The document provides an analysis of organizational change at CCW, a handloom weaving cooperative. It discusses:
1) Analyzing the different types of change agents among the weavers and how to diffuse change across each group.
2) Building the case for change by understanding weavers' motivations, social networks, and goals.
3) Implementing initial actions like involving supporters, celebrating wins, and providing resources to facilitate change.
This document summarizes key points from the February 2011 issue of the newsletter "Empower Bites". It discusses three main topics:
1) Achieving greatness in 2011 by focusing on fulfilling your passion and maximizing people's potential rather than income or status.
2) A book review of "The 8th Habit" by Stephen Covey about developing emotional intelligence to overcome obstacles and create trusting relationships.
3) The importance that managers place on "operational values" like integrity, quality of work, and learning ability when hiring and promoting, as shown through concrete examples from interviews and performance records.
This document discusses leadership challenges during times of crisis. It contains interviews with experts on this topic, including David Gergen and Ram Charan. The interviews discuss how crisis forces change upon organizations, and how effective leadership is needed to guide companies through major changes. While crisis is difficult, it also creates opportunities to change business models and become more innovative. Examples are given of companies like Intel that adapted successfully during past economic downturns. Overall the document examines the balancing act of leadership during crisis - managing through major challenges while also pursuing new opportunities.
This document reflects on conversations with over 1200 executives and focuses on the dynamics of business, the work and life of executives, and the world of executive development as a profession. It discusses challenges executives face in getting results, serving stakeholders, finding answers, tapping into experience, and more. The conclusion is that executive development is about performance improvement and facilitators should offer practical guidance and drop pretensions by hosting dialogues focused on proven processes deployed by champion executives.
There's been a lot of talk recently the benefits of on #agile adoption on non-development teams. In this presentation, first delivered at @ncwit, I explore the benefits of agile to #diversity and #inclusion
Want to know how you can contribute in keeping our earth green at the same time empower thousands of women and weavers?
Here we are presenting, KHADI GAATHA - story of a timeless legacy of hand spun, hand woven, eco friendly fabric – KHADI, binding generations, threading lives and weaving destinies.
Come! be a part of this story....
The document outlines a change management plan for an organization called CCW involving weavers. It discusses analyzing the weavers' behaviors and motivating them through the change process. It identifies early adopters and provides strategies to diffuse the change through social networks over multiple phases, including recognizing needs, building commitment, and addressing power dynamics. The plan aims to make the weavers more productive and profitable through behavioral changes to ensure the long-term viability of CCW.
This document provides an analysis of organizational change at CCW, a handloom weaving cooperative, to improve viability. It recommends:
1. Using change management principles like identifying change agents and building the case for change to diffuse new practices.
2. Motivating weavers intrinsically by involving them in leadership and showing pride in their work, as well as extrinsically through better income.
3. Building political power by gaining allies and using social networks while protecting against resistor's power.
Implementing pricing, behavioral and financial changes could make CCW viable if weavers are highly motivated through this change process, which may take 2-3 years.
Resilience: how to build resilience in your people and your organizationDelta Partners
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change."
- Charles Darwin
Those people who are familiar with our work know that we write quite a lot about the pace of change in our global business environment. It is continual, it is unrelenting, and it appears to be accelerating.
We cannot slow the pace of change, so do we give up? Throw our hands up and succumb to the tidal wave of knowledge that we are adrift and rudderless? And if not, what can we do to make our people and our organizations more resilient in the face of this ongoing pressure?
"Resilience: an ability to recover from or adjust easily to misfortune or change."
- Merriam-Webster Dictionary
It turns out that there are definitely steps that a manager can take to influence the resilience of both the organization and the individual.
The goal of this presentation is to provide a starting point for leaders and managers as they seek ways to battle back against the apathy and exhaustion that builds in everyone. It is not the final word in these matters – rather it is best considered a jumping off point for those who are looking for a different way.
So enjoy it, share it, and use it. Just let everyone know where you found it!
This document summarizes key points from the February 2011 issue of the newsletter "Empower Bites". It discusses three main topics:
1) Achieving greatness in 2011 by focusing on fulfilling your passion and maximizing people's potential rather than income or status.
2) A book review of "The 8th Habit" by Stephen Covey about developing emotional intelligence to overcome obstacles and create trusting relationships.
3) The importance that managers place on "operational values" like integrity, quality of work, and learning ability when hiring and promoting, as shown through concrete examples from interviews and performance records.
