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Facilitating Transformation in Crisis

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A Case Study of Organizational Change in China

This presentation was given to the ASTD Virtual Conference 2009. It provides insights on how to facilitate an organizational change program through using a case study about a Chinese corporation transforming during the SARS crisis.

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Facilitating Transformation in Crisis

  1. 1. Facilitating Transformation in Crisis A Case Study of Organizational Change in China Mark Pixley [email_address] www.leadershipinc.com.cn
  2. 2. Mark Pixley <ul><li>Managing Director of LEADERSHIP INC, based in Shenzhen China. As an organizational consultant/facilitator and executive coach, he works with senior managers to provide organizational change and leadership development. </li></ul><ul><li>He is a certified facilitator who has worked with a range of multinational and Chinese corporate clients. These assignments have included organizational planning programs for senior management groups and leadership/productivity coaching. </li></ul><ul><li>Mark has fifteen years experience in organizational development in Greater China leading a range of corporate and personal workshops including strategic planning, organizational change, facilitation training, creativity and innovation, and public presentation skills. </li></ul><ul><li>He has spoken on Organizational Transformation and Facilitating Strategic Culture Change at various corporate conferences and contributes articles on management development to local magazines. He is a Director of the International Association of Facilitators. </li></ul><ul><li>He has lived in Hong Kong, Taiwan and China and speaks Mandarin Chinese. He has previously worked in corporate banking at Standard Chartered Bank and graduated from the Stern School of Business, New York University with an MBA in Finance/international Business. </li></ul>Facilitating Transformation in Crisis
  3. 3. Facilitating Transformation in Crisis A Case Study of Organizational Change in China <ul><li>Introduction </li></ul><ul><li>Crisis & Transformation </li></ul><ul><li>Case Study </li></ul><ul><ul><li>Facilitated Process </li></ul></ul><ul><ul><li>Transformation Formula </li></ul></ul><ul><ul><li>Alignment and Consensus </li></ul></ul><ul><ul><li>Integrated Approach </li></ul></ul><ul><ul><li>Results </li></ul></ul><ul><li>Questions to Prepare </li></ul>Facilitating Transformation in Crisis
  4. 4. Structure of Crisis Facilitating Transformation in Crisis Crisis A B
  5. 5. Organizational Transformation Facilitating Transformation in Crisis A B 1 2 How do you make organization A into organization B? Organization Results
  6. 6. Another change to be aware of... Facilitating Transformation in Crisis Hierarchical Networked/Project based
  7. 7. Case Study – SZ CITS <ul><li>Recently Privatized Government run organization </li></ul><ul><li>Took place during SARS </li></ul><ul><li>Decided to do a 3 day offsite </li></ul><ul><li>With the management team... about 25 people </li></ul>Facilitating Transformation in Crisis
  8. 8. Facilitated Process <ul><li>A structured consensus decision making process that guides a group to look at their organization and develop change strategies </li></ul><ul><ul><li>Current Standing Point </li></ul></ul><ul><ul><li>Practical Vision </li></ul></ul><ul><ul><li>Underlying Contradiction </li></ul></ul><ul><ul><li>Strategic Directions </li></ul></ul><ul><ul><li>Implementation Taskforce </li></ul></ul>Facilitating Transformation in Crisis Implementation Taskforces Current Standing Point Practical Vision Strategic Direction Underlying Contradiction Participatory Strategy Planning
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  12. 12. Transformation Formula <ul><li>D x V x F > R </li></ul><ul><li>D = Desire for change (comes out of a realization of how bad things are) </li></ul><ul><li>V = Vision (Image of what we want in 3 – 5 years) </li></ul><ul><li>F = First Steps (Specific action that can be taken in the next 3-6 months) </li></ul><ul><li>Must be greater than ... </li></ul><ul><li>R= Resistance (What is stopping the change from taking place) </li></ul>Facilitating Transformation in Crisis Whole-Scale Change by Dannemiller Tyson Associates
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  15. 15. Alignment and Consensus Facilitating Transformation in Crisis
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  18. 18. Integrated Approach <ul><li>A Senior Management Vision/ Strategy Meeting (5 – 15 people) </li></ul><ul><li>Senior & Middle Management Strategy/ Implementation Meeting (20 – 50 people) </li></ul><ul><li>Series of BU, departmental or issue basis planning meetings </li></ul>Facilitating Transformation in Crisis
  19. 19. Facilitating Transformation in Crisis
  20. 20. Results <ul><li>First travel agency back in the market </li></ul><ul><li>New focus on “Quality Travel” </li></ul><ul><li>Were able to exceed original corporate goals </li></ul><ul><li>Senior people more focused </li></ul><ul><li>“ Knew we could change individually, did not know we could change as a group.” -Deputy General Manager </li></ul>Facilitating Transformation in Crisis
  21. 21. Questions for preparing a transformation program... <ul><li>What is the question/issue we need to deal with? </li></ul><ul><li>What are the results which we need to get? </li></ul><ul><li>Who are the people who need to be involved? </li></ul><ul><li>What is the process which will allow them to be involved and create needed results? </li></ul><ul><li>Whose agreement or support do we need to get the process going? </li></ul>Facilitating Transformation in Crisis
  22. 22. Facilitating Transformation in Crisis Thank you !

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