Fritz khumalo linkage sa

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Fritz khumalo linkage sa

  1. 1. Re-inventing Organisational Development Conference Managing Organisational Transitions
  2. 2. About Linkage • A global human capital consulting firm with offices in the US, Europe, Asia, and Africa. Proven Leadership Innovative Development Strategic Change Programs Consulting Customized Research-based Results Focused & Public Human Capital and Assessments Training Talent Management & Coaching Solutions Leading Edge World Renowned Summits & Distance Learning Institutes We provide a comprehensive blend of human capital management products and services to improve the efficiency, effectiveness, innovation and productivity of individuals and organizations
  3. 3. Agenda 1. Change and Transitions 2. The Transition Process 3. Managing Endings 4. Leading people through the neutral zone 5. Facilitating new beginnings
  4. 4. Where is Transition Management? Strategic Change Planning Leadership Transition Management The Missing Piece
  5. 5. Change An Event: It is situational and is external to us. Change Something old stops Something new begins
  6. 6. Transition A gradual psychological reorientation that happens inside us as we try to adapt to change. Transition New Endings Beginning Neutral Zone
  7. 7. 9
  8. 8. Resistance • It’s the transition, not the change that people often resist. − Loss of their identity and their world − Disorientation of the neutral zone − Risk of failing in a new beginning
  9. 9. How it all impact us Change Circumstances outside us Transition Resonance Reorientation Private meaning inside us triggered in us
  10. 10. - William Bridges
  11. 11. Phases of Transition Beginnings • Being “with it” • The new chapter Neutral Zone • Renewal • In-between time •Endings • Chaos •• Loss • Clean slate •• Letting go •• Getting closure •• Saying good-bye
  12. 12. Change & Transition in SA Change Management 1994 Elections A birth of a new South Africa Transition Mandela Era Mbeki Era Soccer World Rugby & African Economic Cup Hope for unity A divided nation Reconciliation Nations Cups Footprint & 16 yrs later Political divisio n
  13. 13. Seven Principles of Transition Management • 1. You have to end before you begin. • 2. Between the ending and the beginning, there is a hiatus. • 3. That hiatus can be creative. • 3. Transition is developmental. • 5. Transition is also a source of renewal. • 6. People go through transition at different speeds. • 7. Most organizations are running a “transition deficit.”
  14. 14. Focus on Transition Focus on Change Management Evenly Distributed Transition Management Management Change Management
  15. 15. 8 Anchoring New 7 Approaches Consolidating in the Culture 1 Gains and Establish a Producing Sense of More Change Urgency 6 The Kotter Generating 2 Short-Term Model Creating the Wins Guiding Coalition 5 3 Empowering Broad-Based Developing a Action 4 Vision and Strategy Communicati ng the Change
  16. 16. Where Change Fails…or Succeeds Common Vision Communication Barriers Removed Progress Reinforcement Complacency Not Important / Case Communication Barriers Removed Progress Reinforcement Confusion / Misalignment Inaction/ Case Common Vision Barriers Removed Progress Reinforcement Confusion/ Resistance Case Common Vision Communication Progress Reinforcement Frustration Cynicism/ Common Communication Barriers Removed Reinforcement Case Loss of Vision Momentum Case Common Vision Communication Barriers Removed Progress Wasted Effort Case Common Vision Communication Barriers Removed Progress Reinforcement CHANGE
  17. 17. Five Core Activities of Change Management 1. Establish a successful foundation for change: Why it is necessary What is at stake Future direction 2. Consider solutions that address the need for change. 3. Conduct impact assessment on the solutions. 4. Choose the best solutions and design an implementation plan. 5. Implement the plan and correct as necessary.
  18. 18. Five Core Activities Of Transition Management 1. Develop and execute an effective change management plan. 2. Identify where groups and key individuals are in the three-phase transition process. 3. Implement strategies for managing endings and losses. 4. Implement strategies for leading people through and profiting from the neutral zone. 5. Implement strategies for helping people to make a new beginning.
  19. 19. The Transition Process
  20. 20. 28
  21. 21. 30
  22. 22. Where Are People in the Transition Process? Ways to determine: • Signs • Words • Losses
  23. 23. Signs Of Transition: GRASS • Guilt • Resentment • Anxiety • Self-absorption • Stress
  24. 24. Productivity During Transition Productivity Performance New Beginning Ending Neutral Zone TIME
  25. 25. Where Are People In The Transition Process? Admin Group Sales & Marketing Not Yet Y.S. Finished Begun CEO Southern Senior Management Field Northern P.I. Offices Field Offices Central Field Board of R.J. Directors Offices T.P. IT Group Customers N.R. Date
