This document discusses the six levels of change that are required for successful organizational change. It begins by outlining the fundamentals of change management and forces that drive change. It then details each of the six levels of change: 1) Create urgency, 2) Build a guiding team, 3) Develop vision and strategy, 4) Communicate change, 5) Empower action, and 6) Anchor new approaches. For each level it provides examples and discusses keys to success and potential pitfalls to avoid. The overall message is that successful change is a process that requires progressing through each level in a deliberate manner to fully implement and sustain the desired changes.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
10 ways to manage employee conflict and improve office communication .the workplace environment and team productivity disputes between employees are inevitable. But if left unresolved, they can disrupt your department’s productivity, sap morale and even cause some
good employees to quit.That’s why Business Management Daily has prepared this “workplace survival”
special report for managers, employees and HR professionals: Workplace
Conflict Resolution: 10 ways to manage employee conflict and improve office communication, the workplace environment and team productivity. Learn how to resolve workplace conflict on everything from refereeing staff
rivalries to dealing with a boss who’s throwing more than just a temper tantrum to managing co-worker resentment when you get a promotion.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
10 ways to manage employee conflict and improve office communication .the workplace environment and team productivity disputes between employees are inevitable. But if left unresolved, they can disrupt your department’s productivity, sap morale and even cause some
good employees to quit.That’s why Business Management Daily has prepared this “workplace survival”
special report for managers, employees and HR professionals: Workplace
Conflict Resolution: 10 ways to manage employee conflict and improve office communication, the workplace environment and team productivity. Learn how to resolve workplace conflict on everything from refereeing staff
rivalries to dealing with a boss who’s throwing more than just a temper tantrum to managing co-worker resentment when you get a promotion.
Conflict is present in every workplace. In fact it is the single most preventable cause of lost revenue.
In this short paper we describes how employers of all sizes can mitigate the impact of conflict in the workplace, through specific proactive efforts designed to reduce the presence of conflict in the first place...positively impacting the bottom line.
This is a summary from John Kotter\'s book. I love this book so much that I make this ppt.
I got the book from my CEO, first intention is to have my CEO reading kotter\'s idea without dedicating so much time to read. You know, he\'s a busy man
What is "conflict" and what are the general attitudes towards it in the workplace? Conflict is always a bad thing --Conflict is always a good thing --A certain level of conflict is productive, but too much is undesirable. Conflict often spills over into becoming destructive. Therefore, discover how to recognize the signs and symptoms of destructive conflict.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
Culturalization (c13n), and Communicating a Viable Vision Alan Blood
Design is selfless. When you design solutions for people, you need to take the time to think outside of yourself and your business and root yourself in the needs of others. This cultural perspective is essential in any viable big-picture strategy. Culturalization is also critical when developing a realistic roadmap. Learn how storytelling, vision work, and culturalization weave together and contribute to a viable product and service experience for your patrons.
Conflict is present in every workplace. In fact it is the single most preventable cause of lost revenue.
In this short paper we describes how employers of all sizes can mitigate the impact of conflict in the workplace, through specific proactive efforts designed to reduce the presence of conflict in the first place...positively impacting the bottom line.
This is a summary from John Kotter\'s book. I love this book so much that I make this ppt.
I got the book from my CEO, first intention is to have my CEO reading kotter\'s idea without dedicating so much time to read. You know, he\'s a busy man
What is "conflict" and what are the general attitudes towards it in the workplace? Conflict is always a bad thing --Conflict is always a good thing --A certain level of conflict is productive, but too much is undesirable. Conflict often spills over into becoming destructive. Therefore, discover how to recognize the signs and symptoms of destructive conflict.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
Culturalization (c13n), and Communicating a Viable Vision Alan Blood
Design is selfless. When you design solutions for people, you need to take the time to think outside of yourself and your business and root yourself in the needs of others. This cultural perspective is essential in any viable big-picture strategy. Culturalization is also critical when developing a realistic roadmap. Learn how storytelling, vision work, and culturalization weave together and contribute to a viable product and service experience for your patrons.
Is your strategic plan gathering dust on a shelf or is the vision it inspires spurring your donors (and staff) into action? Are you making the most of every mode of communication available—including social media outlets Linkedin, Facebook, and Twitter—to articulate your vision? Are you using the same stale language and style of communication you used 25 years ago to get today’s messages across? Now more than ever, creating and communicating a strong shared vision is one of the most important activities an institutional leader can perform. In uncertain economic times, it can mean the difference between floundering and thriving. Join us to discuss the most effective way to turn a strategic plan into a vision that moves people into action, what innovative communication and writing techniques work best in today’s digital age, and what your personal communication style says about you.
