What is Lean Change Management?
Summary
TLDRThis script challenges the traditional linear approach to change management, highlighting the unpredictability of the 'messy middle'. It emphasizes the importance of understanding the system through observation and surveys, creating negotiable options, and conducting experiments. Lean Change Management is introduced as a feedback-driven, adaptable approach that merges ideas from Agile, HR, and organizational development, wrapped in Lean Startup thinking. It promotes visualizing change work with a Kanban board, creating a pull-based approach for just-in-time experiments, and involving those affected by change in the design process.
Takeaways
- 🔄 **Change is Non-Linear**: Change doesn't happen in a predictable, linear fashion; it involves a messy middle filled with uncertainty and chaos.
- 📊 **Change Success Rates**: Contrary to common belief, only 18% of changes fail, with 30% succeeding and 56% partially succeeding.
- 🧩 **Combining Perspectives**: Effective change management can come from merging insights from HR, change management, agile, and organizational development.
- 🔍 **Gaining System Insights**: Understanding the system you're changing is crucial, which can be achieved through observation, surveys, and interviews.
- 🛠️ **Creating Options**: Once you understand the system, you can create change options that are negotiable and consider costs and time frames.
- 🔬 **Experimentation**: Experimentation is key during uncertain times, with different experiments requiring varying levels of planning.
- ⚖️ **Hypothesis and Measurement**: Before implementing change, establish a hypothesis and define measurements to assess the change's impact.
- 🔄 **Iterative Feedback**: Post-experiment feedback loops are vital, guiding subsequent changes and adaptations.
- 📊 **Lean Change Management**: This approach merges agile, change management, HR, and organizational development ideas with Lean Startup thinking.
- 📋 **Kanban for Change**: Using a Kanban board visualizes change work, allows for flexible planning, and serves as a communication tool.
- 🤝 **Involving Stakeholders**: Lean change management emphasizes involving those affected by the change in its design for better buy-in and success.
Q & A
What is the common misconception about change according to the script?
-The common misconception is that change happens in a linear way, with a clear starting point and ending point, and that we can have everything under control.
Why is the middle phase of change often difficult?
-The middle phase of change is difficult because it is often messy and filled with uncertainty, chaos, and frustration.
What is the actual success rate of change initiatives based on the data mentioned in the script?
-According to the script, about 30% of the time we accurately guess the outcome of the change, 56% of the time it kind of, sort of works, and it fails only 18% of the time.
What are the different communities' focuses when it comes to facilitating change?
-HR focuses on Performance Management, change management on process, agile on mindset and values, and organizational development on a contextualized and adaptable approach.
What is the key idea behind combining insights from different communities for change management?
-The key idea is to take the good ideas from HR, change management, agile, and organizational development, and combine them to create a contextualized and adaptable approach to change.
How does one gain insights about the system they are trying to change?
-Insights about the system can be gained through observation, surveys, and interviews.
What is the purpose of creating options during the change process?
-The purpose of creating options is to negotiate with those affected by the change, as each option has a different cost and time to complete.
Why are experiments important in times of uncertainty during change?
-Experiments are important because they allow for learning and adaptation in times of uncertainty, and they can be adjusted based on the feedback received.
How does the feedback from experiments inform the next steps in change management?
-The feedback from experiments becomes input into the next set of experiments, allowing for continuous improvement and adaptation.
What is Lean Change Management and how does it differ from traditional models?
-Lean Change Management is a feedback-driven approach to change that merges good ideas from agile, change management, HR, and organizational development, wrapped in Lean Startup thinking. It differs from traditional linear and plan-driven models by being more adaptable to the pace of change.
How does a Kanban board help in Lean Change Management?
-A Kanban board helps visualize change work, allows for a pull-based approach focusing on just-in-time creation of experiments, and serves as a communication plan by being visible throughout the office.
What is the focus of Lean Change Management when it comes to gaining buy-in from stakeholders?
-Lean Change Management focuses on involving people who have to live with the day-to-day consequences of the change into the design of the change to ensure they don't fight against the plan.
Outlines
🔄 Embracing Change: The Illusion of Linearity
The paragraph discusses the common misconception that change is linear and predictable. It highlights the human tendency to plan for change with a clear start and end, which provides a false sense of control. The reality is that change is often messy and chaotic, with uncertainty and frustration being the norm. Despite the perception that change initiatives often fail, data suggests that only 18% truly fail, while 30% are successful and 56% are somewhat successful. The paragraph emphasizes the need for a new approach to managing change that is adaptable and contextualized, drawing from various organizational disciplines like HR, change management, and agile methodologies.
