20 shortcuts to organizational change

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20 shortcuts to organizational change

  1. 1. 20  shortcuts  on   Organiza1onal   Change   Luc  Galoppin   January  21st  2013  
  2. 2. 1.  Two  Sides  to  Every  Change  Ra#onal   Somewhat  predictable:  Knowledge  and  Skills   Emo#onal   Below  the  surface:  Mo/va/on   2  
  3. 3. 2.  Emo#ons,  Moods  &  Feelings  •  You  will  be  confronted  with   anxiety  and  resistance,   regardless  of  whether  the   change  is  posi1ve  or  nega1ve.    •  You  can  channel  these   emo1ons  to  the  benefit  of  your   change  in  order  to  obtain  more   clarity  and  less  confusion.    •  THE  REAL  QUESTION:   How  do  we  channel  these   emo#ons  so  they  can  fuel  your   project  instead  of  blocking  it?   3  
  4. 4. 3.  The  Cycle  of  Life  and  Death:  Ground  Zero   of  Change  Management   New  Ability   Relaxed  state   Denial   Acceptance   Anger  Performance   Self  Esteem   Bargaining   Stress   Depression   Time   Time   The  change  cycle  from  a  developmental   The  change  cycle  from  a  pallia1ve  care   point  of  view   point  of  view   4  
  5. 5. 4.  One,  Two,  Three  ...  Change!   5  
  6. 6. 5.  The  One  Mistake  We  All  Make   Future     State   Performance   Current     State   The  natural  cycle  of   change   Time   6  
  7. 7. 6.  Be  the  Change:  The  example  of  Barefoot  Ted   7  
  8. 8. 7.  Chaos  and  the  Kitchen  Sink   8  
  9. 9. 8.  The  Chasm   9  
  10. 10. 9.  Employees  as  Customers   10  
  11. 11. 10.  The  Speed  of  Change   11  
  12. 12. 11.  How  to  Eat  the  Elephant   12  
  13. 13. 12.  Change  Agents  and  Warcraa   13  
  14. 14. 13.  UN  Peace  Keeping  Troops   Transition Teams Project central Site 9 Site 8 Site 7 One plan One team Site 6 One channel SAP Coach SAP Coach SAP Coach Site 5 site 1 site 2 site 3 Site 4 SAP Coach SAP Coach SAP Coach Site 3 site 4 site 5 site 6 Site 2 SAP Coach SAP Coach SAP Coach site 7 site 8 site 9Site 1 Local SAP Coach Structured and facilitated status Responsible meeting each Friday Direct access to local responsible for each domain One face to the customer 14  
  15. 15. 14.  Go  Local.  Be  There.  Spend  Time.   Malik Maj. 
 Noorafzhal,Jim Gant! tribal leader! INFLUENCE WITHOUT AUTHORITY! Work WITH tribes, not against them   15  
  16. 16. 15.  Power  to  the  Architects   Default options are sticky People respond to feedback Expect error CHOICE ARCHITECTURE 16  
  17. 17. 16.  Quantum  Mechanics   17  
  18. 18. 17.  The  Three  Ingredients   18  
  19. 19. 18.  Behavioral  Communica#on   19  
  20. 20. 19.  Cooking  Class   20  
  21. 21. 20.  Gecng  Your  Act  Together   What’s  in  it   Why  should  I   for  me?   care?   The Organizational Change Portfolio COMMUNICATION LEARNING4 ’workstreams’ with adistinct return on investment:•  Communication Stream: What  should    Managing expectations and I  do?  supporting the program during How  do  I  its complete lifecycle in staying in do  that?  touch with the organization.•  Learning Stream: Upgradingthe skills and knowledge of theorganization in terms of context(why), content (what) and Who  does  actions (how). what?  •  Organization Stream: defineand implement a neworganization structure and define ORGANIZATION PERFORMANCEand realize new responsibilitiesfor working.•  Performance stream: Translate What  will  this  come  down  the principles of the businesscase into concrete new ways of to  in  prac#ce?  working.
  22. 22. “20  Shortcuts  on  Organiza#onal  Change”  hPp://www.slideshare.net/lucgaloppin/20-­‐shortcuts-­‐on-­‐organiza1onal-­‐change-­‐management   22  
  23. 23. About  •  Luc  Galoppin   Mob:  +32  497  399  880   Email:  luc.galoppin@reply-­‐mc.com     Blog:  hPp://www.reply-­‐mc.com     TwiPer:  @lucgaloppin   23  

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