Change Management Toolkit

Change
Management
Toolkit
Office of Organization Development & Training
INTRODUCTION
Managing change is a key component in achieving the organizations goals. For Leaders to be successful they
must effectively manage their employees and themselves through change. These changes can come in many
different forms and can be large or small. They include HopkinsOne, Chronos, new processes, new policies,
etc. Your ability to take concepts and make them reality will determine how successful you will be in your
career. This toolkit was designed to assist in helping you manage these changes.
How to Use This Document
This Change Management Toolkit serves two purposes. The first is to be a reference tool that you can use
when planning how to carry out changes in your organization. It provides much of the newest information in
change management and it provides a step-by-step process to walk you through implementing those changes.
The second purpose is that it gives you the actual tools you can use to plan, to work with your staff, or to work
with your change team. All of this in a one-stop booklet.
Every change does not necessarily need all the steps listed in the book. Many times the initial steps are completed by someone else and it is your job to implement those planned changes. If that is the case, you may enter the process at a later step. Using this toolkit, you may refer to the earlier steps and you will know what occurred to plan those changes. With reports stating anywhere from 50-80% failure rates for change efforts and
the fact that your career hinges on your ability to manage change, this booklet may be one of the most valuable
resources you own.
Appendix: HopkinsOne Background for Managers and Supervisors
Since HopkinsOne is upcoming, the Appendix contains a number of examples of these tools completed for the
HopkinsOne project.
The Strategic View of Change Leadership
Ninety-five percent of this Change Management Toolkit profiles specific tactics to use in managing successful
change. In the next three pages, however, we profile eight elements used by strategic leaders who desire successful strategic change.
EIGHT STEPS TO TRANSFORMING YOUR

ORGANIZATION
The effectiveness of a manager and a workgroup in creating successful change is based on careful planning,
not chance. It requires skill, drive, and desire on a managers part to balance the interests of Johns Hopkins,
the department, the staff and our clients.
Below are eight steps to manage successful change, how to accomplish each step, and the downside of not accomplishing all steps.
Urgency
1. Establish a sense of urgency
Coalition
2. Form a powerful guiding coalition
Vision
3. Create a vision
Communication
4. Communicate the vision
Empowerment
5. Empower others to act on the vision
Wins
6. Plan for and create short-term wins
Reinforcement
Anchoring
7. Consolidate improvements and produce still more change
8. Institutionalize new approaches
Change
Step
How
Keys to Success
Possible results
from not implementing the step
Establish a sense of
urgency
Analyzing your competition and

changes in the market; tracking the
speed of change and determining
what your organization has to do to
keep up with it.
The urgency rate is not high enough

until 75% of management is honestly
convinced that business-as-usual is
totally unacceptable.
Complacency
Disowned
Forming a powerful
guiding coalition
Assembling a group with enough

power to lead the change effort
Encouraging the group to work together as a team
More is usually required. Efforts not

having a powerful enough guiding
coalition can make apparent progress
for a while but...opposition stops it.
Turf protection
Passivity
Creating a
vision
Developing strategies that will serve

as a bridge from the present to future
state
Package the future into a short story
image or visual language that promise new valuable benefits
Simplify until you develop a picture

of the future that communicates the
vision in 5 minutes or lessand gets
both understanding and interest.
False starts
Misalignment
Communicating the
vision
Using every vehicle possible to continually communicate the new vision

and strategies
Teaching new behaviors by the example of the guiding coalition and
senior leaders
Successful transformation efforts use

ALL existing communication channels to broadcast the visionwith
words and deeds.
Confusion
Rumors
Distortion
Empowering others
to act on the vision
Getting rid of obstacles to change

Changing systems or structures that
seriously undermine the vision
Encourage risk taking and nontraditional ideas, activities, and actions
Communication is never sufficient by Feeling overwhelmed

itself. Renewal also requires the re Burned-out
moval of obstacles. The worst obsta- Frustrated
cles of all are bosses who refuse to
change and who make demands that
are inconsistent with the overall effort.
Planning for and

creating short term
wins
Planning for visible performance

improvements
Creating those improvements
Recognizing and rewarding employees involved in the improvements
Real transformation takes time and a Cynicism

renewal effort risks losing momentum Stall out
if there are no short term goals to meet
and celebrate. Commitments and
compelling evidence within 12-24
months help keep the urgency level
up.
Consolidating im Using increased credibility to change

provements and
systems, structures, and policies that
producing still more
dont fit the vision
change
Hiring, promoting and developing
employees who can implement the
vision
Re-invigorating the process with
new projects, themes, and change
agents
Institutionalizing
new approaches
Articulating the connections between the new behaviors and corporate success
Developing the means to ensure
leadership development and succession that could sustain the change
Until change sinks deeply into a companys culture (5-10 years), new approaches are fragile and subject to
regression. Leaders of successful efforts use the credibility of short term
wins to tackle bigger problems.
Subtle sabotage
Half-efforts
Isolation
Change sticks when it becomes the

way we do things around here. Understand why performance increases
and ensure the next generation of top
management really does personify the
new approach.
4
Change Management Toolkit

Managing the Process
Tools For Change: SWOT Analysis

Future/Current State Analysis
Building a Case for Change
Leadership Tips: Three Levels of Resistance
Stakeholder Analysis
Establishing SMART Goals
Force Field Analysis
Change Success Assessment
Managing Your People Through the Change
26
The Psychological Process of Change

Recognition Ideas for Managers
Resistance
How to Spot Resistance in Organizations
Strategies for Leaders to Reduce Resistance to Change
Delegation Tips
Tools for Change: Working Through Where You Are Now
Tools for Change: Identifying Your Real & Imagined Fears
Tools for Change: Eliminating Your Fears
Managing the Change Team
38
Critical Success Factors for an Effective Team

Tools for Change: Team Effectiveness Assessment
Tools for Change: Identifying Change Agents
Developing Team Operating Guidelines
Tools for Change: Team Charter
Tools for Change: Impact Analysis
Managing Conflict Within Your Team
Tools for Change: Conflict Style Assessment
Resolving Conflict Within Your Team
Change Management Toolkit

Managing Yourself
65
Leadership Tips: Getting Yourself Through the Process
Appendix: Hopkins One Background for Managers and

Supervisors
69
Hopkins One Background for Managers and Supervisors

SWOT Analysis
Case for Change
Frequently Asked Questions Concerning Hopkins One
Working Through Where You are Now
Identifying Your Real & Imagine Fears
Eliminating Your Fears
What You Need to Know about Hopkins One
References
92
Section 1
Managing the Process
Tools For Change: SWOT Analysis

Tools For Change: Future/Current State Analysis
Tools For Change: Building a Case for Change
Leadership Tips: Three Levels of Resistance
Tools For Change: Stakeholder Analysis
Tools For Change: Establishing SMART Goals
Tools For Change: Force Field Analysis
Tools For Change: Change Success Assessment
MANAGING THE PROCESS

Step
1
Tool
When to Use
Page
SWOT Analysis Conduct a SWOT analysis when you are beginning a change or
planning process and you want to think about the organization

in a broader context. A SWOT analysis considers the strengths,
weaknesses, opportunities and threats for the organization.
For most internal changes that are driven from a higher authority, you may only need to look at their analysis and apply it to
your organization. If the higher authoritys analysis is complete
and accurate for your organization, go to Step 2.
If you are conducting a change independent from a higher authority, you may want to do an in-depth SWOT analysis.
Future State
Analysis
Envisioning the future is the start of moving your organization

to the next level. After conducting a SWOT analysis, consider
the change possibilities that will help your organization to do
things better, faster, and cheaper.
For most internal changes that are driven from a higher authority, a little tweaking is all you need for this stage. If you find
that is the case, go to Step 3.
If you are conducting a change independent from a higher authority, you want to invest a good amount of time to determine
the future state and develop your vision for the organization.
Current State
Analysis
Comparing the Current State with the Future State is the first
step in goal setting. Goals will provide the action steps for taking your organization from the Current State to the Future State.
For most internal changes that are driven from a higher authority, youll either be a part of that process or the current state will
already be determined and handed to you. If you find that is the
case, go to Step 4.
If you are conducting a change independent from a higher authority, you will want to determine your current state. In process changes this may include process diagrams and in other
changes it may involve a written description of the current situation. Dont spend too much time on this since it is based on
how you used to do business.

Step
Tool
When to Use
Case for Change
The Case for Change helps you to clarify what youre hoping
to accomplish with a change initiative and helps provide
speaking points when others (including your employees) ask
why the change is necessary.
Page
For internal changes that are driven from a higher authority,

you may be provided a Case for Change. The higher authoritys Case for Change may need anything from a little tweaking to major changes to an overall rewrite to fit the needs of
your organization.
If you are conducting a change independent from a higher authority, you will want to create your own Case for Change.
This is also called a burning platform since it is created to
get people to jump from a place of comfort into the new environment. Spend time on this since this will play a major
part in motivating employees to follow through on the change.
Stakeholder
Analysis
The Stakeholder Analysis, developed by Rick Maurer, helps

managers consider all the individuals and groups who may be
affected by a change and quantifies both their need forand
likelihood oftheir support.
For all changes affecting your organization, you need to determine how much resistance you will have to work through.
Completing a Stakeholder Analysis is an effective method of
determining where resistance may occur.
Goal Setting
The result of Goal Setting shows how you go from where you
are now to where you want to be. It also provides alignment
for your organization and identifiable steps to get things
started.
Force Field
Analysis
A force-field analysis encourages broad thought about the

forces that currently exist in your organization and whether
they will help or hinder progress toward your goals.

Step
Tool
When to Use
Change Success
Assessment
The Change Success Assessment is a brief survey designed to

help measure the perceived likelihood of success for your
change initiative. By distributing this to affected individuals,
you can quickly and anonymously receive feedback on their
understanding of the initiative and their role in it, your level of
communication, and the possibility of resistance developing.
Page
For all changes, you will need to measure the employees perception of how things are going. You can use the Change
Success Assessment throughout the project.
10
TOOLS FOR CHANGE:

SWOT ANALYSIS
A SWOT analysis focuses on the Strengths, Weaknesses, Opportunities, and Threats facing an organization.
Strengths and Weaknesses usually exist internally within an organization while Opportunities and Threats
develop externally usually through competitive or market forces. The following questions will help guide
you when conducting your analysis.
Strengths
What does your department/organization

do well?
What advantages do you have?
What do other people see as your
strengths?
What relevant resources do you have access to?
Guidelines When Developing a

SWOT Analysis
Weaknesses
What are some areas that your

department/organization needs to improve?
What should you avoid?
Do other people perceive weaknesses
that you dont see?
What weaknesses, if eliminated, would
provide additional opportunities?
Be realistic about your

organizations strengths and
weaknesses.
Be specific and avoid gray areas.
Distinguish between where your
organization is at currently and
where it can be in the future.
Analyze in relation to your
competition.
Keep it short and simple.
Remember it is subjective.
Opportunities
What specific activities and projects

could benefit your department and/or organization?
What are the interesting trends you are aware of?
Does your strengths provide any additional opportunities?
If you eliminated specific weaknesses, would that provide any additional opportunities?
Threats
What developments could negatively affect the future of your department and/or the organization?
What obstacles do you face?
What is your competition doing?
11
TOOLS FOR CHANGE:

SWOT ANALYSIS
Is changing technology threatening the way you do business?
Could any of your weaknesses seriously threaten your organization?
Further analysis can include how an organization could use its strengths to pursue opportunities that are a
good fit for the organization or to reduce its vulnerability to external threats. In addition, an organization can
develop strategies to overcome weaknesses to pursue opportunities or develop a plan to prevent the organiza-
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
12
TOOLS FOR CHANGE:

FUTURE/CURRENT STATE ANALYSIS
Developing your Future State is where you DREAM about how it could be. When developing your idea, lay it
out like a lawyer lays out their case in court. Present your ideas and the reasons why these ideas would benefit
the organization, customers, and employees.
Hints for developing a Future State:
How do you see it in the future?

What needs to change?
What is the change?
How does the change fit into the overall business strategy?
What will the future state look like?
! For the organization as a whole?
! From the perspective of the customers?
What are the key changes to process?
You develop the Future State first and then your Current State. This is to ensure that reality does not intrude
on your dream...if you have a outstanding idea of how to streamline processes, you surely dont want it budget
concerns to prevent it from even being considered. If an idea is good enough, organizations will find money
for it.
In developing your Current State, provide the reasons why the way things are done now hold the organization
back. In some cases, mapping the current process is quite helpful in illustrating the challenges with current
operations. However, dont spend a lost of time on the Current State since it is based on how you use to do
business.
Hints for developing a Current State:
What does it look like now?