Session developed by Tracey Palmer of Palmer Communications, Andy Tiedemann of Emerson College, and Tamsen McMahon of Sametz Blackstone Associates. Presented as part of the CASE District 1 2010 Conference in Boston, January 27-29.
Honest upward communication cannot be treated as an option. It needs to be a requirement. While many managers have years of education and experience in training for their positions, they often have little training in how to effectively influence upper management.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Individual Article SummaryResearch and select an article.docxEstelaJeffery653
Individual Article Summary
Research
and
select
an article(s)
Summarize
the article you have chosen in a 350-word paper.
INTRO & CONCLUSION INCLUDED! NO PLAGIARISM!!!
Explain
how your selected article(s) relate(s) to two of the five Week 2 Objectives.
Week 2 Objectives: Existing Work Process:
2.1 Categorize process analysis techniques which are utilized at the various phases of process improvement.
2.2 Explain how baselining and benchmarking are vital to the change process
2.3 Identify three categories of process improvements that may be applied to organizations
2.4 Examine the benefit and importance of accurately documenting the As-Is Process.
2.5 Create an As-Is Process flowchart.
Reference
the article according to APA guidelines.
BELOW IS THE ARTICLE!
Introduction “A change leader looks for change, knows how to find the right changes and knows how to make them effective both outside the organization and inside it”, said management guru Peter F Drucker. Alan Mulally, of Ford; Jack Welch, of General Electric; Carlos Ghosn, of Renault; and Lou Gerstner of IBM, are examples of leaders who succeeded in overcoming obstacles and in turning round their organizations. Individuals,likeorganizations,undergochange.Thethreemainstagesforhumansarebirth, growthanddeath.Organizations,incontrast,experiencebirth,growth,transformation,decline anddeath.Goodleadersmustintervenebeforetheirorganizationreachesthestageofdecline. Change management involves effecting reform in a systematic, structured and sequential manner to transform the organization from uncertainty to certainty when volatility, uncertainty, complexity and ambiguity are around. Change management calls for value-based, principle-centered leadership to achieve organizational transformation effectively. In a nutshell, it is about managing change effectively, with all the tools available, without inviting resistance.
Is change essential? People change with changing times and circumstances and new technologies that affect their personal, professional and social lives. It is almost impossible to avoid change. Organizations must similarly change with the changing times, circumstances and technologies. Customer demands, tastes and preferences change rapidly. Creativity and innovation help companies to stand out from the pack and beat the competition. Change is therefore essential for growth. Change is different from growth. Change may take place overnight. Growth, however, is gradual. Change could be for better or worse, while growth is usually for the better. Growth means stepping into known areas, whereas change means stepping from a known to an unknown area. Growth often demands hard work, whereas change can happen without this.
Why do people resist change? Employees often react negatively to a change in their work location, the nature of their work or the policies and procedures governing their role. The reasons include employees not having the competencies and qualifications needed.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Successful Business transformation and the need for Change Leadership SkillsNMC Strategic Manager
You probably know that business transformation can be difficult. But what change leadership skills do you need? And what's the best approach to training? This presentation provides some tips and recommendations on where to focus.
Successful Business transformation and the need for Change Leadership Skills
Change Management
1. Change Management A Never-Ending Journey Presented by Bruce Baker – Inspired by John P. Kotter "Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got." -- Peter F. Drucker
2. Session Objectives Understand the fundamentals of Change: Fundamental Skills for Change Organizational Change Forces for Change The Nature of Change Assessing your Environment Identify with the Journey of Change. The Six Levels of “Change” Understanding each Level of Change through Classic Examples
3. Fundamental skills for Change The fundamentals are critical for forming a foundation or basis for Change. Refer to those essential and basic skills that form the foundation for effective change. Making changes in life requires skill. The better we get at mastering and using these fundamental skills the easier it is for us to make changes in our lives.
16. Forces for change come from internal as well as external to an organization.
17. What are the forces in your mind?Our objective: Understand the nature and mechanics of change to support organizations.
