Seven years ago, you and a good friend, Tim, founded an international change management consulting company. As the company experienced success and managed to obtain larger clients, you and Tim began contracting change management specialists from around the world. You and Tim are the senior partners.

Your company has now been contracted by Shell to help them implement their change plan. Since this is such a large project that spans several continents, you and Tim have decided that all the contractors need to participate in this project.

Since your team members are located around the globe, you work in a remote group. You have several collaborative tools at your disposal, including a messaging board, email, video conferencing, and, of course, phone.

You live in the USA and have worked in change management for the past 20 years. You began your own US-based change management consultancy 10 years ago. Your friend, Tim, approached you to go global seven years ago, which you did.

Tim lives in the UK. He has run his own management consulting company in the UK and Europe for the past 15 years. He wanted it to have a specialized change management arm and thus approached you.

Hennie lives in Australia, is an Industrial Psychologist, and specializes in implementing change in developing nations. He began contracting with your company 5 years ago.

Jen lives in Hong Kong and specializes in bringing in business from the East and Pacific area (focusing on China, Japan, Australia, and Hong Kong). She has contracted with your company for the past 2 years and has brought in some major clients.

Kumbo is a Nigerian who moved to the USA 5 years ago. He has also contracted with the company for the past 2 years. He is an engineer, a talented communicator and trainer, and has made a valuable contribution in these regards to several major change management projects.

Ken has been involved with the company for the past 3 ½ years. He comes from a well-connected family in the business world. He has an MBA specializing in change management and focuses on business development.

Your international team is accustomed to working remotely, however, some typical issues related to remote teamwork and group dynamics exist.

Each team member has already been briefed individually about the project. In your team’s first video conference, everyone arrives on time, despite the considerable time differences among them. To accommodate these time differences, Hennie had to wake up at 3 a.m.

The team enters a video conference.

[You to Everyone]

The agenda for our first meeting is to discuss Shell’s current predicament, the new chairman’s plan to transform its systems and processes, and how they can ensure the chairman’s plan is successfully implemented.

[Jenn to Everyone]

I am excited and have lots of ideas for this! Let’s make sure we all have an equal part to play in this important work.

[Layover]

Jenn is thinking back to the last few projects where Hennie did very little work to contribute to their success and then had the audacity to take credit for some of the things Jenn had worked very hard on.

Select one of the following three options on how Jen can most effectively deal with Hennie’s free-riding behaviors:

Option 1:

Say and do nothing — surely the others will also see it and take action. The last thing she feels like is conflict.

Option 2:

Privately address the matter with Hennie. If he does not improve his performance, Jen will address the matter with the two senior partners.

Option 3:

The next time Hennie yawns during a meeting, interrupt the meeting and ask Hennie if he would prefer to go back to bed—in fact, ask him if he would just like to get paid for doing absolutely nothing because that is precisely what has been happening anyway.

1. Although Jen will avoid having to deal with conflict by not addressing the issue, it is likely that the problem will continue. This means extra work for Jen, which Hennie will take credit for, thus Jen will continue to feel resentful towards Hennie. Try again.

2. This is a good move. Addressing a matter respectfully, directly, and assertively with a team member can assist in remedying the problem while keeping the relationship intact. If Hennie does not change his behavior, then Jen can express her views to the two senior partners, answer any questions or concerns they may have, and learn what action they plan to take. She can then determine her next steps from there. Continue.

3. You will want to reconsider. Reacting in anger or being sarcastic is not an effective strategy. Not only is it not likely to resolve the issue, it is also likely to damage your credibility. It is best to tackle problems calmly and with as little negative emotion as possible. Try Again.

As the meeting continues, you and Tim, as usual, seem to ignite each other and come up with a brilliant strategy on how to manage Shell’s change initiative.

[From Kumbo to Everyone]

I think that is a great strategy! In addition, we should adhere to Kotter’s 8-step change process, and start off by creating a sense of urgency so that everyone is motivated and inspired to change… and then we must form a coalition by getting the most influential stakeholders on board with the…

[You interrupt Kumbo]

Sure sure, we can talk about that another time. So Tim, what do you think about what I just said?

[Tim to Everyone]

Yes— I think your idea is really brilliant. You have been in the industry longer than any of us so we would be insane not to be on board with you. Do you agree everyone?

[Before anyone can answer, Tim continues.]

