CAP Toolkit 2015 Change Acceleration Process (CAP) Workshop Leading Effective Change

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2015 Change Acceleration Process (CAP) Workshop Leading Effective Change GE Proprietary Information The information contained in this document is disclosed in confidence to GE customers/partners. It is
2015 Change Acceleration Process (CAP) Workshop Leading Effective Change GE Proprietary Information The information contained in this document is disclosed in confidence to GE customers/partners. It is the property of the General Electric Company and should be used only within your company this notice shall appear on any reproduction, in whole or in part. It should not be disclosed to others without the expressed written consent of the General Electric Company. Introduction Purpose: This kit is designed to provide leaders and CAP and Work-Out coaches with processes and tools that facilitate the development of acceptance and commitment for the changes they lead. Its goal is to help project teams and leaders to mobilize commitment around the organizational and behavioral changes required to ensure successful change initiatives. Toolkit Organization: Part 1: CAP Model and Tools Overview Work-Out Definition and Tools Overview Part 2: CAP Tool s Part 3: Work-Out Tool s -2- GE Proprietary Information Part 1 CAP Model and Tools Overview -3- GE Proprietary Information CAP Model The CAP model illustrates the key processes involved in facilitating effective change. It provides a common language for leading and facilitating change effectiveness. Uses of the CAP Model The CAP model can remind you of the important elements that you need to cover. Although the model is recognized as going one direction, with all arrows moving from current state toward the future state, it DOES NOT MEAN YOU MUST GO IN ONE ORDER. You can and should revisit tools and processes as necessary to ensure progress toward effective change. The model supports completion of the conversation around each process, builds synergies within the organization and ensures your change is still on track. People s responses, resistances and understanding will change, so it is important to visit and re-visit each and every arrow. The model provides a methodical way to overcome resistance by identifying sources of resistance and creating influencing strategies to overcome the resistance. This is a continuous process throughout the change. Within each process there is a series of tools to help frame the conversations that change teams need to have around how to create a shared need, how to shape the vision, how to influence others, etc. but also to understand WHY change is so hard to maintain. If we cannot help people to change their natural behaviors and habits, they will naturally go to the path of least resistance (that which is easier and that which is known ). -4- GE Proprietary Information Seven CAP Process Creating a Shared Need The reason to change, whether motivated by threat or opportunity, is instilled within the organization and widely shared through data, demonstration, and demand. The need for change must exceed its resistance. Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress Changing Systems & Structures Leading Change The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms. There is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Once change is started, it endures, and learnings are transferred throughout the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. Progress is real; benchmarks set and realized; indicators established to guarantee accountability. Making sure that the management practices (Staffing, Development, Rewards, Measures, Communication, Organizational Design, and Information Technology Systems are used to complement and reinforce change. Having a sponsor/champion and team members who demonstrate visible, active public commitment and support of change. The seven CAP processes are the core of CAP. Each represents a critical contribution to the facilitation of effective change and the development of acceptance over resistance. CAP tools merely support effective facilitation practices while building acceptance and commitment to the change. It s not about the tools! It s all about the involvement of people in the change process through effective dialog and conversations. Ask the best questions and listen to the diverse responses. -5- GE Proprietary Information CAP Tools and Six Sigma? We are often asked how CAP relates to the Six Sigma process. The best answer is completely related. The Six Sigma processes and tools support the development of effective solutions, the CAP processes and tools build acceptance and commitment to the new solutions from Define through Measure, Analyze, Improve, and Control. Involvement of the people expected to support the solution from the beginning through launch builds powerful support and ownership for the change. The