What would happen if we did not change?
What change forces are internal? External?
How much time do we have to change?
Who has to change?
What is going right?
What is going wrong?
What needs are not being met?
What resources are unused or under utilized?
What opportunities are not being exploited?
What challenges are not being met?
What do competitors do better?
13
TOOLS FOR CHANGE:

Future State
Current State
14
TOOLS FOR CHANGE:

Action Steps
List the tasks that need to be completed to transform the organization from its current state to its future state:
15
TOOLS FOR CHANGE:

BUILDING A CASE FOR CHANGE
Question: What is the first question staff members involved in a change want answered?
Answer: Why? Why do we have to do this?
To motivate supervisors and staff to lend their effort, talent, and resolve to make a change successful, the
first step is to ensure they believe in the change. Any change, large or small, has to answer the question
Why? and you do this by developing a case for change. Obtaining buy-in by building a well-thought
out case for change is critical.
Consider these questions when building your case for change (these parallel the Three Levels of Resistance):
el 1
L ev
1.
2.
3.
4.
5.
Information
What information do people need in order to see whats going on?
What is changing? What isnt changing?

Why is this change necessary in this organization at this time?
What is at stake if we do not change or are unsuccessful in our attempts?
Whats in it for you?
Where are we going?
16
TOOLS FOR CHANGE:

BUILDING A CASE FOR CHANGE
el 2
L ev
el 3
L ev
Emotional Reaction
What will help people feel a sense of urgency?
Trust and Confidence

Who should deliver the message?
Is there something we should do so people trust what we say?
17
LEADERSHIP TIPS:
THREE LEVELS OF RESISTANCE
There are three levels of resistance that change agents can experience when moving employees through a
change process. The first results from a lack of understanding and may be a result of not having enough or any
information. The second is the emotional reactions employees experience when faced with a perceived loss
(power, job, respect, etc.). The third level, the most threatening to the successful completion of the change effort, results from a lack of trust and confidence in management. Depending on how well your organization
handles the change and the impact the change will have, you may see all, some or none of these levels of resistance.
Level 3: Trust and Confidence

Personal experience with past change failure
Who you represent (culture, race, gender)
Disagreement over values
Lack of rapport
Level 2: Emotional Reaction Against the Change

Loss of power, control or status
Loss of face or respect
Made to seem incompetent
Fear of isolation or abandonment
Burned out from too much change
Level 1: Lack of Understanding
Lack of information
Disagreement with the idea itself
Lack of exposure
The Antidote To Resistance

Determine the level of resistance. A survey, your history with the other person/group, or conversation with
those in opposition can reveal the severity of the resistance.
If Level 1: explain the idea using the language and examples that the other person or group will understand.
If Level 2: you must engage in conversation and not presentation. Only by finding the true resistance
can you hope to transform it into support for the change.
If Level 3: begin by repairing burned bridges and building relationships.
18
TOOLS FOR CHANGE:

STAKEHOLDER ANALYSIS
Staff and collegial support for change is essential to a managers successful change efforts. Where people
stand cant be assumed, and certainly cant be left to chance; especially when those people are needed to
make change successful. A manager needs to gauge the level of support of those key people who can be referred to as stakeholders.
The Stakeholder Analysis, developed by Rick
Maurer, is a simple tool that identifies:
1. Who the major stakeholders are
(who do you need to support successful change)
2. The level of support you need from
each
3. The likely level of support that each
person exhibits
Tips for Managing the Process
Move quickly
Focus on your critical priorities
Increase communication
Encourage risk-taking and initiative
Search for resistance
Delegate
Answer: A manageralone, or in consultation

with supervisory staff.
Follow-up: If there is a question, ask a stakeholder for their level of support.
Protect the product quality and customer

service
Create short-term wins
Establish clear priorities
Who completes the Stakeholder Analysis?
When one door closes, another opens; but we

often look so long and so regretfully at the closed
door that we do not see the one which has
opened for us.
- Alexander Graham Bell
19
TOOLS FOR CHANGE:

Need for Support: Rate on a 3 to 5 Scale
Likelihood of Support: Rate on a 1 to 5 Scale:
5 = You must have them take an active part in the

development and they must be vocal champions for
the change.
5 = They will fully support and champion the

change.
4 = They must take part in the development.

3 = They need to go along with whatever is decided.
4 = They will help develop the new initiative.

3 = They will go along with whatever is decided.
2 = They are likely to complain.
1 = They are likely to resist this change openly and
strongly.
Name of Individual or Group
Need for
Support
Likelihood
for
Support
Action Steps
20
THE BUILDING BLOCKS: ESTABLISHING

SMART GOALS
Individual Goals are the Foundation of the Organization
The saying what gets measured gets done is more than a theory of businessit is a law. For you and your
organization to be successful, you must help each employee not only set their goals, but achieve their goals.
This starts with constantly communicating expectations and the employees progress in meeting those expectations. The more successful individuals a leader can piece together, the better the organizations performance will be. On the flip side, the more individuals not achieving their goals, the greater the chance for
the organizations failure. The most important job of a leader is to communicate those expectations and be a
barometer on how well those expectations are being met.
Hospital/Health System
Unit Performance
Work Group Performance
Individual Performance
The diagram above illustrates how individual performance provides the foundation for organizational success. Unless you have a clear picture in your mind of the level of the individual performance required from
your employees to reach the organizations goals and objectives, you will be hard pressed to communicate
those expectations. An organization must identify key success factors and measure those factors using its
performance management system.
Goal setting at the individual level is important in achieving the goals of the organization. Specifically, goals
provide focus for the employees efforts. By having established goals, the employee and manager have a
benchmark to measure success.
In any organization, each level has a different set of goals. In a successful organization, all the different goals align to create a thriving
business.
Johns Hopkins Core Values

Quality
Innovation
Charity
Leadership
Humanity
Collegiality
Service
Diversity
Dignity
Stewardship
Partnership
Before individual goals can be established, the organizations values

must be taken into account. Values are the principles an organization
considers inherently important to how it does business. Examples of
an organizations values include quality customer service, treating
employees customer well and doing business with honesty and integrity. Once the organization has communicated its values and its goals have been determined, employees then
have a sense of purpose and know where to focus their efforts.
21
TOOLS FOR CHANGE:

ESTABLISHING SMART GOALS
To be meaningful, goals must be SMART.
S
M
A
R
T
Specific
Measurable
Attainable
Results-Oriented
Time-Oriented
Goals can be broken down into sub-goals or objectives. Attainment of individual objectives will lead to accomplishment of the overall goal. Specific goals state exactly what the organization intends to accomplish.
The following is an example of a non-specific goal:
Non-Specific: We will improve customer service.
This could be better written as:
Specific: We will increase our customer service scores by 5% over the next 12 months by increasing training for front-line staff and monitoring performance via customer satisfaction surveys.
Each specific goal must be evaluated to determine if it is measurable. The above example is a measurable
goal since the organization can track it. The following is a non-measurable goal:
Non-Measurable: We should talk to the employees about reducing expenses.
It could be better written as:
Measurable: We will reduce expenses by 10% by January 1st.
Goals must be attainable and realistic. Employees will lose their motivation in attempting to attain goals that
are set too high. On the other hand, goals set too low will not provide a challenge. The following is an example of a non-attainable goal:
Non-Attainable: We will improve our Employee Satisfaction Survey to 100% for all questions.
A related and attainable goal would be:
Attainable: We will increase our Employee Satisfaction Survey scores to 5% above the present organization average.
Goals that are result-oriented will create standards of performance for each job that impact the overall business objective. An example of a non-result oriented goal would be:
Non-Results Oriented: We will improve our leadership ability.
22
TOOLS FOR CHANGE:

ESTABLISHING SMART GOALS
A results-oriented goal would be:
Results Oriented: We will conduct leadership training two hours per month until we raise our Employee Satisfaction Survey scores above the existing organization average.
In addition, goals must be time-oriented to keep employees focused and avoid procrastination. An ineffective
time-oriented goal would be:
Not-Time Oriented: We will try to conduct safety training in the fall.
A better goal would be:
Time-Oriented: We will complete safety training of all employees by November 1st.
Develop goals for yourself and your employees using the SMART criteria.
1.
2.
3.
4.
23
TOOLS FOR CHANGE:

FORCE FIELD ANALYSIS
How do you do a Force Field Analysis? Simple. Follow these 5 steps at a staff meeting.
Step One: Introduction
Note: Use a white board or flip chart. Draw lines as shown in the sample on page 24.
Tell the group you want to ask three questions to test where we stand as a team in making the change successful.
The three questions are:
1. What supports our being successful with this change?
2. What impedes us from being successful?
3. What are we going to do about those negatives that can hurt us?
Step Two: Ask #1 What supports our being successful with this change?
1. Write down positive comments in left column.
2. Ask group to score each item 1 to 5; 1 = weak, 5 = strong.
Step Three: Ask # 2 What impedes us from being successful?
1.
2.
3.
4.
5.
Write down comments.

Ask group to score each item 1 to 5; 1 = weak; 5 = strong
Add up scores for positive and negative.
Fill in the Overall Score.
If negative, tell group there is a lot to do to overcome the negatives.
Step Four: Ask #3 What can we do about the negatives?

1. Review each negative item; ask group what can be done to reduce the impact or eliminate each
negative.
2. Write down simple steps or ideas to address each negative.
Tip: Start with the easy ones:
Step Five: Post Meeting Follow-up and Report Back
1.
2.
3.
4.
Identify who will work on the negatives before the next staff meeting.
Follow up with staff to find our what support they need from you.
Prepare a simple report for next staff meeting.
Report on progress at next staff meeting.
24
TOOLS FOR CHANGE:

Throughout your careers, you will be involved in helping make and manage changes where you work. Your
careers are built on your ability to influence people to support and work for successful organization changes.
In every case, there will be forces that support your success and forces that impede your success or cause resistance to successful change.
Force field analysis is a technique to use within a work team to identify what forces team members perceive as
favoring successful change and what forces they perceive as impeding successful change.
What does it look like?
Forces Supporting Our Success
Rating
(1 5)
Forces Impeding Our Success
1.
1.
2.
2.
3.
3.
Total Positive Score
Total Negative Score
Rating Key:
Total
Positive
Score
_______
minus
Rating
(1 5)
1 = weak;
Total
Negative
Score
5 = strong
_______
Overall
Score
_______
Note: If Overall Score is NEGATIVE, we have a lot of work to do!

Why use Force Field Analysis?
You want to identify for your team what forces work against success and then determine a course of action to
overcome those negative forces. Identifying the forces supporting your success is important too; know where
your support is!
Why Involve Your Team in This?
You involve your team because their work and efforts determine if your change succeeds and to what magnitude. In addition, you want to know where everyone stands and whether they are supportive or resistant to the
change.
25
Workgroup: ________________________________________
Date: ______________
Strongly Disagree
Disagree
Not Sure
Agree
Strongly Agree
There is a sense of urgency regarding this project.
I understand what is expected of me during this change.
It appears that senior leadership is behind this project.
Information regarding this project is well-communicated.
I think there will be minimal resistance to this change.
Past changes have been successful.
I see the need for this change.
I think this project will be a success.
Tools For Change:

