Managing organisational change Through effective change and communication integration

About us

World Vision is a worldwide community development organisation that provides short-term and long-term assistance to 100 million people worldwide (including 2.4 million children).

WV is a federal partnership
World Vision is a federal partnership of national entities. An international board of directors oversees the Partnership. In the majority of the countries where we work, national boards and advisory councils exercise responsibility for governance at the national level.
WVA

Regional Offices Global Centre

Support Offices

National Offices
3

ADPs

The Partnership Strategy Overarching Goal

Critical Success Factors: For smooth, significant and sustainable change

Articulate an irresistible case for the need for change Articulate a compelling vision of the end result Identify all stakeholders who are impacted by the change and/or can impact on success Ensure Leadership Alignment Challenge Core Assumptions Build trust - and recognition of interdependence Attain Ownership rather than Compliance Attain empowered communication rather than improved informationsharing Ensure capability Embrace resistance as universal Meet people at their level of discomfort Intervene in the systemic context Coordinate and align drivers of behaviour (Infrastructure-Initiative; Initiative-Initiative) Clarify roles, responsibilities and metrics for introducing the change Ensure Ongoing Competence to lead and manage change
Source: Ric Matthews (WVI)

Lets put our comms heads together and figure out how to achieve some of these critical success factors

Contact

Tracey Darley
Strategic Change Consultant tracey_darley@wvi.org traceydarley1@gmail.com

Jill Roche
Head of Internal Communications jill.roche@worldvision.com.au

APPENDIX: Some useful change management and communications tools and principles

Your role in managing and communicating change

Set Up Change Project Teams for Success

Diagnose Change Impact, Readiness & Opportunities

Conduct Change Interventions & monitor progress

Change Manager

Coach Leaders

Comm.s Manager

What role do you play in enabling smooth, significant and sustainable change?

Sample TOM Project Mobilisation and Communications Workstream: Tasks and Schedule
Stream
Mobilization and Communication

Activity
Detailed Design Kick-off Panning and Delivery
Set up Workstreams for success (Establish common understanding of what, why and how of TOM and their roles , responsibilities and plans) Conduct change readiness and change impact assessments Review and update TOM stakeholder analysis and communications plan Develop Change Management Plan Implement and monitor change plan Provide ongoing coaching and support to project leads and workstreams

Duration

Jan

Feb

Mar

Apr

May

Jun

3 weeks 5 weeks 5weeks 5 weeks 5 weeks

Communication (Test this with Diwa and Cathy)

Develop communications strategy, plan and principles aligned to change management plan Identify key messages based on updated stakeholder analysis Develop Content Anticipate and pose Frequently Asked Questions Facilitate feedback formal, informal, online and face-to-face Embed messages to normalise changes

5 weeks 2 weeks Ongoing Ongoing Ongoing Ongoing

Review and Refresh

Effectiveness Review (Using change diagnostics and communications feedback) refresh change and comms plans accordingly

On-going

Assessing and managing change readiness and impact using the eight dimensional model for sustaining change

Drivers of Change

Meaning (identity) Ability (skills) Relationships (trust)

Anchored in or undermined by

Communication (info & actions)

Inform & influence

Strategy Systems & Processes Performance Management Structures

Anchors of Change

Change Occurs in Eight Dimensions that serve to Drive Or Anchor Change

Drivers of Change
Meaning (identity) Who are we? What do we do? Who am I? What do I do? Direction and Purpose Relationships (trust) Who is the we Interpersonal Relations Intra-group relations Inter-group relations Conflict or Support Information Sharing  What is shared?  How is it shared?  Who shares with whom? Communication Ability (skills)  Competencies  Training  Inhibitors

Capability

Anchors of Change

Strategy  Goals and Objectives  Action Plans  Responsibility assigned Implementation Plan

Structures  Defined boundaries  Organization design  Roles & responsibilities Organization Structure

Systems & Processes  Technology  Business Processes  Policies & Procedures IT/IS and Work Process

Performance Management  Measurement  Discipline  Accountability Individual Performance

Introducing the WVI seven lever change methodology: A practical toolkit

Creating a Shared Need

Aligning Systems and Structures

Developing a Shared Vision

Sustaining Change
Ensuring Accountability Leading Proactively

Engaging and Mobilizing Stakeholders

Seven lever model - overview

Levers Defining the Change Definition Critical Questions that Drive Change Identifying the purpose, scope and the outcome of Is the team clear about the work they will and will the change not do in association with this initiative? Have they scoped the initiative? Determining the process to be used to achieve the change (i.e. roles, timelines, work plans) Do we have a clear set of objectives, strategies or outcomes to develop a work plan around? The reason to change now (not next year), whether driven by threat or opportunity, is instilled within the key stakeholders A compelling case for change and the expected results is established Developing a Shared Vision Leading Proactively Setting a vision tied to key actions, performance and results What will the future look like when we have successfully completed the work of this initiatives? What is the rationale for why this initiative is important and why now?