We don’t really need to focus on all that textbook stuff like Kotter’s 8-step change model. I’m telling you, Shell is ripe for change —we don’t have to waste time creating a sense of urgency. Everyone who works there, in fact, basically the whole world knows what trouble they’re in. Just look at how their share price has crashed!

Jen, Hennie, Ken, do you agree?

[Hennie]

Sure!

[Jen]

Um … okay …

[Ken]

How can I argue? Makes sense to me!

[Tim to Kumbo]

Kumbo? You see, buddy? We can’t all be wrong. I know you’re an engineer and are used to systems, but in change management, not everything is that black and white.

Select one of the following three options on how Jan and Kumbo, who do not agree with the decision to ignore Step 1, could have handled the situation better:

Option 1:

Either or both of them should have spoken up loudly and made the team understand that they are foolish for ignoring a tried-and-tested method that was developed by none other than the world’s greatest guru in change management. They should stand together and refuse to be part of this strategy.

Option 2

Jen should not say anything because she still needs to address the issue of Hennie’s free riding. If she objects about this decision, she may be seen as a troublemaker. She must pick her battles carefully. As for Kumbo, he should not speak out again because he already stated his opinion and if he does it again, he may be seen as pushy.

Option 3

Both Jen and Kumbo should speak up firmly but respectfully about why they disagree. They could even suggest this decision be put on hold until they can research the possible ramifications. In the meantime, continue with the rest of the meeting so as not to delay the team’s progress with other matters.

1. Although Jen and Kumbo do not agree with this strategy, and are correct in doing so, the way in which they press forward with their opinions will probably determine their success in changing the current decision. They should both speak out assertively but respectfully while keeping their emotions in check. Try again.

2. Jen (and all team members for that matter) should be open, direct, and assertive about their views on how to tackle this important project. She is an expert in the field, and her opinion has value. In fact, neglecting one of the steps could cause the change initiative to fail. Moreover, she should not be trading off one issue for another since both issues are important, and all issues should be addressed openly. As for Kumbo, he should persist with his opinion respectfully and assertively. Reconsider your answer.

3. This is a constructive way to handle the issue of groupthink. Good move! Continue.

[You to Everyone]

Now, the next thing is to assign roles to each of you. Jen and Hennie will work together again. You guys made a great team last time!

As we agreed, we will omit Step 1, creating urgency, because we believe that there is already enough spark in Shell’s workforce to get things going.

For Step 2, forming a powerful coalition, you, Jen and Hennie, will work on building a strategy for gaining the support from key leaders across Shell’s 80 operating units that will undergo the change. Ken will see if his network reaches any of these key players— personal relationships are always great for getting people on board. Once you have developed this strategy, Kumbo will personally communicate with the key leaders and get their buy-in.

For Steps 3 and 4, creating and communicating a vision for change, Jen and Hennie will again develop the vision, and Kumbo will design and implement the communication strategy.

We all need to be on the lookout for obstacles and resistance from the start. This refers to Step 5. Each and every one of us are responsible for this. Report any hint of an issue to Tim and me immediately so we can work on handling it.

Step 6 is about creating short-term wins. Tim and I will work out a plan that includes these short-term targets.

Steps 7 and 8 will be a collective effort. Step 7 is about building on the change, looking for improvements, and building on what went right.

Step 8 is about anchoring the changes into Shell’s culture. The changes need to be instilled in each Shell employee’s values. Shell must make these values and its vision as visible as possible. We must think of creative ways to do this, such as using media and getting key leaders to demonstrate continuing support for the change… also integrating these values into people’s day-to-day work. Jen and Hennie will be responsible for developing the strategy for this step and implementing it. Kumbo will be responsible for communicating the strategy to the key leaders and ensuring their commitment to implementing it.

[Jen to You]

Do you think there is anything I can do to ensure that Hennie does his fair share of work this time, instead of leaving it all for me to do while he loafs?

Do you think there is anything Jen can do to ensure that Hennie does his fair share of work this time, instead of leaving it all for her to do while he loafs?

Option 1

Jen should have a conversation with Hennie about her experience of him freeriding off her on the last few projects. She should also present him with her solution — they will fairly divide each task they were allocated for this project and will be accountable for achieving their individual tasks by certain dates. Jen should make it clear she will not carry Hennie’s portion of the load and that, should he not achieve his allocated tasks on time, she will inform the two senior partners of his failure to do his fair share.

