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20 shortcuts to organizational change

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20	
  shortcuts	
  on	
  
 Organiza1onal	
  
       Change	
  
         Luc	
  Galoppin	
  
       January	
  21st	
  2013	
  
1.	
  Two	
  Sides	
  to	
  Every	
  Change	
  


Ra#onal	
         Somewhat	
  predictable:	
  Knowledge	
  and	
  Skills	
  

 Emo#onal	
            Below	
  the	
  surface:	
  Mo/va/on	
  




                                                                               2	
  
2.	
  Emo#ons,	
  Moods	
  &	
  Feelings	
  
•  You	
  will	
  be	
  confronted	
  with	
  
   anxiety	
  and	
  resistance,	
  
   regardless	
  of	
  whether	
  the	
  
   change	
  is	
  posi1ve	
  or	
  nega1ve.	
  	
  

•  You	
  can	
  channel	
  these	
  
   emo1ons	
  to	
  the	
  benefit	
  of	
  your	
  
   change	
  in	
  order	
  to	
  obtain	
  more	
  
   clarity	
  and	
  less	
  confusion.	
  	
  

•  THE	
  REAL	
  QUESTION:	
  
   How	
  do	
  we	
  channel	
  these	
  
   emo#ons	
  so	
  they	
  can	
  fuel	
  your	
  
   project	
  instead	
  of	
  blocking	
  it?	
  


                                                       3	
  
3.	
  The	
  Cycle	
  of	
  Life	
  and	
  Death:	
  Ground	
  Zero	
  
             of	
  Change	
  Management	
  
                  New	
  Ability	
                      Relaxed	
  state	
                            Denial	
                                     Acceptance	
  
                                                                                                                   Anger	
  
Performance	
  




                                                                               Self	
  Esteem	
  
                                                                                                                        Bargaining	
  




                                       Stress	
                                                                                Depression	
  



                                       Time	
                                                                                       Time	
  

            The	
  change	
  cycle	
  from	
  a	
  developmental	
                                  The	
  change	
  cycle	
  from	
  a	
  pallia1ve	
  care	
  
            point	
  of	
  view	
                                                                   point	
  of	
  view	
  


                                                                                                                                                                   4	
  
4.	
  One,	
  Two,	
  Three	
  ...	
  Change!	
  




                                                    5	
  
5.	
  The	
  One	
  Mistake	
  We	
  All	
  Make	
  
                                                                    Future	
  	
  
                                                                    State	
  
        Performance	
  




                          Current	
  	
  
                          State	
  



                                                       The	
  natural	
  cycle	
  of	
  
                                                       change	
  



                                            Time	
  



                                                                                           6	
  

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20 shortcuts to organizational change

  • 1. 20  shortcuts  on   Organiza1onal   Change   Luc  Galoppin   January  21st  2013  
  • 2. 1.  Two  Sides  to  Every  Change   Ra#onal   Somewhat  predictable:  Knowledge  and  Skills   Emo#onal   Below  the  surface:  Mo/va/on   2  
  • 3. 2.  Emo#ons,  Moods  &  Feelings   •  You  will  be  confronted  with   anxiety  and  resistance,   regardless  of  whether  the   change  is  posi1ve  or  nega1ve.     •  You  can  channel  these   emo1ons  to  the  benefit  of  your   change  in  order  to  obtain  more   clarity  and  less  confusion.     •  THE  REAL  QUESTION:   How  do  we  channel  these   emo#ons  so  they  can  fuel  your   project  instead  of  blocking  it?   3  
  • 4. 3.  The  Cycle  of  Life  and  Death:  Ground  Zero   of  Change  Management   New  Ability   Relaxed  state   Denial   Acceptance   Anger   Performance   Self  Esteem   Bargaining   Stress   Depression   Time   Time   The  change  cycle  from  a  developmental   The  change  cycle  from  a  pallia1ve  care   point  of  view   point  of  view   4  
  • 5. 4.  One,  Two,  Three  ...  Change!   5  
  • 6. 5.  The  One  Mistake  We  All  Make   Future     State   Performance   Current     State   The  natural  cycle  of   change   Time   6  
  • 7. 6.  Be  the  Change:  The  example  of  Barefoot  Ted   7  
  • 8. 7.  Chaos  and  the  Kitchen  Sink   8  
  • 10. 9.  Employees  as  Customers   10  
  • 11. 10.  The  Speed  of  Change   11  
  • 12. 11.  How  to  Eat  the  Elephant   12  
  • 13. 12.  Change  Agents  and  Warcraa   13  
  • 14. 13.  UN  Peace  Keeping  Troops   Transition Teams Project central Site 9 Site 8 Site 7 One plan One team Site 6 One channel SAP Coach SAP Coach SAP Coach Site 5 site 1 site 2 site 3 Site 4 SAP Coach SAP Coach SAP Coach Site 3 site 4 site 5 site 6 Site 2 SAP Coach SAP Coach SAP Coach site 7 site 8 site 9 Site 1 Local SAP Coach Structured and facilitated status Responsible meeting each Friday Direct access to local responsible for each domain One face to the customer 14  
  • 15. 14.  Go  Local.  Be  There.  Spend  Time.   Malik Maj. 
 Noorafzhal, Jim Gant! tribal leader! INFLUENCE WITHOUT AUTHORITY! Work WITH tribes, not against them   15  
  • 16. 15.  Power  to  the  Architects   Default options are sticky People respond to feedback Expect error CHOICE ARCHITECTURE 16  
  • 18. 17.  The  Three  Ingredients   18  
  • 21. 20.  Gecng  Your  Act  Together   What’s  in  it   Why  should  I   for  me?   care?   The Organizational Change Portfolio COMMUNICATION LEARNING 4 ’workstreams’ with a distinct return on investment: •  Communication Stream: What  should     Managing expectations and I  do?   supporting the program during How  do  I   its complete lifecycle in staying in do  that?   touch with the organization. •  Learning Stream: Upgrading the skills and knowledge of the organization in terms of context (why), content (what) and Who  does   actions (how). what?   •  Organization Stream: define and implement a new organization structure and define ORGANIZATION PERFORMANCE and realize new responsibilities for working. •  Performance stream: Translate What  will  this  come  down   the principles of the business case into concrete new ways of to  in  prac#ce?   working.
  • 22. “20  Shortcuts  on  Organiza#onal  Change”   hPp://www.slideshare.net/lucgaloppin/20-­‐ shortcuts-­‐on-­‐organiza1onal-­‐change-­‐management   22  
  • 23. About   •  Luc  Galoppin   Mob:  +32  497  399  880   Email:  luc.galoppin@reply-­‐mc.com     Blog:  hPp://www.reply-­‐mc.com     TwiPer:  @lucgaloppin   23