Change Success Assessment
Comments:
26
Section 2
Managing Your People Through

the Change
Leadership Tips: The Psychological Process of Change

Leadership Tips: Recognition Ideas for Managers
Leadership Tips: Resistance
Leadership Tips: How to Spot Resistance in Organizations
Leadership Tips: Strategies for Leaders to Reduce Resistance to
Change
Leadership Tips: Delegation Tips
Tools For Change: Working Through Where You Are Now
Tools For Change: Identifying Your Real & Imagined Fears
Tools For Change: Eliminating Your Fears
27
LEADERSHIP TIPS:
THE PSYCHOLOGICAL PROCESS OF CHANGE
Every individual goes through the following 4-stage process when dealing with change:
Stage 1:
Stage 2:
Stage 3:
Stage 4:
Denial
Betrayal
Search for Solutions
Acceptance
The difference between individuals is

the length of time it takes for them to
go through the change. Some can
move through the four stages in a matter of minutes and some take years to
move through the same change. In
fact, some people will get stuck in a
stage. When a person gets stuck in a
stage, there is a high probability it will
be in the betrayal stage. They feel
the organization has not only let them
down but is working against them.
This feeling can lead to anger, resistance, and depression. As you know,
this is not good for the employee and
those around them.
Commitment
Resistance
Denial
Acceptance
Betrayal
Anger!
Search for
Solutions
Leaves the organization
Ron Pound and Price Pritchett, authors of Business as Unusual, suggest the following tips to move all employees through the change process:
Take care of the employee
Provide your employees clear instructions and the direction you want them to go
Make sure each employee understands their job; provide the necessary training
Listen! Listen! Listen!
Get resistance out in the open
Rebuild morale
Re-recruit your best employees
Increase the standards and expectations
Create a supportive work environment
Motivate! Motivate! Motivate! - Pass out psychological paychecks - These are the kind
that dont involve money but are valuable all the same (thank you notes, verbal compliments, etc.)
28
LEADERSHIP TIPS:
RECOGNITION IDEAS FOR MANAGERS
Question: How do you get anyone to try something different...something new?
Answer: You encourage them and recognize their efforts. You dont make the mistake of waiting for your
desired outcome to happen.
Encourage and recognize! The following pages identify simple ways for managers to encourage desired performance to support change and to recognize desired performance as well.
Here are some great ideas that you can do yourself:
Have someone in the chain of command deliver the paychecks and give every employee an
opportunity to talk one-on-one with management. It gives them the time to voice any concerns they have.
When paychecks are distributed, write a note on the envelope recognizing an employees
accomplishment.
Start the day with a brief meeting and review positive things that happened the previous
day.
Write a thank you note for employees who do something outstanding. It means more when
people take time to write their thoughts on paper.
Send thank you notes to the employees home.
Buy lunch for an employee as a form of thanks.
Arrange for the employee to have lunch with organization leadership.
Give the employee time off for excellence: half or full day; Friday
Personal phone calls from leadership
Letters from leadership
Candy bars
Have informal chats with employees
Use charts or posters to show how well an employee or group is performing.
Send a thank-you note to a spouse for their support during the employees overtime.
Make up a special caps, T-shirts, or jacket for your team and give to deserving employees.
Send each person, who went above-and-beyond the call of duty, a lottery ticket with a note
sending, I never gamble when I count on you.
Provide lottery tickets when the team achieves an important goal.
Laugh-a-Day challenge: each employee tries to make coworkers laugh every day with cartoons and jokes. Winners receive T-shirts and books containing the best jokes and cartoons.
Issue a Laugh-a-Day challenge to the staff to bring in a joke or cartoon every day for a
month.
Throw victory parties for major accomplishments
Thank people by giving chocolate kisses, balloons or other small items.
Hold occasional fun contests like Nerf basketball or volleyball, bubble-blowing competitions. Play cooperative games such as charades and treasure hunts.
Grill Your Boss cookout where managers dress up as chefs and cook hamburgers and hot
dogs for all employees.
29
LEADERSHIP TIPS:
RECOGNITION IDEAS FOR MANAGERS
Hire a masseuse to massage employees during stressful days.

Easy Morale Boosters:
" Order pizza or a huge submarine sandwich for a communal lunch
" Designate a bulletin board as a place for employees to post favorite jokes, cartoons,
etc.
" Attach cartoons or humorous anecdotes to the more mundane memos that need to be
circulated.
" Hold betting pools
" During a lunch break, screen a funny film or television show
" Bring a Polaroid camera to work. Take candid shots of employees and post the results throughout the office.
" Make a point to smile and say hello to office mates.
" Give everyone an opportunity to arrive an hour late or leave an hour early one day a
week.
Take employees to a ball game.
Staff birthday bashes: once a month celebrate everyones birthday that falls during that
month.
Develop monthly contests
Provide picnic baskets to employees who stepped in and solved problems.
Bring bagels and cream cheese to work
Serve ice cream
People may take a job for more money,

but they often leave it for more recognition.
- Bob Nelson
30
LEADERSHIP TIPS: RESISTANCE

Organizations going through change can experience a multitude of effects that can be detrimental to ongoing
operations. These include:
Deteriorating communication
Drops in productivity
Less teamwork
Less focus on customers and competitors
Reduction in morale
Turnover
Many of these result from or result in resistance by employees to accept the change. Most view resistance
negatively when it applies to change, however, to the savvy leader it is seen as part of the ongoing process and
a metric on what is going well and what isnt. The successful leader uses the guidelines in the next section to
improve their probability of success in implementing change.
Reasons Why Employees Resist Change
Threat to job or income

Fear of the unknown
Threats to power
Inconvenience
Threats to relationships
Fear that they will lose value in the organization
Moving the Masses

Most organizational change dynamics follow the 20-60-20 model...20% of the employees will move in the direction the leader points out with little question; 20% will dig their heels in no matter how good the change
looks to others; and 60% of the people will sit on the fence waiting to see the direction the new change will go
and then will follow the masses.
??
20%
60%
20%
31
LEADERSHIP TIPS: RESISTANCE

Leaders must focus more on the groups that will move their organizations forward...the 20% moving in the
right direction and the 60% in the middle. Too many managers spend too much time with the 20% resisting
the change, hoping to change their attitudes. Little do the managers know, these poor attitudes are not just evident at work, they are present throughout all parts of the employees life and are very difficult to change.
20%
80%
When leaders focus their energy on the two groups that will move their organization forward, they create momentum. With 80% of the people moving in the right direction, most of the resistors will jump on the bandwagon so as not to be left behind. Those who are left will more than likely self-select to leave providing the
leader with the opportunity to hire new employees who are a better fit in the organization.
<10%
90+%
The Cost of Managing Change Poorly
Team size =
10 employees
Length of transition =
6 months
Average salary =
$30,000
Average daily distraction =
4 hours
Total Cost of Lost Productivity = $75,000

Or 2.5 employees (25%)
It must be considered that there is nothing more difficult to carry out nor more
doubtful of success nor more dangerous to handle than to initiate a new order of
things.
- Machiavelli, 1446-1507
32
LEADERSHIP TIPS: HOW TO SPOT

RESISTANCE IN ORGANIZATIONS
Resistance isnt always obvious. The better you are at spotting resistance in all its guises, the more options
you will have as a manager and as an individual for overcoming it. The following are examples of what to
look for:
Quick Criticism: Even before people hear all the details, they express their disapproval. It is as
if they have been there before and know exactly what to expect.
Malicious Compliance: People smile and appear to go along with the decision. They tell you
what you want to hear and do what they want behind the scenes.
Sabotage: People take strong actions that are specifically intended to stop you from proceeding. The positive side of this is that the resistance is so transparent.
Easy Agreement: People truly agree with you in the moment without much criticism. They
have swallowed your message whole, only to later realize what the changes mean. Intentions
are more honorable at the onset than malicious compliance, although the later actions may
look similar.
Deflection: People keep changing the subject. Meetings go from topic to topic without resolution. Like all other forms of resistance, this is a way people protect themselves.
Silence: Silence is a difficult form of resistance to

address because it gives you so little to work
with. And, since sometimes silence indicates
support, it is hard to know what to make of it. As
a general guideline, never assume that silence
means acceptance. Probing is helpful.
In-Your-Face-Criticism: No holds barred

these people tell you exactly whats on their
mind. They are telling you the truth as they see
it. Often, they may express what others are afraid
to say. Talking with them in private sends a message to others that it is safe to say what is on their
minds.
Always keep three

key questions in mind:
1. Whats in it for me?
2. Whats in it for you?
3. Whats in it for us?
Resistance is thought transformed into feeling. Change the thought

that creates the resistance, and there is no more resistance.
-Robert Conklin
33
LEADERSHIP TIPS: STRATEGIES FOR LEADERS

TO REDUCE RESISTANCE TO CHANGE
Here are strategies and tips to reduce resistance:
Create and communicate a clear vision of the change.

Follow a realistic timeline.
Demonstrate change is a priority.
Be willing to modify elements of the organizational culture.
Build trust everyday.
Create a communication strategy that provides information early and often to employees.
Communicate the what, why, whom, when, where, and how.
Explain what will change and what will not change. Provide the reasons for the change.
Involve the employees. Seek input as early as possible.
Tell employees "what's in it for them."
Provide the resources necessary to get the job done.
Provide timely training necessary to help employees adapt to the change.
Acknowledge the potential losses and address the needs of the people losing something.
Link the old with the new but dont bad-mouth the past.
Avoid threats. Threats have a negative impact on attitude and morale.
Develop cascading commitment. Successful change needs employees at every level championing the change.
Develop new performance measures to reinforce what helps the organization succeed.
Reward the employees who carry the change.
Lead by example.
Pilot the initiative. This serves as a trial-run and an assurance to employees that an unproven concept will not be rolled out.
Don't be afraid to acknowledge what is still unknown.
Don't hesitate to acknowledge fears, including your own, when appropriate.
Acknowledge small wins or successes throughout the change process.
Be willing to replace key employees who do not have the competencies or skills needed to
do the job or choose not to support the change. Be honest to confront them but assure them
of your support.
Management must guide the forces of change.

- John W. Teets, former chairman, Greyhound
34
LEADERSHIP TIPS:
DELEGATION TIPS
For every major change effort, leaders must delegate necessary tasks to others. In many cases, the more they
delegate the greater the chance they have for success. The effectiveness of their delegation will have a direct
impact on the final result. Follow these tips to enhance your delegation effectiveness:
A. Look for ways to involve staff to help you create successful change.
Match assignments to the employees skills.
B. Prepare for the assignment. Make delegation clear.
Describe the desired results and the reason the task needs to be accomplished. Be specific
and clear about what success will look like.
Whenever possible, when delegating work give the person an entire task to complete and
dont micromanage. Many employees will get energized if they think the delegated task is
under their complete control. Build pride and ownership and give them a chance to build
their skills and confidence.
Make sure your employee understands the task by asking an effective, open-ended question
such as Can you explain to me how you would go about handling this task?
Get buy-in from the employee that they are up to the task. If your employee doesn't feel
capable, you might consider coaching them.
Make your expectations crystal clear and ensure the employee knows what they are accountable for.
Identify the measurements/outcome you will use to determine that the project was successfully completed.
C. Follow-up
Support your employee by asking what resources will be needed and provide them. In addition, provide them the authority to get the job done.
Empower your employee -- let them do the work, but agree upon checkpoints along the way
so both of you will know how it's going.
Energize your employee -- when the task is complete, acknowledge your employee's effort
and provide accurate and honest feedback.
Determine, in advance, how you will thank and reward the staff person for their successful
completion of the task or project you delegated.
35
TOOLS FOR CHANGE:WORKING

THROUGH WHERE YOU ARE NOW
Lets face it. A major problem when facing change is feelings. More specifically, there are feelings of loss
(we wont be doing things the old way), and feelings of fear (not understanding what challenges the new way
brings or having all of the information). Getting people to talk about their feelings around change serves to
diminish negative feelings.
Whenever any change happens, it is important to allow yourself to acknowledge your loss, and yet be aware
of what you have not lost.
In the table below, write a few words in each quadrant describing the losses you must relinquish, the losses
you must replace, acknowledge what you are not losing, and what losses you can rebuild.
What am I losing?
What must I replace?
The way Ive always done the processing.
My sense of safety.
What am I not losing?
What can I rebuild?
My talents, my skills and my abilities.
A better way to do my job.
36
TOOLS FOR CHANGE: IDENTIFYING YOUR

REAL & IMAGINED FEARS
Question: How do you help defuse someones emotions around any issue?
Answer: Acknowledge the emotion. You seem angry. (...or upset...or tense...or frustrated)
The answer can be explosive. YES, IM ANGRY! Typically the person will then blurt out an explanation
for their current feelings.
In this exercise, people are asked to first identify their fears in their own words and then whether each fear is
real or imagined. The fears can be those expressed by an individual or by a group and this exercise can be
conducted individually or as a group. If conducted in a group setting, the manager can direct the individual
or the group to review each fear and identify ways and benefits to eliminating those fears.
Instructions: In the boxes below, list some of the fears you have about the change you are going through and
determine if they are real or imagined. With every imagined fear you can discard, you will improve your
perspective and increase your sense of safety.
Real Fears: There is evidence (facts, past experience) that suggests you should be afraid.
Imagined Fears: Contrary to what you are feeling, there is no evidence to suggest that there is anything of which to be afraid.
Fears
Example: My position will become unnecessary and I
will lose my job.
Real or Imagined?
Imagined. Even though I will not have to do as much, there
will still be plenty for me to do.
1.
2.
3.
4.
37
TOOLS FOR CHANGE:

