tracey darley & jill roche

8/3/2019 Tracey Darley & Jill Roche

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Managing organisational change

Through effective change andcommunication 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).



3

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 andadvisory councils exercise responsibility for governance at the nationallevel.

Global

Centre

Support

Offices

Regional

Offices

National

OfficesADPs

WVA



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 communicationµ rather than ́ improved information-

sharingµ

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)



Let¶s put our ³comms ́heads together and

figure out how to achieve some of thesecritical success factors



Contact

Tracey Darley

Strategic Change Consultant

[email protected]

[email protected]

Jill Roche

Head of Internal Communications

[email protected]



APPENDIX:

Some useful change management and

communications tools and principles



Your role in managing and communicating

change

Set Up Change

Project

Teams forS

uccess

Diagnose

Change Impact,

Readiness &

Opportunities

ConductChangeInterventions& monitorprogress

Coach

Leaders C h a n g e

M

a n a g e r

What role do you play in enabling smooth, significant and sustainable change? C o m m . s

M a n a g e r



Stream Activity Duration Jan Feb Mar Apr May Jun

Mobilization

and

Communication

Detailed Design Kick-off Panning and Delivery 3 weeks

Set up Workstreams for success (Establish common

understanding of what, why and how of TOM and

their roles , responsibilities and plans)

5 weeks

Conduct change readiness and change impact

assessments5weeks

Review and update TOM stakeholder analysis and

communications plan5 weeks

Develop Change Management Plan 5 weeks

Implement and monitor change plan

Provide ongoing coaching and support to project

leads and workstreams

Communication (Test this with Diwa and Cathy)

Develop communications strategy, plan and

principles aligned to change management plan5 weeks

Identify key messages based on updated

stakeholder analysis2 weeks

Develop Content Ongoing

Anticipate and pose Frequently Asked Questions Ongoing

Facilitate feedback formal, informal, online and

face-to-face

Ongoing

Embed messages to normalise changes Ongoing

Review and Refresh

Effectiveness Review (Using change diagnostics and

communications feedback) refresh change andcomms plans accordingly On-going

Sample ±TOM Project Mobilisation andCommunicationsWorkstream:Tasks and Schedule



Anchored in orundermined by

Inform &influence

Relationships

(trust)

Meaning

(identity)

Communication

(info & actions)

Ability

(skills)

Drivers of

Change

Anchors of

Change

Systems &Processes

Strategy

Structures

PerformanceManagement

Assessing and managing change readiness and impact using the eight

dimensional model for sustaining change



Change Occurs in Eight Dimensions that serve to µDrive¶

Or µ Anchor¶Change

Information

Sharing

Systems &

ProcessesStructures

Performance

ManagementStrategy

Direction and Purpose Conflict or Support

What is shared?

How is it shared?

Who shares with

whom?

Competencies

Training

Inhibitors

Capability

Goals and Objectives

Action Plans

Responsibility assigned

Defined boundaries

Organization design

Roles & responsibilities

Technology

Business Processes

Policies & Procedures

Measurement

Discipline

Accountability

Implementation Plan Organization Structure IT/IS andWork Process Individual Performance

Who are we?

What do we do?

Who am I?

What do I do?

Who is the ¶we·

Interpersonal Relations

Intra-group relations

Inter-group relations

Communication D r i v e r s o f C h a n g e

A n c h o r s o f C h

a n g e

Relationships

(trust)

Meaning

(identity)

Ability

(skills)



Introducing theWVI seven lever change methodology: A

practical toolkit

Ensuring

Accountability

Creating a

Shared Need

Aligning

Systems andStructures

Developing a

Shared Vision

Leading

Proactively

Engaging and

Mobilizing

Stakeholders

Sustaining

Change



Seven lever model - overview

Levers Definition Critical Questions that Drive Change

Defining the Change Identifying the purpose, scope and the outcomeof the change

Determining the process to be used to achieve thechange (i.e. roles, timelines, work plans)

Is the team clear about the work they will and willnot do in association with this initiative? Have they´scopedµ the initiative?

Do we have a clear set of objectives, strategies oroutcomes to develop a work plan around?

Creating a Shared

Need

The reason to change now (not next year), whetherdriven by threat or opportunity, is instilled within the

key stakeholders

A compelling case for change and the expectedresults is established

What is the rationale for why this initiative isimportant and why now?

Developing a Shared

Vision

Setting a vision tied to key actions, performance andresults

What will the future look like when we havesuccessfully completed the work of this initiatives?

Leading Proactively Having a business sponsor / advisory group whoactively engages in the initiative on a an on-going basis.W

ho makes a viable commitment to communicationeffectively, models change leadership behaviours andholds him / herself and team members accountable foroutcomes

Ensuring that team members of this initiative seethemselves as change leaders and advocates who canimpact others through their own behaviours andpractices

How can individual leaders and membersconsistently demonstrate their commitment to

the initiative?How can leaders and members demonstrate and

model behaviours and practices that drive change?