This document discusses leadership challenges during times of crisis. It contains interviews with experts on this topic, including David Gergen and Ram Charan. The interviews discuss how crisis forces change upon organizations, and how effective leadership is needed to guide companies through major changes. While crisis is difficult, it also creates opportunities to change business models and become more innovative. Examples are given of companies like Intel that adapted successfully during past economic downturns. Overall the document examines the balancing act of leadership during crisis - managing through major challenges while also pursuing new opportunities.
This document reflects on conversations with over 1200 executives and focuses on the dynamics of business, the work and life of executives, and the world of executive development as a profession. It discusses challenges executives face in getting results, serving stakeholders, finding answers, tapping into experience, and more. The conclusion is that executive development is about performance improvement and facilitators should offer practical guidance and drop pretensions by hosting dialogues focused on proven processes deployed by champion executives.
There's been a lot of talk recently the benefits of on #agile adoption on non-development teams. In this presentation, first delivered at @ncwit, I explore the benefits of agile to #diversity and #inclusion
Want to know how you can contribute in keeping our earth green at the same time empower thousands of women and weavers?
Here we are presenting, KHADI GAATHA - story of a timeless legacy of hand spun, hand woven, eco friendly fabric – KHADI, binding generations, threading lives and weaving destinies.
Come! be a part of this story....
The document outlines a change management plan for an organization called CCW involving weavers. It discusses analyzing the weavers' behaviors and motivating them through the change process. It identifies early adopters and provides strategies to diffuse the change through social networks over multiple phases, including recognizing needs, building commitment, and addressing power dynamics. The plan aims to make the weavers more productive and profitable through behavioral changes to ensure the long-term viability of CCW.
This document provides an analysis of organizational change at CCW, a handloom weaving cooperative, to improve viability. It recommends:
1. Using change management principles like identifying change agents and building the case for change to diffuse new practices.
2. Motivating weavers intrinsically by involving them in leadership and showing pride in their work, as well as extrinsically through better income.
3. Building political power by gaining allies and using social networks while protecting against resistor's power.
Implementing pricing, behavioral and financial changes could make CCW viable if weavers are highly motivated through this change process, which may take 2-3 years.
Resilience: how to build resilience in your people and your organizationDelta Partners
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change."
- Charles Darwin
Those people who are familiar with our work know that we write quite a lot about the pace of change in our global business environment. It is continual, it is unrelenting, and it appears to be accelerating.
We cannot slow the pace of change, so do we give up? Throw our hands up and succumb to the tidal wave of knowledge that we are adrift and rudderless? And if not, what can we do to make our people and our organizations more resilient in the face of this ongoing pressure?
"Resilience: an ability to recover from or adjust easily to misfortune or change."
- Merriam-Webster Dictionary
It turns out that there are definitely steps that a manager can take to influence the resilience of both the organization and the individual.
The goal of this presentation is to provide a starting point for leaders and managers as they seek ways to battle back against the apathy and exhaustion that builds in everyone. It is not the final word in these matters – rather it is best considered a jumping off point for those who are looking for a different way.
So enjoy it, share it, and use it. Just let everyone know where you found it!
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.
This is about change. Most of the software companies now call it “becoming agile”. Personally, I think the term “agility” is overused and has lost its true meaning.
Regardless where you want the change to occur: be it on how activity in a submarine is performed (like David Marquet explains in his book “Turn the ship around”), in an online e-commerce company (like Tony Hsieh explains in his book “How to deliver Hapiness”) or in really any company (like John Kotter explains in his book “The heart of change”) there are some steps that are taken to produce change.
What I wanted to do is to go through these steps and give examples both from my experience and from the above mentioned books.
This document discusses leadership skills and provides guidance on how to hone leadership abilities. It defines leadership as charting a positive course and inspiring others to achieve high standards. Some key leadership traits discussed include vision, communication, persistence, empowerment, and organizational ability. The document provides a 5-step process for honing leadership skills, which involves eliminating negativity, practicing integrity, leading a healthy lifestyle, treating others well, and helping others succeed. It also differentiates the roles of leaders and managers. The last part discusses resolutions as formal documents used to document organizational decisions.
Closing the Generation Gap Through MentoringKatie Mouton
In this webinar, we discussed how mentoring can close the ever-present generation gap between the Baby Boomers and Millennials, and encourage these individuals to work together to benefit their organization.
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
A big part of process improvement is managing the transition. Many books have been written about how to do this, yet there is a paucity of strategies that can be tied to real life variables. In this Appendix to our book (in translation from Spanish) we explore such strategies and suggest a parsimonious approach whenever possible.