following illustration provides examples of when and how CAP may be integrated throughout the DMAIC process. PLEASE do not limit yourself to these examples. Define Measure Analyze Leading Change *Calendar Audit *Self Assessment Setting Up For Success *Team Set-up *Team Charter * *GRPI Creating a Shared Need *Threat vs Opportunity Matrix Shaping a Vision *Customer Focus *Alignment Bull s Eye Chart Mobilizing Commitment *Key Constituents Map *Attitude Charting *Responsibility Grid *3 D s *CAP Profile * Stakeholder Analysis *Resistance Analysis Making Change Last Monitoring Progress *Force Field Analysis Changing Systems & Structures * Communication Plan * System & Structure Assessments * Measures & Rewards Improve *Backwards Imaging *More of/less of *Elevator Speech *Influence Strategy Control * Making Change Last Checklist -6- GE Proprietary Information This page intentionally left blank -7- GE Proprietary Information This page intentionally left blank -8- GE Proprietary Information This page intentionally left blank -9- GE Proprietary Information CAP Tool s -10- GE Proprietary Information CAP Tools Directory Setting Up For Success Team Set Up GRPI Checklist 15 Expanded GRPI Assessment 16 Team Charter Checklist 17 In/Out of the Frame words Flip Chart Screen Significance 22 COPIS Process 23 ARMI Worksheet Creating A Shared Need Threat vs. Opportunity Matrix D s Matrix Shaping a vision Backwards Imaging More of / Less of Chart 35 Elevator Speech Bull s Eye Chart Customer Focus Alignment 41 Mobilizing Commitment Key Constituents Map Attitude Charting Stakeholder Analysis Sources of Resistance Influence Strategy Personal Transitions Responsibility Grid Stakeholder & TPC Analysis Making Change Last Force Field Analysis 63 Making Change Last Assessment Monitoring Progress Behavior Change Analysis 69 Monitoring Progress Assessment 70 CAP Profile Changing Systems & Structures Systems & Structures: Profile Assessment Systems & Structures: Assessment & Action Planning Communication Assessment Staffing & Development Competency 80 Assessment Measures & Rewards 81 Integrating Rewards & Measures Rewards & Measures Assessment 85 Rewards Assessment Measures Assessment Leading Change Personal Contract Communication Matrix Communication Plan-Telling 95 Communication Plan-Listening 96 Calendar Test 97 Leadership Self Assessment GE Proprietary Information Setting Up For Success -12- GE Proprietary Information Team Set-up Setting Up For Success Team Setup responds to 8 key questions that help teams get setup and prepared to function effectively. Questions Introductions Expectations Objectives Who are the team members or participants, and how do they fit into the team or project? What does each participant or member expect to achieve or acquire? What are the planned outcomes and priorities? Agenda Ground Rules Roles Parking Lot Icebreaker/Team Building What steps or process will be followed to achieve our objectives? What behavioral norms will we enforce to ensure our success? Who is going to do what? (Especially critical functional responsibilities?) How will we deal with ideas or topics that may be interesting, but not currently relevant? How will we focus or recharge our energy and get the group engaged and working together? -13- GE Proprietary Information Team Set-up (continued) Setting Up For Success Purpose Team Setup facilitates discussions that engage a team for success bring focus to key requirements and create an open atmosphere for facilitated CAP discussions. Process Step Discuss each step as needed to involve team members and build shared commitment. Introductions: Ask each person to introduce themselves and share something unique about themselves to open up the atmosphere. You can include in the next step in the introduction, Expectations. Expectations: Capture individual expectations on a flipchart (with or without names) to revisit at the end of the session, verifying if expectations have been met. Objectives: Share meeting or session objectives with team members or participants to clarify the meeting purpose and priorities. Agenda: Share the agenda for each module or step and check for group commitment. Ground Rules: Identify behaviors that will enhance or inhibit the effective progress of the team. Build team agreement and commitment before capturing on a flipchart. Roles: Identify and assign key functional roles including Scribe, timekeeper, reporter and process manager (facilitator). And, determine if there are any unique roles needed to support this team s success. Parking Lot: Post and explain this space for ideas that may be interesting, but not relevant. Icebreaker/Team Building: Insert icebreakers and teambuilding activities as appropriate to build or recharge energy throughout the session GE Proprietary Information GRPI Checklist Setting Up For Success The G.R.P.I. Check List is based on a simple model for team formation. It challenges the team to consider four critical and