‘There are many approaches, but few

                                                           Managing change is the art of influenc...
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Change5 M.Ing.Final


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Change5 M.Ing.Final

  1. 1. 5!M ‘There are many approaches, but few 5!M arrivals.’ ‘A! the isms are now wasms.’ 5!M is an action framework, designed to help support and motivate those managing or leading change. FRAMEWORK It is a simple and memorable FOR CHANGE resource. It makes accessible and relevant the wide ranging body of 5M ACTION FRAMEWORK knowledge and techniques known “No man ever steps in the same river twice, for’ as change management. it is not the same river and he is not the same It is a guide for action and man.” reflection. It is not a technique. CHANGE! Heraclitus, On the Universe, Fragment 41 The key question is not what the framework does for you. It is what you can do with the framework. All of the knowledge required to manage change is already inside you. It just needs to be brought INSPIRING CHANGE Richard J Badham Macquarie Graduate School of Management out and focused on the tasks T: 0417 207554 E-mail richard.badham@mgsm.edu.au ahead. This is the purpose of 5!M
  2. 2. MANAGING & LEADING CHANGE Managing change is the art of influencing yourself and other people to achieve a purpose As an exercise in leadership, it involves deciding what to do and getting others (and oneself!) to do it. The 5!M framework helps in both the planning process and the action phase. It supports effective and improved performance by introducing principles for action, instilling an experimental ethos and guiding reflection. “It is a game that can only be played, not won!” A C T I O N : M I N D F U L & M O B I L I S I N G Bobby Jones Stroke of Genius Managing change is a contact sport. It is about taking action in conditions of Leading change involves coming to terms with some uncertainty and conflict. The first dimension of successful action is being discomforting uncertainties. ongoingly mindful of complexity and the likelihood and dangers of things going wrong. It is also about being prepared to take action to address problems. There is no simple ‘change’ that can be controlled. This leads to the second dimension, that of effectively mobilising the intelligence, emotions and actions of all involved. This is essential to overcome the inevitable All organisations, and the people within them - barriers and bring ‘dreams’ into reality. MOBILISING MINDFUL including you - are continuously changing. Your initiative is intertwined with other changes that are TA S K S : MAPS, MASKS out of your control. But what is to be done? Like every journey, change requires a degree of planning. This is the case even if this is only informed strategic intent. It requires The intelligence and energy required to bring about mapping out the nature of the change, the conditions along the way, and the route to take. Yet a good map does not guarantee a successful journey. Planned successful change cannot just come from you. You actions have to be performed. Influence over mindsets and emotions has to be are inevitably working with people and conditions exerted. In so doing, we inevitably adopt a variety of masks (or persona) that may that are already moving, complex and in tension and be more or less credible, engaging and effective. We find ourselves playing inspirational or coercive roles, participating in rituals of reward and punishment MAPS MASKS transition - and you are only one amongst many. and so on. How well we ‘perform’ is where the rubber meets the road! Your every initiative is a gamble, and resistance to & MIRRORS change may be from you as well as others. A key In conditions of uncertainty and change, plans are hypotheses, actions are leadership action is stepping away from comforting experiments. Timely, relevant and accurate feedback on how things are going is essential. As is acceptance of such feedback, and constructive and proactive platitudes about change. It means coming to terms adaptation to unexpected consequences and the tyranny of circumstance. Yet with this complexity and lack of control, and individuals, and organisations, often resist or deny unexpected or unwanted creatively forging a meaningful change program. It reflections. We often see what we want to see, are used to seeing or is prescribed. MIRRORS The creation of useful mirrors (or learning spaces) is a key challenge of change. requires informed action.