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Change Management > CM benefits management & stakeholder eng module 3 > Flashcards

CM benefits management & stakeholder eng module 3 Flashcards

Benefits management and stakeholder engagement

1
Q

Benefit management objectives

A

Forcast benefits are complete

  • forcasted benefits are realising in practice
  • benefits are realised at the earliest stage and sustained for as long as possible
  • emergent benefits are captured and leveraged
  • the above can be demonstrated
  • emergent benefits are not ignored
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2
Q

Benefits critical success factors x6

A
  1. active with ongoing stakeholder participation
  2. evidence based (forecasts and processes driven by evidence
  3. transparent (open/honest forecasting with a clear line of sight from strategic objectives to benefits
  4. benefits led: focuses less on activities more on the realisation of benefits
  5. forward looking: emphasis on learning and continuous improvement (no looking back for blame)
  6. full business change life cycle (Extending from benefits identification and quantification, planning, realisation, capturing and applying lessons learned
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3
Q

Leadership and engagement

A
  • engaging stakeholders is essential to effective change
  • it is the crux of leading through influence
  • the more regularly you engage the more effective change can be
  • engaging people is the pull competence through which much else is put into context and framed in change management leadership
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4
Q

principles of stakeholder engagement

A
  1. Principle
    - universal and will work anywhere
    - empowering and provides CMs with leverage
    - Self validating and demonstrates its value in practice
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5
Q

7 Principles of stakeholder engagement

A
  1. you can forget important stakeholders but they wont forget you
  2. identification is a continuous practice, new stakeholders emerge during a change and old ones can fade away
  3. Prioritising and segmenting stakeholders is in a moment in time. it is key to regularly reprioritise
  4. some stakeholders are best engaged by others
  5. Seek first to understand and then to be understood
  6. Emotion trumps reason
  7. Demonstration trumps argument
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6
Q

Stakeholders

A

is a individual or group with an interest in the change or its outcomes
-they can be identified through workshops, rapid listing, group and mind maps, conversations

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7
Q

Rapid listing stakeholder identification involves

A
  • gathering a core team together
  • clarifying the meaning of stakeholder and why it is improtant that the team does not miss anyone
  • get individuals to list who they see as stakeholders
  • pairing peoiple off and asking them to compare lists
  • moving these pairs into groups of four and repeating the previous step
  • asking the whole team to make a joint list
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8
Q

Segmenting stakeholders helps to

A
  • Prioritise stakeholders (priorities change over time)
  • conduct further analysis as subgroups can be analysed with different methods
  • identify particular engagement strategies relative to each segment
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9
Q

CPIG segmentation

A
  • Customer
  • Providers
  • Influencers
  • Provider
  • Governance
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10
Q

Stakeholder personas

A
  • persona, social role or character played by an actor

- personas help CMs identify and emphasis with different groups.

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11
Q

Benefits of using personas:

A
  • help to share specific, consistent understanding of various audience groups
  • data about groups can be put in a proper context and remembered in coherent stories
  • proposed solutions can be guided and prioritised by how well they meet the needs of individual personas
  • through providing a human face as to focus empathy on the personas represented
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12
Q

Empathy mapping

A

-think and feel,
-see
say and do
-gain
-pain
-hear
steps 1) give the group an individual persona, 2 draw a face and create sectors, 3 build a profile with team for personal using questions

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13
Q

Stakeholder radar x 4 domains

A
  1. governance segment: quality manager, executive board
  2. Customer: call centre, trade union
  3. Providers: shortlisted supplier, existing supplier
  4. Infuiencers: web development team
programme director in the middle (vital to engage)
The radar has VNGC
-vital,
-necessary,
-Good
-Courtesy to inform
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14
Q

Mapping in 2 demensions

A

Influential observers: keep satisfied
Key players: engage closely
-Spectators: monitor
Active players: keep informed

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15
Q

Influencing strategies to manage relationships and mobilise stakeholders

A
  • identifying and targeting the early adopters
  • listening as a means of mobilisation
  • leading with meaning and emotion
  • influencing through demonstration
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16
Q

Rogers innovation adoption model

A
  • identify early adopters early have them act as change champions
  • early majority
  • late majority
  • laggards
17
Q

Listening and mobilisation

A
  • ask the other person for their interests, needs and fears
  • be genuinely interested
  • be presetn
  • listen to others first, as this gives us the right to be heard
  • prevent starting the engagement with a solution
  • focus on the true need for change
18
Q

Lead with meaning and emotion

A
  • influencing beyond authority is one definition of leadership
  • leaders utilise meaning as key collateral when looking to influence others
  • leaders communicate the reasons change is required
  • connecting people with the meaning a change serves is a way of motivating them
  • engagement should be tailored and designed to emotionally engage stakeholders
19
Q

Influencing through demonstration

A
  • essential in order to acquire credibility and understanding
  • demonstration of working to clarify the change vision, requirements and commitment
  • prototype
  • conversations can then become based on something tangible
  • quick wins have dramatic value
20
Q

Other influencing factors

A
  • power of empathy and the other perspective (Read and understand their motivations)
  • conversation in mobilisation (active listening motivates)
  • inertia and dis-confirmation (old habits and creating new ones
  • collaboration
  • resistance to change as a key focus (overcoming resistance to change is asymmetrical…some stakeholders resist more the more you try to adapt them

Change Management (6 decks)

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