Colorado Tech Change Management Plan Presentation Unit 2 – Individual Project  Respond to the scenario below with your thoughts, ideas, and comments. B

Colorado Tech Change Management Plan Presentation Unit 2 – Individual Project 

Respond to the scenario below with your thoughts, ideas, and comments. Be substantive and clear, and use research to reinforce your ideas.

Now that you have gained an understanding of Red Carpet, Leroy has asked you to join in on a preliminary meeting with the VP of HR  and other members of the organization to discuss change. The meeting was very tense because many employees are unsure of their role in the change process. In fact, the VP of HR has not settled yet on what type of change is needed or how to start up the change process. After the meeting, Leroy asked you to prepare an executive summary that could be provided to the VP of HR that would help to address these concerns.

Review the Red Carpet scenario for this course and prepare a 750–1000 word executive report that includes the following:

In your opinion, what does Red      Carpet need to change? Should the change be transformational,      developmental or transitional and why?
What employees or employee groups      should be included in the change process and why?
What do you recommend Red Carpet do      to begin the change process?

Unit 4 – Individual Project 

Key Assignment

Part 1

Now that the VP of HR has been briefed on the results of your focus group, she has asked you to work with Leroy to prepare a change management plan that could be used at Red Carpet. Leroy thinks it is important to use a set of steps from an established change model to guide the change process. He has recommended the OD Action Research Model, Appreciative Inquiry, and Kotter’s 8 Step Model as potential alternatives. But, the VP of HR wants to know all of the details, so Leroy has decided to partner with you to give a presentation to the VP of HR and make decision-making a collaborative effort. She is also concerned about the potential resistance to change at Red Carpet, so Leroy thinks it’s important to cover this in the presentation as well.

Review the Red Carpet scenario for this course and prepare a 4 slide PowerPoint presentation that describes your change management recommendations, including the following:

In your opinion, which one of the following      change models will be best for Red Carpet’s change process: the OD Action      Research Model, Appreciative Inquiry, or Kotter’s Eight Step Model?
What are the set of steps of the model you      chose?
What are the pros and cons of the model      you chose?
Considering the organizational culture of      Red Carpet, how will the organization use communication to overcome      resistance to change?

Unit 5 – Individual Project 

Part 2:

Leroy has greatly enjoyed collaborating with you on the presentation. He reviewed the first part of the presentation and decided some additional material would help the VP of HR understand the change process you are proposing. In the second part, he would like you to develop some potential interventions or solutions to Red Carpet’s challenges. He also wants to know how to implement the interventions considering Red Carpet structure and culture so that the change plan can be more concrete. In the end, Red Carpet with need some means to evaluate the success of the interventions to make sure that they were effective. So, including this information will also be important to the VP of HR. Red Carpet is seeking long-term success with this change, so Leroy would like you to include a forward-thinking statement regarding the future of Red Carpet after the change. In no time, you and Leroy will be riding the elevator to the 27th floor with a beautiful view of Philadelphia and he is confident that your collaborative effort will be well received.

Review the Red Carpet scenario for this course, revise Part 1 of the Key Assignment based on your instructor’s feedback, and add an additional 3 slides to the presentation that addresses the following:

