Change Implementation Plan. Proactively developing a change implementation plan that is tailored to your unique strengths allows you to readily seize opportunities as they arise. At the

SMU Classifica,on: Restricted

Change Implementation Plan. Proactively developing a change implementation plan that is tailored to your unique strengths allows you to readily seize opportunities as they arise. At the end of this term-long project, you will submit a written report of your change implementation plan. Change Issue: This should be a real change issue (i.e., a change to work processes or functions; not personal challenges) that you are planning to implement or have recently worked on. In-Class Exercise (Week 1) – Overview: What are the key things we need to know about the change? Why is this a change for

your work unit? – Your role: Where/how do you fit with the initiative? – Support: Is there executive-level support for the project? – Stage: How much work has been done? Has the project “kicked off” yet? – Resources: Have the budget and people been allocated? Are you competing for resources? – Resistance: Is there resistance to the initiative? What types? How much? From whom? How is it

shown? – What three things do you hope to get from this course that will help you with this project and

future projects? Written Report: Taking together what you have learned in the course and feedback from your peers, you will write up and submit your change implementation plan. It should include the following: 1. Overview of your change initiative (max. 1 page; 20% of the grade)

– Summarizing the first 6 points above (i.e., from ‘overview’ to ‘resistance’) 2. Describe concrete strategies for… (max. 4 pages; 60% of the grade)

– effectively pitching the change – building coalitions – leveraging or managing tensions that may arise

3. Toolkit (max. 1 page; 20% of the grade) – A “top 5 list” of notes to yourself about leading and managing change that you want to

remember a year from now Your grade will reflect the appropriate use of course concepts, quality of your strategies, assessment of potential tensions, and depth of reflection for the toolkit. Report Submission: – Deadline: 12 July (Friday) 5pm. – The report must be 1.5-spaced and a maximum of 6 pages (Time New Roman, 12-point font;

cover page does not count towards this limit). – Submit your report via e-Learn

OBHR 637: Leading & Managing Change

Professor Shereen Fatimah Singapore Management

University

Speaking Up…

• Change implementation starts with communicating the idea • Pitching or selling your idea • Framing your idea (to align with others’ goals) • Involving others

• Psychological Safety • People tend not to speak up when they believe that speaking up is punished

• Actual or perceived punishment (e.g., apparent intolerance for different viewpoints) • Benefits of Psychological Safety

• Hospital nurses were willing to report medication errors (Edmondson)

• Cardiac surgery teams successfully implemented radical new technology (Edmondson et al)

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Premised on the notion that…

Case: ‘Safe to Say’ at Prudential Financial (Edmondson, 2004)

1. Why does Art Ryan want to implement ‘safe to say’?

2. Implementation of ‘safe to say’ • How has the program been implemented thus far? • Is it working? Evidence?

3. Your experience… • What was going on when you did – or didn’t – feel it was safe to speak up at

work?

4. Advice for Ryan? • Any changes to recommend?

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Takeaways…

• To foster a climate where employees feel safe to speak up…

• Top Management: Support from across the leadership chain • Feedback systems • Resources: Training/Coaching programs

• Middle Management: Leadership Action x Example à while doing REAL work • Recognize the need for trial, error, inputs, interactions around work tasks • Involve employees

• Develop a process of figuring out answers, as a group • Communicate: Tolerance for failure

• If you have to reject an idea, explain why à help employees feel heard • Communicate: Openness to new ideas

• Share stories (employee recognition) à builds your own reputation for being open to change

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Takeaways…

• To foster a climate where employees feel safe to speak up…

• Employees • Use framing strategies • Promotive framing: New ideas, suggestions to improve work practice • Prohibitive framing: Identifying problems or mistakes to prevent

future problems • Provide solutions • “Beta” test: Is it feasible? Does it work? Is it scalable (if needed)?

• Manage emotions • Involve coworkers (signals that the change is valued and needed by others

too)

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Exercise: Pitch Your Idea!

• Goals • Articulate, refine, and develop your ideas • Help others develop their ideas

• Structure • Individual prep (15 mins)

• Pitch to your team (30 mins) • “Pitcher”: Limited to 5 mins • “Catcher”: Listen and take notes on areas for improvement • Timekeeper • Vote: Who delivered the best pitch

• Feedback to your team members (45 mins)

• Reflection

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OBHR 637: Leading & Managing Change

Professor Shereen Fatimah Singapore Management

University

Leading and Managing Change • Toolkit to lead change initiatives from…

• the middle (i.e., changes that you are initiating) • the top (i.e., mandated change)

• Assessment • Class Contributions • Individual: Change Implementation Plan • Team: Case Analysis

• Class Preparation • Complete readings and prepare responses to discussion questions before class

• Confidentiality: To ensure a safe and open learning environment, please hold in confidence our discussion • No audio or visual recordings (including any form of content capture) • All class material and solutions are not to be distributed or posted

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Assignment 1: Change Implementation Plan

• Written Report… • A change initiative that you are planning to implement or have recently worked on • 6 pages (1.5 spaced) • Due: 12 July • For more details, see ‘assignment guide’

• Entail… • Overview of your change initiative • Describe concrete strategies for

• a) pitching the change • b) building coalitions • c) managing tensions

• Your personalized change management toolkit • Top 5 strategies for yourself

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Assignment 2: Team Case Analysis

• Team Presentation • 15 mins (Case) + 3 mins (Q&A) • Due: July 15 (i.e., week 8 class)

• Submit slide deck on e-Learn (by 5pm before class) • For more details, see ‘assignment guide’

• Entail… • Field Research: Interview a leader who is/was involved in implementing a change in

their company • Issue analysis • Recommendations for the next steps

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Administrative Matters…

• TA • Ms. Brenda Tan

• Consultations • In-person or Zoom meetings • Please arrange via TA

• Punctuality • Classes will start and end on time • As lateness or leaving early will be disruptive, please use the side aisles

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Class Schedule…

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Your Turn 😉

• What motivated your interest in this course? • What do you hope to learn?

• What do you find most challenging about managing and implementing change? • How do you ‘pick your battles’? • How do you sell or frame the change issue? To whom? • Have you encountered resistance? From whom? Why? • Did you feel energized or drained in this process?

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Teams

• Team Building Handout

• Goals • Individual expectation vs. Group expectations,

norms • Assumptions etc.

• Work on it individually first • Then work as team

• Informal Contract: Norms, rules for groupwork

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Exercise: Change Implementation Plan

• Overview • What are the key things we need to know about the change? • Why is this a change for your work unit?

• Your role • Where/how do you fit with the initiative?

• Support • Is there executive-level support for the project?

• Stage • How much work has been done? • Has the project “kicked off” yet?

• Resources • Have the budget and people been allocated? • Are you competing for resources?

• Resistance • Is there resistance to the initiative? • From whom? How is it shown?

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