Successfully reported this slideshow.

SCOD Forum Change - May 5 2010


Published on

Chairperson's slides from SCOD Forum May 5 2010.

Published in: Business
  • Be the first to comment

  • Be the first to like this

SCOD Forum Change - May 5 2010

  1. 1. SCOD <ul><li>Strategy, Change & Organisation Development </li></ul>5 May 2010 Welcome Director: Tiffany Gray Chair: Andrew Levy
  2. 2. SCOD <ul><li>Agenda: </li></ul>SCOD Forum 5 May 2010 9.30-10.30 Welcome and discussion: You, Change and Your Organisation 10.30-11.00 Morning tea 11.00–12.00 Role as given and role as taken of the Change Agent 12.00-12.30 Role, system, context 12.30-1.15 Lunch 1.15-2.15 Change from the perspective of the Line Manager 2.15-2.45 Creating SCOD on 28 July 2.45-3.00 Close 3.00-3.30 Afternoon tea
  3. 3. SCOD <ul><li>Ground rules: </li></ul>SCOD Forum 5 May 2010 <ul><li>Be open-minded and sceptical at the same time </li></ul><ul><li>Tell us when you hear information that could create problems for you </li></ul><ul><li>Do what you need to do to make this session work for you </li></ul>
  4. 4. SCOD <ul><li>The purposes of SCOD are: </li></ul><ul><li>To have a day out from &quot;business-as-usual”; to get refreshed and rejuvenate your thinking </li></ul><ul><li>To foster sustainable leadership – stepping outside your organisation and its paradigms and to get new insights and experiences that you can apply back in your organisation. </li></ul>SCOD Forum 5 May 2010
  5. 5. SCOD SCOD Forum 5 May 2010 <ul><li>SCOD stands for Strategy, Change & Organisation Development </li></ul><ul><li>Today's theme is &quot;Change&quot; </li></ul>Today's theme
  6. 6. SCOD <ul><li>Your questions from 17 February: </li></ul>SCOD Forum 5 May 2010 <ul><li>How do we be &quot;honest&quot; about the vision for our organisation? </li></ul><ul><li>How do we develop and maintain an ongoing dialogue between the collective and the individual? </li></ul><ul><li>eg performance reviews </li></ul><ul><li>What drives people to focus on what they do rather than how ? eg client vs behaviour </li></ul><ul><li>How do we change our culture from blame to trust? </li></ul>
  7. 7. SCOD <ul><li>&quot;Who Killed Change&quot; by Ken Blanchard </li></ul>SCOD Forum 5 May 2010 <ul><li>Culture </li></ul><ul><li>Plan </li></ul><ul><li>Commitment </li></ul><ul><li>Budget </li></ul><ul><li>Sponsorship </li></ul><ul><li>Trainer </li></ul>4. Change L'ship Team 11. Incentive <ul><li>Communication </li></ul>12. Performance Mgt <ul><li>Urgency </li></ul>13. Accountability <ul><li>Vision </li></ul>14. ?
  8. 8. SCOD <ul><li>Questions: </li></ul>SCOD Forum 5 May 2010 <ul><li>Think of an important – and challenging – change that you are involved in at work. </li></ul><ul><li>Identify the two big questions that, if you knew the answer, would have the biggest impact on you helping your organisation successfully achieve this change. </li></ul>
  9. 9. SCOD <ul><li>Questions to ponder: </li></ul>SCOD Forum 5 May 2010 <ul><li>What were the 2 questions? </li></ul><ul><li>What were their similarities? </li></ul><ul><li>What were the differences? </li></ul><ul><li>How important are these 2 questions to you? </li></ul><ul><li>How possible is it to answer them? </li></ul><ul><li>What would it take to find a solution to them? </li></ul>
  10. 10. SCOD <ul><li>Our questions for today: </li></ul>SCOD Forum 5 May 2010 <ul><li>How do we create a mode of change that taps into a mix of motivations? </li></ul><ul><li>How do we measure behavioural change? </li></ul><ul><li>How do we make the agreed end state &quot;sticky&quot;? </li></ul><ul><li>… and how do we do this when we have competing interests: </li></ul><ul><li>eg transformation v. business as usual ? </li></ul>
  11. 11. SCOD <ul><li>Review questions: </li></ul>SCOD Forum 5 May 2010 <ul><li>What insights have you received? </li></ul><ul><li>What questions do you still have? </li></ul><ul><li>What information or discussions would you like to have at the next SCOD? </li></ul>
  12. 12. SCOD <ul><li>For the next SCOD… </li></ul>SCOD Forum 5 May 2010 <ul><li>A follow up activity or &quot;stream&quot; from today </li></ul><ul><li>Interactive, shared experiences of what does and doesn't work for measuring behavioural change </li></ul><ul><li>How to formulate an approach to engaging key decision makers and sponsors in &quot;consequences&quot; </li></ul><ul><li>Suggestion: present a model/concept and allow the group to engage/interrogate it </li></ul><ul><li>Some sort of &quot;group coaching&quot; process eg on what sort of preparation is needed to be ready to engage in a change process </li></ul><ul><li>A workshop relevant to our organisation - to hear from business leaders eg on what it was that created clarity, that helped you to go from grey to sunshine; what caused the need to drive a business case? </li></ul><ul><li>To hear from change &quot;sponsor&quot; to understand them in their role </li></ul>