategies they underpin) fail. This is not to say that businesses should stop projects because by definition a project should be delivering a benefit. The task should be to eliminate anything that undermine that benefit (which may be the lifeboat for your people, customers or business)

  • Scope Creep
  • Over allocated Resources
  • Poor Communications
  • Bad Stakeholder Management
  • Unreliable Estimates
  • No Risk Management
  • Unsupported Project Culture
  • The Accidental Project Manager
  • Lack of Team Planning Sessions
  • Monitoring and Controlling

My nearly 30 years of experience in projects and change has taught me to ask the following questions and where-ever the answer is NO I know that that is the missing ingredient that I have to deliver to help the people, process, and performance .

  • I know what is expected of me at work
  • I have the materials and equipment I need to do my job right
  • I have the opportunity to do what I do best every-day
  • In the last 7 days I have received recognition or praise for doing good work
  • Someone at work encourages my development
  • At work, my opinions count

As a consultant I often give advice, as a coach my role is to listen and support and be the sounding-board for people to create or innovate their own goals, paths and tasks. This however is always a little harder with teams because of the number of people and interests which need to align to be able to achieve the best outcomes. Peter Hawking suggests the key steps to team coaching (and performance) are

  • Commission. Are we clear about what our stakeholders are requiring from us?
  • Clarifying. A great team creates its own sense of collective endeavour- what are we here to achieve
  • Co-creating. How do we work together in a way that is generative?
  • Connecting. What we do when were not together as when we are together. How do I carry the sense of the whole team with me.
  • Core learning. How does the whole team develop and learn, not just the individuals within it?

This requires a style which is different from project management or consultancy. Goleman notes the following leadership styles, and I think it is interesting to reflect on what new combinations work best in this time of covid and economic crisis with many people stressed-out, anxious, uncertain and in many cases either physically or emotionally remote.

  • Visionary mobilize people toward a vision. Works best when a clear direction or change is needed. Most positive climate.
  • Coaching develop people for the future. Works best when helping people and building long-term strength. Positive climate.
  • Affiliative create emotional bonds and harmony. Works best to heal rifts in teams or motivate people in stressful times.Positive climate.
  • Democratic build consensus through participation.Works best to create consensus or get input. Positive climate.
  • Pacesetting expect excellence and self-direction.Works best to get quick results from a highly competent team. Negative climate.
  • Commanding demand immediate compliance.Works best in crisis or with problematic people.Negative climate.

Remote working is an opportunity and an issue. The Allen Curve is an illustration of how, in an office setting, people who are stationed within 10 meters of one another have the highest probability of communication. Employees who sit more than 25 meters apart have a low probability of communication. This will inevitably effect relationship, engagement and commitment and demand new ways of working.

We perhaps need to re-think businesses as large employers and instead as composites of many smaller teams or tribes. Our brains can only handle this much information for a certain number of people, which seems to be about 150 (The Dunbar Number) Within a group of about 150 friends, there will be different levels of familiarity. We might have just a few very intimate friends, perhaps 15 people to whom we feel close, and 50 to whom we speak regularly.

In agile / scrum projects the ideal size for a development is between 3 and 9 people, not including the ScrumMaster and product owner. Any smaller and the team couldn't accomplish enough each sprint. Any larger and communication becomes complex and cumbersome, because of the complexity of Communications, Relationships and Channels. I think in terms of different tribes or teams whether that is Squad A, Squad B, or Client 1, and Client 2.

The number of potential communication channels is calculated with the following formula n x (n-1)/2 Team of 2 = 1 channel Team of 3 = 3 channels Team of 4 = 6 channels Team of 5 = 10 channels Team of 6 = 15 channels Team of 7 = 21 channels Team of 8 = 28 channels Team of 9 = 36 channels

My approach is to blend and flex between consulting and coaching to create the right environment and circumstances for reflecting, thinking, engagement and commitment. When coaching teams you are coaching individuals and the connections in between. You must understand the person, their aims and talents. How best to direct their energy. You must also understand the team goals and process: What makes the boat go faster You must understand the relationships between each individual and their relationship with the team, goals and objectives. How can these elements achieve (and enjoy) more together than they could ever do apart: progress and performance. In sport performance we often think of this as flow.