Option 2

Jen should send an email to the two senior partners detailing how Hennie did not contribute much to the last few projects and how Jen had to carry most of the load.

Option 3

Jen should send an email to Hennie with a list of what each of them is accountable for in the coming project.

1. This is the most assertive and direct of the four options. Good job! Continue.

2. Try again. Jen should first try to resolve and manage the issue with Hennie. If her effort to do this fails, then she should address the senior partners. In doing so, she will have either succeeded in resolving the matter with Hennie or will be able to show the senior partners she attempted to resolve the issue, but Hennie refused to cooperate. Try again.

3. Reconsider your decision. This email displays poor communication since it would be far more appropriate and effective to first explain your point of view to Hennie, discuss the issue with him, and give him context before just sending him the list. Should he just receive the list, he is likely to be confused and/or resistant, and not take it seriously. Moreover, if you do not have a direct conversation with him, you will not be able to accurately ascertain what his stance on your effort to manage/resolve this issue is. Try again.

The other issue the group is facing is that the work was not fairly allocated. This was brought to your attention by Kumbo. When Kumbo addressed it with you, you initially thought it was merely sour grapes because his views had been blocked by Tim and you previously. However, when you reflected on what he was saying, you realized he had a point. In fact, you realized that he also had a point about the danger in skipping Step 1 — that is, taking for granted all 80 of Shell’s global operating units had the required sense of urgency to make this change effort a success.

Before you respond to Kumbo, however, you realize that you must have a discussion with Tim first, explaining how and why your views have changed. You need to ensure he is aware of and understands the situation. It is important to gain his support.

Fortunately, Tim sees your point of view. You draft an email to Kumbo and discuss it with Tim.

Draft an email to Kumbo acknowledging your mistake and more fairly distributing the work among the team. Ensure the allocation considers each team member's specialization. Remember to include Step 1 into the work allocations.

Make sure your email includes 3-4 sentences explaining why you agree that Step 1 should be included in the change process and the dangers of excluding it.

[Student entry]

Help collaborate on the new plan below by commenting on the effectiveness of each aspect. Outline who is responsible for each step and the main tasks/areas to be accomplished within each area.

Step 1: Create a Sense of Urgency

Help others see the need for change through a bold, aspirational opportunity statement that communicates the importance of acting immediately.

(Type your answer here box)

Step 2: Build a Guiding Coalition

A volunteer army needs a coalition of effective people – born of its own ranks – to guide it, coordinate it, and communicate its activities.

(Type your answer here box)

Step 3: Form a Strategic Vision & Initiatives

Clarify how the future will be different from the past and how you can make that future a reality through initiatives linked directly to the vision.

(Type your answer here box)

Step 4: Enlist a Volunteer Army

Large-scale change can only occur when massive numbers of people rally around a common opportunity.

(Type your answer here box)

Step 5: Enable Action by Removing Barriers

Removing barriers such as inefficient processes and hierarchies provides the freedom necessary to work across silos and generate real impact.

(Type your answer here box)

Step 6: Generate Short-Term Wins

Wins are the molecules of results. They must be recognized, collected and communicated – early and often – to track progress and energize volunteers to persist.

(Type your answer here box)

Step 7: Sustain Acceleration

Press harder after the first successes. Your increasing credibility can improve systems, structures and policies. Be relentless with initiating change after change until the vision is a reality.

(Type your answer here box)

Step 8: Institute Change

Articulate the connections between the new behaviors and organizational success, making sure they continue until they become strong enough to replace old habits.

(Type your answer here box)

[Email – you to all]

Thanks for your contributions to making this plan and team work better than ever before!

We will carefully review each of your contributions and then get back to you with an integrated plan going forward.

Thank you for having the courage to speak out honestly and openly.

Which of the following demonstrate the value of collaboration?

Select all that apply:

· It promotes self-analysis and can, therefore, help you prevent or correct mistakes.

· It promotes problem solving.

· It pools the team’s strengths and talents.

· It increases efficiency in the long-run.

· It helps you see a bigger picture.

· It helps team members improve their skills.

Feedback when each is selected individually or in some combination besides all:

Try again!

Remember to select all answers that apply! You can choose more than one answer.

Feedback when all choices are selected:

Congratulations!

Also, remember you can use the principles of Kotter’s 8-Step Change Model when creating positive change within your own team!

Strong work staying with the issues and finding an optimal solution with your colleagues.