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Change ManagementIntroductionAmersfoortTG Business Improvers
Change ManagementOrganizational change has some hypesand rages– Dismantling, downsizing, asset stripping– Reformulate, reo...
Change ManagementSome of the observations made withrespect to changing organizations– Change is complex: it often involves...
Change ManagementPlanned change is…– Realizing aimed results– Regarding the motive, context and philosophy– By influencing...
Change ManagementElements of Planned Change                    Context                                        Actors Histo...
Change ManagementThere are (very) much desired outcomespossible                    Interactions                    Primary...
Change ManagementTo change design and control                                 Strategy                                    ...
Change ManagementThe change strategy’s key question: whatis the change leverage?Relevant subquestions– What should the out...
Change ManagementFour reasons for using the colours duringa organizational change– Firstly, provide a colourful change exp...
Change ManagementOrganizational change and five ways ofthinking about change                    Something changes when you...
Change ManagementYellowprint thinking Assumptions                                            Ideals Something changes when...
Change ManagementBlueprint thinking Assumptions                                       Ideals Something changes when you:  ...
Change ManagementRedprint thinking Assumptions                                        Ideals Something changes when you:  ...
Change ManagementGreenprint thinking Assumptions                                        Ideals Something changes when you:...
Change ManagementWhiteprint thinking Assumptions                                           Ideals Something changes when y...
Change ManagementSome choices in the approachExpert approach      Co-creationPhased solution      Integral solutionQuick w...
Change ManagementTG Business Improverswww.twynstragudde.nlAll rights reserved. No part of this presentation may bereproduc...
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Presentation on change management by Twynstra Gudde Business improvers

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Presentation on change management by Twynstra Gudde Business improvers