ELIMINATING YOUR FEARS
Eliminating your fears is a difficult thing to do. Doing so means you want to begin the process of acceptance
and gain some control back in your life. Start eliminating your fears now, one at a time. Choose a fear you
listed on the previous page to eliminate and answer the questions below.
What fear did you choose to eliminate? (Example: My position will become unnecessary and I will lose
my job.)
Why did you choose this fear to eliminate? (Example: This will eliminate
the most amount of stress.)
How will eliminating this fear help you adapt to/ accept your current situation? (Example: When Im
not worrying about losing my job, I can focus on what I need to learn regarding my new job.)
What do you need to do to eliminate this fear? What steps do you need to take? (Example: Remind
myself that I am a valuable person to the team. I know the ins and outs of the processing work and without
me, this change will not be a smooth one.)
38
Section 3
Managing the Change Team
Leadership Tips: Critical Success Factors for an Effective Team

Tools for Change: Identifying Change Agents
Leadership Tips: Developing Team Operating Guidelines
Tools for Change: Team Charter
Tools for Change: Impact Analysis
Leadership Tips: Managing Team Conflict
Tools for Change: Conflict Style Assessment
Leadership Tips: Resolving Team Conflict
39
LEADERSHIP TIPS: CRITICAL SUCCESS

FACTORS FOR AN EFFECTIVE TEAM
A team consists of a group of individuals working together to achieve a set of common goals. In order for a
team to function effectively, several specific criteria must be in place. If any of these elements are missing,
the team may become a group of disparate individuals who spend their time debating with each other and
having a negative impact of each others work, rather than behaving as an integrated team that creates additional value through its work together.
In order for a team to achieve the synergistic results expected from effective teamwork, the team must...
1. Have an agreed-upon charter.
The team charter is represented through a set of common goals, measures and rules known, understood and agreed by all team members.
2. Have members committed to the goals required.
If a task has been allocated 50 hours of work, then the individual assigned to fulfill that task must
agree that it can be done in that time frame, and be personally committed to achieving that result.
Lack of commitment to the tasks and goals will lead to failure.
3. Have members committed to each other.
This means that team members accept each other, and are committed to working together and ensuring each others success, regardless of how they may feel about each other. For example, if
one members professional expertise is not fully trusted by another team member, then that team
member has the responsibility to help not criticize or pick on that persons work to ensure
success for both the individual and the team.
4. Have members that are interdependent.
That is, they must need each other to be successful. If any one team member can successfully do
their job without any support or integration from the other team members, then that person can
well argue the team is unimportant to them. For this reason, each persons work must be linked
to the work of the other team members and the overall team goals if teamwork is to be achieved.
5. Have both collective and individual accountability.
The team result must be clearly related to each persons success. If the team fails to achieve its
goals, then each team member must have some responsibility for the overall lack of results regardless of who did or did not do the work. Similarly, each individual team members goals must
be clearly identified and accepted, and that person must be singularly responsible for those results. The accountability for every team member must be endorsed by the entire project team.
This accountability should be tied into both the team and individual performance reviews.
6. Demonstrate acceptable team behavior.
There are a number of key personal and interpersonal behaviors that are essential for a team to
perform well when it is together. These behaviors are described below.
The team leader and/or team members should use the Team Effectiveness Assessment to assess the critical
factors necessary for success as early in the process as practical. If any gaps result, a plan should be developed to resolve those gaps to improve the effectiveness of the team.
40

Interpersonal Behaviors Essential for Team Success
In order for a team to achieve synergistic results, there are some rules of conduct that must be followed. If
these rules are violated they can both create disruptive behavior and cause the team to become dysfunctional.
For this reason, a team should examine these behaviors, modify or add to them as appropriate for its circumstances, and then monitor its behavior against these behavioral rules. After analyzing their behavior against
these rules, team members should give and receive individual and team feedback for continuous improvement.
1. Team goals are the highest priority not individual or personal goals.
A core agreement is that the team goals are of a higher order than individual goals in the team environment. If individuals place their own values, needs or goals above the team goals in a way that
causes conflict or inhibits the attainment of the team goals, the team has the responsibility to confront this behavior. Commitment to the team goal over personal agendas is critical to team success.
2. Check your job at the door no positional behavior.
As a team member, each individual represents the teams interest and brings the highest level of
personal knowledge and expertise to that team. This means that positional behavior is not accepted. Each team members job or position outside of the team is secondary while that person is
functioning as a team member.
3. Decisions are based on whats right not whos right.
Position, status, deference to experience or historical experience, seniority or authority are unacceptable reasons for a team to make a decision based on any individuals recommendation. If the
team is using consensus decision-making, it must look at each circumstance uniquely, get the best
decision from all parties, build the best understanding based on all the information available, and
then make the best decisions based on the information and analyses not based on who made the
recommendation.
4. Everyone has the responsibility to both contribute and listen to the contributions of others
there is no inequality on the team.
Teams are based on mutual commitment and respect. These criteria require that everyone make a
contribution. They also require that every contribution be heard. If some members of the team are
shut out either by their own actions or the actions of others their potential is reduced by their
lack of contribution.
5. Contribute with flexibility no fixed positions.
If any team members arrive with a point of view or perspective that is fixed inflexible and not
subject to change then synergy is virtually impossible. Team acceptance of one persons position
without any modification or additional value misses the opportunity for synergy. Rejection of any
possible modifications creates conflict, or lack of commitment to the decisions by the individual
whose idea was rejected or modified. Fixed positions are among the worst problems that teams can
face because they typically end in ongoing conflict between two team members, with others standing by and watching the scenario play out.
41

6. Consensus prevails the right of infinite refusal is not acceptable.
Individual positions are solicited when the team begins to study or deliberate. As the discussion
ensues, positions should be melded through sharing and analysis. As conclusions draw near, every
team member must move toward consensus while they continue to shape and influence the decisions being made. If the team is moving in one direction but one individual continues to remain
steadfast in a particular position based on personal preference, then that person is exercising the
right of infinite refusal. Unchecked, this can block a team forever, and is unacceptable. The right
of infinite refusal is relinquished through team membership and the group process.
7. Decisions are based on facts and analysis not opinion management.
Ideas, thoughts, data, information and analysis all contribute to the decision-making process. The
final decision, however is based on the data available as analyzed by the team. Unsubstantiated
personal preference based on opinions are subordinated to fact-based decision-making processes.
8. Decisions are made in real time, not during off-line.
Everyone participates in the team process, and both decisions and commitments made at the meeting are expected to be upheld by all team members. If any team members have reservations or issues, they are responsible for bringing them up at the meeting, or accepting the team decisions
without further off-line discussions after the meeting.
9. Perfection can be the enemy of the good the 80/20 rule prevails.
There are very few things that can only be done one way. Similarly, there are very few things that
require perfection for implementation or success. The team should be careful not to get stuck in
seeking the perfect solution. The 80/20 rule enables the team to move forward rapidly. An 80
percent solution well implemented will have a far greater impact than the continued search for the
holy grail without any action.
10. The team should strive for consensus not unanimity.
Consensus is sufficient agreement by all the member of the team that everyone can endorse and
support through implementation. It may not be the single most preferred decision by every team
member, but it is acceptable to all the members. If the team allows one member to exercise the
right of infinite refusal, consensus has been reinterpreted as unanimity and the team can become
hopelessly deadlocked. All team members are responsible for both contributing and for retaining
the personal flexibility to let go of personal preferences if the team decision will indeed solve the
problem or achieve the desired goal.
42
Department: ______________________________
Strongly Disagree
Disagree
Not Sure
Agree
Strongly Agree
Hiring decisions are made very selectively resulting in employees who stay and
1
who are highly productive.
We have the right mix of knowledge, skills, and abilities for achieving the
team's goals.
Team members carry out their roles and responsibilities.
The team uses its skills and abilities to effectively work together to accomplish
its goals.
Our team has a common goal that is understood by each team member.
Every team member understands the vision of the team leader.
All goals are written using the SMART guidelines.
The leader clearly communicates performance expectations and expected outcomes.
Each team member understands their role and responsibilities.
The work of each team member is aligned with the teams goals.
Team members encourage, support, and reinforce one another to develop innovative ideas.
The leader promotes training and education to stimulate thinking.
The team is willing to try new methods and approaches to work.
Directions: Use this assessment to assess your teams strengths and weaknesses. This
can be used at any time, but the sooner the better. This can be completed by the leader
and/or by all team members. Once completed, develop action steps to using the SMART
goal guidelines.
Capability
Clarity
Creativity
43
Agree
Strongly Agree
Continuous
Improvement
Not Sure
Commitment
Disagree
Communication
Strongly Disagree
Collaboration
Team members understand the roles and responsibilities of others.
The team works well together.
Team members address problems effectively.
Team members make decisions effectively.
The team shares ideas and information with one another.
Our team has regular meetings to share information.
The team has established methods for members to receive honest performance
feedback.
The team examines team and individual errors and weaknesses without making
personal attacks.
Our team has effective methods of dealing with conflict.
The team shares ideas and information with those outside of the team.
Team members effectively listen to one another.
Team members follow through on their job responsibilities.
Team members follow through on their commitments to others.
Team members feel mutually responsible for achieving the teams goals.
The team actively looks for ways to improve its performance.
The team treats mistakes as a source of learning.
Training and education is important to this team.
The team frequently measures and evaluates its performance.
44
Action Steps
Develop your action steps for improving your Team Effectiveness Assessment by using the SMART criteria.
S
M
A
R
T
Specific
Measurable
Attainable
Results-Oriented
Time-Oriented
1.
2.
3.
4.
5.
45
TOOLS FOR CHANGE: IDENTIFYING CHANGE

AGENTS (ASSESSING CHANGE AGENT CANDIDATES, TEAM MEMBERS OR YOURSELF)
To be successful in creating change, you and your team members must demonstrate those characteristics of
change agents. Selecting the right change agents is a huge step towards being successful. Use this tool to assess change agent candidates, team members, or yourself on the characteristics below. For yourself or current
team members, list the areas for development and action steps on the next page.
Rate each characteristic on a scale of 1 to 5. Use the following rating descriptions in determining your assessment:
1Has great difficulty in exhibiting this characteristic
3Often exhibits this characteristic, but not always (80% of the time)
5Is an exemplary employee in this characteristic
Characteristic
Positive
Views life as challenging
and opportunity filled
Focused
Clear vision of what is to
be achieved
Description
Rating
Views disruptions as the natural result of a changing world

Finds opportunities in times of change
Believes there are important lessons to be learned from challenges
Sees life as generally rewarding
Has a can-do attitude
High self-esteem
Strong sense of purpose

Able to set goals and prioritize actions
Uses personal objectives to drive daily actions
Uses a strong vision that serves both as a source of purpose and
guidance during times of change
2
3
4
5
2
3
4
5
Flexible
Adapts during times of
uncertainty
Believes change is a manageable process

Has a high tolerance for ambiguity
Recovers quickly from adversity or disappointment
Feels empowered during change
Recognizes ones own strengths and weaknesses and knows
when to accept internal and external limits
Is open-minded
Displays patience, understanding, and humor when dealing with
change
Values the ideas of others
Is a good team player
1
2
3
4
5
46
TOOLS FOR CHANGE: IDENTIFYING CHANGE

AGENTS (ASSESSING CHANGE AGENT CANDIDATES, TEAM MEMBERS OR YOURSELF)
Characteristic
Description
Rating
Applies structures to help

manage ambiguity
Sorts information quickly

Builds structure in chaos
Is a good planner
Sets and, when necessary, renegotiates priorities during change
Manages multiple tasks successfully
Manages stress well
Recognizes when to ask for help
Proactive
Actively engages change

Takes reasonable risks
Uses resources to creatively reframe a changing situation, improvise new approaches, and maneuver to gain an advantage
Is able to generalize important lessons from change-related experiences to other similar situations
Influences others and resolves conflicts
Organized
Engages change instead

of evading it
Area of Development
2
3
4
5
2
3
4
5
Action Plan
47
LEADERSHIP TIPS: DEVELOPING TEAM