18. Nature of Change Before looking at the change initiative ask yourself… What is the nature of the change? What are the strategies that need to be employed? How does the “change initiative” affect the organization internally/externally… Remember: internal and external forces required the change in the first place. Considering the above will provide you with: Ideas on what resources you will need. The impact you will make. What obstacles you may anticipate through the journey.
19.
20. How many layers does the change initiative have to penetrate?
21. Who are the main drivers for change in that specific area?
22. What level of risk is being imposed on the business and what is the fallback plan?
66. Increasing Urgency - Summary What works well! Showing people what needs to change with something they can feel, touch and see. Showing people valid and dramatic evidence outside the organization that shows why change is required. Finding easy/cheep ways to reduce complacency. Never underestimating the levels of complacency…keep focussed!
67. Increasing Urgency - Summary What doesn’t work! Exclusively focussing on building the political, rationale argument and rushing ahead without considering the software! Ignoring the need to create urgency and rushing ahead to create vision and strategy (like building a house with no foundation). Believing that with no major crisis you can’t move ahead with your change initiative. Think you can’t do much without being the person in charge.
68. We can See it, Taste it and Smell it… Let’s Get it On! Our Foundation is Built!
70. Level 2 – Harness Support From a Guiding Team Initiating and seeing change through is huge…doing it alone will most likely result in failure. A strong guiding team is required…one with the right : Composition Level of trust and Shared objective/s The good news…when there is urgency more people are willing to: Provide leadership Pull together
72. Remedying the Blues versus the greens Seeing? – Credible sources visibly confront the issue guiding the integration of 2 teams. Admitting to the issues and not shooting down people who speak. Feeling? – People are shocked. Some for the first time, begin to feel optimistic that they can deal with the problem. Frustration/ager reduces. Changing & seeing it? – The guiding group will now start to have honest conversations about the problem. Feeling? – Distrust between members of the two groups start to decrease. Optimism creeps up; anger continues down. Changing? – The group that must guide change begins, for the first time, to act less as two team and more as one.
74. Putting together the winning team It is critical finding the correct mix that will bring about the expected change: Position Power – Are enough key players on board, so that those left out cannot easily block progress? Expertise –Do we have the correct ingredients relative to the task at hand e.g. skills, work experience etc. Credibility – Does the team have enough people with good reputations in the firm so employees will take it seriously? Leadership – Does the group include enough proven leaders to be able to drive the change process?
76. Balancing Leadership and management You need both a Leadership and a Management mix. Both must be able to work in tandem using the strengths and realizing weakness. The manager will keep things under control; the leader will drive change. An extreme on either side (manager/leader) will not bring about desired change.
77.
78. The first will fill up the team room and make everyone know who he/she is…Mr. /Mrs. Ego!
79. The second are those who go out to create mistrust and kill teamwork.
80. Natural ego develops at the higher echelons but a realistic thought of weakness and opportunity must prevail.
90. Level 3 – ARTICULATE VISION AND GOALS Articulating a vision and simple strategy cannot be created through authoritarianism and micromanagement. The vision provides the picture of the future through implicit/explicit commentary on why. A good vision consists of: Clarifying/simplify the general direction. Motivates people to take the right direction. Coordinates the actions of people quickly & accurately.
91. A clear sense of direction Answers to the following ensure a successful outcome: What change is needed? What is our vision of the new organization? What should not be altered? What is the best way to make the vision a reality? What change strategies are unacceptably dangerous? Severe consequences for those guiding teams not focussed on clear direction or sensible visions…
92. an effective Change vision Imaginable: Conveys a picture of what the future will look like. Desirable: Appeals to those that have a long-term stake in the organization. Feasible: S.M.A.R.T goals. Flexible: Allows enough flexibility to change with various demands. Communicable: Is easy to communicate…the elevator speech. Let’s Vote
93. Setting Goals The only way to operationalize the vision is to establish goals/objectives. Example – “achieve 60% of market share within 2 years…” Determine your strategy i.e. what you have to do to achieve your goals/objectives. An effective vision inspires stakeholders to want to achieve the goals/objectives set. How do stakeholders know that they have achieved? Example S.M.A.R.T. Goals
96. Level 4 – Nominating Roles and communicating vision Pulling it all together: Pull the team together sharing and identifying with a common vision and goal. Specify goals of various participants and be able to communicate the desired action for change. Depending on the size of change, the following roles are evident: Change driver – the principle cause and motivator of change. Change implementer – manages and performs tasks to bring about change. Change enabler –sets up environment so change can happen. Change recipient – expected to behave differently in a changed environment.
