I presented on change management and then I spent the afternoon focusing more on ASQ member leader stuff. So not much to report on sessions.
My session, Lessons on Change Management went well. I probably should have cut the slides way back instead of re-purposing slides from a longer presentation, but I think I hit a lot of key points and hopefully it was valuable for folks.
I ended up working the FDC Division table after that, so I skipped the final session of the day. Probably best, after presenting its always hard for me to focus for a little while.
Tomorrow is a full day, and I present on data integrity.
With June almost over a look at the five top views for 2019. Not all of these were written in 2019, but I find it interesting what folks keep ending up at my blog to read.
FDA signals – no such thing as a planned deviation: Since I wrote this has been a constant source of hits, mostly driven by search engines. I always feel like I should do a follow-up, but not sure what to say beyond – don’t do planned deviations, temporary changes belong in the change control system.
Effective Change Management: Change management and change control are part of my core skill set and I’m gratified that this post gets a lot of hits. I wonder if I should build it into some sort of expanded master class, but I keep feeling I already have.
Thinking back to my SWOT, and the ACORN test I did at the end of 2018, I feel fairly good about the first six months. I certainly wish I found time to blog more often, but that seems doable. And like most bloggers, I still am looking for ways to increase engagement with my posts and to spark conversations.
Every change (and lets be frank, most everything involves change) requires understanding the individuals and groups that will participate or are affected – directly or indirectly.
Stakeholder analysis involves identifying the stakeholders and analyzing their various characteristics. These characteristics can include:
Level of authority within the organization and the domain of change
Attitudes toward or interest in the change
Attitudes towards the process
Level of decision-making authority
The goal of stakeholder analysis is to choose the best collaboration and communication approaches and to appropriately plan for stakeholder risks.
There are a variety of mechanisms for doing this and then mapping it out.
Start by brainstorming a list of the stakeholders by answering these questions:
Who will be impacted?
Who will be responsible or accountable
Who will have decision authority
Who can support
Who can obstruct
Who has been involved in something similar in the past?
Map these on a stakeholder matrix based on relative power and interest. This should be an iterative process.
High influence/High Impact: these are key players and effort should be focused here to engage this group regularly
High influence/Low impact: these stakeholders have needs that should be met so engage and consult with them while also attempting to increase their level of interest.
Low influence/High impact: these stakeholders are supporters and potential goodwill ambassadors. Engage the group for their input and show interests in their needs.
Low influence/Low impact: the stakeholders can be kept informed using general communications. Additional targeted engagement may move them into the goodwill ambassador quadrant.
Another way to look at stakeholders is though an onion diagram.
A RACI is another popular way to look at stakeholders.
Once stakeholders are identified is is important to define how communication and engagement will achieved. There is usually no one sized fits all approach and it is important to meet the needs of each stakeholder group to ensure their interest and involvement is maintained. Some considerations include:
timing and frequency
delivery methods (in-person or virtual)
preferences of the stakeholders
geographic considerations or impact
Document this in a communication plan, including:
what needs to be communicated
what is the appropriate delivery method
who the appropriate audience is
when communication should occur
frequency of communication
level of detail appropriate for the communication and stakeholder
Luigi Sille on sharequality answered the June 2019 ASQ Roundtable Topic asks: “How can an individual become a successful Change Leader?” I’m a big fan of both blog carnivals and change management so here goes my answer, which is pretty similar to Luigi’s, and I would guess many other’s – just with my own spin.
A few things immediately come to mind.
Change management (and this is another great example of really meaning people change management) should be a competency on the ladder for any quality professional. It certainly needs to be a core area for anyone in a quality leadership position.
There are a lot of competency models out there for change management. Instead of pointing to just one, let’s try to find what they actually have in common. To do so it is important to set out the critical activities of change management:
Solid focus on both external and internal signifiers of quality culture. A little basic but very worth reinforcing.
And then I left, skipping the last keynote to get to the airport.
Good conference this year. Overall I felt that many of my choices for sessions ended up being more basic than I thought, but there is a lot of value in that. I will hopefully make the time to turn my thoughts into better blog posts.