OPERATING GUIDELINES
A team could spend days identifying every conceivable set of circumstances it might encounter or situation it
might face and determine how it should behave under those circumstances. That is not the intent of operating guidelines nor is it an appropriate use of the teams time.
Rather, the team should identify the regular functions that it will perform most commonly, and then establish
the guidelines that will guide it in those functions. Some of the more common areas for which guidelines are
typically created are as follows:
1. Setting goals
Who sets the team goals?
How does the team deal with conflicting goal priorities?
How does the team change its goals?
How does the team respond to changing requirements that
come from outside the team?
2. Defining roles and responsibilities
How are responsibilities agreed upon?
How are roles defined?
How does the group address an individual who is unwilling
or unable to perform a role designated by the team?
What are the defined roles of the team leader and facilitator?
Nine Basic Values

of Successful
Changers:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Commitment
Creativity
Focus
Responsibility
Truthfulness
Discipline
Courage
Humor
Perspective
3. Communications
How will the team ensure internal communications?
How will the team ensure external communications?
4. Team meetings
What are acceptable purposes for team meetings?
How often will the team meet? When? Where? For how long?
Does it have some standing agenda items?
Who can call a team meeting? How?
What are the legitimate topics for team meetings? Who sets the agenda and how is it set
and prioritized?
How does the team manage task and process at the meeting ensuring task focus on the
agenda but full process appropriate to the topic under discussion?
How will the team address consistent lateness or absentee behavior among team members?
How will the team ensure that absentees are informed of the outcomes of team meetings?
What is the follow-up system for commitments made at team meetings?
48
LEADERSHIP TIPS: DEVELOPING TEAM

OPERATING GUIDELINES
5. Team Decision Making
What is the primary decision making process?
What is the fallback decision making process?
6. Measuring Team Performance
What are the key measures task and process that the team needs to assess?
How will it assess these measures? How will it gather data? In what format? Created by
whom? How often?
How will the team determine when corrective action is required?
What is the process for agreeing on and taking corrective action?
7. Issue Resolution
What are the types of issues that require team versus individual resolution?
What is the process of issue resolution among team members?
What is the process of issue resolution with individuals or groups outside the team? For
customers/clients? For suppliers?
8. Managing Change
What are the categories and scope of change that require team attention?
What is the change management process?
9. Addressing Inappropriate Interpersonal Behavior
What are desired and inappropriate team behaviors?
What are inappropriate individual behaviors among team members?
What are inappropriate behaviors outside the team that require a team response?
How will such behavior be identified and brought to the team?
How will such behavior be addressed to ensure resolution while maintaining a strong and
cohesive team?
10. Avoiding GroupThink
How will the team institute preventative measures to avoid groupthink?
How will the team recognize when it is being influenced by groupthink?
How will the team address groupthink when it does exist?
49
TOOLS FOR CHANGE: TEAM CHARTER

Use the Team Charter to set boundaries and identify key information and goals for the team members. Here is
where you establish your major goals and how they will be measured. In addition, the process of completing
the Team Charter lays out the boundaries for the team and the time table for the project.
Team Sponsor :
Scope of Work :
Team Authority:
Resource Limitations:
Time Table :
Goal
Measure
50
TOOLS FOR CHANGE: TEAM CHARTER

Goal
Measure
51
TOOLS FOR CHANGE: IMPACT ANALYSIS
It can be overwhelming in times of change to know which project is most important. This impact analysis
can help you identify the impact that each project/task will have as well as the degree of difficulty to complete each project/task. Using this knowledge you can then prioritize those projects and begin them in a way
that will enable you some quick successes.
High
Impact
I. High Impact / Easy to Do

Start with these projects for quick
successes.
III. Low Impact / Easy to Do
Low
Impact
Start these projects after you accomplished the ones that will have
a high impact. You may choose to
not even do these projects since
they wont have much of an impact.
Not Difficult
II. High Impact / Hard to Do

Start these projects next. Realize
these projects will take a little
longer but will be well worth it in
the end.
IV. Low Impact / Hard to Do

Dont even try these. They will just
frustrate you and your team because
of the degree of difficulty.
Very Difficult
An example of this matrix is on the following page.

To use this matrix, first list all the projects/tasks or changes that you need to accomplish. Dont worry about
prioritizing at this point, just do a brain dump and list everything you need to do. After all the projects are
listed, you will want to determine the impact and the degree of difficulty of each project. Use the following
sections to help you.
52
TOOLS FOR CHANGE: IMPACT ANALYSIS

High Impact
Business case simulations
Strategic Planning for

Senior Leadership
Recognize employees who

have taken the lead on a difficult task
Develop a measurement to
gauge success of your initiative
Customized kick-off meetings
Combine redundant forms
Low Impact
Schedule monthly change

meetings
Analyze organization
policies
Review monthly minutes
Not Difficult
Very Difficult
Determining Impact
Look at the list of projects you need to accomplish. Consider these questions when placing this project on the
impact continuum.
Will it have significant impact on your unit?

Will it significantly change the way you do business?
How many people on your unit will the change impact?
Will it impact other units (other people, groups)? How many?
Will it positively or negatively impact patients? If it will have a negative impact, is it something that must be done?
Determining Difficulty
Again look at the list of projects you need to accomplish and consider the following questions as you determine the degree of difficulty.
How long will this project take?

How many people will it take to accomplish this project?
Are all the people from the same unit or will it take people from several units / departments
to accomplish this project?
Do you currently have the non-people resources you need to complete this project?
53
LEADERSHIP TIPS: MANAGING CONFLICT

WITHIN YOUR TEAM
Conflict is a daily reality for all team members. Team members needs and values inevitably come into conflict with the needs and values of others. Some of the conflicts are minor and can be managed easily while
others have a greater intensity and require a strategy for effective resolution. The ability to resolve team conflict is the most important skill that managers and team members can develop. Evidence suggests conflict
can improve the quality of decision making by allowing different points of view to be examined.
An Overview of Conflict Management Styles
Conflict occurs when the needs, wants, or values of team
members clash. As a result, team members will react to the
conflict using one of the five basic styles. Depending on the
situation, you may use different styles at different times.
1. Competition: Competition is characterized by
the need to win at all costs. It is a win-lose situation with the need to dominate. Appropriate
when . . .
a quick decision is needed and there is not
time to debate the issues.
a difficult or unpopular course of action
must be taken.
you know for certain that your position is
correct and to do something else could be
costly for the organization.
Constructive Outcomes from

Properly Managed Conflict
New approaches or solutions
Long-standing problems
brought out in the open
Clarified thoughts and feelings
Stimulation of interest and

creativity
Stretched personal capabilities
2. Collaboration: Collaboration is characterized by a desire to satisfy all team members in a winwin situation. Appropriate when . . .
issues are interdependent and an integrative solution is needed.
you are seeking to learn or understand another position.
you are seeking to find an innovative solution to a complex problem.
you are seeking buy-in or commitment from others.
you want to build rapport or improve a difficult relationship.
Con-flict (kn flikt)

To strike to be antagonistic, incompatible;
a fight or war; sharp disagreement, as of
interests or ideas; emotional disturbance.
54
LEADERSHIP TIPS: MANAGING CONFLICT

WITHIN YOUR TEAM
3. Avoidance: Avoidance is characterized by attempts to distract attention from the issue or ignore it
completely. Appropriate when . . .
the issue is trivial and it makes sense to leave it alone.
tensions between parties are such that the dangers of engaging in conflict outweigh the
benefits.
you need to delay in making a decision or taking action until you have had time to gather
more information.
you are in a position of little power, or in a situation over which you have little control.
4. Accommodation: Accommodation is characterized by the desire to please others at the expense of
a persons own needs. Appropriate when . . .
you realize that you are wrong about something, or when you want to allow another position
to be heard.
you are allowing to experiment and learn from the other persons mistakes as part of their
development.
you are building favors that will pay off when the issue is of greater importance to you.
you are attempting to preserve harmony and avoid disruptions.
5. Compromise: Compromise is described by meeting the conflict at midpoint. Both parties in a dispute achieve moderate but incomplete satisfaction. Appropriate when . . .
issues are not critical enough to warrant the time or energy you would use in competing or
collaborating.
both parties involved are equally powerful and equally committed to opposing views.
one is seeking a temporary solution to buy the time needed to find the best course of action.
time pressure makes it prudent to find an expedient solution that at least somewhat satisfies
both parties.
Change means movement. Movement means friction.

Only in the frictionless vacuum of a nonexistent abstract world can movement or
change occur without that abrasive friction of conflict.
- Saul Alinsky
55
TOOLS FOR CHANGE:

CONFLICT STYLE ASSESSMENT
Directions: The following questions are a inexpensive (i.e. FREE!) way of assessing your conflict resolution style. If you can afford it, the Thomas-Kilmann Instrument is the best way of finding out your conflict
resolution style and it also has a lot of good information.
Situation 1a
You and a colleague are jointly responsible for developing a presentation. She has a very difficult way of
approaching the project, waiting until the last minute, leaving much more to see what the situation brings.
You prefer to attend to details, practice the presentation several times, etc., but your meetings are being canceled due to conflicts in his/her schedule. When the presentation day arrives, everything is a disaster!
Equipment is set up wrong, handouts are missing, and in the middle of the presentation, s/he digresses with a
story that uses up time you needed to make some key points. As you are leaving, s/he says, Well, this could
have gone better. But I think people liked it.
Circle the behavioral response you would most likely use in this conflict.
A. You are a little angry and declare that the entire presentation was a failure and inform
your colleague what they did wrong. Then you go directly to your immediate supervisor
and tell them of the disastrous presentation. You refuse to work with him/her ever again.
B. You nod in agreement with your colleague, while inside you wish you had the nerve to
tell him/her that you think it could have gone much better and that you are concerned
about working with him/her again in the future.
C. You busy yourself with clean up and leave quickly, saying you have another appointment.
You try to escape seeing that colleague whenever possible in the future.
D. You voice your disagreement, but acknowledge the fact that if you work together again, s/
he will likely handle it in a similar fashion. Therefore, you would split any future responsibilities exactly in half.
E. You disagree with your colleague, telling him/her you are worried about how other people in the department perceive your ability to handle responsibility. You discuss his/her
busy schedule and agree that on your next project together, youll swap child care to help
him/her deal with stress and get things done on time.
Situation 1b
You and a colleague are responsible for developing a presentation. S/he has a very different style of approaching the project, planning everything done to the last detail and insisting that everything be written
down on index cards. You prefer to have a general idea of how the presentation will go, but want to leave
room for audience participation, including a question and answer period. The request for this presentation
came only two weeks ago, and with three children at home, it has been difficult for you to squeeze in meetings with your colleague on top of the regular work day. Yesterday you had to miss a meeting because your
babysitter canceled at the last minute. When the presentation day arrives, there are some equipment mix-ups
and several handouts are missing, but the audience doesnt seem to mind. Towards the end, one attendee
asks a particularly thought-provoking question, which necessitates a fairly lengthy response from you. Before you know it, its time to finish upwhere did the time go? You leave the presentation feeling that, alOffice of Organization Development & Training
56
TOOLS FOR CHANGE:

though everything didnt go exactly as planned, there was genuine interest in the material and appreciation of
your knowledge. As you are leaving, you say to your colleague, Well, this could have gone better. But I
think people liked it. S/he stares at you, shocked. This was a disaster, says, I cant believe you wasted
so much time on that last question. Theyll never come back again.
A. You feel your blood rising and say: The only part of the presentation they didnt like
was yours. Well, you won't have to work with me again, anyway. That same day, you
go to your immediate supervisor and demand to be removed from future projects with this
colleague. Who needs to work with such a control freak?
B. You shake your head, feigning agreement with your colleague, while inside you wish you
had the nerve to tell him/her that you really thought the presentation went okay. Furthermore, you thought it was totally appropriate to spend so much time answering audience
questions.
C. You busy yourself with clean up and leave quickly, saying you have another appointment.
You try to escape seeing that colleague whenever possible in the future.
D. You assert your disagreement with your colleague. You suggest that in the future, you
split the presentation exactly in half. S/he can control the first half of the agenda, while
you take the second. This will ensure him/her all the time needed to get his/her points in,
in whatever manner s/he chooses.
E. You assert your disagreement with your colleague and indicate your interest in maintaining a healthy work relationship with him/her. You learn that s/he is concerned about others perceptions of his/her ability to handle a heavy workload, especially since s/he has
made incredible efforts at improving his/her organizational skills. You emphasize, telling
him/her about your child care dilemmas. You agree to try to be more organized next
time, and s/he offers to help by swapping child care in the future. You both tell your supervisor that you need more lead time for future presentations.
Situation 2a
You have Johnny Jones as a student in your class this semester, and he is not doing very well. He is often
late and unprepared, and he doesnt seem especially interested in class. You arrange a meeting with his father. Mr. Jones initially pleased to hear of your concerns, later becomes defensive. His voice growing
louder, he says that you make unreasonable expectations of your students. Kids Johnnys age have other
things on their minds, he contends. You are at fault for not being more flexible or helpful when Johnny has
struggled.
57
TOOLS FOR CHANGE:

