To Change … or not to Change?What starts with a good“IDEA”? Becomes a “Necessity”?……. And not a“Catastrophe”?
What are the Facts of the Change?THE ORGANISATION ITSELFü DAY TO DAY REALITIES ü What are the Departmental • Culture breakdowns • Function • Structureü GEOGRAPHY & DISTRIBUTION ü Where ? National, city centreü SIZE OF ORGANISATION Cost ü How are the Team structures ??ü PEOPLE WITHIN ü Who are the Personalities ü Where is the Authority • Timing • Necessityü PURPOSE OF ORGANISATION • Projection ü What do they do? ü Who do they target?
What are the influences to thePATTERN Change? & (and performance improvements)ATTITUDE Strategy for Markets Change Structure of Environment Business Culture Processes People COGNITIV BEHAVIOURAL E Processes (Processes)(Growth and Change for Organisations, ITAA, 2006 – Thomas Steinert’s Mapping of active and reactive context-element-Influences)
How are the Changes Sabotaged? TIME Third Parties to Power Organisation structureSaviours & CHANG ReframingScapegoats E Interventions Discounting Games
What can we do as TA Practitioners? Boundaries Change DesigningProblemSolving Helicoptering CHANG ERoleUnderstanding Solution Implementing Faith in Change Support change
Question; …….. How would you assist an Organisation where the ‘risks’ involved in transformationbegin to overtake the ‘necessary’ urgency for change?