  1. 1. Change ManagementIntroductionAmersfoortTG Business Improvers
  2. 2. Change ManagementOrganizational change has some hypesand rages– Dismantling, downsizing, asset stripping– Reformulate, reorganize, rethink– Merge, integrate– Make cultural change– Bending, forming, elevating– Rationalize, re-engineer, revitalize– Turn around, buy outs, leverage die-out– Flattening, independent, remote places– Organizations learn to learn, knowledge management– Empowerment, open space meetings, networking ...© Twynstra Gudde 2 2
  3. 3. Change ManagementSome of the observations made withrespect to changing organizations– Change is complex: it often involves many changes at once– Change is about individuals– A big change may consist of (very) many small changes– A big change for the shop floor can be a little change for the top and vice versa– You can never know for sure whether a proposed change is the right one– If you do nothing, an organization still turns© Twynstra Gudde 3 3
  4. 4. Change ManagementPlanned change is…– Realizing aimed results– Regarding the motive, context and philosophy– By influencing the actors– By walking through the change programme in phases and steps– By communicating and add meaning to what people are doing– In which the whole process will be managed by– Deliberate interventions of change agents© Twynstra Gudde 4
  5. 5. Change ManagementElements of Planned Change Context Actors History Trigger Ideas Phases Results Communication and sense making Philosophy Steering© Twynstra Gudde 5 5
  6. 6. Change ManagementThere are (very) much desired outcomespossible Interactions Primary & Design & Products Supporting Control processes & Services Intended outcomes are multidimensional: - external and internal - (im-)material (physical and / or People mental) ­ (r) evolutionarily - 0e t/m 3e order solution - ...© Twynstra Gudde 6 6
  7. 7. Change ManagementTo change design and control Strategy Management Structure style Organize Culture Systems Staff- Balance between the organizational variables- Consistency of organizational variables- Heterogeneity of the organizational variables© Twynstra Gudde 7 7
  8. 8. Change ManagementThe change strategy’s key question: whatis the change leverage?Relevant subquestions– What should the outcome(s) be? (The people who need to change, interactions, organizational processes)– How was and is it now within the organization? (The history and current state of affairs)– Is it a jump or small steps, is it about to improve or to innovate? (The nature and extent of the differences between current and desired)– What resistance and blockages are there? (The opposition, the absorption capacity, the change capacity)– Are the change agents able and willing? (The vision, strength, readiness, skill)– What basic colour can we choose? (Where do we make it easy and where difficult?)– Is it really possible? (The feasibility and realistic content)© Twynstra Gudde 8 8
  9. 9. Change ManagementFour reasons for using the colours duringa organizational change– Firstly, provide a colourful change expert diagnosis: of people, organizations, issues, ...– Choose the most promising situational colour in addressing a change. What suits the issue, the organization, the ...?– Be aware of your own preferred style, assumptions and imbalance– Make sure you use the same language as others when talking about change without wrangling about "will change only slightly as you ..."© Twynstra Gudde 9 9
  10. 10. Change ManagementOrganizational change and five ways ofthinking about change Something changes when you . . . Yellow print Bring the interests of the most important players together by means of a process of negotiation enabling consensus or a win-win solution Blue print Formulate clear goals and results, then design rationally a systematic approach and then implement the approach according to plan Red print Motivate and stimulate people to perform best they can, contracting and rewarding desired behavior with the help of HRM-systems Green print Create settings for learning by using OD interventions, allowing people to become more aware and more competent on their job White print Understand what underlying patterns drive and block an organization’s evolution, focusing interventions to create space for people’s energy‒ Change is in the eye of the beholder‒ Each viewpoint has its ++ en --, ideals and pitfalls© Twynstra Gudde 10 10
  11. 11. Change ManagementYellowprint thinking Assumptions Ideals Something changes when you: - Create common interests/win-win situations - Search for common interests - To safeguard the feasibility of solutions - Compel people to take certain positions - Form coalitions - Formulate new policies Pitfalls “Changing = a power game” - Building castles in the air - Power struggles (loose-loose) Route Change agent Result: unknown & changing along the way Role: facilitator who guards and uses his own power base Interventions e.g.: - Alliance building Competencies e.g.: - Arbitration/mediation - Indepence and self-control - Creating/changing top structures - Sensitive to power relations - Favoring protégés, promoting people to the fringes - Knowledge of the sector, strategy issues and structuring issues Safeguarding progress: Focus: positions and context policy documents/power balance© Twynstra Gudde 11
  12. 12. Change ManagementBlueprint thinking Assumptions Ideals Something changes when you: - Progress can be planned; a better world can - Define a clear result beforehand be ´built´ - Formulate a step by step action plan - The ´best´ solution (tangible aspects of - Monitor progress and take corrective measures organizations) - Foster stability and reduce complexity Pitfalls “Change = a rational process” - To steamroller over people and their feelings - To ignore irrational and external factors Route Change agent Result: delineated and guaranteed in advance Role: expert who formulates and implements plans if mandated to do so Interventions e.g.: - Project management Competencies e.g.: - Meeting procedures - Analytical skills - Planning and control - Time management - Expertise crucial to the project content - Strategic analysis - Presentation skills Safeguarding progress: Focus: expertise and results monitoring, benchmarking, ISO systems© Twynstra Gudde 12
  13. 13. Change ManagementRedprint thinking Assumptions Ideals Something changes when you: - The optimal fit between organizational goals - Use the right incentives to motivate people and individual goals - Make it comfortable and interesting for people - A solution that motivates people - Award and punish people (soft organizational aspects) - Exercise care and safeguard fairness Pitfalls “Change = a trading exercise” - Sparing the rod, avoiding conflicts, ignoring power struggles - Smothering brillance Route Change agent Result: outlined beforehand but not guaranteed Role: systems expert who occasionaly makes suggestions with regard to the content Interventions e.g.: - Appraisal and remuneration Competencies e.g.: - Management of mobility and diversity - HRM methods - Social gatherings - Organizing proper communication - Soap box - Working in teams - Exercising care Safeguarding progress: Focus: procedures and atmosphere HRM systems© Twynstra Gudde 13
  14. 14. Change ManagementGreenprint thinking Assumptions Ideals Something changes when you: - Learning organizations: with everybody, about - Make people aware of their incompetencies everything, always - People gain new insights and new skills - A solution that people helps develop - Create settings for collective learning themselves - Change people Pitfalls “Changing = learning” - To ignore that not everybody is willing or capable of learning everything - Overabundance of safety and reflection, lack of decisiveness Route Change agent Result: envisaged beforehand, but not guaranteed Role: facilitator who supports people Interventions e.g.: Competencies e.g.: - Training, management development - Designing and facilitating learning situations - Gaming - Knowledge of organizational development - Coaching/intervision - Feedback skills - Open systems planning - Empathy and creativity Safeguarding progress: Focus: setting and communication permanently learning organization© Twynstra Gudde 14
  15. 15. Change ManagementWhiteprint thinking Assumptions Ideals Something changes when you: - Spontaneous evolution - Tap people´s own will, desire and strength - Self steering - Remove obstacles to entrepeneurship and - Taoist “non-action” optimize conflicts - Discern underlying patterns and make meaning - Create new heroes and rituals Pitfalls “Changing = releasing energy” - Insufficient insight into underlying forces and patterns - Laisses faire, ´self-steering´ as an excuse for management apathy Route Change agent Result:hard to predict (the road = the destination) Role: personality who uses his being as instrument Interventions e.g.: - Self steering teams Competencies e.g.: - Open space meeting - Pattern recognition and creation of (new) - Personal growth/empowerment meaning - Challenge sacredly held ideas and customs - Challenging the status quo - Courage, and ability to deal with insecurity - Authenticity and self-awareness Safeguarding progress: self steering Focus: patterns and persons© Twynstra Gudde 15
  16. 16. Change ManagementSome choices in the approachExpert approach Co-creationPhased solution Integral solutionQuick wins Structural improvementInternal focus External focusInput steering Output steeringScope organization Scope supply chainTarget setting Analysis & feasibilityStandard CustomizedTop-down Bottom-upControl Responsible (within scope)Phases approach Big bang… … 16© Twynstra Gudde 16
  17. 17. Change ManagementTG Business Improverswww.twynstragudde.nlAll rights reserved. No part of this presentation may bereproduced or published in any form or by any meanswithout the prior written permission of Twynstra Gudde.DOCSOpen number 597807© Twynstra Gudde 17

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