Change management: creating shared meaning,
        commitment and sustained effort in
organisational change initiatives t...
Agenda…

•   Does this Sound Familiar?
•   Organisational Change
•   The Change Curve
•   Case Study
•   World Café
•   As...
Does this sound familiar?

• Why could the change initiators not transfer the
  energy for the change to the organisation?...
“Tappers” and “Listeners”…

• Elizabeth Newton (1990) studied a simple game in
  which she assigned participants to one of...
Organisational Change…

• All too often, organisational change is initiated by
  executive and/or senior leadership, with ...
The Change Curve…


                                                                                  Confidence
         ...
Organisational Change…

• This apparent gap between the leadership group and
  the rest of the organisation can create a g...
Case study…

• A regional office of a South African Information and
  Communications Technology (ICT) company
  implemente...
Case study…

• Employees became discouraged due to all the
  “resets” and the programme started losing
  significance and ...
Case study…

• Management team found themselves in the
  unfortunate position of having to continue with the
  programme w...
World Café Conversations…

      • Have been used
        successfully with
        groups as small as 12
        and as l...
World Café Principles…

                     Clarify the
                      context


Make collective
                 ...
The Intervention…

• Ninety employees (out of a possible 120) attended
  the intervention and spent only two hours explori...
Number of days




                                                                               100
                   1...
What Participants had to Say…
                                                   A perfect opportunity for interaction wit...
Importance of involving employees…
• The 21st century global environment (uncertainty and
  rapid change) versus the more ...
Importance of involving employees…


             HI
                                          The depth and breadth
     ...
Aspects to address during interactive communication events




Direction                        Energy                    ...
Conclusion…
• Rhetoric of employee involvement in the planning and
  execution of initiatives, yet organisations often pla...
Questions…
References…
Newton, E. (1990). Overconfidence in the communication of intent: Heard and
   unheard melodies. Unpublished P...
Upcoming SlideShare
Loading in …5
×

Interactive & Collaborative Communication V002

632 views

Published on

Presentation I delivered at a Seminar hosted by Knowledge
Resources focussing on Internal Communications (18 September 2008)
Topic: Change management: creating shared meaning, commitment and sustained effort in organisational change initiatives through interactive and collaborative comunication techniques

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
632
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
1
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Interactive & Collaborative Communication V002