interrelated aspects of teamwork: Goals, Roles, Processes, and Interpersonal relationships. It is invaluable in helping a group become a Team as well as being used throughout a Team s lifecycle to monitor their progress. GRPI Checklist Low High Goals How clear and in agreement are we on the mission and goals of our team/projects? Roles How well do we understand, agree on, and fulfill the roles and responsibilities for our team? Processes To what degree do we understand and agree on the way in which we ll approach our project AND our team? (Procedures & approaches for getting our project work done? For running our team?) Interpersonal Are the relationships on our team working well so far? How is our level of openness, trust, and acceptance? Purpose An excellent organizing tool for newly-formed teams or for teams that have been underway for a while, but who have never taken time to look at their teamwork. Process Step Distribute copies of the check list to all team members prior to a team meeting to discuss 1 these questions; invite team members to add to the details on each of the four dimensions of the check list. 2 Meet as a group to discuss and resolve issues related to the check list. 3 Share certain aspects with Champion/Functional Leader if appropriate. OPTION: When there is considerable disagreement or tension within the team environment, team members can choose to complete the questionnaire individually and 4 turn it in to a neutral party (the Coach) who will collect the data and give it back to the team in an aggregate fashion (thus protecting the anonymity of individual team members) GE Proprietary Information Expanded GRPI Assessment Useful when a more detailed look at team elements is required. How would you rate the degree to which your team presently has CLARITY, AGREEMENT, and EFFECTIVENESS on the following GRPI-related elements? G R Purpose and Outcomes We understand and agree on our project mission and the desired outcome (vision). Customer and Needs We know who the project stakeholders are, what they require, and why this project is really needed. Goals and Deliverables We have identified specific, measureable and prioritized project goals and deliverables linked to our business goals. Project Scope Definition We understand/agree on what is in/out of our project scope and tasks. The project scope is set . Roles and Responsibilities We have defined & agreed on our roles, responsibilities, required skills & resources for the project team. Authority and Autonomy Our team is clear on the degree of authority/empowerment we have to meet our project mission. P I Critical Success Factors We know & are focusing on the key factors needed to meet the project goals and mission. Plans & Activities We have an effective game plan to follow that includes the right tasks; clearly defined/assigned. Monitoring & Measures We have an effective monitoring process & specific metrics linked to progress & goals. Schedule/Milestones We have defined our project schedule and know what the key phases & milestones are. Team Operating Agreement We have shared expectations, agreed & followed guidelines for how our team works together. Interpersonal/Team We have the necessary relationships, trust, openness, participation & behaviors for a healthy & productive team GE Proprietary Information Team Charter Checklist Setting Up For Success The Team Charter checklist verifies team alignment and commitment to the charter of the Change initiative. Key Result Areas: Boundaries: Roles & Responsibilities: Guiding Principles : Operating Agreements: What results are essential? Who should we involve/consult with? Reporting relationship to Team Sponsor? What team behaviors are essential to creating effective team environment? How will we make decisions; resolve conflicts? What are the milestones and measures? What outside approvals are needed? Team Members Roles & Responsibilities? What are acceptabl Unacceptable levels of involvemen What isn t in our scope of work (though others might think it is)? Team Leader Responsibilities? How often and how long will we me as a team? Can we act independently? Time Keeper, Record Keeper, Facilitator, etc. during meetings? Purpose A process-check to ensure the team is aligned with one another and their agreed charter. Process Step 1 2 Use the questions to check with the team on the fundamental areas around Expectations, Scope, Outcomes, Timelines/Milestones, Roles/Responsibilities, Communication Rhythms This list is not exhaustive and should be modified as appropriate for the project and team GE Proprietary Information In/Out of the Frame Setting Up For Success In/Out of the Frame is a visual tool based on the analogy of a picture frame. It challenges the team to identify those aspects of the project (the type and extent of end results or deliverables, the people impacted, timing, product lines impacted, sites involved, etc.) which are in the frame (meaning clearly