The document presents 20 shortcuts on organizational change. It discusses that change has both rational and emotional sides, and that emotions like anxiety and resistance will be confronted during change. It also discusses viewing change as a cycle from denial to acceptance, and presents models for managing change including establishing change agents, communication strategies, and change implementation approaches. The overall goal is to provide practical advice and tools to effectively manage organizational change.

1. 20
shortcuts
on
Organiza1onal
Change
Luc
Galoppin
January
21st
2013

2. 1.
Two
Sides
to
Every
Change
Ra#onal
Somewhat
predictable:
Knowledge
and
Skills
Emo#onal
Below
the
surface:
Mo/va/on
2

3. 2.
Emo#ons,
Moods
&
Feelings
• You
will
be
confronted
with
anxiety
and
resistance,
regardless
of
whether
the
change
is
posi1ve
or
nega1ve.
• You
can
channel
these
emo1ons
to
the
benefit
of
your
change
in
order
to
obtain
more
clarity
and
less
confusion.
• THE
REAL
QUESTION:
How
do
we
channel
these
emo#ons
so
they
can
fuel
your
project
instead
of
blocking
it?
3

4. 3.
The
Cycle
of
Life
and
Death:
Ground
Zero
of
Change
Management
New
Ability
Relaxed
state
Denial
Acceptance
Anger
Performance
Self
Esteem
Bargaining
Stress
Depression
Time
Time
The
change
cycle
from
a
developmental
The
change
cycle
from
a
pallia1ve
care
point
of
view
point
of
view
4

5. 4.
One,
Two,
Three
...
Change!
5

6. 5.
The
One
Mistake
We
All
Make
Future
State
Performance
Current
State
The
natural
cycle
of
change
Time
6

7. 6.
Be
the
Change:
The
example
of
Barefoot
Ted
7

8. 7.
Chaos
and
the
Kitchen
Sink
8

9. 8.
The
Chasm
9

10. 9.
Employees
as
Customers
10

11. 10.
The
Speed
of
Change
11

12. 11.
How
to
Eat
the
Elephant
12

13. 12.
Change
Agents
and
Warcraa
13

14. 13.
UN
Peace
Keeping
Troops
Transition Teams Project central
Site 9
Site 8
Site 7 One plan One team
Site 6
One channel
SAP Coach SAP Coach SAP Coach
Site 5 site 1 site 2 site 3
Site 4
SAP Coach SAP Coach SAP Coach
Site 3 site 4 site 5 site 6
Site 2 SAP Coach SAP Coach SAP Coach
site 7 site 8 site 9
Site 1
Local SAP Coach Structured and facilitated status
Responsible meeting each Friday
Direct access to local
responsible for each domain
One face
to the customer
14

15. 14.
Go
Local.
Be
There.
Spend
Time.
Malik
Maj. Noorafzhal,
Jim Gant! tribal leader!
INFLUENCE WITHOUT AUTHORITY!
Work WITH tribes, not against them
15

16. 15.
Power
to
the
Architects
Default options are sticky
People respond to feedback
Expect error
CHOICE
ARCHITECTURE
16

17. 16.
Quantum
Mechanics
17

18. 17.
The
Three
Ingredients
18

19. 18.
Behavioral
Communica#on
19

20. 19.
Cooking
Class
20

21. 20.
Gecng
Your
Act
Together
What’s
in
it
Why
should
I
for
me?
care?
The Organizational
Change Portfolio
COMMUNICATION LEARNING
4 ’workstreams’ with a
distinct return on investment:
• Communication Stream:
What
should
Managing expectations and I
do?
supporting the program during
How
do
I
its complete lifecycle in staying in do
that?
touch with the organization.
• Learning Stream: Upgrading
the skills and knowledge of the
organization in terms of context
(why), content (what) and Who
does
actions (how). what?
• Organization Stream: define
and implement a new
organization structure and define ORGANIZATION PERFORMANCE
and realize new responsibilities
for working.
• Performance stream: Translate What
will
this
come
down
the principles of the business
case into concrete new ways of to
in
prac#ce?
working.

22. “20
Shortcuts
on
Organiza#onal
Change”
hPp://www.slideshare.net/lucgaloppin/20-­‐
shortcuts-­‐on-­‐organiza1onal-­‐change-­‐management
22

23. About
• Luc
Galoppin
Mob:
+32
497
399
880
Email:
luc.galoppin@reply-­‐mc.com
Blog:
hPp://www.reply-­‐mc.com
TwiPer:
@lucgaloppin
23