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Transformational Organization Change Final Model Final

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Transformational Organization Change Final Model Final

  1. 1. Transformational Organization Change Model Training Module Developed by Beverly Barham May, 2010
  2. 2. Comparing the growing of an organization with the growth and nurturing of a hearty fruit-bearing tree • Components of Healthy Fruit-Bearing Tree – Root system (Leadership) – Trunk and branches (Managers/Supervisors) – Leaves and buds (Work Units, Teams, Individual Employees) – Fruit (Product/Service) • Nutrients – Resources (Equipment, Funding, Training and Development opportunities – Water (Communication) – Enrichment of Soil (Knowledge sharing, Creativity, Innovation, Collaboration) • Environment – Culture (Internal, External) – Climate (Internal, External) • Harvest – Quality (Product/Service) – Yield (Superior use of resources/Forecasting future needs Metaphorical Comparison Visual modeling for deeper understanding of growing an agency that not only survives, but thrives.
  3. 3. Fruit Producing Buds Leaf Development and Expansion Trunk Growth and Strength Root System Health [ROOTS][TRUNK][CROWN] TREE GROWTH ZONES
  4. 4. Root System Leadership Understanding Self Understanding Others Understanding Leading in the Information Age
  5. 5. Leadership Development Tools Understanding Self •Self-Assessment of Leadership Skills •Self-Assessment of Personal Traits •Vision and Values •Commitment •Communication Skills
  6. 6. Leadership Development Tools Understanding Others •Maslow’s Hierarchy of Needs •Value of Diversity in the Workforce •Motivating a Multiple Generation Workforce
  7. 7. Leadership Development Tools Understanding Managing in the Information Age •Understanding Social Networking •Understanding the Value of Collaboration •Understanding How to Create, Engage and Develop a Dynamic Workforce •Understanding How to Unleash Creativity
  8. 8. Trunk and Branches Division/Department Managers Understanding Self Understanding Others Understanding Managing in the Information Age
  9. 9. Management Development Tools Understanding Self •Self-Assessment of Management Skills •Self-Assessment of Personal Development Needs •Communication Skills •Continual Development of Management Techniques
  10. 10. Management Development Tools Understanding Others •Maslow’s Hierarchy of Needs •Value of Diversity in the Workforce •Discovering Hidden Talents and Creativity •Motivating a Multiple Generation Workforce •Assessing Training and Development Needs
  11. 11. Management Development Tools Understanding Managing in the Information Age •Understanding Social Networking •Understanding Collaboration •Understanding Knowledge Transfer •Understanding Working in Teams
  12. 12. Leaves and Buds Individual Employees, Work Units, Teams Employees •Assessment of Skills and Abilities •Work Environment •Training and Development •Self Development •Working with Others •Work/Life Balance Work Units •Fixed or Flexible •Working Across Borders •Idea Sharing •Cross Training •Communication •Collaboration Teams •Forming teams •Working Effectively as a Team •Temporary or Long Term •Within Work Units, Boundary Crossing, Global
  13. 13. Employees •Assessment of Skills and Abilities •Work Environment •Training and Development •Self Development •Working with Others •Work/Life Balance
  14. 14. Work Units •Fixed or Flexible •Working Across Borders •Idea Sharing •Cross Training •Communication •Collaboration
  15. 15. Teams Forming Teams Working Effectively as a Team Temporary or Long Term Within Work Units Boundary Crossing Global
  16. 16. How-To Guide for All Employees in the Workforce Finding Your Inner
  17. 17. Fruits of the Labor Quality of Product/Service Customer Loyalty Employee Loyalty Quality of Product/Service • Dependent on Workforce Production • Dependent on Trained and Motivated Workforce • Dependent on Commitment of Management and Leadership to Meeting Workforce Resource and Training Needs Customer Loyalty • Dependent on Quality of Product and Service • Dependent on Communication with Customer Employee Loyalty • Dependent on Employer Commitment • Dependent on Work/Life Balance • Dependent on Commitment to Organization Mission and Vision
  18. 18. Quality of Product/Service •Dependent on Workforce Production •Dependent on Trained and Motivated Workforce •Dependent on Commitment of Management and Leadership to Meeting Workforce Resource and Training Needs
  19. 19. Customer Loyalty •Dependent on Quality of Product and Service •Dependent on Communication with Customer •Dependent on Commitment to Customer Satisfaction
  20. 20. Employee Loyalty • Dependent on Employer Commitment • Dependent on Work/Life Balance • Dependent on Commitment to Organization Mission and Vision
  21. 21. Creating an Organizational Culture Empowered to Transform Hardiness Nutrients Rain Sunlight
  22. 22. Communication Communication Communication Communication Communication How Important is Communication? COMMUNICATION IS THE MOST VITAL ELEMENT FOR GROWING THE ORGANIZATION It is the life-giving vehicle that circulates the flow of ideas (much like water rains down to nourish the tree roots and is absorbed back up into the atmosphere to rain down again and revitalize the roots). Water (Rain) Continual Circular Flow Throughout the Organization
  23. 23. Nutrients Values Culture Collaboration Knowledge Transfer Training & Development Resources
  24. 24. Sunlight •Transparency •Diversity •Open- mindedness •Creative Environment •Freedom to take Calculated Risks •Global Connectedness
  25. 25. Hardiness Strategic Planning Process Awareness Aligned Resources Commitment to Vision Communication of Vision Resilience and Adaptability
  26. 26. Transformational Organization Change Model Communication Root System Self-Understanding Understanding of others Integrity Honesty Compassion Commitment to Vision Nutrients Values Culture Collaboration Knowledge Transfer Training & Development Resources Fruit Services Products Customer Satisfaction Employee Engagement Employee Loyalty Hardiness Strategic Planning Process Awareness Aligned Resources Communication of Vision Resilience and Adaptability Water Ongoing Communication Circular Feedback Freedom to Share Ideas Sunlight Transparency Diversity Open- mindedness Creative Environment Freedom to take Calculated Risks Trunk/Branches Deputy Officers Division Directors Managers Supervisors Leaves/Buds Work Units Work Teams Individual Employees
  27. 27. One Transcendental Leader at a Time Harnessing the Power of a Global Network of Transformational Organizations---one Transcendental Leader at a Time
  28. 28. Questions? Feedback? Help?

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