This document discusses various topics related to the role and responsibilities of a Scrum Master. It begins by explaining that a Scrum Master is responsible for helping the team perform at its highest level by removing impediments and facilitating meetings. The document then discusses how a Scrum Master acts as a servant leader without authority, using techniques like active listening and influence. It also addresses how a Scrum Master can motivate a team using intrinsic motivation approaches. The document connects various topics through diagrams and explains concepts like delegation styles, improvement katas, and adapting a facilitation strategy based on a team's competence level. It emphasizes that as a Scrum Master, one gives up command and control to empower the team.
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.
Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM
Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.
Resistance to change is natural and expected. The document discusses various reasons for resistance to change and strategies for managing resistance. It emphasizes the importance of communication, involvement of stakeholders, and addressing people's fears and uncertainties regarding change. Effective change management requires understanding change from the perspective of individuals and having a comprehensive plan to guide the organization through the change process.
Slides of the NCVO webinar that took place in June 2020 covering:
1) the role of the chair and the board in supporting organisations in the next phase
2) challenges and opportunities which the easing of lockdown presents for trustees
3) tips and resources to help boards plan in a period of significant change
Watch the webinar: https://www.youtube.com/watch?v=HaPktkiCRgo
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with D...Christopher Conroy
The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function.
Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
In these environments, managers like us have significant constraints on their time, capacity to build reciprocal relationships, and authority over individual actors. Yet, at the same time, we are required to persuasively communicate the need for changes that will affect the long-term outcomes for our colleagues and our organizations. This requires the capacity for managers to master a feedback process in which they listen, seek to clarify and understand their colleagues, while also offering a compelling argument for the adoption of a new direction or set of practices. This process requires managers who can exemplify excellence in culture-building as well as providing feedback with individual members. We call this process managing "The Tide".
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
WECREATE Worldwide is a company established in 2005 to support organizations and leaders in achieving breakthrough innovation and leadership. They work with clients on processes for breakthrough innovation in products, services, experiences and brands. They also provide leadership development training. The document discusses WECREATE's approach of using "Breakthrough Biodynamics" to create leverage ideas and impact the future in unexpected ways. It provides examples of past breakthrough innovations and discusses challenges organizations face in embracing future changes.
Future Think Consulting provides 10 secrets for sustaining growth in chaotic environments. The secrets include not trying to control chaos but using it to seize opportunities, recognizing that growth is no longer linear, making invisible talents visible to foster collaboration, and allowing speed instead of slowing down out of fear. The document outlines each secret in 1-2 paragraphs and concludes by introducing Future Think Consulting as a performance consulting firm.
1. The seminar on change management covered various topics including managing change, corporate lessons on change, and the eight stages of the change process.
2. Some key points in managing change are establishing urgency, forming a guiding coalition, creating and communicating a vision, and planning for short-term wins.
3. Resistance to change comes from both individuals and organizations, but can be reduced through participation, communication, and including those affected in decision making.
This document summarizes a workshop on managing organizational transitions and change. It discusses that change is situational while transition is psychological, and outlines the three phases of transition: ending the old ways, an in-between neutral zone, and establishing a new beginning. It provides tools and checklists for managing each phase of transition, and emphasizes the importance of leadership in guiding people through change and fostering a coaching environment to allow for creativity in the uncertain neutral zone period.
Change Agents' skills and client relationship - SlideshareJasmine Sobhy, MBA
A change agent is someone who helps drive organizational change from inside or outside the organization. The document discusses the types of change agents, their roles and skills, and best practices. It defines a change agent as someone who influences change through their actions and influencing others. Internal change agents have knowledge of the organization but lack objectivity, while external agents provide expertise but need to familiarize themselves with the organization. Key skills for change agents include developing objectives and plans, assessing resources, managing resistance, and having a clear vision, patience, strong relationships, and leading by example.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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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.
This is about change. Most of the software companies now call it “becoming agile”. Personally, I think the term “agility” is overused and has lost its true meaning.
Regardless where you want the change to occur: be it on how activity in a submarine is performed (like David Marquet explains in his book “Turn the ship around”), in an online e-commerce company (like Tony Hsieh explains in his book “How to deliver Hapiness”) or in really any company (like John Kotter explains in his book “The heart of change”) there are some steps that are taken to produce change.
What I wanted to do is to go through these steps and give examples both from my experience and from the above mentioned books.