  26. 26. Managing Endings & Losses
  27. 27. “Though no one can go back and make a brand new start, anyone can start from now and make a brand new ending.” Anonymous
  28. 28. 38
  29. 29. Who Stands To Lose What? •What?______________________ Turf Status Power Influence Relationships Memberships Routines/Structures Personal Future Meaningful Work Control of Destiny Personal Identity Competence Other •Who?_______________________ Groups Individuals Outsiders You
  30. 30. To Manage Endings Make sure that… 1. People understand what is and is not finished. 2. People feel their losses are seen and acknowledged. 3. You have removed excuses to hold on to the past. 4. You have used boundary actions or events to mark a clean break. 5. Your managers understand and accept grieving.
  31. 31. To Manage Endings 6. You’ve sold the problem without denigrating the past. 7. People are getting all the information they need. 8. People have been given a piece of the past. 9. You’ve looked for ways to soften the impact and protect people’s interests. 10. You’ve used ceremony, ritual, or symbolic events to gain closure.
  32. 32. Letting Go I, ___________________________ It’s time to say… _ in recognition of the need to let Good-bye go of an old way, idea, behavior, point of view, person, image of the Auf Wiedersehen organizations, job, role relationship, group, etc, do so Sayonara symbolically by naming it here… Farewell ___________________________ ___________________________ Adios ___________________________ ___________________________ Au Revoir ___________________________ _______________ …and sending it on its way.
  33. 33. Leading People through the Neutral Zone
  34. 34. “When you get to the end of your rope, tie a knot and hang on.” Franklin D. Roosevelt
  35. 35. Neutral Zone Challenges: • Getting through it safely • Using the time creatively
  36. 36. Getting through the Neutral Zone Re-establish the four things endings destroy. C.U.S.P. Control Understanding Support Purpose 48
  37. 37. Leading People Through The Neutral Zone • Focus on: 1. Communication 2. Temporary Solutions 3. Enhancing Creativity 4. Increasing Learning
  38. 38. Communication • Accomplish the 2 C’s − Maintain Connection − Show Concern
  39. 39. Communication • Communicate the 4 P’s − Explain the Purpose − Show/co-create the Picture − Lay out the Plan − Allocate the Part
  40. 40. 56
  41. 41. Temporary Solutions • Reporting • Policies Relationships • Procedures • Task Forces • Decision Making • Organizational Processes Structures • Behavioral Standards • Communication • Priorities Systems • Roles • Training Programs • Material Resources • Staffing • Compensation • Values Arrangements • Work Schedules
  42. 42. Enhancing Creativity • Encourage experimentation and risk taking. • Enhance trust. • Study the organization’s situations or events for clues. • Expose people to diverse perspectives, industries, and disciplines. • Provide settings that teach, encourage, and reward creative techniques and processes.
  43. 43. Enhancing Learning • Use feedback mechanisms to learn from organizational experiences. • Review areas that are no longer acceptable or getting results. Unlearn them. • Create opportunities for coaching and mentoring. • Create access to formal learning programs for all staff and reinforce application. • Help people build new work/career development plans that capitalize on the new situation.
  44. 44. Coaching Employees in Transition • Think of an individual who seems to be particularly challenged in response to a change. • What have you observed about their behavior, work/task practices, and apparent attitude? • What did you do (or are you doing) to work with this individual, to coach them?
  45. 45. Facilitating New Beginnings
  46. 46. “Beginnings are always messy.” John Galsworthy
  47. 47. “Every beginning is a consequence. Every beginning ends something.” Paul Valery
  48. 48. Starts Beginnings • Practical happening • Psychological happening • New situation • New understanding • New systems • New values • New titles • New attitudes and identities • Need to be designed • Need to be nurtured • Take place on schedule • Follow internal clock of the heart and spirit • Are the result of • Are the result of process decisions
  49. 49. Facilitating New Beginnings 1. Fine tune the implementation plan. 2. Translate the changes into new behaviors and attitudes. 3. Provide opportunities to practice new skills in low threat situations. 4. Work collaboratively with people to help define the new roles and practices.
  50. 50. Facilitating New Beginnings 5. Review and update the reward structure to support new skills and knowledge. 6. Focus on and publicize early successes and the new identity. 7. Build in responsiveness and flexibility.
  51. 51. Any Questions??

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