What interventions would you recommend to      address the challenges at Red Carpet?
How will you implement the interventions in      the organization?
How will you evaluate the success of the      change process at Red Carpet? Unit 5 – Individual Project
Part 2:
Leroy has greatly enjoyed collaborating with you on the presentation. He reviewed the first part of the
presentation and decided some additional material would help the VP of HR understand the change process you
are proposing. In the second part, he would like you to develop some potential interventions or solutions to Red
Carpet’s challenges. He also wants to know how to implement the interventions considering Red Carpet structure
and culture so that the change plan can be more concrete. In the end, Red Carpet with need some means to
evaluate the success of the interventions to make sure that they were effective. So, including this information will
also be important to the VP of HR. Red Carpet is seeking long-term success with this change, so Leroy would like
you to include a forward-thinking statement regarding the future of Red Carpet after the change. In no time, you
and Leroy will be riding the elevator to the 27th floor with a beautiful view of Philadelphia and he is confident that
your collaborative effort will be well received.
Review the Red Carpet scenario for this course, revise Part 1 of the Key Assignment based on your instructor’s
feedback, and add an additional 3 slides to the presentation that addresses the following:
•
•
•
What interventions would you recommend to address the challenges at Red Carpet?
How will you implement the interventions in the organization?
How will you evaluate the success of the change process at Red Carpet?
Learning Materials
Change Management Plan
Introduction
Making the decision to implement a major change initiative—particularly one considered to be
transformational in nature—is a major issue in and of itself, and it may be considered the easier part
of making the change occur. To make the change occur and achieve optimal results, a formal,
detailed implementation plan must be created, communicated, and disseminated to all stakeholders.
The implementation plan would contain the following details for the change initiative:
1. Who:
o
o
At its highest level, the management plan will be created by the senior management
team.
The organization’s human resources (HR) manager must be involved in both the
planning phases and implementation phase. His or her role will vary based on a number
of factors.
2. What:
o
o
The management plan must be created to have all stakeholders on board with the
initiative.
Major change initiative plans should also include a section on contingency planning to
address “what if” situations.
3. When:
o
Activities should not begin until the detailed plan is completed by the change-initiative
leadership team.
4. How:
o
Under the leadership of the change agent or champion, very detailed plans must be
created and committed to writing.
5. Why:
o
The magnitude of any transformational change is such that tremendous people,
financial, and time resources are consumed. If any information is incorrect, directions
will have substantial costs.
Conclusion
The planning phase of any major event, whether it is a road trip across the country, the erection of a
new skyscraper, or the implementation of a transformational change, is critical to its success. It could
be compared to a road map in its detail because the more defined the steps are, the less likely the
project will be to drift off-course. In addition, if there are possibilities of drifting off-course, good plans
should include contingency planning.
Improving Individual Behavior
Improving Individual Behavior
Enlightened companies, as far back as the 1970s, recognized that the power of their workforce may
end up being a source of their competitive edge. Competitors can easily duplicate equipment
resources and processes, product engineering, and marketing. What may be more difficult to copy is
the intellectual capital embodied in the work experience and motivation of the workforce itself.
Recognizing this, many companies start workforce training in the soft skills of human interaction
and interpersonal relations. While it’s nothing new to train and retrain workers on specific skills
needed to do their job, prior to the 1970s, inadequate attention had been given to the softer
people skills that could benefit the company.
Typical soft skill training programs include the following:
•
•
Style awareness (such as Myers-Briggs testing or 360)
Effective confrontation skills (turning the normally negative connotation of confrontation into
a constructive criticism mode)
Skills needed to improve group behavior include the following:
•
•
Increased focus on overall company goal attainment versus individual department goals
Sensitivity training so group members better appreciate different agendas and values of
team members
Specific Manager/Supervisory Skill Enhancement Needed
Probably the key to successful adoption and implementation of these softer skills rested on
enhancing the skills of managers and supervisors. The specific skills needed include the
following:
•
•
•
•
•
How to provide both positive and negative feedback, in a constructive fashion
o One of the inherent weaknesses of old line managers/supervisors was their inability to
give constructive criticism. Closely tied into effective confrontation skills is the ability to
give constructive criticism, which is a requirement for organizations to continuously
improve themselves, as their progress will usually be limited by their weakest links
(employees).
How to confront effectively
o This skill can be broken down into three subtopics.
? The willingness to confront
? The timeliness of confrontation
? The effective outcome
o Many managers/supervisors are inept at either or both of the first two, making an
effective outcome unlikely. For example, if a manager or supervisor does not
immediately confront subpar performance by an individual, and instead saves up the
feedback for an annual review, how effective will he have been at changing the person’s
behavior?
How to assess the personality style preferred by each employee
o Because everyone is motivated differently and the ability to motivate people is key to an
organization’s success, this skill may be the single most important for anyone in a
leadership position.
Based on personality style, how to assign individuals to different tasks
o Employee A may have the personality that is turned on by group involvement, while
Employee B is more comfortable as an individual contributor. For example, if the
