The Change Agent
Steven H Kim
Change Agent
NOT THE LEADER
Can be INTERNAL or EXTERNAL (consultants)
HELPS SPONSOR and IMPLEMENTORS stay ALIGNED
NO DIRECT LINE OF AUTHORITY
Change Agent
Gathers
Educates
Advise
Facilitate
Coach
Emergent Model of Change : “CONSULTANCY”
Psychological distance
OBJECTIVE
Support leaders in a (contained or safe environment)
PROSCI : Team Model (REPs of ORG)
Experienced
Credible
Proven TEAMWORK
Networked
Resourced
Roles of the CHANGE AGENT
Know which role is required
EXPERT
Extra PAIR OF HANDS
COLLABORATIVE
Stages of the CONSULTING PROCESS
Entry
Contracting
Diagnosing
Implementing
Evaluating
Internal vs External Change Agents
INTERNAL
Long term work
Internal Knowledge
More initial participation with members (BEGINNING stages)
EXTERNAL
Major ORG. WIDE change
Complex (i.e. change in CEO )
More OBJECTIVITY needed
When INTERVENTION needed (no conflict of interests)
Facilitating Change
Change Agent Tools
Awareness
Need for change
Support
Leaders
Implementation
Mobilize
Stakeholders
Focus
Stakeholders
Leaders
Facilitating Individual Change
Reduce ANXIETY
Decrease SURVIVAL ANXIETY
Increase LEARNING AND DEVELOPMENT
Do not INCREASE SURVIVAL ANXIETY alone
Clear PRACTICAL STEPS
Support EMOTIONAL
Confront: TOUGH CONVERSATIONS
Facilitating Individual Change
Precontemplation
How could things be better?
What would happen if we don’t change?
Contemplation
This change can help, but what concerns you?
Preparation
Any thoughts on how you can go about this change?
Action
What specifically could you do?
What worked and didn’t work?
How can you adjust?
Facilitating TEAM CHANGE
Identify TYPE OF TEAM (i.e. virtual, project)
How much team or teamwork needed
Greater complexity = greater teamwork
Team’s 5 elements
Mission
Roles
Process
Interpersonal
Inter – team relationships
Understand TUCKMAN’S STAGES OF TEAM FORMATION
Facilitating TEAM CHANGE
Be AWARE OF …
Doing their own thing
FRAGMENTATION – I’LL JUST DO MY PART
Personal Agendas taking PRECEDENCE
GROUP THINK
Provide
HOLDING ENVIRONMENTS
BE AWARE , MONITOR
MBTI / STRENGTH FINDER
Facilitating ORGANIZATIONAL CHANGE
FLUID
Emergent
Complex
LINEAR
Planned
Programmed
CHANGE KALEIDOSCOPE Baldwin & HaileyLinear (planned)
TIME
How fast
SCOPE
Whole or part
PRESERVATION
What should be KEPT
DIVERSITY
Homogeneous or diverse
CAPABILITY
Can we do it (i.e. skills, competence)
CAPACITY
Resources
READINESS
Motivated
POWER
Support from leadership
Organization Design Choices
Change Path
Types of change
Change Start point
Top down , or bottom up
Change Style
Collaborative or directive
Change Target
Attitudes and values, behaviours, or outputs
Change Levers
Interventions to be deployed (i.e. technical, political, cultural, interpersonal)
Change Roles
Who is responsible for leading and implementing change
Organizational Culture
Needs careful consideration
Can WORK WITH or AGAINST change
PRESENT and IDEAL state
Culture shift: EXAMPLES
Fragmented to Communal
Participation (safety)
Reward (teamwork)
Hierarchy (top down) to Ahocracy (flat)
INCREASE AUTONOMY (POWER)
Ask for FEEDBACK (higher ups)
Increase INNOVATION, CREATIVITY from BOTTOM UP
Change Agent
Can’t just PLOW ALONG
Must REFLECT
GET ON THE BALCONY
See WHAT IS ACTUALLY HAPPENING
ACT
REFLECT AGAIN
COMPETENCIES OF CHANGE AGENT
Leon de Caluwe & Vermack (2004)
BLUE
MACHINE
PLAN, DESIGN
YELLOW
POLITICAL
INTERESTS
WHITE
FLUX and TRANSFORMATION
EMERGENCE
GREEEN
ORGANISM
LEARNING
RED
MACHINE & ORGANISM
PRACTICAL with PSYCHOLOGICAL support
Opposition to Change Agent
Fear of EMBARRASMENT
Threat of EXPOSURE
CULTURAL
DON’T ASK DON’T TELL
IGNORE THE OBVIOUS
BY – PASS ERRORS
DON’T DISCUSS
DON’T DISCUSS THE FACT THAT YOU CAN’T DISCUSS
Change Agent
Authority , GRAVITAS
Emotional Intelligence
Create RIGHT ENVIRONMENT
Know Thy Self
Self awareness
Know your values/beliefs
High confidence , self – identity , self – efficacy
Well – Being (SELF CARE)
Create HOLDING ENVIRONMENT
Psychological safety
Boundaries clear
Scope
Meeting time, length
Place
Environment (i.e. round table)
Ground rules for SHARING
Welcome feedback
Freedom not to share
CONFIDENTIALITY
ATTENTIVE LISTENING
CONDITIONS FOR HOLDING ENVIRONMENT
OPTIMUM LEVEL OF ANXIETY
TRUST
AVAILABILITY
COMPETENT RECEIVING (not too dependent)
BOUNDARIES
POSITIVE EXPERIENCES and OUTCOMES
Change Agent and PRESENCE
BE HONORABLE
INTEGRITY
STATE A POSITION
SPEAK THE UNSPEAKABLE
BRAVE
BE EFFECTIVE
FACILITATION
TEACH
MODEL
AWARENESS
BE CURIOUS
SHOW GENUINE INTEREST
LEARNING POSTURE
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