A. You tell Mr. Jones that you are not being unreasonable. Other kids in the class manage to
get their work done, despite outside interests. Rules are rules, and you cant make exceptions for one student. If Johnny doesnt get his act together, you will have no choice but
to fail him.
B. You listen to Mr. Jones rant and rave for half an hour, which makes you late for an important meeting. At the end of the conversation, you tell Mr. Jones that you will see what
you can do, but after you leave, you still have no idea how to help Johnny do better in
class.
C. You cut your conversation with Mr. Jones short, saying you have to get to a meeting
soon. You tell him you will have to talk about it at another time but do not schedule anything with him or make any definite plans for dealing with Johnny in the future.
D. You assert that you do not feel you are being unreasonable. Mr. Jones agrees to get
Johnny to school on time and make sure he is completing all of his homework assignments. Several weeks later, you find Johnny is abiding by the rules, but only doing the
bare minimum with no real enthusiasm for learning. You feel compelled to agree when
his father says, You can lead a horse to water, but you cant make him drink.
E. You arrange a meeting in person with both Johnny and his father. At the meeting, you
and Johnny come to an agreement that if, with his fathers guidance, he can make it to
school on time and complete his homework assignments to the best of his ability, you will
work out a more interesting reading list for the class. You will even include publications
with articles about some of Johnnys favorite activities, such as mountain biking and
skateboarding. You make sure both Johnny and Mr. Jones are aware that a lifelong enjoyment of reading and open lines of communication are far more important to you than
simply enforcing the rules.
Situation 2b
Your son Johnny is a student in Ms. Smiths sophomore English class, and you know he is not doing very
well. You are a divorced single parent with sole custody of Johnny. You usually work third shift and sometimes dont come home from work until after Johnny has left for school in the morning. When he comes
home from school, you are usually still asleep. He is frequently on his own and has to cook his own meals,
but you cant afford to leave your job. You are actually a little proud of how self-sufficient Johnny has become over the last few years, especially when he helps out by going to the grocery store or cleaning the
apartment. Recently Johnny brought home a note from Ms. Smith, which said he is in danger of failing, due
to tardiness, incomplete assignments, and a bad attitude in class. You appreciate her concerns, but when you
meet with her, you feel a growing resentment over her lack of flexibility and helpfulness. She doesnt have
any idea how much of a struggle it has been for you to raise Johnny alone or for Johnny to grow up in a broken home. She offers only criticisms of Johnny, who is really a great kid. When she asks your opinion, you
volunteer that you think she is placing unreasonable expectation on her students. She takes offense at this
comment and says, If Johnny wants to succeed in the real world, hes going to have to meet high expectations. The other kids are able to get their work done and participate in extracurricular activities. Johnny is
just going to have to keep up.
58
TOOLS FOR CHANGE:

A. You yell that Johnny has been out in the real world more than most of the other kids in
the class. What he needs is a better teacher who understands kids. You leave the meeting
angry and go directly to the principals office, where you insist that Johnny by transferred
to another English class.
B. You listen to the teacher, nodding your head in agreement, but you are convinced that she
needs a better grasp of the situation. You are afraid that if you voice any further disagreement, Johnnys grade will suffer, so you leave the meeting resigned that there is nothing
to be done.
C. You cut your meeting with the teacher short, saying you have to get to work. You tell her
youll have to talk about it later, but you dont schedule anything or make plans for the
future.
D. You disagree with Ms. Smith, but promise you will make sure Johnny gets to school on
time and completes all his homework. You cant however, make him love school. As
long as hes not talking out of turn or smart mouthing the teacher, theres not much you
can do about his attitude.
E. You assert your disagreement and ask if you can arrange a meeting that includes Johnny,
since his needs are an important factor. At the next meeting, you allow Johnny to explain
the difficulties he has getting to school on time and getting his work done. You make arrangements to have a tutor help him twice a week, until you can get moved from third to
first shift. You learn that Ms. Smith is more concerned with helping Johnny to enjoy
reading than with enforcing rules, and you successfully encourage her to add some bicycling and skateboarding periodicals to her reading list, to motivate Johnny to read more.
Situation 3a
You are an administrator who feels overloaded with projects and paperwork. You work hard to keep things
balanced, trying to provide your secretary with clear information and adequate lead time. But you are often
unavailable, tied up in meetings. You recently gave him a report to type that you need today, as part of a
large project to be done with other administrators. But when you arrived at the office this morning, you saw
the report sitting on his desk, in a stack of work to be done, not looking anywhere near completion. Shortly
before 10:00 a.m., he tells you he has a 2:00 dental appointment.
59
TOOLS FOR CHANGE: CONFLICT STYLE

ASSESSMENT
A. You take the report from his pile and announce you are taking over the project. At the
meeting, you present what you can, then approach your supervisor about having your secretary transferred to another department. The day after the meeting, you blame him for
your poor performance and threaten him with the loss of his job. At this stage, you dont
want to hear any more of his excuses.
B. You take the report from his pile and with a sigh of resignation, tell him he is no longer
responsible for it. You spend the next four hours in your office, completing the report
yourself, even though it means missing two other meetings and canceling lunch with a
colleague.
C. You shrug your shoulders and shut yourself in the office all morning. At noon, you decide to make an excuse not to attend the administrators meeting. You ask your secretary
to file the report when he is finished with it, but you dont ever read it.
D. You ask your secretary about the status of the report. When he responds that he has
worked on part of it, but its not yet finished, you agree to complete a portion of it yourself, so he can make his dental appointment. You are still concerned about his completing future projects on time.
E. You ask your secretary to take a break over coffee to go over the days agenda. You
learn he is confused about completing the report, because you have also given him some
statistics to run by the end of the day. You learn, too, that the dental appointment is an
emergency to correct a broken filling. You agree to devise a system for assigning priorities to future deadlines. In the meantime, you give him permission to give top priority to
the administrators report, so it will be finished by the time he needs to leave for his denal appointment.
Situation 3b
You are the secretary to an overworked administrator. She is often unavailable, due to a heavy meeting schedule, but you try to keep up and meet all of her deadlines. She recently gave you a report to prepare for an administrators meeting today, but you have a stack of statistics to compile by the end of the day. To make matters worse, you broke a filling in your tooth yesterday, and you cant get in to see the dentist until 2:00. You
leave a memo on your boss desk to that effect. As the morning wears on, you find the pain from the tooth
evermore distracting, but you keep plugging away at the statistics, knowing that you also need to complete the
report by the end of the day. Later that morning, your boss spies the incomplete report on your desk and takes
it without saying anything, leaving right away for a meeting. When she returns at noon, she announces youll
have to cancel your dental appointment in order to finish the report.
60

ASSESSMENT
A. You refuse to cancel the appointment and tell her shes impossible to work for. You tell
her you have to go to the mens room, but actually you go to your supervisors office and
complain that your boss is denying you important medical leave. You threaten to file a
grievance with you union, unless something is done about your boss. The best solution
would be to transfer to a more reasonable administrator.
B. Even though your tooth is throbbing, and you dont think its fair that your boss took the
report away without asking, you cancel the appointment and stay until the report is finished.
C. You wait until your boss is at lunch, then take the rest of the day off sick, calling in a
temp to finish the report.
D. You call your dentists office and get your appointment postponed until later in the day,
so you can complete the report. You are rushing around so much that you never find out
why your boss took the report away from you in the first place.
E. You tell your boss you could both use a break to go over the list of assignments for the
day. You learn that not only did she forget that she gave you the statistics to complete,
but she didnt read all of your memo about the dental appointment and had no idea it was
an emergency. Shes really concerned about getting the administrators report done,
which is why she took it off your desk in the first place; she thought she could finish it
herself, but her noon meeting ran late. Together you come up with a system for prioritizing your future workload. You offer to move your dental appointment to later that afternoon, so that both the report and the statistics can be completed on time.
Go to the next page to interpret your results.
61

ASSESSMENT
Conflict Styles Key
Use the key below to assess your personal conflict style. Bear in mind that each different type of situation may
evoke a different conflict style. This assessment may help you realize what kind of situations provoke conflict
styles that are less productive and allow you to think about alternative responses.
Every time you answered A, you are using a competing conflict style. You move directly to meet your needs
in the situation, with less regard for the needs of others. This conflict style is often characterized by aggressive
communication and little listening. (Win/Loss)
Every time you answered B, you are using an accommodating conflict style. You yield to the needs of the
other person or group, feeling that they are more important in the situation. Often characterized by submissive
communication, accommodating conflict styles generally do not allow the other person to be aware of your
concerns. (Lose/Win)
Every time you answered C, you are using an avoidance conflict style. You avoid bringing up possible differences, or perhaps deny that a conflict even exists. There is often limited communication or avoidance of contact, the issue fester unresolved. (Lose/Lose)
Every time you answered D, you are using compromising conflict style. You assert your position, but are willing to trade off possible solutions through negotiation with the other party. Communication is assertive and
respectful, though limited by presenting positions. (Win Some/Lose Some)
Every time you answered E, you are using a collaborating conflict style. You assert your needs and interests
clearly and specifically, while hearing and respecting those of the other person. You try to consider the big
picture and maximize relationships, as well as substantive issues. (Win/Win1)
In this situation, the outcome may not necessarily be Win/Win. What is important is the agreement to engage
in a process to try to resolve the conflict, in which underlying issues from all parties can be explored. The
Win/Win aspect is derived from the fact that each participants interests or needs (rather than just positions)
are discussed. That in its own right makes no one a loser.
62
LEADERSHIP TIPS: RESOLVING CONFLICT

WITHIN YOUR TEAM
The following eight steps comprise a problem-solving approach to conflict resolution.
" Establish Ground Rules

Have team members agree on the ground rules for the meeting (e.g., One person
speaks at a time, we will listen with an open mind, etc. ).
" Identify the Problem

In this second step, it is important that team members clearly identify the problem that they
want to resolve. Working on an ill defined problem can be a waste of time and team resources.
What is the actual problem?
What is the impact of the problem on the team?
What impact does the team have on the problem?
Has anyone tried to solve the problem before?
Why werent the previous attempts successful?
What did work?
" Identify the Future State

In the third step, it is important that team members describe the outcome or the situation as
they would like to see it. If the teams statement of the desired future state can be identified
by both quantitative and qualitative information, it will be easier to reach the goal.
" Identify forces driving toward change and forces restraining change.
Once the desired future state has been defined, the forces that are working for change
(driving forces) and those working against change (restraining forces) must be identified.
" Analyze forces that can be changed.

Once the targeted change and the driving and restraining forces have been identified, identify
which forces are more easily changeable.
" Create an Action Plan

In step six, the team must design an action plan that will affect the forces working either for
or against the conflict resolution. The plan should include identifying team members who will
be accountable for following through with the problem solving.
Develop a detailed plan: who, what, when, where, how.
Develop the sequence of steps and time lines.
Identify the needed resources: human, material, financial.
" Implement
Put your plan into action.
" Evaluate
In this final step, team members must evaluate the effectiveness of their plan. The objective is
to determine if the plan has achieved the desired team outcome. If the teams actions did not
product the desired results, they should reevaluate so that other action can be considered.
63
LEADERSHIP TIPS: RESOLVING CONFLICT

WITHIN YOUR TEAM
More Conflict Resolution Tips
Always use I messages. You messages are guaranteed to make the situation worse.
Use an even, conversational tone. Maintain a neutral expression and a neutral tone. Show
confidence.
Use active listening until you really understand the other persons needs, wants and feelings.
If you listen, the other person will be more likely to listen to you.
" Dont interrupt.
" Acknowledge the persons viewpoint. Empathy builds relationships.
" Paraphrase: Restate what youve heard to avoid misunderstanding.
Indicate your willingness to help resolve the problem. You must have a concern for mutual
gain/strategic concern: Understand that helping others meet their interests can help you
meet your interests.
Do not label, accuse, or insult the other person. No zapping (name-calling, put downs, using
words like never, always, but, and you should have).
Treat the other person as you would want to be treatedwith respect, courtesy and appreciation. Remember that, like you, they have deep needs for such things as security, a sense
of belonging, recognition and control. Be soft on people and tough on the problem.
Agree not to accuse the other person of past wrongdoingstay in the present and future.
Afraid of confronting someone?