97. Key DRIVER ROLES FOR CHANGE Change Leader Also referred to the Change champion/Change agent. Should be a person in the organization being able to rally resources when needed. Has strong commitment to see the initiative to the end. Program sponsor The executive team’s representative ensuring that resources are allocated. Steering committee Share overall responsibility in partnership with the sponsor. Regularly review progress.
98. Communicate for buy-in Creating “project central headquarters” may be dangerous… Don’t get stuck behind closed doors! Making change happen is derived by walking the talk/leading by example. Communicating a compelling message will only happen through face to face interaction which means leaving the room!
99. Preparing for the big message A tale from Mike Davies and Kevin Bygate
105. Summary: what works…what doesn’t What does not work – Under-communicating due to fears that you will panic or overload your employee population. Speaking as though you are only transferring communication. Accidentally fostering cynicism by not walking the talk.
109. Ensuring support for company hardware and software The People – i.e. Company software The Processes and systems – i.e. Company hardware
110. People and systems capability People capability – Software Are the skills and knowledge existent (in many cases new competencies) in order for people to operate in the new world? Systems capability – Hardware Includes the functionality, capacity, capability and reliability of organizational systems to support the delivery of required outputs throughout the change initiative e.g. IT and performance management procedures and systems, organizational structures etc.
111. People capability Delivering training is not just knowledge transfer…it wanting behaviour to change… Just as you would draw up a detailed plan to communicate…draw up a detailed plan to train. In order to ensure the plan works well, have the right: Learners – employees, customers, vendors? Learning – does the change content match the change objective? Time – too late…employees are demoralized…too early…employees forget. Method – ensuring the correct method of delivery for actionable outcome. Environment – knowledge transfer is one thing…knowledge application in the correct environment is another…
112. Systems capability A key change-killer…systems that do not support a change imitative destroys enthusiasm and momentum for change. Just as you would draw up a detailed plan to communicate…draw up a detailed plan to train…ensure you have a detailed plan to support systems.
115. Why have short-term wins? They provide evidence that sacrifice is worth it e.g. spending on short-term initiatives is justified. Reward and recognition for those that are agents of change…positive feedback in small increments is powerful. Helps fine tune the vision and strategies in place...keeps integrity in place. Helps those that block change an opportunity to lessen resistance.
116. The nature and timing of short-term wins Going over a quick summary of possible anecdotal wins is not the answer… Four characteristics of short-term wins: It’s visible, large numbers of people can see for themselves, results that are real. It’s unambiguous: there can be little argument over the call. It’s clearly related to the initial change vision and objectives established. Results from strong links that ultimately lead to the final prize…long lasting change!
118. Level 6 – Entrench change and make it stick Change is not only changing infrastructure…it includes changing behaviour/culture – i.e. the way we do things around here. The “construction crew” can only be around while the house is being built. An entrenched well nurtured culture will hold things together. Ensuring your leadership/managerial succession shares and understands the vision
119. The boss went to Switzerland A tale from John Harris
120. Why the need to stick around… Ensure that change is entrenched to deal with what may come back and re-surface… Resistance: Always waiting to reassert itself. No matter how successful your change effort/initiate maybe, there will always be the “resistance coalition”. The key is to create a new equilibrium that is entrenched into organizational culture. A change initiative that becomes the culture and not a series of sub-cultures trying to make a stand…
121. Why the need to stick around… B A F The spider web principle: The problem of interdependence. Organizations are made up of several interdependent parts e.g. making one change to Production may have a profound impact on the Sales Department’s functions etc. The days of independent stable parts of an organization are quickly disappearing e.g. acquisitions of varied business lines. Eliminate unnecessary interdependencies…create a structure conducive to change C D E
122. Summary – Making it stick Success looks like… More change, not less – The guiding team will gain credibility by short-term wins until a point of equilibrium. More help – Additional people are brought in, promoted and developed to help with all the changes. Leadership from senior management – Senior people focus on maintaining clarity of shared purpose…and keeping urgency levels up. Empowerment below – Lower ranks in the hierarchy are empowered to provide leadership and management. Reduction of unnecessary interdependencies – making change easier in both short-term and long term initiatives.