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AAM Prestn 5 09 Change Mgmt Ka
 

AAM Prestn 5 09 Change Mgmt Ka

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Presentation on a case study at The Bead Museum in Glendale, Arizona using the 8-step change management methodology in The Heart of Change Field Guide by Dan

Presentation on a case study at The Bead Museum in Glendale, Arizona using the 8-step change management methodology in The Heart of Change Field Guide by Dan
Cohen.

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AAM Prestn 5 09 Change Mgmt Ka AAM Prestn 5 09 Change Mgmt Ka Presentation Transcript

  • Introducing The Bead Museum
    • Founded in 1986 in Prescott, AZ – moved to Glendale, AZ 1999
    • Only museum in the country dedicated to beads, beadwork and bead related artifacts
    • 10,000 ancient, ethnic and art beads
    • Transitioning to professionally run museum
    • Budget ~$300k
    • Major challenges
      • Funding
      • Public Awareness
  • Experiment
  • Why did we need to change?
    • Could not meet budgetary needs
    • General public largely unaware of TBM
    • Declining participation
      • School group attendance
      • Class registration
      • Membership (qty declining while revenue increasing)
    • Standards not being met to pursue accreditation
  • Team of Thunderbird Graduate Business Students
    • August 2008 – students from Thunderbird International School of Management began working with us
    • Tools
      • 8-Step process for leading change
      • Diagnostics
    • Half of team met with me the other half met with our board chair each week
    • Final Report
  •  
  • Step 1 Increase Urgency: Urgency Diagnostic
    • 66% agreed that we needed to change
    • What issues are causing fear, anger, and complacency?
      • Lack of transparency
      • Not understanding the magnitude of financial crisis and how it relates to each individuals role
      • Too much work with too few resources
      • Ambiguity in what is expected in job duties
  • Step 1 Increase Urgency: Urgency Diagnostic
    • What actions do you need to take to increase the level of urgency?
      • Spell out crisis and consequences of inaction
      • Map out behaviors needed to accomplish change and communicate them
      • Create an understandable and achievable vision for change
      • Build a guiding team
  • Step 1 Increase Urgency and Step 4 Communicate for Buy-In: Visibility Brainstorming Session
    • Where do you see the museum now?
    • Where do you want to see it in one year?
    • What behaviors can we do more of or less of to get there?
    • What does The Bead Museum mean to us?
    • What is the general public’s perception of the Museum?
    • What do our donors think about TBM?
    • How can we close the gap between the actual and desired public image of the museum?
  • Step 2 Building Guiding Teams
    • Informal
    • Selected key staff who could help keep the process on track
    • Board should have been involved but did not put on agenda
  • Step 3 Get the Vision Right
    • To be a museum that is relevant to its community to achieve sustainability
      • People know about the museum
      • Financially stable
      • Professional staff
      • Written and enforced policies
      • Engaging programs and exhibitions
      • Sense of ownership and pride in community
      • Diverse and well-functioning board and committees
      • Visitors understand we are a charitable organization not a retail store
      • Donor base is broad showing wide community support
  • Step 4 Communicate for Buy-In
    • Continued to talk during staff meetings
    • One-on-one with staff and ED
  • Step 5 Enable Action: New Behaviors
    • All staff
      • Call 2 members daily to inform about events, sales, etc.
      • Take flyers and bookmarks to bead stores and book stores
      • Take flyers home to post around neighborhood
      • Take flyers around downtown Glendale
    • Curator
      • Call 5 schools/day to promote programs/tours
      • Give 1 talk/month at a civic group
    • Collections Manager
      • Call 2 non-member object donors to promote events
    • Librarian
      • Call 2 school or college libraries/day to promote library
  • Step 6 Create Short-Term Wins
    • Chart posted in break room for tracking calls made and flyers delivered. Visible to all staff.
    • Staff reported on their progress and were praised at weekly staff meetings.
  • Final Thoughts
    • Start with Step 0 – recognize the need for change
    • Most people resist change – these steps and diagnostics can help
    • Vitally important to engage board and staff in all the steps
    • Even “change” changes!
    • Get comfortable with change!
    • Don’t give up!
  • Turning the Ship: Museums Managing Change Effectively Some Helpful Resources on Change Management Our Iceberg Is Melting by John Kotter and Holger Rathgeber It’s cute and on target. Also a quick read which is very important! The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization by Dan S. Cohen. This book has the tools I’ll be discussing in my presentation. The Wharton School at the University of Pennsylvania publishes a helpful website. http:// knowledge.wharton.upenn.edu / is a searchable site with articles on every for-profit business topic imaginable. You can also sign up for e-newsletters, join them on facebook or download podcasts from iTunes. http://www.bnet.com/ is another great, free online resource with articles and videos. Like Wharton, you can sign up for alerts, join them on facebook, subscribe to RSS feed and download podcasts. Katie Anderson Principal Tenth Muse Consulting 623-229-4288 [email_address] www.tenth-muse-consulting.com