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How to make a difference
 

How to make a difference

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Why would we want to make a difference? How do we go about it? With this interactive talk Plamen's goal is to inspire the audience to decide on and start planning a change initiative in their ...

Why would we want to make a difference? How do we go about it? With this interactive talk Plamen's goal is to inspire the audience to decide on and start planning a change initiative in their organization or community

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    How to make a difference How to make a difference Presentation Transcript

    • How to Make A Difference Using the Change Management 3.0 model to change anything
    • Introduction – work in pairs First• Introduce yourself Or• share a little known fact about yourself Then• Discuss: What change strategies or practices have you used in the past?Time – 3 minutes
    • How to Make A Difference Using the Change Management 3.0 model to change anything
    • Why discuss change?• Prosci study (2009) - met or exceeded project objectives• Excellent change management – 95%• Good change management - 80%• Fair change management - 51%• Poor change management - 16%
    • How important is the approach?“How we go about introducingchange is usually moreimportant than the changeitself!” Geoffrey M. Bellman [2001]
    • Why change the world?• “It’s no secret that the world is in need of change.“ - Stephen Denning• “Stop Stealing Dreams. “ - Seth Godin• "My friends, love is better than anger. Hope is better than fear. Optimism is better than despair. So let us be loving, hopeful and optimistic. And well change the world.“ Jack Layton (1950-2011)
    • W. Edwards DemingBonuses are bad for business[Deming 1986].
    • Peter F. DruckerKnowledge workers cannotbe subordinates ofmanagers [Drucker 1974]
    • Dan BobinskiPerformance appraisalsdon’t work [Bobinski 2010]
    • Science vs. Business“There is a mismatch betweenwhat science knows … andwhat business does …”
    • It’s not all badAgile Manifesto (2001)Agile adoption survey 2011
    • How did we get here?Management 1.0 = HierarchiesAt the top – high salaries, big egosAt the bottom – little money + nomotivationOld, outdated + needs an upgrade
    • Management 2.0 = FadsAdd-ons - Balanced Scorecard, Six Sigma, TOC,and TQM.Helping to better “design” the organizationsSame architecture
    • The Age of complexity (Stephen Hawking)• All organizations are networks• Management is about people and their relationships• Organizations are living systems, not machines
    • Complexity (according to Complexity Theory)
    • Complexity theory is about change “Complexity theory is […] about the dynamics ofchange in a system.” – Irene Sanders The Interaction of Complexity and Management “[…] a new theory of business that places peopleand relationships into dramatic relief.” – Roger Lewin, Birute Regine The Interaction of Complexity and Management “Complexity and Agile is a marriage made inheaven.” – Dave Snowden http://vimeo.com/30596502
    • So far..• Change is important• Mismatch between business & science• Management needs upgrade• Complexity theory
    • The Management 3.0 ModelView #1: Energize People
    • The Management 3.0 ModelView #2: Empower Teams
    • The Management 3.0 ModelView #3: Align Constraints
    • The Management 3.0 ModelView #4: Develop Competence
    • The Management 3.0 ModelView #5: Grow Structure
    • The Management 3.0 ModelView #6: Improve Everything
    • Exercise #1Pick a index card and write two ideas orinteresting facts that you’ve just learned…… and then give it to someone else!Time: 1 minute
    •  The FeedbackDoor/Wall   
    • 1. Dance with the System• Inspect• Adapt• ...and Anticipate• and Explore
    • PDCA• Plan – What Is Your Goal? – Where is it going well?• Do – What are the crucial steps? – When & Where do you start?
    • PDCA• Check – How Do You Get Feedback? – How Do You Measure Results• Act – How long is the Feedback cycle? – How Do You Accelerate Results?
    • 2. Mind the People• Remove barriers• The ADKAR model
    • ADKAR model - Awareness• How Will You Communicate?• How Will You Set an Example?
    • ADKAR model - Desire• How Do You Make It Urgent?• How Do You Make It Desirable?
    • ADKAR model - Knowledge• Who Will Be Teaching?• How Will You Teach Them?
    • ADKAR model - Ability• What Makes It Easy?• How Can They Practice?
    • ADKAR model - Reinforcement• What Are the Short-Term Wins?• What Makes It Sustainable?
    • 3. Stimulate the Network
    • The Innovation Adoption curve• Initiators• Innovators• Early Adopters
    • The Innovation Adoption curve• Early Majority• Late Majority• Laggards
    • Change the Environment
    • The 5 I’s model• Make Information Available• What is the group’s identity• Can you incentivise good behaviour?
    • The 5 I’s model• What barriers can you remove?• How can you make it easier?• Who makes the rules?
    • Summary• Change is important• Mismatch between business & science• Management needs upgrade• Management 3.0/Complexity theory• Change Management 3.0 model
    • Exercise #2On the index card you’ve been given write oneor two ideas or interesting facts that you’velearned from the last section… and then give it to someone else!Time: 2 minutes
    • Short break• Coming up… Become a change agent
    • Become a Change AgentWe will be designing our own change strategy- To make a difference in your organisation, community, etc.- To introduce some kind of change- To.. ?
    • Conclusion• Partner with the person sitting next to you to answer one or more of these questions – How do I feel about what I learned? – What do I remember from this presentation? – Can I use what I learned? – How does my organisation benefit from what I learned?