within the scope of work), out of the frame, or half-inhalf-out (meaning this is either up for debate), or some aspects are in the scope of work but only in a partial way.) Purpose Used to create a visual picture of the elements in scope (frame) and out-of-scope for the project GE Proprietary Information In/Out of the Frame (continued) Setting Up For Success Process Step Gather all storyboard materials and find a wall space large enough to accommodate the completed chart. Draw a large square picture frame on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc. Help the team get organized to complete the chart. A hint here: encourage team members to use the location of cards they place on the chart to indicate how strongly they feel about a particular aspect of the project (a card placed in the middle of the frame signifies a strong sense that this aspect is clearly within the scope of work, while one placed near the border refers to an aspect that a person is a bit suspicious about). Discuss with Champion/Functional Leader and other key stakeholders and resolve differences. Tips & Best Practices Things to consider when executing this tool: o Which people? o Extent of impact? o Timing? o Product Lines? o Functions? o Sites? o Other? -19- GE Proprietary Information 15 Word Statement Setting Up For Success The 15 Word Statement is an alignment tool that facilitates the sharing and comparing of individual and team perceptions and definitions. It is also a great leveler as it enables each individual to share their personal perspectives and ideas equally in the group setting. Circled Needs to be clarified Underlined Common words/phrases Purpose Used for testing for alignment and developing a Project Definition Statement with shared meaning GE Proprietary Information 15 Word Statement (continued) Setting Up For Success Process Step Instruct each team member to draft a brief (15-word) statement on a piece of paper stating their perception of a key question. The key question might be: What is the basic definition of our project? or What is the work we will be doing together or Our project is about. Or What is your vision for our project? or some other question that surfaces diverse team member perceptions and ideas. Remind them to print clearly and BIG, so others will be able to easily read their words. It may be useful to give team members a few words to build upon (such as This project s major mission is to... ) where they add 15 words to complete the sentence. Post individual charts along a wall and ask the team to move around and read all of the charts; then ask them to use a red marker to highlight/underline key words or phrases that they feel best capture the important aspects of the project; they can do this as a team or as individuals, depending on the size of the group. Also ask team members to identify fuzzy or vague words or statements so the author can discuss or clarify their intended meaning. ( What does it look like? or How will we know it when we have it? ) Tips & Best Practices In addition to completing clear statements or phrases, some members may find it easier to write 15 key words or a set of bullets consisting of about 15 words. There is nothing magical about the use of 15 words. The number 15 is only used to encourage concise thinking and sharing of thoughts. Some people may not be able to use all 15 and others may go a few words over. IT S O.K.! Encourage open discussion and inquiry to explore and clarify the unusual or seemingly out-of-the-box ideas GE Proprietary Information Screen Significance Setting Up For Success How is the project goal in-line with or linked to customer and business priorities? Screen Significance tests the linkage and alignment between customer CTQ s and the business drivers at the project definition stage. Customer CTQs and Business Drivers Purpose Screen Significance helps to establish linkages between customer CTQ s and business imperatives (e.g. Six Sigma), thus ensuring alignment of business priorities and subsequently resources. When what matters for the customer aligns with what matters for the business the project is far more likely to be achieved successfully. Process Step Brainstorm the following questions: 1 What are our customers top priorities, goals, metrics? What are the top business priorities, goals, metrics? (List the top company priorities, goals etc.) 2 Affinitize customer CTQs and business drivers. Identify and discuss linkages and alignments between customer CTQ s and business 3 priorities/initiatives. Why would we do this project and is there a link towards the business results / goals? Does this fit the GE initiatives / strategy? Develop a plan to review throughout the project life-cycle (timed check points: 4 sponsor at start, project reviews in meetings etc) -22- GE Proprietary Information COPIS Process Setting Up For Success COPIS is a process-oriented tool
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