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Change... or not to change

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Change... or not to change

  1. 1. To Change … or not to Change?What starts with a good“IDEA”? Becomes a “Necessity”?……. And not a“Catastrophe”?
  2. 2. 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?  
  3. 3. 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)
  4. 4. How are the Changes Sabotaged? TIME Third Parties to Power Organisation structureSaviours & CHANG ReframingScapegoats E Interventions Discounting Games
  5. 5. What can we do as TA Practitioners? Boundaries Change DesigningProblemSolving Helicoptering CHANG ERoleUnderstanding Solution Implementing Faith in Change Support change
  6. 6. Question; …….. How would you assist an Organisation where the ‘risks’ involved in transformationbegin to overtake the ‘necessary’ urgency for change?

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