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
COMPLEXITY OFORGANIZATIONAL CHANGE Goal-setting model The life-cycle model The competing forces model The biological evolution model
Change as a targetOrganization a machineProject management worldChange as a cyclePeople at different stages of cycleChange fatigue
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
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?
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?
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?
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?
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?
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
COMING TO TERMS WITH CHANGE Stage 1: Denial and Isolation Stage 2: Anger Stage 3: Bargaining Stage 4: Depression Stage 5: Acceptance
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
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 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
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 Creativity Action = Courage
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• Connection• Achievement• Joy• Freedom
CHANGE IS WORTH CELEBRATING• Purpose• Appropriate Venue• Powerful Music• Ritualized Behaviour• Costumes And Symbols• Storytelling• Structure• Participation
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
• 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