CM Think Tank Notes 05-26-09

Calgary Change Management Think Tank

Luncheon Meeting Discussion Topics – May 26, 2009

 

Topic #1

Change Education:  What opportunities exist for those considering change management as a professional future?

 

Programs that provide Change Management skills/knowledge:

 

• PROSCI Change Management certification program
• Athabasca OCM
• University of Calgary Continuing Education - CM
• Coaching certification
• Project management programs at U of C or Mount Royal College
• Royal Roads - MA program for Leadership (Leading Organizational Change)
• Concordia University - Continuting Education - CM Certificate
• University of South Africa - M.CM

 

Skillsets that support Change Management:

• Project Management
• Training
• Corporate change processes, organizational culture
• Facilitation
• Communications
• Flexibility, openness to change
• Embracing change, being a "change junkie"
• Desire to learn
• Strategic planning
• Board management or volunteer for a board
• Hands-on experience/applying practical "experience-based" modelling of CM
• Volunteering for change-based projects or focus groups
• Process re-design, process management
• Networking
• Mentoring programs that follow up the gap between theory and tactics
• Leader training (internal) for change responsibility
• Experience Point-Change simulation
• Leaders plus emerging practictioners
• Challenging the lack of internal development planning within non-consulting organizations

 

Topic #2

Initiative Planning:  What are key foundation elements involved in kicking off a change project?

 

• CM rarely is the first thought.
• Need to understand what is in the scope of CM:  How is it defined? Roles? Mandates?
• Leaders involved can articulate the change
• Understanding the why's behind the change
• Design and define metrics
• Change management readiness assessment (why, constraints) helps develop work plans.
• Ensure that sponsors/execs are aligned with the responsibilities of change sponsors/agents.  "Walk the talk"
• Plan re-alignment meetings up front.
• Factor in the type of change (tech, org, business) and what the current culture is of the department/group being affected.
• Reality checks on budgets and expectations:  validate this with others
• Survey the group and determine who we want to champion the change
• Ensure which group in the organization rolls out the project
• Ensure your champion has that cross-talent experience in different facets (IT understands HR and vice versa)
• Need to answer  Why?  What? By When? and have consensus on outcomes (define success)
• Pre-alignment with sponsor/leadership team
• Need to align the CM project with the strategic direction of the organization
• Create a common understanding of the situation - have everyone on the same page.
• Determine the scope, expectations and required resources
• Identify the "show-stoppers" and address them.
• Have regular progress/status reports:  determine the frequency of these.

 

Topic #3

Communications and Change: What are some of the best (and worst) practices in integrating communications with change?

 

• Involve Corporate Communications throughout Project communications
• Have the right comms person involved, who understands change management
• Bring in communications early
• Assess audience and politics in the organization
• Project Charter is not appropriate for publishing via corporate communications vehicles (i.e. intranet); this slows down the creation of the charter and the project
• Locate credible, trusted leaders
• Communicate benefits and reason for communications
• Have Communications Plan at the beginning of the change project
• Two-way communication is imperative (ex. surveys to confirm)
• Incorporate lessons learned into ongoing communications

 

• Surveys:
• Be clear on the purpose of a survey; report back!
• Do a pilot of a survey to ensure that the answers are useful
• Build relationships with direct management and middle management
• Don’t set up as a “project communication”; send the message through existing authorities
• Understand the performance management process so that you can align the change management to it
• Keep emails short and concise; use web links
• Note McKinsey article re. “Irrational Change” (April 2009)

 

• Challenge of working with a formalized communication department
• Designate a person on the project to be responsible for communications
• Communications strategy does not exist
• Personal communication is more powerful than written, but you have to have a script
• Ad libbing can be destructive
• Include “critical conversations” in the Communications Plan; 1-to-1 or small groups, often focused on leadership alignment
• Sober selling; communicate honestly
• Be prepared to follow up on the commitments as communicated