There is something you can do!
Think power with, not power overit will guarantee

your attitude will be one that invites resolution.
Realize that whats happening now isnt meeting your interests. Its worth trying something new.
Plan your discussion.
Keep your goal in mind. Have notes on hand, if needed.
64
Section 4
Managing Yourself
Leadership Tips: Getting Yourself Through the Process
65
LEADERSHIP TIPS: GETTING YOURSELF

THROUGH THE PROCESS
According to Pritchett and Associates, authors of numerous change management books, to increase your
chance of successfully enduring a change, a person should work on their abilities in the following areas:
Flexibility
Innovativeness
Risk Tolerance
Stress Tolerance
Increasing Flexibility: Challenge yourself and your general approach to your work. What would you do differently?
" Change Your Vocabulary
"
"
"
Eliminate words such as should, shouldnt, right, and wrong and replace them with
words like meets objectives and solves problems.
Much can be done when you change the way you speak.
Change Your Focus
Focus only on the things that concern you...dont
waste time complaining about things that dont
Five Basic Attitudes of Sucmatter to you.
cessful Changers
Create a clear picture of the future and stay focused on short-term goals and objectives.
1. I am eager to learn some Find small winsyours and othersand celething in every situation.
brate those victories.
2. I am grateful for what I have
Forget Perfect
and where I am.
Expect things to change.
3. I have a clear picture of how
I want this change to turn
Plan and focus on the short-term.
out.
Realize that it is impossible to control things to
4. It is important to me to conbe perfect in the future.
tinually take action toward
Dont be afraid of making mistakes...that is
my positive outcome.
how you will get to the answer quicker.
5.
I
have something to learn
Do the Right Things
from and offer this experi Multi-task...do more than one thing at a time.
ence.
Take advantage of informal and impromptu
methods of communication with employees.
Expect changes in direction and that some avenues
will not reach completion.
Focus on finding the new right way to do the things.
66

THROUGH THE PROCESS
Increasing Your Innovativeness: Expand your influence

involve others. What would you do differently?
" Try to Brainstorm
"
"
"
"
Four Fundamental Beliefs of

Successful Changers
1. I believe that change is a normal and necessary part of life.
2. I believe that I must take responsibility for what has happened, what is happening, and
how I feel.
3. I believe that change can be
an adventure and a challenge
that ultimately brings out the
best in me.
4. I believe that I can handle
whatever happens in my life.
Ask others for their input.

Gather as many new ideas and approaches as
possible.
Think in Terms of Options
Realize there are many correct answers
and dont be afraid to use new approaches to
solve problems.
Work with people who think differently than
you do to develop new ideas.
Always have an alternative plan ready.
Evaluate Your Priorities
During times of change, realize things (tasks,
procedures, and responsibilities) are going to be in
a
state of flux.
Continually improving is more important than finalizing the formal procedures or structure
too quickly.
Recheck Your Assumptions
Spend time reevaluating your initial assumptions to determine if they have led you to improving your procedures, customer service, etc. Is it worth it?
Encourage Others to Do the Same
Usually, no one person has the time and creativity to develop all of the solutions.
Good leaders can stimulate others through their enthusiasm and unlock their capabilities.
Get others involved and keep them thinking by providing or circulating books, articles, etc.
Increasing Your Risk Tolerance: Go against your own grain! Think and act outside the box of yourself and
your work. What would you do differently?
" Stop Being Agreeable
To develop the best ideas, conflict is necessary.
67

THROUGH THE PROCESS
"
"
Be the customers advocate and critique the way you do business now.
Practice Arguing
Be a devils advocate.
To increase your understanding, try defending the view you do not support.
Work to create win-win results.
Dont Believe Every Pronouncement
Question authority and become your employees advocate.
Try to understand what information they are trying to get across and what else you would
like to know.
Question whether this is the best way to do things.
" Start Small, but Start
"
Expand your thinking and take a risk.

If need be, test your ideas on a smaller scale and refine them before rolling them out on a
larger scale.
Do It NOW!
Take the plunge and get started.
There will be many mistakes made during the change period, so your mistakes will not be as
noticeable as not doing anything.
Increasing Your Stress Tolerance: Cut yourself a break. You cant create a good environment for others
unless you take care of yourself. What would you do differently?
" Exercise, Exercise More, Exercise Still More

"
"
"
This is the best way to increase your stress tolerance.

Do More of the Good Things
Take care of your body more sleep, better food, and schedule something fun to do.
Relax
Develop ways to take a break deep breathing, desk exercises, read, etc.
Respond to Today
Dont borrow trouble. Start imagining how good things will turn out and stop worrying
about what might go wrong.
Look for opportunities to shine.
68
Appendix:
HopkinsOne
Background for
Managers and Supervisors
69
HOPKINSONE BACKGROUND
FOR MANAGERS AND SUPERVISORS
The Rationale for Moving to HopkinsOne
The purpose of this guide is to provide mangers and supervisors with the basic information explaining why the
university and health system are moving to enterprise-wide computer information system.
This information helps answer the basic why question asked by employees: Why are we doing this?
Page 2-6 show the results of interviews with some senior management from JHU and JHM. These pages provide the basic case for change.
The remaining pages are taken from the HopkinsOne website. Managers and supervisors should routinely
check the website to stay current with the implementation of HopkinsOne.
The website is: www.jhu.edu/hopkinsone.
Topic
HopkinsOne Examples:
SWOT Analysis
Case for Change
Frequently Asked Questions Concerning HopkinsOne
Working Through Where You are Now
Identifying Your Real & Imagine Fears
Eliminating Your Fears
What You Need to Know About HopkinsOne
Page
70
TOOLS FOR CHANGE:

SWOT ANALYSIS
Is changing technology threatening the way you do business?
Could any of your weaknesses seriously threaten your organization?
Further analysis can include how an organization could use its strengths to pursue opportunities that are a
good fit for the organization or to reduce its vulnerability to external threats. In addition, an organization can
develop strategies to overcome weaknesses to pursue opportunities or develop a plan to prevent the organizations weaknesses from making it highly vulnerable to external threats.
STRENGTHS
I
N
T
E
R
N
A
L
Improved integration between JHU & JHHS in recent years

Successful history of integrating administrative
and support services such as real estate, audit and
information systems management.
WEAKNESSES
Strong commitment to the Hopkins missions and
to excellence that had produced

A management team across JHHS and JHU that
has worked together effectively and shares the
same motivation to improve JH.
OPPORTUNITIES
E
X
T
E
R
N
A
L
A centralized contracting database and integrated
procurement process will allow JH to better manage

vendors and to negotiate better prices.
Improved collection of procurement contract award

documentation will support procurement regulations
compliance.
Improved compliance capabilities for financial reporting requirements of government programs, bond
reporting, HSCRL requirements, ERISA, and Medicare Cost Reports.
Typically long time frames required to make decisions compounded by two organizational boundaries.
Pat negative expereiences with information technology projects, particularly with staffing JH personnel
to projects.
Lack of established processes across JH for issue
resolution.
Negative experiences with business process redesign
that has left many at JH and with a jaundiced view
of the potential for real change at the organization.
THREATS
ERP projects are notorious for being behind schedule and over budget
Government regulations and expectations for compliance have increased placing additional demands
on legacy systems.
Inadequate business systems challenge administrative and support staff of management, faculty, employees, sponsors, donors, governmental and regulatory agencies, and other external agencies.
71
HOPKINSONE EXAMPLE:
Future State
Supply Chain -
Procurement management, and distribution of good and services to support the

education, research and patient care mission in the most efficient and cost effective
way possible with all transactions implemented electronically.
Finance -
Maintain the financial records of JHU, JHM and JHHS with a common financial
structure and infrastructure across the enterprise.
Payroll-
Ability to pay all employees in full compliance with federal, state, and local laws
nd statutes, collecting necessary time and labor reporting date required for
Financial, budgetary, and regulatory requirement utilizing a standard, fully
integrated, state-of-the-art payroll system with time and labor capability.
Human Resources-
Effective recruitment, retention and responsible personnel management of the

Hopkins workforce through a fully integrated, state-of-the-art human resource
management system
Research-
Research administration is an efficient, fully automated process for development of

proposals, accepting and processing of awards, and effective tracking of all
Financial transactions related to sponsored projects
Current State
Supply Chain-
No integrated ability to transact business electronically with vendors. No integrated

ability to document the basis for procurement awards. No source of centralized
information to better leverage JHH purchasing power
Finance-
Need for extensive manual intervention and on over reliance on institutional

memory to support Johns Hopkins Medicine budgeting, financial reporting,
and cost accounting. Lack of use of spending controls resulting in over expended
programs and costly remediation. Incompatible financial data between JHU and
JHHS requiring extensive manual processes of JHM reporting.
Payroll-
Inability to future data and perform effective data processing. Use of manual
systems to track state and local tax changes. Large volume of manual retro
paychecks at both JHHS and JHU due to processing errors.
Research-
Substantial manual intervention, retrieval, and reconciliation. Lack of automated

workflow throughout the research lifecycle. Show systems throughout the
organizations.
72
HOPKINSONE: CASE FOR CHANGE

The following represents explanations from members of Senior Management on why it is important that
Hopkins make this change to an enterprise wide computer system. These answers provide a basis for managers
and supervisors to answer the basic questions many employees will ask: Why do we have to do this?
1. What is changing?
The environment were in has changed.
Our core business has expectations on it by regulators, government, those we serve, and other
customers; they expect that we will deliver and give evidence (not talk) to:
Patient safety on patients, human subjects, animal subjects, etc.
Compliance on all regulations - Medicare, HIPPA, etc.
Efficient business processes - cost, etc.
Hopkins faces many changes internally - HopkinsOne, medical campus redevelopment, growth in
research, demand for clinical practices, etc.
HopkinsOne is a plan for improving our administrative services and taking advantage of two large
organizations achieving some conformity and efficiency in processes.
A. What is important to preserve?
We should preserve everything that is service oriented; but dont preserve old systems for
their own sake.
We should preserve our core ethos: decentralized, entrepreneurship, autonomy,
individualism, minimal bureaucracy, collaboraing across departments.
We need to be sensitive to people, their roles, responsbilities, careers, years at Hopkins.
We need to show people they have value.
2. Why is this necessary in this organization at this time?
The enviornment forces us to be or emulate best practice.
Legacy systems are 30 years olf and missing basic fundamental functions.
We (JHU & JHM) either have to do it together, or separetely, but it has to be done. We decided to
do it together.
HopkinsOne helps us do what we have to do in the most effective way on a day to day basis.
We have to stop wasting money on back office operations like reducing multiple approvals.
We need to recoup revenue appropriately owed; and not lose it
Legacy systems cant ensure compliance.
We need one-time entry; one book of financial truth.
Advantage for Faculty: stop patching existing system (forgone expenditures); improve compliance
(160+ regulators), improve measurement resultshigh risk/low compliance, productivity
Advantage for Administration: Improved service levels, compliance, productivity, reduced time
spent locating and delivering information.
73

3. What is at stake if we dont change, or are unsuccessful in our attempts?
Cant afford to not be best practice
Have already been told that we are not doing certain things right. Spending $20 million/year to look
over peoples shoulder.
In the end, ours is a history of innovation, integreity, independence, and meeting expectations of
society, government, Maryland, Baltimore, and our communities
If dont respond to the environment, will get shut down.
Some legacy systems are old, dont communicate with other systems, cause inefficiences, lose
revenue, lose grants and lost money, dont track costs; we cant ensure newer expected compliant
behavior with them.
We must be compliant and provide reliable data.
Greater exposure to Federal, state, and local regulations and rules of engagement.
Potential for fines and penalties for non-compliance.
No ROI.
Loss of market.
Unable to stay competitive with salaries.
Would continue to waste money on back-office processes.
Loss of productivity, quality of service.
Financial losses in volume purchasing.
4. Whats in it for you? (Faculty/manager/supersvior/employee)
Ensures future livelihood (last year delay in salary increases for the hospital; this year brought back)
For faculty: ease of purchasing, ease and quality of hiring, travel approvals
For administration: consistency in processes, single service centers
Responding to infrastructure and facility needs (HopkinsOne, medical campus redevelopment, etc.)
Need these investments today to ensure Hopkins for the long term
Puts managers, supervisors, and employees in a position to be more successful (career, salary, etc.)
Pride/image of Johns Hopkins
New set of skills that are current increase ones marketability and can translate into higher salary
Some jobs change more than others; most change little
Systems will do what theyre supposed to do, freeing up people to do what theyre supposed to do
reduce sneaker power & shadow systems
It will help get your job done in a more efficient manner
Provides accurate information around effort-reporting
Ensures best cost in securing supplies in a timely manner
74

5. Where are we going?
We will continue our leadership role to society.
We will improve our Hopkins culture to:
Be more compliant to those who oversee our work.
Do right by patients and other customers to provide total safety.
Provide services internally and externally in the most efficient and effective manner
Improve our internal communication linkages
Improve our internal processes to support our business need and support us in getting what we
need in a more efficient manner.
Others will believe that finance have their best interest at heart.
We will improve the way we do business; improve customer feedback.
We will ensure highest-quality service.
75
HOPKINSONE EXAMPLE:
Need for Support: Rate on a 3 to 5 Scale
Likelihood of Support: Rate on a 1 to 5 Scale:
5 = You must have them take an active part in the

development and they must be vocal champions for
the change.
5 = They will fully support and champion the

change.
4 = They will help develop the new initiative.
4 = They must take part in the development.

