Change by adventure
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This document discusses the need for change and alternatives to traditional change management models. It argues that change management approaches are too rigid and fail to account for human factors like curiosity and feelings. The document advocates for an approach called "change by adventure" that emphasizes trust, observation, action, insight and possibility rather than prescribed recipes. It also discusses how high trust organizations experience less stress, more energy, higher productivity and engagement from employees compared to low trust organizations. The overall message is that a new approach to change is needed that focuses on building trust and viewing change as an adventure rather than a managed process.
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Change by adventure
- 1. WORKVISIBLE Andy dV F*** Change Management, let’s change by adventure F*** Change Management
- 2. WORKVISIBLE let’s change by adventure F*** Change Management Andy dV
- 3. change is the new normal
- 4. “It’s worse than that, he’s dead Jim” - Dr Leonard “Bones” McCoy, Starship Enterprise
- 6. The Farmall tractor, 1923, revolutionised power farming in the U.S.
- 7. 0 3.5 7 10.5 14 1920 1930 1940 1950 1960 1970 1980 1990 2000 US Farm Workers ( Millions) 1920 - 2000 “Mechanised” Farming really takes off Source: US Dept of Agriculture
- 8. Labour dispute: 1928 cranes and forklift trucks …“Labour Productivity” crisis as new technology eroded the demand for man-power…
- 9. 0 15 30 45 60 1960 1970 1980 1990 2000 2010 2020 “The average lifespan of a company listed in the S&P 500 index of leading US companies has decreased by more than 50 years in the last century, from 67 years in the 1920s to just 15 years today” S&P 500 Index Company Lifespan - Professor Richard Foster, Yale University Data: Innosight / Richard N. Foster / Standard & Poors 67 15 1920’s Today
- 10. “A storm warning to executives: “at our forecasted churn rate, about half of the S&P 500 will be replaced over the next 10 years” * Innosight executive briefing 2016 | Corporate Longevity: Turbulence Ahead for Large Organizations
- 11. change is a competitive advantage
- 12. do businesses think they need to change?
- 13. Executives recognise the need to change core offerings or business model in response to rapidly changing markets and disruption*. 66% do businesses think they need to change?
- 14. Strongly Agree Agree Disagree Strongly Disagree Not Relevant 4% 10% 20% 45% 21% Executives recognise the need to change core offerings or business model in response to rapidly changing markets and disruption*. 66% do businesses think they need to change? *Data: Innosight 2016
- 15. This is where Change Management comes in
- 16. Tercon Model
- 17. Lewin’s Change Management Model
- 18. Bridge Model
- 20. Pritchett Model
- 21. Bullock and Batten planned change machine
- 22. Appreciative Inquiry 4D Model 4
- 23. Conard Change Mangement Model 4
- 24. Deming Cycle 4
- 25. 5 Association of Change Management Standard
- 27. Managed Change (La Marsh Global)
- 28. Judsons model
- 29. Rodgers Model of Change
- 31. CHI Organizational Change Management
- 32. Kubler Ross
- 33. ADKAR
- 34. Shumla Model
- 37. 6Knights model
- 38. 6 Stages of Change model by Prochaska and DiClimente
- 40. Cummings and Worley Model
- 43. Beckhard & Harris Change Management Process
- 44. Lippitt, Watson and Westley Model
- 45. Aspire Model
- 46. Carnall Change Mangement Model
- 47. 8 VEGO Strategic Management (integrating BS and EFQM)
- 48. 8Aviant Model
- 49. Kotter’s 8 step model
- 50. CHAMPS model
- 51. 9 Galpins Wheel of Nine Wedges
- 53. 10 People Centered Implementation • Initiation • Planning • Execution • Control
- 54. Indaba Model
- 58. EEMap model
- 59. Change Management Model League Table Circular Step by Step Multi TabularLine Model Popularity Average Nodes 9.195.677
- 60. change management = we know what we’re doing
- 61. change management = we’ve done it before
- 62. change management = do these things and it will work
- 63. change management = we have a repeatable recipe for success
- 64. liar, liar, bum’s on fire, nose is longer than a telephone wire
- 65. What got you here won’t get you there! - Marshall Goldsmith - “ ”
- 67. These are the things that make change possible
- 68. We want to see, to explore, as human beings we need that
- 69. There is a little bit of danger in the unknown but human beings, I find, are just not apt to shy away from that
- 70. Change management is missing… missing the necessity of curiosity missing feelings missing the reality of the unknown
- 71. WORKVISIBLE let’s change by adventure F*** Change Management
- 72. Marcus
- 73. Marcus
- 74. California
- 76. Klaus
- 77. Claus
- 87. TRUST bingo
- 88. Hello Everyone, I’m Professor Paul Zak, Neuroeconomist. I spent 10 years figuring out the impact of different cultures on performance. Mostly this was measuring brain activity and being amazed by the impact of trust on how organisations work.
- 92. Low Trust High Trust Stress ? Compared with people at low-trust companies, people at high-trust companies report, how much more, or less:
- 102. Low Trust High Trust Stress Energy Productivity Sick Days Engagement Satisfaction with daily life?
- 109. 1,409 CEO’s Interviewed in 83 countries 2016 Annual Global CEO Survey
- 110. of CEO’s think that lack of trust is a threat to their organisations growth. 55% 1,409 CEO’s Interviewed in 83 countries 2016 Annual Global CEO Survey
- 114. System Trust
- 117. WORKVISIBLE let’s change by adventure F*** Change Management