Change Driver 2- Emergence -Deliverable negotiating 4- Evolution 3- Test and validation 1- Self organisation The official Changeboxing Cheat Sheet Materialisation of a CHANGE DRIVER (Perception of environmental change that causes discomfort or creates opportunity to seize). IF resources needed for change are available …. EMOND-JASMIN Continuous Change Evolution Model The 8 Steps What (means) Why (purpose) Who (players) How (strategy) The Changeboxing 8-step process Yoann Francheteau 2010 SELF-ORGANISATION Emergence of new COLLABORATIVE change process using resources made available EMERGENCE Increased WELL BEING due to new benefits and improved conditions ..... Addition/Emergence of new resources EVOLUTION Meeting or exceeding desired benefits and CONTINUOUS evolution in line AVAILABLE NEW RESOURCES 1-Diagnosis 1-Individual meetings with stakeholders 2-Individual and collective validation of findings and priorities 3-Recommendations for future course of action 1-Confirm and increase desire to change 2-Increase desire for self-organisation 1-Representatives from as many stakeholder groups as possible 2-Selected by their peers, not by management 1- 45-50 minutes individual interviews confirming discomfort/opportunity, desire to change and priorities for action. 2- Confirm findings/priorities and individual desire to get involved through e-mails 3- Present findings, collective priorities and recommendations for further actions to upper management and all interviewees 2-Vision alignment session Training session kicked-off by top level manager (president, VP) to: 1- Align vision of future hangeboxing volunteers' team on desired change, as well as promote the need for a collaborative approach to change 2-Introduce Changeboxing process 3-Select volunteers 4- Agree on date and content of first Changebox Meeting 1- Provide additional resources 2- Stimulate desire to change 3- Stimulate self-organisation 4- Stimulate emergence 1- All those interviewed in step 1 and who volunteered to work on the change 2- Any other stakeholders interested in volunteering 3-Typically between 15 and 40 people Typically titled something like «OUR collective improvement of OUR XXX process/structure/tool for the benefits of US ALL»: 1- Start with welcome word by upper management 2- Proceed with sharing information on diagnosis, issues, approaches, best practices related to the change contemplated, collaborative approaches to change 3- Summarily explain Changeboxing process 4- Discuss and agree on first elements of possible action plan 5- Finalise list of members of Changeboxing volunteers' team (typically 10 to 20 people representing all stakeholder groups) 6- Agree on when and on how long will be the first changebox meeting 3- Information sharing prior to Changebox meeting 1- Gather support material, from internal and external sources, to help achieve meeting outcome 1-Favor collaborative self-organisation at changebox meeting 1- Internal organisers of changebox meeting Gather/prepare folowing support material: 1- Meeting agenda (including time to spend on each part of the meeting) and CONTINUOUS evolution in line with perceived environmental change Changebox meeting sources, to help achieve meeting outcome 2- Material NOT TO BE transmitted to participants prior to changebox meeting at changebox meeting 2- Subsequently accelerate emergence of collective change element meeting 2- Meeting's facilitator/coach 1- Meeting agenda (including time to spend on each part of the meeting) 2- Examples of tools, forms, templates, parts of processes, organisational charts, documented change proposals, relevant to the desired change 3- Working template to help develop the change element (MindMap-list-generic R&R matrix, etc) 4-Changebox (meeting) 1- Meeting aimed at producing a deliverable, in the form of a readily useable «prototype» 2- Equivalent of a 3 to 7 hour «timebox», as defined in Agile project management; also called a «changebox» 3- Prototype to be produced, through sub-group and group negotiations (no individual work allowed), within the pre-determined duration of the changebox 4- Delivery of this «prototype-deliverable» for the end of the meeting IS COMPULSARY 1- Rigid time constraints and collective (as groups) negotiations favor accelerated self-organisation and emergence of change elements 2- Resulting «compulsary» deliverable is a new resource favoring evolution of the change element, and so does its «prototype» nature 3- Create a tangible benefit stimulating the desire to pursue change further 1- External coach or internal resource perceived by stakeholders as legitimate facilitator, transparent and trustworthy 2- A member of upper management for the introduction part of the chanbebox 3- ALL members of the volunteers' team, as precious initial collaborative links will emerge from this first changebox Typical agenda for FIRST changebox: 1- Welcome word by member of upper management 2- Presentation of agenda 3- Presentation of support documents to team, including MindMap/list template, 4- Division of participants into sub-groups of 3 to 6 persons to elaborate sub-groups’ deliverable proposals 5- Brainstorming and negotiation between sub-groups for single proposal on deliverable contents 6- Final agreement on the prototype-deliverable as reflected in template 7- Conclusions and decision on testing period for deliverable, as well as on subject and date of the next changebox 5-Formatting of Changebox deliverable 1- Formatting of deliverable into «useable form», within 48h