The key conditions for flow are...

  • Knowing what to do
  • Knowing how to do it
  • Knowing how well you are doing
  • Knowing where to go (if navigation is involved)
  • High perceived challenges
  • High perceived skills
  • Freedom from distractions

What flow feels like...(which is surely what we want to create for our teams)

  • I was challenged, but I believed my skills would allow me to meet the challenge.
  • My attention was focused entirely on what I was doing.
  • I really enjoyed the experience.
  • It was no effort to keep my mind on what was happening.
  • I felt I was competent enough to meet the high demands of the situation.
  • I was not concerned with how I was presenting myself.
  • The challenge and my skills were at an equally high level.
  • I did things spontaneously and automatically without having to think.
  • At times, it almost seemed like things were happening in slow motion.

The aim to the connect the people to the task,to their roles and to each-other. People > Process > Progress > Performance

In a time of uncertainty this offers some stability, reduces anxiety, and creates the foundations for future success.


Whatever your challenges there is always at least one step that you can do to move nearer your goal.

Perhaps your next step is getting in touch.

Tim HJ Rogers
CONSULTANT MENTOR COACH
Mob 447797762051
TimHJRogers@AdaptConsultingCompany.com




References

Top 10 Reasons Why Projects Fail
https://project-management.com/top-10-reasons-why-projects-fail/

Key factors in team success
https://adaptconsultingcompany.blogspot.com/2018/12/six-questions-which-predict-team.html

Peter Hawkins Five Cs Model for High Performing Teams
https://adaptcoaching.blogspot.com/2020/09/peter-hawkins-five-cs-model-for-high.html

What is Flow in Psychology? Definition and 10+ Activities to Induce Flow
https://positivepsychology.com/what-is-flow/

Goleman Leadership Styles
https://www.toolshero.com/leadership/goleman-leadership-styles/

The Allen Curve and Why it Matters to Team-Builders
https://www.linkedin.com/pulse/allen-curve-why-matters-team-builders-brian-mcelhaney-edd/?articleId=6642563104561594369


Dunbar's Number - How Large Can A Team Be?
https://www.teambuilding.co.uk/theory/dunbars_number.html

Idea size of scrum team
https://www.scrumalliance.org/about-scrum/team

Tuesday, 14 July 2020

Are we too focused on leadership?

There are a lot of good lists out there about the differences between management and leadership

For example...

9 Differences Between Being A Leader And A Manager

1. Leaders create a vision, managers create goals.
2. Leaders are change agents, managers maintain the status quo.
3. Leaders are unique, managers copy.
4. Leaders take risks, managers control risk .
5. Leaders are in it for the long haul, managers think short-term.
6. Leaders grow personally, managers rely on existing, proven skills.
7. Leaders build relationships, managers build systems and processes.
8. Leaders coach, managers direct.
9. Leaders create fans, managers have employees.


However I wonder if we are too focused on leadership? Among my family and friends we do not feel the need to elect a leader. We do not feel we need to follow someone but instead we collaborate, communicate and cooperate. Indeed this is how tribes work, and the concept of a village working together for the benefit of all.

Leadership and management is an interesting concept that we accept in work and in politics, but it does not really serve us as well as just getting along together. We often get disappointed and elect a new one. Or in some cases find ourselves subjugated by them and the power (wages, work, reputation, training, housing, food etc.) that they command.

Them and Us is about this division, whereas without it there is only Us. It is not that I disagree with leadership qualities, I just think we should all have them, and share them.

As a result of the book Humankind [by Rutger Bregman] I have discovered Jos de Blok and his model anchored on the self-management capacity.

