How to make a difference


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Why would we want to make a difference? How do we go about it? With this interactive talk Plamen's goal is to inspire the audience to decide on and start planning a change initiative in their organization or community

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How to make a difference

  1. 1. How to Make A Difference Using the Change Management 3.0 model to change anything
  2. 2. Introduction – work in pairs First• Introduce yourself Or• share a little known fact about yourself Then• Discuss: What change strategies or practices have you used in the past?Time – 3 minutes
  3. 3. How to Make A Difference Using the Change Management 3.0 model to change anything
  4. 4. Why discuss change?• Prosci study (2009) - met or exceeded project objectives• Excellent change management – 95%• Good change management - 80%• Fair change management - 51%• Poor change management - 16%
  5. 5. How important is the approach?“How we go about introducingchange is usually moreimportant than the changeitself!” Geoffrey M. Bellman [2001]
  6. 6. Why change the world?• “It’s no secret that the world is in need of change.“ - Stephen Denning• “Stop Stealing Dreams. “ - Seth Godin• "My friends, love is better than anger. Hope is better than fear. Optimism is better than despair. So let us be loving, hopeful and optimistic. And well change the world.“ Jack Layton (1950-2011)
  7. 7. W. Edwards DemingBonuses are bad for business[Deming 1986].
  8. 8. Peter F. DruckerKnowledge workers cannotbe subordinates ofmanagers [Drucker 1974]
  9. 9. Dan BobinskiPerformance appraisalsdon’t work [Bobinski 2010]
  10. 10. Science vs. Business“There is a mismatch betweenwhat science knows … andwhat business does …”
  11. 11. It’s not all badAgile Manifesto (2001)Agile adoption survey 2011
  12. 12. How did we get here?Management 1.0 = HierarchiesAt the top – high salaries, big egosAt the bottom – little money + nomotivationOld, outdated + needs an upgrade
  13. 13. Management 2.0 = FadsAdd-ons - Balanced Scorecard, Six Sigma, TOC,and TQM.Helping to better “design” the organizationsSame architecture
  14. 14. The Age of complexity (Stephen Hawking)• All organizations are networks• Management is about people and their relationships• Organizations are living systems, not machines
  15. 15. Complexity (according to Complexity Theory)
  16. 16. Complexity theory is about change “Complexity theory is […] about the dynamics ofchange in a system.” – Irene Sanders The Interaction of Complexity and Management “[…] a new theory of business that places peopleand relationships into dramatic relief.” – Roger Lewin, Birute Regine The Interaction of Complexity and Management “Complexity and Agile is a marriage made inheaven.” – Dave Snowden
  17. 17. So far..• Change is important• Mismatch between business & science• Management needs upgrade• Complexity theory
  18. 18. The Management 3.0 ModelView #1: Energize People
  19. 19. The Management 3.0 ModelView #2: Empower Teams
  20. 20. The Management 3.0 ModelView #3: Align Constraints
  21. 21. The Management 3.0 ModelView #4: Develop Competence
  22. 22. The Management 3.0 ModelView #5: Grow Structure
  23. 23. The Management 3.0 ModelView #6: Improve Everything
  24. 24. Exercise #1Pick a index card and write two ideas orinteresting facts that you’ve just learned…… and then give it to someone else!Time: 1 minute
  25. 25.  The FeedbackDoor/Wall   
  26. 26. 1. Dance with the System• Inspect• Adapt• ...and Anticipate• and Explore
  27. 27. PDCA• Plan – What Is Your Goal? – Where is it going well?• Do – What are the crucial steps? – When & Where do you start?
  28. 28. PDCA• Check – How Do You Get Feedback? – How Do You Measure Results• Act – How long is the Feedback cycle? – How Do You Accelerate Results?
  29. 29. 2. Mind the People• Remove barriers• The ADKAR model
  30. 30. ADKAR model - Awareness• How Will You Communicate?• How Will You Set an Example?
  31. 31. ADKAR model - Desire• How Do You Make It Urgent?• How Do You Make It Desirable?
  32. 32. ADKAR model - Knowledge• Who Will Be Teaching?• How Will You Teach Them?
  33. 33. ADKAR model - Ability• What Makes It Easy?• How Can They Practice?
  34. 34. ADKAR model - Reinforcement• What Are the Short-Term Wins?• What Makes It Sustainable?
  35. 35. 3. Stimulate the Network
  36. 36. The Innovation Adoption curve• Initiators• Innovators• Early Adopters
  37. 37. The Innovation Adoption curve• Early Majority• Late Majority• Laggards
  38. 38. Change the Environment
  39. 39. The 5 I’s model• Make Information Available• What is the group’s identity• Can you incentivise good behaviour?
  40. 40. The 5 I’s model• What barriers can you remove?• How can you make it easier?• Who makes the rules?
  41. 41. Summary• Change is important• Mismatch between business & science• Management needs upgrade• Management 3.0/Complexity theory• Change Management 3.0 model
  42. 42. Exercise #2On the index card you’ve been given write oneor two ideas or interesting facts that you’velearned from the last section… and then give it to someone else!Time: 2 minutes
  43. 43. Short break• Coming up… Become a change agent
  44. 44. Become a Change AgentWe will be designing our own change strategy- To make a difference in your organisation, community, etc.- To introduce some kind of change- To.. ?
  45. 45. Conclusion• Partner with the person sitting next to you to answer one or more of these questions – How do I feel about what I learned? – What do I remember from this presentation? – Can I use what I learned? – How does my organisation benefit from what I learned?