Seven lever model - overview

Levers Definition Critical Questions that Drive Change

Engaging & Mobilising

Stakeholders

Involving and informing all stakeholders, relevantto this specific initiative, to obtain ownership andsupport; these key constituents invest in thischange, make it work, demand and receivemanagement attention. They agree to change theirown actions and behaviours to support the change

Reaching diverse audiences, that are impacted by

this initiative, through multiple communicationvehicles

What must be done to minimize resistance andbuild commitment to the initiative?

What are the critical messages and key mediumsfor communicating the initiative·s purpose andprogress to key stakeholders?

Ensuring Accountability Progress is real; a project work plan is in place;roles and responsibilities are clear, benchmarks areset and realized, performance indicators areestablished to guarantee accountability

Establishing accountability for results and asense of priority and follow through for all

activities and tasks

Is our work plan and accountabilities clear?

Aligning Systems and

Structures

Realigning all aspects of the organisation that arenecessary to sustain this change and deliver results

What structures, processes, practices, andrewards must be altered in order to ensure thischange is accepted and lasts?

Sustaining Change Applying lessons learned to improve performanceand results

What adjustments must be made to the team·sapproach and behaviours to ensure the vision andresults are truly achieved?



Change Levers Deliverables &Tools

Levers Deliverables Tools Examples

Defining the Change Define Team scope

Team Charter ((roles & working agreements)

Specific measures of success

Change Profile for specific initiative & ongoingdiagnostic of change elements

ScopingDocument

Team Charter

ChangeDiagnostic

Change Profile

Identifying a Shared

Need

Threat Opportunity Assessment

A ́ burning platformµ / Case for change for thisinitiative

Engagement Action Plans

Diagnostic of progress

Threat vs.. Opportunity Matrix

Data,Demonstration,Demand

Developing a Shared

Vision

Articulated vision (or Vision Statement?)



Current / Future State

More of / Less of

Elevator SpeechLeading Proactively Change Leader Assessment

Leadership commitment

Coaching (as needed) with team leader, businesssponsor and advisory group members



Project Manager vs.. Change Leader

Business / Personal Audit



Change Lever Deliverables &Tools

Levers Deliverables Tool Examples

Engaging & Mobilizing

Stakeholders

List of key stakeholders

Stakeholder maps & management plan

Identification and resolution of resistance

Communication strategy, messages and plansspecific to this initiative that a align with OurFuture strategic communication plans



Stakeholder Analysis

Key Constituents Map

Influencing Strategies

Technical, Cultural, Political Analysis

Communication Strategies & Action Plans

Ensuring Accountability Measurement and monitoring process

Metric timeline

Redefined roles and responsibilities



30. 60. 90 Day review

RACI

Tracking Progress Checklist

Action Planning Templates

Aligning Systems and

Structures

Plans to align change with new and existingprocesses and systems



Project Impact on Systems and Structures

Measurement / Reward Cycle

Circles of Control and Influence

Sustaining Change Engagement Action Plans


ChangeDiagnostic & Profile

Sustainability Questions



Managing change communication

Document and agree communication strategy, plan and principles

Schedule regular meetings with leaders ² what·s happening for them?

Produce a Calendar of events ² what·s on the horizon for you & them

Formalise the ¶broadcast· process ² get agreement on who can say what

Develop talking points

Anticipate and pose ¶Frequently Asked Questions·

Facilitate feedback ² 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 ² employees see through ¶spin·

Leverage leaders who are communicators, as role models for their

peers

Keep the feedback coming in ² leaders are removed from the reality

of the shop floor

Get agreement on your planned approach ² upfront ² 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

Don·t 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 teamunderstands how you can help



Defining Communication Principles

We need our entire organisation to have ashared understanding of what is changing

To create a shared understanding we must have

a clear, consistent approach to communicationwhich is guided by a set of principles

A set of principles is only meaningful if ourExecutive 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

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

1. Relating differently to our supporters/donors/communities

2. Harnessing the strengths of the Support Office and National Office to find a new way of working

3. Organising ourselves so we can deliver

4. Partnering purposefully with other organisations

5. Embedding the capabilities we will need to be successful

We have to describe why

we are changing and

what we are doing

We also need to explain

how we will be different



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 platformµ that requireshim/her to act. The need for change must be articulated in a way that is:

Relevant (speaks to my personal circumstances, concerns, interests andneeds)

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 andshould 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 thechange)

Relevant (providing insight into the advantages and benefits for mepersonally)

Engaging (challenging enough to attract interest, realistic enough to attracteffort)

Measurable (providing indicators of what success would look like)



Attain empowered communication rather than improved

information sharing

Improved Information Sharing Empowered Communication

Concentrate on giving information Focus on creating meaning

Distribute information from leaders to other

stakeholders and actively solicit feedback

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 listen but talk more, We talk but listen more

Focus on what is said and done Focus on what is not said and not 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.

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



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/herspecific 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 ² 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 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 informationabout the reason for the change (level one factors) will help to reduce the resistance.We need to address thediscomfort at the level it occurs.

Level 3 ² 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/groupyou are from represent). This discomfort also covers cultural, religious, and racial differences.

tracey darley & jill roche

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