Useful link about Jos de Blok https://www.youtube.com/watch?v=BeOrNjwHw58

FAVI, led by its former Director Jean-François Zobrist, developed in the 80’s a customer focused organization where the structure fades to assure full listening of the autonomous and responsible teams. An unusual management that promotes a constant search for customer love, trust in human being and innovation.


You may also have heard of Valve. Imagine a company where everyone is equal and managers don't exist. A place where employees sit where they want, choose what to work on and decide each other's pay. Then, once a year, everyone goes on holiday together. You have just imagined Valve.

Useful link about Valve: https://www.bbc.co.uk/news/technology-24205497

It is well known that money does not motivate and indeed may de-motivate if it makes noble effort or charitable support cheap and grubby.


For my own part I started as a waterfall PRINCE2 project guy commanding people, process and technology. I am now much more in favour of Scrum Agile approach which is more bottom-up collaborative and favour an ask better questions approach [Humble Inquiry: The Gentle Art of Asking Instead of Telling by Edgar H. Schein].

I would be interested to hear from anyone who has worked in these types of organisation.


TimHJRogers
Helping people and organisations get things done

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051

Sunday, 12 July 2020

How Has Lockdown Changed Your Leadership Style?


I read this...

Overall, there is probably still a high sensitivity for some leaders who are looking for evidence or reasons to distrust, rather than trusting in the new ways of working. I have always focused on the analytical aspects of management and leadership, for example, working towards hitting a number, and focusing on growth... but... it is not all about focusing on the end results and forced me to change my style

https://www.forbes.com/sites/alisoncoleman/2020/07/11/how-has-lockdown-changed-your-leadership-style/#11abb3eff10e

I have been reading this...

Humankind: A Hopeful History Humankind: A Hopeful History Originally published: September 13, 2019 Author: Rutger Bregman
 
What is fascinating about Rutger Bregman's book is the idea that 'leadership' is both new (in the last 5% of human history) and a dysfunctional result of property, ownership, and civilisation that simply did not exist when Homo Sapiens were nomads and equal. The unfair society is actually a result of.... society! 

I cannot recommend the book enough and whether you agree with the statement above or not, the book is worth a read. If you are interested in teams, team performance and concepts like scrum which is about facilitation rather than control then you will find this book interesting.

If you have a different perspective or experience please comment below. If you are interested in teams, team performance and culture get in touch.
 
TimHJRogers
Helping people and organisations get things done

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051

Tuesday, 2 June 2020

A NEW SCORE CARD FOR PEOPLE AND PURPOSE

Apparently more tha 50% of people doubt they will stick with their current employer beyond 1 year. A number may have lost their job, but a fair few are probably re-thinking their role, purpose and satisfaction with life and perhaps their current employer.

For many a short break from work suggests that we will simply return to the old ways of working just as easily as we do after a holiday or the novelty of a New Year's Resolution wears off. But for some at 10 weeks many will be finding new routines become habit and some of them have benefits people will be reluctant to give up.

I doubt people miss congestion of a population driving to school or work like cattle being herded from one pen to another. There may be a sense of tribal community perhaps at 5pm on a Friday, but overall I suspect the freedom to arrange your day is quite appealing for many.

For businesses the loss of visibility on team activity will be interesting. How will bosses cope with not seeing the busy ants outside their office? Will they be content that out there, somewhere unseen, someone is doing something great without being distracted or micro-managed.

Will we switch from paying for people's attendance and attention to actually value their potential, production and contribution.

It is much easier said than done. It requires a new style of Coaching Leadership and a new style of "employment". Perhaps instead of measuring tasks, production and profit we encourage people, performance and outcome.

John Adair talked about the alignment of organisation, person and task. Perhaps now we need to think about the alignment of self, family, community and organisation? Perhaps Ikigai hints at what should be the SMART Goals of organisations

I read a lot and am currently reading In the Plex: How Google Thinks, Works, and Shapes Our Lives

I an impressed by the impact of Montessori education on the founders and wonder if we can take this an apply it in the work-place. Without doubt there are a lot of things that we can learn from Google, and perhaps a few we should avoid, but I do believe there is a need to better benefit from the talent of people.