supervisor does not recognize this, the employees may end up in job assignment roles
that end up being a turn off rather than a motivator
The importance of positive recognition
o Many people, not trained in HR practices, think that the primary motivator in the
workplace is money. They therefore establish elaborate compensation and bonus
programs, both short and long term, under that assumption. However, in survey after
survey, decade after decade, this is not the case. While monetary compensation is
always in the top 10 motivators on employees’ minds, the almost universally cited
positive motivator to performance is public recognition for a job well done.
o
It behooves the manager/supervisor to keep this in mind if he or she wishes to have and
maintain a positively motivated workforce.
Creating Change Management Plan
The following addresses the what, why, who, when, and how of creating a change management
plan.
What
The change management plan must be created to have all of the stakeholders on the same page.
Various people and departments will be engaged in different activities at different times, and it must
all be synchronized if optimum results are to be achieved. For example, if department X will begin its
new procedures on April 1, but training is required, the human resources (HR) department must
ensure that the training is complete before April 1.
Why
The magnitude of any transformational change is such that a tremendous amount of people, money,
and time resources are consumed. Therefore, if an incorrect direction is taken, or the plan is carried
out in the wrong sequence, or a stakeholder group is unprepared to carry out its responsibilities, the
entire initiative may end up with suboptimal results or even fail completely.
Who
The change management plan at its highest level will be created by the senior management team.
Occasionally, an external consultant may be hired to help, but assistance and agreement are still
needed from the individual who is charged with overseeing the change effort. This person may be
known as the change agent, the project manager, or the project champion. At the more detailed
department-by-department level, the change agent will assemble a team of well-respected
individuals, preferably representing all of the various stakeholder groups, to create a detailed plan.
This will involve specific tactics, necessary resources, special training, and—most importantly—the
detailed communication plan. This communication plan must detail what stakeholder group will be
told what, by whom, and when.
When
Other than the notification of the major change initiative to the entire organization, all of the other
activities should not begin until the detailed plan is completed by the change initiative leadership
team.
How
Under the leadership of the change agent or champion, very detailed plans must be created and
committed to writing so that there is no ambiguity about what has to happen, when, or who the
leader is. A Gantt chart or a program evaluation and review technique (PERT) project plan should be
part of the plan for visual clarity of the sequence of steps. For example, assume that the major
change initiative involves a corporate culture change from Theory X (autocratic management style)
to one that is more Theory Y (participative). It is likely that this cannot happen before extensive
supervisory training occurs in the new decision-making style.
HR Role in Change Management
The organization’s human resources (HR) manager must be involved in both the planning phase and
implementation phase. His or her role, however, will be far different in a firm that is covered by a
collective bargaining agreement (CBA) from a nonunion environment. Depending on the CBA, there
may be very little or very extensive management freedom to initiate change, regardless of the type of
change. For example, a firm that is seeking to increase employee empowerment may ask more
qualified employees to assume a leadership or supervisor assistant role; some union contracts
would preclude union members from playing any active role in leadership or management.
The HR professional in a nonunion environment will be primarily concerned that the change initiative
is well-communicated before implementation begins. This person will add his or her inputs on how
the implementation might best be rolled out, because an HR professional would be most sensitive to
where there may be higher resistance to change. Conversely, he or she would have a good feel for
departments or “low-hanging fruit” where initial successes would have a high probability of being
achieved.
The HR professional would add value to the implementation by creating a necessary skill
enhancement training and development plan after performing a needs assessment. He or she can
also recommend good training vehicles, using in-house or external training seminars. Most
importantly, the HR professional can add value to how the entire change initiative’s communication
plan should occur.
The HR manager in a firm that is covered by one or more collective bargaining agreements will have
a greater challenge. In addition to everything above, he or she will have to first do the following:
1. The existing CBA should be reviewed, and any obvious or borderline impediments to the
implementation based on the contract’s language should be noted.
2. A series of meetings should be initiated to communicate the whys and wherefores of the
proposed change.
3. If there is no obvious contractual language violation, the steps outlined above can then be
initiated.
4. However, if there are obvious violations of the contract, such as setting up new job
classifications, broadening job descriptions, adding employee responsibilities, and so forth,
every one of those proposed changes will need to be negotiated. Because contracts
typically have a length of 3–4 years, union resistance to change in the intercontract period
may preclude even beginning the implementation until a successfully negotiated outcome
occurs at the next contract renewal period.
Contingency Planning in Change Mgmt.
The following addresses the what, why, and how of creating a contingency plan.
What
Contingency planning is part of many kinds of planning. For example, larger businesses have a
contingency plan as part of their annual financial budget. This would list opportunities for spending
reduction during the budgeting process. During the actual budgeted period, it would list lower sales
or unexpected expenses that arise. Having these identified up front can accelerate the speed of
adjusting the budget to maintain profitability. The National Aeronautics and Space Administration
(NASA) and its space launches have double and triple back-up systems or contingency plans in
