Enabling Positive Change - An Introduction

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An introduction to a framework and tool set for facilitating organizational, team and individual change.

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Enabling Positive Change - An Introduction

  1. Enabling Positive Change -An Introduction Ryan Siskow: People & Organizational Capability Consultant. Social Media Strategist.
  2. CHANGE is a ‘loaded’ word… 2
  3. WHY WHAT HOW The …of Enabling Change 3
  4. WHY WHAT HOW The …of Enabling Change 4
  5. YOU HAVE A VISION. YOU HAVE A MISSION. 5 &
  6. DO YOU HAVE A PURPOSE? Enabling change is not about the ‘burning platform’…it’s the reasonthings need to or must change. People are more opento change when they understand why and more committed to change when they have a clear sense of purpose. 6
  7. WHY WHAT HOW The …of Enabling Change 7
  8. Enabling Change vs. Managing Change Realizing positive change that drives positive performance, growth and profitability is not ‘managed.’ Enablement, by definition, means to provide opportunities…to make possible and practical. Successful Change Begins With The End In Mind Just like the organization’s larger vision, change is driven by a clear vision of ‘what will be.’ Effective Change Is Driven By Organizational Readiness You can’t get there unless you understand where you currently are. Change Is Not An Event -It’s A Series of Transitions Change is a journey and a set of experiences that happen through organizational and individual transitions. It’s All About Balance Facilitating change requires a clear set of tangible and practical tools that ensure that organizational and personal transitions are aligned and in ‘sync.’ WHAT road mapwill you follow? Note: The Arthur Andersen Change Enablement Framework was created during my time as project leader for the Arthur Andersen Change Enablement Competency Center. The Framework also reflects concepts from William Bridges “Managing Transitions.” 8
  9. The ‘Hardware’ of Change Organizational transitions consist of the structures, processes, systems and technologies that provide the overall ‘architecture’ for change. Leading: Preparing the organization for change through organizational reviews and assessments that measure efficiency, effectiveness, capability and readiness. Designing: Building the change strategy and program/project management plan(s) that define deliverables, metrics, milestones, resources, and tasks throughout each phase of the change plan. Realizing: Putting it into action through pilot and field testing, measurement, re-calibration, full- implementation and continuous improvement. Organizational transitions What drives an organization’s focus on the ‘hardware’ of change? 9
  10. Personal transitions The ‘Software’ of Change Personal transitions are exactly that –personal. We all experience change differently. Without an equal focus on the personal side of change, many organizations fail. Ending: Understanding the personal impact of change –letting go of the past and dealing with loss. Exploring: Overcoming anxiety, resistance and reluctance. It’s empowerment to experiment and explore and learning from success AND failure. Beginning: Adopting new values, attitudes and identities. Seeing the tangible benefits of implemented changes and working together to sustain and improve. What are some of most common reasons why change fails? 10
  11. WHY WHAT HOW The …of Enabling Change 11
  12. How will you get there? Change Is Situational There is no one single ‘best’ methodology to enable change, because every organization, team and individual experiences change differently. The key to getting there is building and leveraging a set of tools that are practical, measurable and customizable to your organization. Process Leadership Culture Communication Measurement 12
  13. HOW will you get there? Communication Strategy 13 Tools That Support Organizational Transitions: Change Strategy & Architecture: Focuses on the blueprint for change by identifying the gap between the ‘current’ and ‘future’ state: assessment of structures, roles and relationships; impact analyses; efficiency studies; workforce utilization mapping; risk mitigation and program/project management. Organizational Design & Measurement: Tools that re-design, re-set and re-deploy people, structures and systems: role-mapping; job standardization; lean processes and tools; competency modeling; performance management; and a host of HR related activities. Communication Strategy: Focuses on building awareness, encouraging commitment, updating progress: communication plans; town halls; email; ‘sneaker brigades’; internal communication portals; social media/learning tools.
  14. HOW will you get there? Communication Strategy 14 Tools That Support Personal Transitions: Culture Alignment: Focuses on assessing the impact of the current culture and value system: assessing change ‘history’; change readiness assessments; employee engagement feedback. Leadership Capacity & Stakeholder Commitment: Tools that help align leaders’ values and behaviors with the change vision and purpose through: leadership assessments (360/720); executive coaching and development; mentoring; succession planning and leadership talent mobility. Individual & Team Capacity: Focuses on increasing individual and team capability (knowledge, skills & performance) and capacity: communication styles assessment and action plans; change workshops; team building; career paths; learning and development; ‘stretch’ assignments; job rotation.
  15. SO…what’s on yourmind? Process Leadership Culture Communication Measurement 15
  16. Words tell a story…
  17. …a story that has onecommon theme:

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