🚀 Lean Change Management: A Modern Approach
This section introduces Lean Change Management, a feedback-driven approach to change that merges ideas from agile, HR, and organizational development within a Lean Startup framework. It advocates for a more flexible and iterative process that involves continuous experimentation and learning. The paragraph explains that this approach is better suited for the fast-paced nature of modern organizations. It also touches on how to engage with the change process, emphasizing the importance of involving those affected by the change in its design and the use of a Kanban board for visualizing and managing the change process.
Mindmap
Keywords
💡Change Management
💡Linear Change
💡Agile
💡Lean Startup
💡Experimentation
💡Hypothesis
💡Feedback
💡Kanban
💡Communication
💡Buy-in
💡Adaptability
Highlights
Change is often perceived as linear, but the real challenge lies in the messy middle.
Change management involves planning, executing, and closing out a project.
The current state and future state thinking reassures our brains but doesn't account for uncertainty.
Change projects often struggle with uncertainty, chaos, and frustration.
Despite common beliefs, only 18% of change initiatives fail.
About 30% of the time, we accurately predict the outcome of change.
56% of change initiatives are somewhat successful.
Different communities have different answers to facilitating change.
HR focuses on performance management, change management on process, and agile on mindset and values.
Combining good ideas from different communities can create a contextualized approach to change.
Insights about the system to be changed come through observation, surveys, and interviews.
Options for change are negotiable and come with different costs and durations.
Experimentation is key in times of uncertainty.
Different experiments require different levels of planning.
Lean change management is a feedback-driven approach designed by merging ideas from various change management fields.
Traditional linear models are not keeping up with the pace of change.
Lean change management uses a kanban board to visualize change work.
Kanban creates a pull-based approach for change, focusing on just-in-time experiment creation.
The kanban board serves as a communication plan, making the change process visible.
Lean change management involves those affected by change in the design process.
For more inspiration and tools, visit leanchange.org.
Transcripts
[Music]
we like to think that change happens in
a linear way the idea of planning
executing and closing out a change
project gives us a feeling of certainty
while it sounds logical to think about
the current state and imagine the future
state that type of thinking does little
more than reassure our brains that we
have everything under
control we think that change has a
starting point and an ending point but
where we get stuck is in the messy
Middle where uncertainty chaos and
frustration can reign supreme sure we
might have finished all the change tasks
in our project but it can be difficult
to know if we've reached the utopian
future state that we dreamed
of to make matters more difficult is how
we are constantly bombarded with data
that tells us we're going to fail 70% of
the time however when you actually look
at the data it shows that about 30% of
the time we accurately guess the outcome
of the change 56% of the time it kind of
sort of works and it WR fails only 18%
of the
time whether you're rolling out an IT
system or undertaking a digital
transformation you still want to know a
better way to facilitate change in
today's fast-paced
organizations different communities have
different answers for this question HR
focuses on Performance Management change
management on process agile on mindset
and values and remind me what
organizational development people do
again
what would happen if we took the good
ideas from these communities threw out
the old outdated ideas and combined them
to cook up a contextualized and
adaptable approach to
change whatever change you're working on
you need insights about the system
you're trying to change those insights
might come through observation surveys
and
interviews once you have an
understanding about the system you can
start to create options options are up
for negotiation with those affected by
the change because each option has a
different cost and some will take longer
than others to
complete now we're ready to experiment
experiments work great in times of
uncertainty but there are times when
tasks or high-risk interventions might
make more
sense different experiments need
different levels of planning you start
with a hypothesis and create some
measurements before you introduce the
change into the
organization and be careful to not
introduce too many changes too quickly
after the experiment has run its course
you review what happened and that
feedback becomes input into your next
set of
[Music]
experiments when you put these ideas
together you end up with lean change
management a feedback driven approach to
change that has been designed by merging
good ideas from agile change management
HR and organizational development that
are wrapped in Lean Startup thinking
yesterday's linear and plan- driven
models simply aren't able to keep up
with today's pace of change
but wait a minute where's the plan how
does communication happen how do we get
byy
in using lean change management out of
the box allows you to visualize your
change work in a simple can band board
the depth of planning is entirely up to
you and the level of risk and
uncertainty your change initiative has
using the ideas from can ban you create
a pull-based approach for change that
focuses on just in time creation of
experiments that allow the flexibility
to change your plan when you need
to your can band board becomes your
Communications plan because it's made
visible throughout the office and it's
not hidden on an Internet site or in a
project file
somewhere as for buyin lean change
management is focused on involving the
people who have to live with the
day-to-day consequences of the change
into the design of the change after all
the people who write the plan don't
fight the
plan find more inspiration tools stories
and more about how to modernize your
approaches for change at lean change.org
okay
[Music]
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