case of system failures.
Similarly, major change initiative plans should also include a section on contingency planning for the
very same purpose. That is, they should address “what if” situations. For example, if part of the
implementation plan requires department X’s 25 employees to all be trained by an external
consultant in a new skill, and that consultant needs to postpone the session at the last minute, the
implementation’s contingency plan would already have an action plan identified. Perhaps an
alternative consultant, available on short notice, would already have been identified.
Another contingency example could be if the change initiative requires purchase and installation of a
new machine in department Y; assume that the machine is not shipped on time because of some
problem in its manufacturing. The implementation plan’s contingency section might include any of
the following:
•
•
Alternative suppliers of the machine
Sources where the equipment might be leased or rented on a short-term basis until the
purchased equipment arrives
Why
Contingency planning is done so that crisis planning is made easier. Back-up vendors, alternative
processes, and different methods have already been identified, so when something unexpected
occurs, the change manager is not starting from square one as he or she attempts to stay on
schedule.
How
To perform contingency planning, the implementation team should identify the most critical steps in
the implementation plan. In project management, these steps are part of the critical path. Assume
that the critical path has four different steps in it. Good contingency planning would include the
following:
•
•
•
Identify the steps of the critical path
Identify anything that is likely to go wrong during each step’s implementation
Identify at least one back-up plan or alternative to keep the critical path time line from being
sacrificed, or at least minimizing the time added to the critical path
Unit 2 – Individual Project
Respond to the scenario below with your thoughts, ideas, and comments. Be substantive and clear, and use
research to reinforce your ideas.
Now that you have gained an understanding of Red Carpet, Leroy has asked you to join in on a preliminary meeting
with the VP of HR and other members of the organization to discuss change. The meeting was very tense because
many employees are unsure of their role in the change process. In fact, the VP of HR has not settled yet on what
type of change is needed or how to start up the change process. After the meeting, Leroy asked you to prepare an
executive summary that could be provided to the VP of HR that would help to address these concerns.
Review the Red Carpet scenario for this course and prepare a 750–1000 word executive report that includes the
following:
•
•
•
In your opinion, what does Red Carpet need to change? Should the change be transformational,
developmental or transitional and why?
What employees or employee groups should be included in the change process and why?
What do you recommend Red Carpet do to begin the change process?
Learning Materials
Overview of Types of Organization
Change
Given the forces that continue to promote change at an ever-accelerating rate, organizations will
prosper into the future only if they are prepared for change and know how to accommodate it and
best manage the change to create positive outcomes. Conversely, organizations will suffer and may
not even survive if they are blindsided by change, ill-prepared for it, and staffed with leaders who are
unfamiliar with the skills that are necessary to manage the change proactively.
The methods that are needed to manage change, however, can vary depending upon the scope of
the change itself. If the scope of the change happens over and over on a regular basis, this is
considered routine change. If the processes, procedures, and organizational structure are changing
to achieve better results, this kind of change is referred to as continuous improvement, transactional,
or incremental change. If the change will have an impact across the organization, permeating deep
into all organizational levels and culture, this is referred to as transformational or discontinuous
change (Nadler & Nadler, 1998).
Once the scope or type of change is identified as being routine, transactional, or transformational,
management can then make use of one or more change management theories. These and other
theories of change management have been around for decades. Their common element is that of
ways to reduce resistance to change.
To make change happen in a positive way, those individuals who are identified as change agents
must be identified to the leaders of the process. Change agents may sometimes be designated as
project managers, project champions, or some other nickname. In addition, change agents must
possess the following skills: excellent communication, the ability to sell the need for change,
empathy toward those who are affected by the change, and the ability to compromise.
To properly address change, organizational leaders must first recognize the scope of the impending
change, because this will have a significant impact on the “game plan” to address the change.
Internal change agents possessing a wide range of interpersonal skills must be identified, and any of
a number of methods of reducing resistance to the change must then be employed.
Reference
Nadler, D. A., & Nadler, M. B. (1998). Champions of change: How CEOs and their companies are
mastering the skills of radical change. San Francisco, CA: Jossey-Bass.
Organization Change Mgmt. Theories
Lewin’s Change Model (Cummings & Worley, 2009):
This theory focuses on how to reduce resistance to change by first getting stakeholders to feel
discomfort with the current situation.
•
•
•
Secondly, by getting rid of practices, rituals, and even people representing the former state
Thirdly, by espousing negatives about continuing as is
Fourthly, by promoting the new state, the new condition, and the new cultural norms
Nadler’s Congruence Model (1998):
This model refers to making sure all steps in a transformational change effort are congruent. For
example, ensuring that the operating environment the organization faces is:
•
•
•
In synch with its strategies
Fits with the organization structure
Reflected in performance measurements.
This theory—along with Lewin’s—is focused on transformational or discontinuous change.
Action Research (Cummings & Worley, 2009):
This theory of change focuses on weaknesses or organizational deficiencies and
•
•
It focuses on using internal stakeholders to address …
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