  1. 1. Change management: creating shared meaning, commitment and sustained effort in organisational change initiatives through interactive and collaborative communication techniques 18 September 2008
  2. 2. Agenda… • Does this Sound Familiar? • Organisational Change • The Change Curve • Case Study • World Café • Aspects to Address during Interactive Events
  3. 3. Does this sound familiar? • Why could the change initiators not transfer the energy for the change to the organisation? • Why didn’t people “get” that this change was ultimately for the good of everyone? • What could be done to create ownership of the problems and the solutions among all people involved?
  4. 4. “Tappers” and “Listeners”… • Elizabeth Newton (1990) studied a simple game in which she assigned participants to one of two roles: “tappers” or “listeners”. • Tappers have been blessed with the “curse of knowledge” – once we know something, it is hard to imagine what it was like not to know it (Heath & Heath, 2008).
  5. 5. Organisational Change… • All too often, organisational change is initiated by executive and/or senior leadership, with the help of a few external consultants. • This small group of people spends a significant amount of time discussing, debating, arguing, and analysing the reasons for having to change – creating the tune in their heads.
  6. 6. The Change Curve… Confidence Current Reality Competence Sense of Denial Productivity accomplishment Increased Anxiety productivity Fear Commitment Resistance Recognition of opportunity Immobilisation Exploration Valley of Despair Disruption Transition Time
  7. 7. Organisational Change… • This apparent gap between the leadership group and the rest of the organisation can create a great deal of frustration: – on the one hand because the leaders appear unsympathetic, and – on the other hand that the employees appear unwilling, non-supportive and non-committed
  8. 8. Case study… • A regional office of a South African Information and Communications Technology (ICT) company implemented a strategy that is focused on improving service delivery and support, as well as client and employee satisfaction. • Senior management team launched an initiative at the various operational sites. • Longest period of service stability 24 days.
  9. 9. Case study… • Employees became discouraged due to all the “resets” and the programme started losing significance and credibility. • It also appeared that employees did not support or understand the guidelines of what constituted an incident; and that they lacked information on how to prevent previous incidents from occurring again. • Employees interpreted this as “just another management intervention”.
  10. 10. Case study… • Management team found themselves in the unfortunate position of having to continue with the programme without the necessary support from the employees. • Management team agreed to use an interactive and collaborative conversational process (the World Café) to create shared meaning and buy-in.
  11. 11. World Café Conversations… • Have been used successfully with groups as small as 12 and as large as 1200 people • Participants encouraged to contribute in small groups
  12. 12. World Café Principles… Clarify the context Make collective Create warm knowledge and and friendly insight visible environment and actionable Harvest and Explore share collective questions that discoveries matter Connect diverse people and perspectives
  13. 13. The Intervention… • Ninety employees (out of a possible 120) attended the intervention and spent only two hours exploring the following three questions which related to aspects of legitimacy of the programme, motivation, and ownership: – How do you feel about the service improvement programme? – What will happen if we don't have something like the service improvement programme on site? – How can we improve the service improvement programme to achieve exceptional results?
  14. 14. Number of days 100 10 20 30 40 50 60 70 80 90 0 Reset 1 0 Reset 2 5 Reset 3 2 Reset 4 7 Moving from Conversation to Action… Reset 5 2 Reset 6 9 24 Reset 7 16 Reset 8 Reset 9 1 Reset 10 3 Reset 11 3 15 Reset 12 16 Reset 13 18 Reset 14 10 Reset 15 Reset 16 9 12 Reset 17 World event Café 25 Reset 18 44 Reset 19 68 Reset 20 81 Current
  15. 15. What Participants had to Say… A perfect opportunity for interaction with A positive impact on the effectiveness of the other employees: programme: “It felt good to participate in something like “I am very sure that if we didn't have this this. I often feel that we are just sitting in our intervention, we would still have struggled on offices, doing our job, but we don't really like before... there were lots of new ideas that communicate with the people around us... we worked with after the session and created and this created that opportunity... I didn't a new process. This intervention definitely feel like an outsider anymore...” created the turning point in our programme and created lots of energy and creativity in teams. It also stimulated interaction between the people and the various teams” Opportunities for alignment, resulting in participants taking ownership of the programme: Employees could contribute without fear of victimisation and add suggestions on how to “This was the first time it was really improve the current programme: communicated well. People could see and understand what it was about – and just this “In a normal forum, like the official site communication already made a big difference. communication session we have on a monthly It is more fun and not as rigid as it was before basis, you are not given an opportunity to air when management initiated it... it now your views... seeing that we could, caused belongs to all of us.” others to air their views and speak the truth.”
  16. 16. Importance of involving employees… • The 21st century global environment (uncertainty and rapid change) versus the more predictable twentieth century. • Utilise more effective interactive and collaborative communication techniques. • Various methodologies to consider: – World Café – Whole Scale Change – Open Space Technology – Appreciative Inquiry – Drum Café – Future Search, etc.
  17. 17. Importance of involving employees… HI The depth and breadth of agreement on the future is directly Whole System’s related to who is Head & Heart Connection going to get it done! DVFS>R Percentage --- in other words – Those who envision the future are the ones who end up making it Speed of LO HI happen! Transformation
  18. 18. Aspects to address during interactive communication events Direction Energy Distributed leadership (employee • Legitimacy in the eyes of • “Gut-level” as well as ownership) all employees. “head level” engagement. • Management should not • Opportunities for good • Employees enabled to be clinging too tightly to a ideas to come from own their problems and previously designed and anywhere. solutions. implemented solution. • WIIFM (What’s-in-it-for- • They should have the me) information, skills, and resources. • Should be important for all employees.
  19. 19. Conclusion… • Rhetoric of employee involvement in the planning and execution of initiatives, yet organisations often plan and communicate initiatives top-down, without involving employees in the process. • What is needed for effective, sustainable change are sessions in which people collectively explore each other’s assumptions, seek and expand common ground, shape a desired future and jointly take ownership of the solutions to the issues at hand. • Example: Launch of a major programme consisting of a number of projects to all affected employees…
  20. 20. Questions…
  21. 21. References… Newton, E. (1990). Overconfidence in the communication of intent: Heard and unheard melodies. Unpublished Ph.D dissertation, Stanford University. Heath, C. & Heath, D. (2008). Made to stick. London: Random House Books. Holman, P., Devane, T., & Cady, S. (Eds.). (2007). The change handbook (2nd ed.). San Francisco: Berrett-Koehler Publishers. Kubler-Ross, E. (1989). On Death and Dying. London: Tavistock/Routledge. (Original work published 1969).

×