SMART THINGS TO KNOW ABOUT          CHANGE                   -David Firth
GROUP MEMBERSSheetal Jangid    47Meghana Bhogle    13Rohit Shankar     50Nirav Gala        26Pankaj Hivlekar   40Ankit Geh...
CHANGE:It’s all a big misunderstanding!
Frustrating, Multi-Patterned,life bringing rhythm of lifeA very big thing: Resist it, job loss Major disruption, Not ver...
THE PRINCIPLESAwareness: know what you want ,where you areAlignment: change behaviors, attitudes, work withwhat works disc...
BURNING THE OLD HOUSE  DOWN OF CHANGE            Prime mover            Modern Organizations            First step towards...
10 CHANGE TRUTHSDecide what you wantReally want the changeOwn itBe realisticKnow what gets in the wayBe positiveBe optimis...
CHANGING ORGANIZATIONS IN   A CHANGING WORLD
HOW THE WORLD IS CHANGING        YESTERDAY                     TODAY• Leaders demanded          • Leaders encourage self- ...
COMPLEXITY OFORGANIZATIONAL CHANGE        Goal-setting model        The life-cycle model    The competing forces model   T...
Change as a targetOrganization a machineProject management worldChange as a cyclePeople at different stages of cycleChange...
Change as organic system in stable  equilibriumConstant improvementSeven attributes of organizationChange as biological de...
THE   PROCESS
•Vision stage•Analysis stage•Re-design stage•Implementation stage•Review stage
WHAT WOULD CAUSE YOUTO INSTIGATE CHANGE ?
GOOD QUESTIONSTHAT DRIVE EACH     STAGE
VISION STAGE•What are the main goals that this vision suggests?•How realistic is this vision?•Can we afford it?•What are t...
ANALYSIS    STAGE•How does this organization tend to think/behave?•What is the capacity of this organization for achange?•...
RE-DESIGN STAGE•Who needs to be in the change team?•What new structure, job roles, job specifications orpersonnel are requ...
IMPLEMENTATION STAGE•Are the new training needs that this change requiresbeing addressed?•How excited to people appear abo...
REVIEW STAGE•Are the deadlines being met?•What are our continuing budget and resourcesneeds?•How are we recording this lea...
ALIGNING THE ORGANIZATION
PRINCIPLES FOR SUCCESS INBUILDING CONSENSUS FOR        CHANGE               1.   Involvement               2.   Education ...
TYPES OF COMMUNICATIONOld ModelNew Model :SpiralPyramid
CONNECTING WITH YOUR        AUDIENCE5 DIMENSIONS OF INFLUENCE           1. Intensity          2. Credibility         3. Or...
USING DELEGATION AS A NEW         REALITY
THE TRUTH ABOUT RESISTANCE        TO CHANGE               WHAT THEY SAY                We’ve never done it            It c...
COMING TO TERMS WITH      CHANGE         Stage 1: Denial and Isolation                      Stage 2: Anger                ...
CHANGING CORPORATE     CULTURE
SMART THINGS TO KNOW ABOUT    CORPORATE CULTUREWe create CultureSome choose to continue with the same past cultureSome str...
KEY TO CHANGING CULTURE•Knowing what you want•Aligning everything behind your vision creates culture
GAINING COMMIMENT BY AGREEING SHARED BENEFITS         Ask yourself: what’s in it for me?Ask your main stakeholders: what’s...
DRIVING ORGANIZATIONAL        CHANGE    The Leadership Dimension   The Change Team Dimension     The Employee Dimension
THE LEARNING WHEEL                    Question       Reflection              Theory                     Action
THE CORELATION               Questions =                CuriosityReflection                      Theory == Honesty        ...
THE 4 DEPARTMENTS        Department Q        Department T        Department A        Department R
ELEMENTS OF FUNThe fun thing is an entirely subjective phenomenonWhat is fun for me is not necessarily fun for you• Connec...
CHANGE IS WORTH             CELEBRATING•   Purpose•   Appropriate Venue•   Powerful Music•   Ritualized Behaviour•   Costu...
PRECEPTS FOR SMART CHANGE           MASTER• Precept 1  Learn how to handle Frustration  Any great success is accompanied b...
• Precept 4  Learn when to make change  First when we have Disengaged or without any goal  Secondly when we are Disoriente...
CONCLUSION
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Smart things to know about change

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This is a book review of the book titled 'Smart things to know about change' done for the first semester of my MMS degree. Very proud of this one and how it came out :)

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Smart things to know about change