of end of meeting Produce useable additional resource as fast as possible, compliant with 1- External coach or internal representatives from changing 1- Prepare electronic version of the produced deliverable, compliant with what was negociated between changebox participants, both in terms of format and documented Desired State Initial Status Quo Change driver New resources New resources 1. Stimulate change driver (sense of urgency) 2. Make needed resources for change available to empower stakeholders 3. Communicate resource availability to stimulate collaborative self-organisation 4. Support and recognise short term wins/benefits EMOND-JASMIN Eight Steps to Successful Change Emergence SELF- ORGANISATION EMERGENCE deliverable within 48h of end of meeting 2- Format to reflect EXACTLY what has been collectively decided on deliverable contents and formatting, during changebox's negotiations as fast as possible, compliant with negociated contents: 1- Accelerate evolution 2- Stimulate further desire to change representatives from changing organisation (direct stakeholders) 2- Formatting by direct stakeholders preferred option to encourage and increase organisational ownership for the new change element negociated between changebox participants, both in terms of format and documented contents 2- Transmit, within 48 hours, formatted deliverable to changebox participants, as well as to any other stakeholders showing interest in this element of change and wanting to test it in real time 6-Post-Changebox Meeting Survey «Electronic» survey of changebox participants to get feedback on: 1- Contents/quality of produced deliverable 2- Process used to produce deliverable collectively (a changebox) 3- Time constraint to produce deliverable 4- Performance of meeting's facilitator 5- Personal level of satisfaction with respect to changebox 1- Reinforce sense of accomplishment, hence stimulate desire to change further 2- Provide additional resource for evolution of change (adjustments/improvements to change process) 1- Survey to be completed by all changebox participants 2- Survey to be compiled by designated personnel of the organisation, EXCLUDING the meeting's facilitator 1- Survey questionnaire sent to participants within 48 hours after changebox 2- A one week delay given to complete and return electronically questionnaire 3- Phone calls, two days before the end of delay, to ask participants, having yet to return completed survey,to do so 4- Compile results of survey and share, in writing, with all participating stakeholders (including the meeting's facilitator) 5- Include required adjustments resulting from survey into next changebox, EXCEPT for any request to change/relax the pre-determined changebox duration time constraint 7 Prototype Testing Use/test/evaluate «prototype» for a period ranging from two weeks to one month following the changebox that produced it. 1- Additional resource stimulates evolution 2- Demonstrated usefulness of change ALL changebox participants, as well as any other stakeholders showing interest in this element of change and 1- Prototype used by participants and other identified/ interested stakeholders over a two to four-week period 2- Test results (documented/added benefits to users, proposed improvements) Crisis or change to initial environment Yoann Francheteau 2010 Claude Émond et QualiScope 2011 wins/benefits 5. Continue adding new resources in response to stakeholders’ requests and roadblocks encountered 6. Celebrate and stabilise new performances resulting from the emerging change elements 7. Promote exceeding the benefits contemplated initially as well as emergence of unexpected benefits 8. Continue adding new resources in response to stakeholders’ requests and new higher performance goals EMERGENCE EVOLUTION the changebox that produced it. 2- Demonstrated usefulness of change element stimulates adoption of change element and promotes further desire to change, resulting in an additional emergence /evolution cycle interest in this element of change and wanting to test it in real time 2- Test results (documented/added benefits to users, proposed improvements) gathered through face to face interviews (when possible) 3- Test results to presented for discussion at the next changebox or at a special meeting at the closing of the changeboxing cycle 8 New Changeboxing Cycle's loop (repeat Steps 3 to 7), if required 1- An additional changeboxing cycle's loop, repeating steps 3 to 7 to produce a new prototype- deliverable 2- Additional loops are used until the desired change elements, defined at the begining of the changeboxing cycle, have been produced and tested 1-Produce additional resources supporting change 2- Stimulate additional emergence and evolution loops to achieve desired change level through successive iterations 1-Same stakeholders as for the previous changeboxing cycle's loop 2- Participants to the first changebox can miss a subsequent changebox (preferable not to miss more than one, but rule is flexible and contextual) Same contents as for steps 1 to 7 of first changeboxing cycle's loop AND: 1- Addition of a new item to changebox agenda, right after presentation of agenda, to discuss testing results of prototype produced in step 6 of previous loop 2- Added discussion includes feedback on the testing period, agreement on modifications to prototype as well as on a deliverable «stabilisation» period, during which prototype will be used without further modifications (typical stabilisation periods: 6 months to a year)