Using lean change management framework to make sense of Insights
Change Management Framework to make sense of Insights – Lean Change Management
Resisting the change is a natural reaction, when you don´t involve people affected by the change. Jason Little wrote a book called Lean Change Management, this book shows how to implement successful change through examples of innovative practices that can dramatically improve the success of change programs.
Lean Change Management model consists of 3 parts: Insights, Options and Experiments.
Insights is the first step of the Lean Change Management Model. Insights can be generated from various practices or assessments, like Lean Coffee, Force Field Analysis, or Retrospectives. To read more about these practices click here.
Generating Insights is not easy. People often need a structure, a process to follow. And therefore, Jason suggests that using change management framework is helping people gain an input into a change plan.
Frameworks
Kotter´s Model
Dr. John Kotter wrote a book “Leading Change”, where he describes 8-step process for leading change
Create Urgency – “Urgency for change emerges through honest dialogue between people with different points of view”, Jason states in his book.
Form a Powerful Coalition – this simply means creating a team of change agents that facilitate the change. John Kotter recommends team members to rotate every now and then to bring a fresh perspective.
Create a Vision for the Change – the vision must be specific, measurable, actionable, inspiring and realistic. Think of the vision as a 30-second elevator pitch.
Communicate the Vision – try visualizing your vision, this makes the communication much simpler
Remove Obstacles – when undergoing change, people that are part of it need to feel they are supported. Making problems visible and tracking the issues helps people to see that there is a progress
Create Short Term Wins – this step talks about the risk of people falling back into old habits if they don´t see quick wins. A Kudo wall is a good way to start with.
Build on the Change – when you experience small wins, you can easily intensify their impact
Anchor the Change in Corporate Culture – when people incorporate the changes into their minds, then applying new practices is just a natural way to do it
McKinsey 7S framework
7S framework was created by Tom Peters and Bob Waterman in the 1980s. Peters and Waterman mentioned that if you want to analyze and solve organizational problems, you need to think about more than just the structure. The structure is one of the factors of 7S frame
They classified other six factors: Strategy, Systems, Skills, Style, Staff and Shared values. They divided these into hard and soft factors:
Hard factors: Structure, Strategy, Systems
Soft factors: Skills, Style, Staff, Shared values
If you change one of the seven factors, it will impact the others. You have to then manage those impacts and make appropriate changes to bring all factors into alignment again.
Summary
Kotter´s model provides 8 steps – a list of ingredients you can use to lead a successful change recipe. Jason in his Lean Change Management book advises to not go through these steps in a linear way, instead, he says to treat them as a guideline. A guideline that helps to direct the messy process.
McKinsey´s 7S model is a powerful framework to construct the dynamic elements of change and anticipate the ripples a change will create.
These frameworks, generally, help you understand how correlated today´s organizations are and what features must be present in your change strategy.
Lean Change Management cycle consists of three parts – Insights, Options and Experiments. Insights is the first step of this model and you can generate Insights by using the above mentioned frameworks.
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