Creating a Shared Need

How can individual leaders and members Having a business sponsor / advisory group who consistently demonstrate their commitment to actively engages in the initiative on a an on-going basis. the initiative? Who makes a viable commitment to communication effectively, models change leadership behaviours and How can leaders and members demonstrate and holds him / herself and team members accountable for model behaviours and practices that drive change? outcomes Ensuring that team members of this initiative see themselves as change leaders and advocates who can impact others through their own behaviours and practices

Seven lever model - overview

Levers Engaging & Mobilising Stakeholders Definition Critical Questions that Drive Change What must be done to minimize resistance and Involving and informing all stakeholders, relevant build commitment to the initiative? to this specific initiative, to obtain ownership and support; these key constituents invest in this What are the critical messages and key mediums change, make it work, demand and receive for communicating the initiatives purpose and management attention.They agree to change their progress to key stakeholders? own actions and behaviours to support the change Reaching diverse audiences, that are impacted by this initiative, through multiple communication vehicles Ensuring Accountability Is our work plan and accountabilities clear? Progress is real; a project work plan is in place; roles and responsibilities are clear, benchmarks are set and realized, performance indicators are established to guarantee accountability Establishing accountability for results and a sense of priority and follow through for all activities and tasks Aligning Systems and Structures Sustaining Change Realigning all aspects of the organisation that are What structures, processes, practices, and necessary to sustain this change and deliver results rewards must be altered in order to ensure this change is accepted and lasts? Applying lessons learned to improve performance What adjustments must be made to the teams and results approach and behaviours to ensure the vision and results are truly achieved?

Change Levers Deliverables & Tools

Levers Defining the Change Define Team scope Team Charter ((roles & working agreements) Specific measures of success Change Profile for specific initiative & ongoing diagnostic of change elements Identifying a Shared Need Threat Opportunity Assessment A burning platform / Case for change for this initiative Engagement Action Plans Diagnostic of progress Developing a Shared Vision Articulated vision (or Vision Statement?) Engagement Action Plans Diagnostic of progress Leading Proactively Change Leader Assessment Leadership commitment Coaching (as needed) with team leader, business sponsor and advisory group members Engagement Action Plans Diagnostic of progress Current / Future State More of / Less of Elevator Speech Project Manager vs.. Change Leader Business / Personal Audit Deliverables Team Charter Change Diagnostic Change Profile Threat vs.. Opportunity Matrix Data, Demonstration, Demand Tools Examples Scoping Document

Change Lever Deliverables & Tools

Levers Engaging & Mobilizing Stakeholders Deliverables List of key stakeholders Stakeholder maps & management plan Identification and resolution of resistance Communication strategy, messages and plans specific to this initiative that a align with Our Future strategic communication plans Engagement Action Plans Diagnostic of progress Ensuring Accountability Measurement and monitoring process Metric timeline Redefined roles and responsibilities Engagement Action Plans Diagnostic of progress Aligning Systems and Structures Plans to align change with new and existing processes and systems Engagement Action Plans Diagnostic of progress Sustaining Change Engagement Action Plans Diagnostic of progress Change Diagnostic & Profile Sustainability Questions Project Impact on Systems and Structures Measurement / Reward Cycle Circles of Control and Influence 30. 60. 90 Day review RACI Tracking Progress Checklist Action Planning Templates Tool Examples Stakeholder Analysis Key Constituents Map Influencing Strategies Technical, Cultural, Political Analysis Communication Strategies & Action Plans

Managing change communication

Document and agree communication strategy, plan and principles Schedule regular meetings with leaders whats happening for them? Produce a Calendar of events whats on the horizon for you & them Formalise the broadcast process get agreement on who can say what Develop talking points Anticipate and pose Frequently Asked Questions Facilitate feedback formal, informal, online and face to face Embed messages to normalise the changes Leaders are our customers and employees are our audience