  1. 1. SMART THINGS TO KNOW ABOUT CHANGE -David Firth
  2. 2. GROUP MEMBERSSheetal Jangid 47Meghana Bhogle 13Rohit Shankar 50Nirav Gala 26Pankaj Hivlekar 40Ankit Gehlot 19
  3. 3. CHANGE:It’s all a big misunderstanding!
  4. 4. Frustrating, Multi-Patterned,life bringing rhythm of lifeA very big thing: Resist it, job loss Major disruption, Not very good at it Another change coming Confusion, prefer not happening
  5. 5. THE PRINCIPLESAwareness: know what you want ,where you areAlignment: change behaviors, attitudes, work withwhat works discard what doesn’t
  6. 6. BURNING THE OLD HOUSE DOWN OF CHANGE Prime mover Modern Organizations First step towards change Fear
  7. 7. 10 CHANGE TRUTHSDecide what you wantReally want the changeOwn itBe realisticKnow what gets in the wayBe positiveBe optimisticLet it happenBe awareBe grateful
  8. 8. CHANGING ORGANIZATIONS IN A CHANGING WORLD
  9. 9. HOW THE WORLD IS CHANGING YESTERDAY TODAY• Leaders demanded • Leaders encourage self- respect respect• Shareholders came first • Customers come first• Employees took orders • Teams make decisions• Value was extra • Value is everything• Managers directed • Managers delegate• Profits earned through • Profits are earned with expediency integrity
  10. 10. COMPLEXITY OFORGANIZATIONAL CHANGE Goal-setting model The life-cycle model The competing forces model The biological evolution model
  11. 11. Change as a targetOrganization a machineProject management worldChange as a cyclePeople at different stages of cycleChange fatigue
  12. 12. Change as organic system in stable equilibriumConstant improvementSeven attributes of organizationChange as biological developmentConstant process, well-ordered solutions, what works, creates possibilities, attracted to order, organizes around identity, everything participates in creation
  13. 13. THE PROCESS
  14. 14. •Vision stage•Analysis stage•Re-design stage•Implementation stage•Review stage
  15. 15. WHAT WOULD CAUSE YOUTO INSTIGATE CHANGE ?
  16. 16. GOOD QUESTIONSTHAT DRIVE EACH STAGE
  17. 17. VISION STAGE•What are the main goals that this vision suggests?•How realistic is this vision?•Can we afford it?•What are the obstacles that the organization willface during this process?
  18. 18. ANALYSIS STAGE•How does this organization tend to think/behave?•What is the capacity of this organization for achange?•What are our strengths and weaknesses?
  19. 19. RE-DESIGN STAGE•Who needs to be in the change team?•What new structure, job roles, job specifications orpersonnel are required?•What level and type of outside help do we need?•Will it be possible to do a test-run of the redesignedprocess before rolling it out in the wholeorganization?
  20. 20. IMPLEMENTATION STAGE•Are the new training needs that this change requiresbeing addressed?•How excited to people appear about the change?•How able do they feel in their new roles, positionsand behaviors?
  21. 21. REVIEW STAGE•Are the deadlines being met?•What are our continuing budget and resourcesneeds?•How are we recording this learning so that thefuture generations in this company know whathappened?
  22. 22. ALIGNING THE ORGANIZATION
  23. 23. PRINCIPLES FOR SUCCESS INBUILDING CONSENSUS FOR CHANGE 1. Involvement 2. Education 3. Honesty 4. Congruency 5. Persistence
  24. 24. TYPES OF COMMUNICATIONOld ModelNew Model :SpiralPyramid
  25. 25. CONNECTING WITH YOUR AUDIENCE5 DIMENSIONS OF INFLUENCE 1. Intensity 2. Credibility 3. Orientation 4. Mechanics 5. Semantics
  26. 26. USING DELEGATION AS A NEW REALITY
  27. 27. THE TRUTH ABOUT RESISTANCE TO CHANGE WHAT THEY SAY We’ve never done it It can’t be done like that The customer won’t like it The technology can’t do that It would take too long We don’t have enough resources
  28. 28. COMING TO TERMS WITH CHANGE Stage 1: Denial and Isolation Stage 2: Anger Stage 3: Bargaining Stage 4: Depression Stage 5: Acceptance
  29. 29. CHANGING CORPORATE CULTURE
  30. 30. SMART THINGS TO KNOW ABOUT CORPORATE CULTUREWe create CultureSome choose to continue with the same past cultureSome strong leaders shape the new cultureCulture can also suppress performanceNot just changing Company’s culture but alsoUniversal CultureChanges continuously over a period of timeIts selectiveCultures are inherently separatist
  31. 31. KEY TO CHANGING CULTURE•Knowing what you want•Aligning everything behind your vision creates culture
  32. 32. GAINING COMMIMENT BY AGREEING SHARED BENEFITS Ask yourself: what’s in it for me?Ask your main stakeholders: what’s in it for them?Agree a shared understanding of the measures for success Write a Change compactWrite plan and adjust your compact document if necessary Publish and agree the compact version Set up the organizational scanners
  33. 33. DRIVING ORGANIZATIONAL CHANGE The Leadership Dimension The Change Team Dimension The Employee Dimension
  34. 34. THE LEARNING WHEEL Question Reflection Theory Action
  35. 35. THE CORELATION Questions = CuriosityReflection Theory == Honesty Creativity Action = Courage
  36. 36. THE 4 DEPARTMENTS Department Q Department T Department A Department R
  37. 37. ELEMENTS OF FUNThe fun thing is an entirely subjective phenomenonWhat is fun for me is not necessarily fun for you• Connection• Achievement• Joy• Freedom
  38. 38. CHANGE IS WORTH CELEBRATING• Purpose• Appropriate Venue• Powerful Music• Ritualized Behaviour• Costumes And Symbols• Storytelling• Structure• Participation
  39. 39. PRECEPTS FOR SMART CHANGE MASTER• Precept 1 Learn how to handle Frustration Any great success is accompanied by great frustration• Precept 2 Learn to reframe things that bring you pain• Precept 3 Learn to handle Criticism
  40. 40. • Precept 4 Learn when to make change First when we have Disengaged or without any goal Secondly when we are Disoriented or not satisfied• Precept 5 Don’t waste your time doing anything which is not in alignment with your vision or purpose• Precept 6 Finally, remember that organisations don’t change, people do Always try to be a good change agent
  41. 41. CONCLUSION

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