In a previous article I wrote that I think we would benefit from our leaders becoming more like tribal elders, there to share knowledge and encourage others to collaborate rather than to guide or direct.

How we engage, encourage, reward and measure people is key. Maybe now is a good time to think about a new score-card for our people and purpose.



AUTHOR

TimHJRogers
Helping people and organisations get things done
https://www.linkedin.com/in/timhjrogers/
http://www.adaptconsultingcompany.com/

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051
#lean #projects #change #prince2 #processes #pmo

USEFUL LINKS

Coaching Leadership
https://intenseminimalism.com/2015/the-six-styles-of-leadership/

Humble Consulting: How to Provide Real Help Faster
https://www.amazon.com/Humble-Consulting-Provide-Real-Faster/dp/1626567204

Supercoach: 10th Anniversary Edition: 10 Secrets to Transform Anyone's Life
https://www.goodreads.com/book/show/7879981-supercoach

Ikigai
https://en.wikipedia.org/wiki/Ikigai

Montessori education
https://en.wikipedia.org/wiki/Montessori_education

Famous People Educated at Montessori schools
http://www.dailymontessori.com/montessori-questions-answers/famous-montessori-educated-people/

John Adair
https://www.businessballs.com/leadership-models/action-centred-leadership-john-adair/

In the Plex: How Google Thinks, Works, and Shapes Our Lives
https://books.google.je/books/about/In_the_Plex.html?id=V1u1f8sv3k8C&redir_esc=y

Leaders becoming more like tribal elders
http://timhjrogers.blogspot.com/2020/05/leaders-should-become-elders-to.html

Sunday, 31 May 2020

LEADERS SHOULD BECOME ELDERS - TO FACILITATE RATHER THAN DIRECT


This is a great article... In A Post-COVID World The Manager Is The Weak Link
https://paulitaylor.com/2020/05/27/in-a-post-covid-world-the-manager-is-the-weak-link/

The key factors for me are when the number of remote workers climbs past 50% fundamental changes to the nature of work become necessary and I suspect (I hope) people will increasingly be paid for what they achieve rather than their attendance at an office.

Unlike the author who feels we should be ‘Ending Our Obsession With Leadership’ I think leadership is still important, but it is a different kind of community leadership that brings diverse people (in remote locations) to a task rather than the employer-employee relationship that exists when you sit outside the bosses office.

This shift is already happening in Projects where instead of a Project Manager directing tasks for a project with clear time, budget, people and deliverables we have Scrum Managers supporting teams to identify and deliver products that add value in an environment of uncertainty and change.

I think we would benefit from our leaders becoming more like tribal elders, there to share knowledge and encourage others to collaborate rather than to guide or direct.

OTHER SIMILAR POSTS

Ending Our Obsession With Leadership
https://paulitaylor.com/2020/01/03/ending-our-obsession-with-leadership/

Does a successful tribe need management? Or is it better without?
https://projectspeoplechange.blogspot.com/2015/08/does-successful-tribe-need-management.html

6 Questions to determine successful leadership
https://adaptconsultingcompany.blogspot.com/2018/02/6-questions-to-determine-successful.html

If you are interested in facilitating change, get in touch.

TimHJRogers
AdaptConsultingCompany com
Mob 447797762051
Twitter @Timhjrogers

Sunday, 17 May 2020

CASE STUDY: PROCESS MAPPING AND KNOWLEDGE MANAGEMENT

What we do… we can also do for you

CASE STUDY
We are working with a technology business to review, improve and document their key processes.

ACTIVITY
Taking a coach-facilitator approach we had a series of meetings to document process and the create an interactive tool which allowed them to ‘click’ on a process map and access further documentation including service and training records.

OUTCOME
The key outcomes included better coordination and understanding within the team and a clear, consistent and communicated approach for key processes.

BENEFITS
The key benefits include improved morale within the team (everyone knows what they are doing) and better appreciation of the procedure by customers/clients (confidence that the process will deliver the result).