3 = They will go along with whatever is decided.
3 = They need to go along with whatever is decided.
2 = They are likely to complain.
1 = They are likely to resist this change openly and
strongly.
Name of Individual or Group
Need for
Support
Likelihood
for
Support
Action Steps
Bob
Get on-board first
Phyllis
Have Bob meet with Bob

and I will follow-up
Joe
Have Bob meet with Joe
Ken
No Action Now
Barbie
No Action Now
Shelly
Get on-board first
Rick
Have Shelly meet with

Bob
76
HOPKINSONE: FREQUENTLY ASKED

QUESTIONS CONCERNING HOPKINSONE
1. Why is change happening now?
You may feel like change is happening suddenly and that it is directed right at you. In reality, most changes
begin outside the organization many months or even years before internal changes take place.
When Hopkins leaders were asked why change is necessary at this time, they said:
Current systems do not support highest levels of compliance, reporting and service that are at the
core of our mission.
Theres a need to improve service levels and increase efficiency in support of day to day
Effectiveness as an Institution.
Currently, data must be entered numerous times. This duplication of effort may increase the risk
Of errors.
Integration of systems will allow the work to be more productive and profitable.
2. What is the risk of not changing?
When external changes become apparent inside the organization, managers suddenly realize the risks of not
changing.
Increased potential for fines and penalties for non-compliance.
Risk of losing grant and contract dollars.
Loss of ranking and image among our peer institutions and the larger academic research community.
3. What is the rush?
While it may appear that we are rushing towards change, in face the Institution has been laying the ground
work for this project for more than two years in anticipation of the continued growth and expectations. In order
to stay competitive, we need to bring our administrative systems in line with our world-class reputation.
This process will take many years to be fully complete, so we have to start now. We also have to prepare ourselves for the personal and professional changes that adapting to a new way of working requires.
77

4. If I wait long enough, will the change just go away?
Because the future success of our organization depends on this change, it will happen with us and without us.
Hopkins is committed to providing the necessary training and resources needed to be successful in this new
future. Your success depends only on your commitment to take advantage of the training and other resources
that are made available.
HopkinsOne will bring with it many good things, including: streamlined work processes; coordination and integration of systems; increased compliance and reporting; cutting-edge, web-based systems and increased data
accessibility.
5. What will change mean to me?
New ways of working

New Systems and tools
New job roles
New services
New ways of leveraging knowledge and experiences
When the change is implemented, each person will be effected differently. In the end, how you react to the
change plays an important role in how the change will impact you.
6. What are my choices?
Your choices about how to respond to change will vary as the organization moves through the change process.
Think about the change in these time periods: When the change is first announced, but before the change is
implemented; during the change process, when the new solution is being deployed; and after the change is in
place, following the implementation of the solution.
Those individuals who take advantage of the training and resources provided, and who stay positive, focused,
flexible, organized and proactive throughout the change have the best opportunity for learning and growth.
7. What are the benefits of supporting the change?
The benefits of supporting HopkinsOne may include:
Enhanced respect and reputation within your organization.

Improved job growth opportunities.
Increased job satisfaction.
Increased job security as the organization moves through change.
78

8. What if I disagree with the change? What if I feel they are fixing the wrong problem?
Be patient. Keep an open mind. Make sure you understand the business reasons for the change. However,
dont be afraid to voice your specific objections or concerns. If your objections are valid, chances are good
they will come to light and be resolved. If you feel strongly against a specific element of the change, let the
right people know, and do it in an appropriate manner.
HopkinsOne has a hotline for questions and concerns410-735-7411and a website that explains the project
areas, and includes a list of frequently asking questions.
9. What if theyve tried before and failed?
Hopkins may have some previous change initiatives that were started and not completed, or not fully implemented. If we concentrate only on that failure it will be hard for us to all erase the past and embrace this new
project. In order for HopkinsOne to be at its most successful, we must be prepared to face the past as history,
and focus on what lies ahead.
10. What if I am forced to do more for the same pay?
When an organization is undergoing a change, this usually means that new processes, systems or skills are required. Your role in the changed environment may include learning these new processes or acquiring new
skills. Indeed, some of your responsibilities may change.
79
HOPKINSONE EXAMPLE:
H-1 Toolkit - Force Field Analysis
Forces Supporting Our Success

HopkinsOne changes are supported by Dr.
Brody, Dr. Miller, Mr. Peterson
People know it is coming
Rating
(1 5)
Forces Impeding Our Success

In a sense, 100% of people think their
world will change but it may be more
like the 80-20 rule; 20% will experience
some to significant change, while 80%
will experience some to little change
Fear of job loss
Bearing Point consulting support
There is commitment to making it happen

People know there it top-down support for
this change.
Very involved Finance staff at management levels
Steve Golding, HopkinsOne Executive
Director, is a respected leader
JHU and JHM have been involved in significant financial changes
JHM has a business mentality
Clinical people know of the need to manage the bottom line
Total Positive Score
3
3
4
5
4
37
minus
Complex organization makes organization change difficult
Hopkins is decentralized; leads to many

decision makers
Other changes are occurring for department and entities that compete with
HopkinsOne changes
Limited resourcesJHM made less
than 1% profit last year
Question of shared services and how
that will work
Fear of unknown
3
1
3
1
3
4
4
37
Total Negative Score
Rating Key: 1 = weak;
Total
Positive
Score
Rating
(1 5)
Total
Negative
Score
20
20
5 = strong
Overall
Score
+17
80
HOPKINSONE EXAMPLE:WORKING
THROUGH WHERE YOU ARE NOW
Lets face it. A major problem when facing change is feelings. More specifically, there are feelings of loss
(we wont be doing things the old way), and feelings of fear (not understanding what challenges the new way
brings or having all of the information). Getting people to talk about their feelings around change serves to
diminish negative feelings.
Whenever any change happens, it is important to allow yourself to acknowledge your loss, and yet be aware
of what you have not lost.
In the table below, write a few words in each quadrant describing the losses you must relinquish, the losses
you must replace, acknowledge what you are not losing, and what losses you can rebuild.
What am I losing?
What must I replace?
The way Ive have done my job before

HopkinsOne. Knowing exactly how to do
my job and for the short term, knowing
anybody can come to me to ask a question.
My sense of security and feeling I know

everything about my job.
What am I not losing?
What can I rebuild?
My talents, my skills and my abilities. My

good work ethic.
A better way to do my job. My knowledge

base, but this time it will be dealing with
HopkinsOne.
81
TOOLS FOR CHANGE: IDENTIFYING

YOUR REAL & IMAGINED FEARS
Question: How do you help defuse someones emotions around any issue?
Answer: Acknowledge the emotion. You seem angry. (...or upset...or tense...or frustrated)
The answer can be explosive. YES, IM ANGRY! Typically the person will then blurt out an explanation
for their current feelings.
In this exercise, people are asked to first identify their fears in their own words and then whether each fear is
real or imagined. The fears can be those expressed by an individual or by a group and this exercise can be
conducted individually or as a group. If conducted in a group setting, the manager can direct the individual
or the group to review each fear and identify ways and benefits to eliminating those fears.
Instructions: In the boxes below, list some of the fears you have about the change you are going through and
determine if they are real or imagined. With every imagined fear you can discard, you will improve your
perspective and increase your sense of safety.
Real Fears: There is evidence (facts, past experience) that suggests you should be afraid.
Imagined Fears: Contrary to what you are feeling, there is no evidence to suggest that there is anything of which to be afraid.
Fears
Example: My position will become unnecessary and I
will lose my job.
1. That I will lose my job.
2. That I will not be able to learn the new

system.
3. That I will not be valued by the organization.
Real or Imagined?
Imagined. Even though I will not have to do as much, there
will still be plenty for me to do.
Imagined. I have seen what my job duties will be

in the future. My Manager would not have
shared that with me if I wasnt going to have a
job.
Real. Though I have been good at picking up new
information, I need to make sure I am working
on this so I can get up to speed quickly and become an expert.
Imagined. I am a hard worker, conscientious,
and someone that has always been valued. I just
need to become valued in something new.
4.
82
TOOLS FOR CHANGE:

ELIMINATING YOUR FEARS
Eliminating your fears is a difficult thing to do. Doing so means you want to begin the process of acceptance
and gain some control back in your life. Start eliminating your fears now, one at a time. Choose a fear you
listed on the previous page to eliminate and answer the questions below.
What fear did you choose to eliminate? (Example: My position will become unnecessary and I will lose
my job.)
That I will not be able to learn the new system.
Why did you choose this fear to eliminate? (Example: This will eliminate
the most amount of stress.)
This is the only real fear that I need to deal with.
How will eliminating this fear help you adapt to/ accept your current situation? (Example: When Im not worrying about losing my job, I can focus on what I need to learn regarding
my new job.)
I wont be as anxious and I will feel less stressed about this change. In
addition, it will help me focus on the proactive things I can do to learn
this system.
What do you need to do to eliminate this fear? What steps do you need to take? (Example: Remind
myself that I am a valuable person to the team. I know the ins and outs of the processing work and without
me, this change will not be a smooth one.)
1. Find out what the scope of the new duties will be.
2. Study the material available now (i.e. Momentums, website, etc.).
3. Talk with my Manager to see if there is anything I can do to participate.
4. Study any prep material thats available.
5. Study hard in class.
6. Ask questions.
83
References
American Management Association. 2005. Delegation Tips for New (and Not so New) Managers. As seen
on bizjournals.com.
Conner, D. 1992. Managing at the Speed of Change. Villard Books, New York, NY.
Heathfield, S. 2005. Delegation as a Leadership Style: Tips for Effective Delegation. As seen on
About.com.
Howard, I. 2004. Eight Steps to Transforming Your Organization. The University of Auckland Business
School, Auckland, New Zealand.
Kotter, J. 1995. Why Transformation Efforts Fail. Harvard Business Review, March-April 1995.
Kusmierek, K. 2001. Understanding and Addressing Resistance to Organizational Change. University of
Michigan, Ann Arbor, MI.
Maurer, R. 2000. Building Capacity for Change Sourcebook, Maurer and Associates, Fairfax, VA.
Maurer, R. 2004. Making a Compelling Case for Change. Maurer and Associates, Fairfax, VA.
Mergal, B. 2000. Managing Change: Concepts and Approaches. InFo, April 2000.
Nelson, B. 1994. 1001 Ways to Reward Employees. Workman Publishing Company, Inc., New York, NY
Noble, S. 2003. Tall Ships. HRDQ, Kind of Prussia, PA.
Organization Development and Diversity Department. 2005. The Johns Hopkins University, Baltimore, MD.
Organization Development and Training. 2005. The Johns Hopkins Medical System, Baltimore, MD.
Prichett & Associates. 1991. Business as Unusual: Participants Guide. Pritchett & Associates, Inc., Dallas,
Texas.
Pritchett, P. & Pound, R. 1991. Business as Unusual. Pritchett, Dallas, TX.
ProSci & LaMarsh and Associates. 1999. Business Performance Series: Change Management Toolkit.
ProSci Research, Loveland, CO.
Scott, C. & Jaffee, D. 2004. Stages in Change Management. As seen on www.cabinet.gov.jm.
Southern Illinois University. 2005. Coping with Change and Stress. As seen on www.engr.siu.edu.
University of Wisconsin-Madison 2005. Situational Conflict Styles Assessment Exercise. As seen on
www.ohrd.wisc.edu.
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Change

Office of Organization Development & Training

EIGHT STEPS TO TRANSFORMING YOUR

1. Establish a sense of urgency

2. Form a powerful guiding coalition

4. Communicate the vision

5. Empower others to act on the vision

6. Plan for and create short-term wins

7. Consolidate improvements and produce still more change

8. Institutionalize new approaches

Office of Organization Development & Training

Analyzing your competition and

The urgency rate is not high enough

Assembling a group with enough

More is usually required. Efforts not

Developing strategies that will serve

Simplify until you develop a picture

Using every vehicle possible to continually communicate the new vision

Successful transformation efforts use

Getting rid of obstacles to change

Communication is never sufficient by Feeling overwhelmed

Planning for and

Planning for visible performance

Real transformation takes time and a Cynicism

Consolidating im Using increased credibility to change

Office of Organization Development & Training

Change sticks when it becomes the