Change Management


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A model that enables people to turn what they know, into what they do

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Change Management

  1. 1. Change Management<br />By<br />Peter Anyebe<br />(<br />We would like to reference two, 2 HR Professionals in an attempt to define Organisational Change as follows:<br /><ul><li>Dave Ulrich et al in their 2008 book, HR Competencies, Mastery at the Intersection of People and Business, defined change as:
  2. 2. “The capacity to turn what we know, into what we do”.
  3. 3. And according to J. Stuart Black & Hal B. Gregersen:
  4. 4. “Unlocking individual change starts and ends with the mental maps people carry in their heads, in terms of how they see the organisation and their jobs.
  5. 5. Just like actual maps guide the steps people take on a hike through mountain ranges for instance, mental maps direct people’s behaviour in daily organisational life.
  6. 6. If leaders cannot change these individual mental maps, they will not change the destinations that people pursue or the path that they take to get there”. </li></ul>In operational terms therefore, Organisational Change would involve the evolution of an organisational culture that ensures sustained organisational growth. And this can only happen when the right workforce is in the right environment, and delivering profitable business growth.<br /> <br />By the Pareto Principle or 80-20 Rule, 80% of the work in most organizations is done by 20% of the personnel. The 20%ters are therefore the livewire of the organization. To ensure sustained growth therefore it would be sufficient to create the enabling environment in which the 80%ters have the opportunity to catch up with the 20%ters.<br />The distinguishing factor between the two, 2 groups is that the 20%ters have developed their talents optimally. A plan that ensures optimal talent development for all staffs would therefore cause sustained growth. Emile Coue’s model of the mind points us to the possibility that talent can be learned. By this model the mind has three, 3 memories as follows:<br /><ul><li>The Conscious Mind
  7. 7. The Sub-Conscious Mind
  8. 8. The Unconscious Mind</li></ul>The Unconscious Mind controls the activities of the nine, 9 visceral systems. We argue that these systems are too sensitive for their operation to have been left for humans to design. <br />The Sub-Conscious Mind contains all the programmes that people have written by themselves, with which they act. <br />The Conscious Mind is where all the learning takes place. All our procedures are constructed here, and then stored in the sub-conscious memory for use.<br />f0 = 4 (1 - 1/√z ) z = 1/2 (4 - 1/√f1 ) f1 = perception index, N= 5 f0 = sensation index, N=1 We have derived the Perception Model of Mind, PMM that complements Coue’s model. Thus a mind that functions optimally would reduce phenomena into the five, 5 essential components. Formally:<br /> <br />When these items are arranged so that they cumulate into the phenomenon that has been analysed, which then becomes the sixth, 6th item, the series that results is the Standard Procedure Series, SPS. Thus a typical SPS comprises six 6 items. <br />When standard procedures are learned, and stored for use in the sub-conscious mind from where all our actions originate, then performance at task by the standard procedure can be expected. Moreover, it would be sufficient to identify four, 4 of the five, 5 essential components of phenomena. This is when people are able to turn what they know, into what they do. Then talent would have been learned.<br />The greater the percentages of personnel that approximate this level of performance, the greater the assurance that organisational growth would be sustained. Recall that this is the core characteristic of 20%ters. <br />This requires that the 20%ters are made in-house. Our Work Culture Model is designed to do this. <br />The Duality Series provides the framework for Mental Maps. And the Organisational Kit, Org-K derives the content of the maps, when the procedure for the performance at all the tasks that are performed in the organisation would have been standardised, for use in the following analyses:<br /><ul><li>The Employment Model
  9. 9. The Performance Appraisal Model
  10. 10. Phenomenon, F1.Maxima, L22.Minimax, A1 6Object, A3.Maximin, A2 5Form, L4.Minima, L1The Skill Gaps Model</li></ul> The Duality/Standard Procedure Series<br /> <br /> <br /> <br />The Concatenation Model <br /><ul><li>Recall that optimum value is created in people when the sub conscious mind or emotional memory is re-programmed to comprise the standard procedure for the performance at task.
  11. 11. So that when the conscious mind is idle and the analytic function, F1 is nil, for F1 = 0.00, then the sub conscious mind with its synthetic function, F2 would be optimum, for F2 = 5.00.
  12. 12. But this can be achieved only when the analytic function has been optimum, for F1 = 2.00, and the mind operates by the Black Box Model, BBM (F = LA).
  13. 13. Visceral SystemsCirculatoryRespiratoryDigestiveExcretoryReproductiveEndocrineNervousMuscularSkeletalThen the synthetic activity would be a unity, for F2 = 1.00, during which the emotional memory is credited with the learned procedure. </li></ul> F1 A L F F2S/N P1 P2 P3 P4 ƩPm 67/ƩPm 1 0.0 1.0 3.0 9.0 13.0 5.15 2 0.1 1.2 3.6 10.8 15.7 4.27 3 0.2 1.4 4.2 12.6 18.4 3.64 4 0.3 1.6 4.8 14.4 21.1 3.18 5 0.4 1.8 5.4 16.2 23.8 2.82 6 0.5 2.0 6.0 18.0 26.5 2.53 7 0.6 2.2 6.6 19.8 29.2 2.24 8 0.7 2.4 7.2 21.6 31.9 2.10 9 0.8 2.6 7.8 23.4 34.6 1.94 10 0.9 2.8 8.4 25.2 37.3 1.80 11 1.0 3.0 9.0 27.0 40.0 1.68 12 2.0 5.0 15.0 45.0 67.0 1.00<br /> mPm + 1 = 2 ( ∑ Pm ) + 1, m =1 P1 = F1<br />The Concatenation Model<br />