Working with Leaders

Make authenticity your mantra employees see through spin Leverage leaders who are communicators, as role models for their peers Keep the feedback coming in leaders are removed from the reality of the shop floor Get agreement on your planned approach upfront and get them to hold each other to the plan Remember in times of change it will be the little things that will be remembered Dont assume leaders will ask for support, even if they need it If you can see an issue or opportunity looming let them know Leaders might look to HR for guidance, so make sure the HR team understands how you can help

Defining Communication Principles

We need our entire organisation to have a shared understanding of what is changing To create a shared understanding we must have a clear, consistent approach to communication which is guided by a set of principles A set of principles is only meaningful if our Executive Team support them

Messages and methods are always audience appropriate, but the fundamental principles that guide our communication will be applied in all situations

Setting the scene The Elevator Speech

We have to describe why we are changing and what we are doing

Our world is rapidly changing, bring new challenges and opportunities We have to improve the work we do today, and build a business for the future

We also need to explain how we will be different 1. 2. 3. 4. 5. Relating differently to our supporters/donors/communities Harnessing the strengths of the Support Office and National Office to find a new way of working Organising ourselves so we can deliver Partnering purposefully with other organisations Embedding the capabilities we will need to be successful

Facilitating Feedback

Posted directly by employees

Posted by Internal Comm.s on behalf of employees

Critical Success Factors (Ric Matthews)

Articulate an irresistible case for the need for change

Ensure that each individual has a sense of a burning platform that requires him/her to act. The need for change must be articulated in a way that is: Relevant (speaks to my personal circumstances, concerns, interests and needs) Unambiguous (not open to interpretation and misunderstanding) Succinct (a few simple words that are to the point and easy to repeat) Consistent (does not undergo changes, amendments or adaptations)

Articulate a compelling vision of the end result

Provide each stakeholder with an indication of what the change could and should deliver. The statement should be easy to understand and evocative of deeply held dreams, values and desired outcomes. It should be: Tangible and specific (offering a detailed sense of the look and feel of the change) Relevant (providing insight into the advantages and benefits for me personally) Engaging (challenging enough to attract interest, realistic enough to attract effort) Measurable (providing indicators of what success would look like)

Attain empowered communication rather than improved information sharing

Improved Information Sharing
Concentrate on giving information Distribute information from leaders to other stakeholders and actively solicit feedback

Empowered Communication
Focus on creating meaning Create opportunities for conversation in which we listen for meta-messages, for the information within the data, for the views, agendas and priorities of others We talk but listen more Focus on what is not said and not done Communication is defined as a glass door through which you can look into the state of the organisation. Most importantly, we are able to access and impact on the inherent code of the organisation: Communication is the currency of the invisible transactions (strands) that create the organisational DNA. And it is that DNA that has to be impacted for a change to be significant and sustainable

We listen but talk more, Focus on what is said and done Communication is defined as a tool for enrolling others in your plans by intensifying the information flow in certain areas and focusing it more directly, you shape the likely response and behaviour of others.

Meet people at their level of discomfort

It is important to distinguish between three levels of resistance and to meet each person at the level of his/her specific discomfort. Providing more information may be entirely appropriate for addressing a level 1 discomfort, but entirely unhelpful in addressing level 2 or 3 resistance.

Level 1 Discomfort at the level of the idea (the way we think about and understand the argument for change)
This is a common reaction to suggested changes / new ideas, and is shown by people disagreeing based on facts, figures and ideas. This can be addressed by providing more information, explanation, and justification.

LEVEL 2 Discomfort at the level of physiological and emotional impacts (the way the change is seen to impact on feelings and relationships)
At this level the pushback is anchored in an emotional and physiological reaction to the change.The discomfort may be due to fear and/or loss: people fear they will lose face, status, friends, even their jobs.When someone is uncomfortable because of the impact the change will have on an important relationship, no amount of information about the reason for the change (level one factors) will help to reduce the resistance.We need to address the discomfort at the level it occurs.

Level 3 Discomfort at the level of beliefs and attitudes

This is seen when people are not resisting the idea - they are resisting the values and beliefs that the change seems to represent. Indeed they may simply be resisting you (because of what they believe you and/or the organisation/group you are from represent).This discomfort also covers cultural, religious, and racial differences.