This document discusses leadership skills and provides guidance on how to hone leadership abilities. It defines leadership as charting a positive course and inspiring others to achieve high standards. Some key leadership traits discussed include vision, communication, persistence, empowerment, and organizational ability. The document provides a 5-step process for honing leadership skills, which involves eliminating negativity, practicing integrity, leading a healthy lifestyle, treating others well, and helping others succeed. It also differentiates the roles of leaders and managers. The last part discusses resolutions as formal documents used to document organizational decisions.
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Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
A big part of process improvement is managing the transition. Many books have been written about how to do this, yet there is a paucity of strategies that can be tied to real life variables. In this Appendix to our book (in translation from Spanish) we explore such strategies and suggest a parsimonious approach whenever possible.
This document discusses various topics related to the role and responsibilities of a Scrum Master. It begins by explaining that a Scrum Master is responsible for helping the team perform at its highest level by removing impediments and facilitating meetings. The document then discusses how a Scrum Master acts as a servant leader without authority, using techniques like active listening and influence. It also addresses how a Scrum Master can motivate a team using intrinsic motivation approaches. The document connects various topics through diagrams and explains concepts like delegation styles, improvement katas, and adapting a facilitation strategy based on a team's competence level. It emphasizes that as a Scrum Master, one gives up command and control to empower the team.
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
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Resistance to change is natural and expected. The document discusses various reasons for resistance to change and strategies for managing resistance. It emphasizes the importance of communication, involvement of stakeholders, and addressing people's fears and uncertainties regarding change. Effective change management requires understanding change from the perspective of individuals and having a comprehensive plan to guide the organization through the change process.
Slides of the NCVO webinar that took place in June 2020 covering:
1) the role of the chair and the board in supporting organisations in the next phase
2) challenges and opportunities which the easing of lockdown presents for trustees
3) tips and resources to help boards plan in a period of significant change
Watch the webinar: https://www.youtube.com/watch?v=HaPktkiCRgo
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The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
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The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function.
Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
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1. The seminar on change management covered various topics including managing change, corporate lessons on change, and the eight stages of the change process.
2. Some key points in managing change are establishing urgency, forming a guiding coalition, creating and communicating a vision, and planning for short-term wins.
3. Resistance to change comes from both individuals and organizations, but can be reduced through participation, communication, and including those affected in decision making.
This document summarizes a workshop on managing organizational transitions and change. It discusses that change is situational while transition is psychological, and outlines the three phases of transition: ending the old ways, an in-between neutral zone, and establishing a new beginning. It provides tools and checklists for managing each phase of transition, and emphasizes the importance of leadership in guiding people through change and fostering a coaching environment to allow for creativity in the uncertain neutral zone period.
Change Agents' skills and client relationship - SlideshareJasmine Sobhy, MBA
A change agent is someone who helps drive organizational change from inside or outside the organization. The document discusses the types of change agents, their roles and skills, and best practices. It defines a change agent as someone who influences change through their actions and influencing others. Internal change agents have knowledge of the organization but lack objectivity, while external agents provide expertise but need to familiarize themselves with the organization. Key skills for change agents include developing objectives and plans, assessing resources, managing resistance, and having a clear vision, patience, strong relationships, and leading by example.
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5. ARE YOU READY TO LEAD A CHANGE?
Fixed Malleable Desirable
state of mind
for the
Internal Ability Strategy change
“I just don’t “If I try x, I can leader
have the right do it”
stuff”
External Task difficulty Luck
“This was a just “I was just
hard job- no one unlucky.”
could have
succeeded”
6. THE CYCLE OF CHANGE
Random incidents
Waning
activities
1
Integration
Recognition
Initial actions
Implementation
7. PHASE 1: RANDOM INCIDENTS
CCW was founded to help the weavers get a better
livelihood and continue the profession of weaving.
It started with the intension of bringing about a change in the
way the weavers have been working all this while.
You as a leader put thought into it to find out why this
change it needed. You realized that
Weavers need to adapt their weaving style and patterns
to the new styles of the market
Weavers need to adhere to quality control mechanisms
to get a better margin in the market
8. PHASE 2: RECOGNITION – BUILD A CASE FOR CHANGE
In this phase you need to win the weavers over to your side
and have them vote for the change.
You need to study and understand your weavers before you
build a case
1. What is the pattern of your change agents and where is
your tipping point? What kind of potential resistance
exits?
2. What kind of social network exists in your organization?
3. What are the weavers’ intrinsic and extrinsic motivations
to weave with CCW and in general?
4. Do they identify with CCW?
5. What are your and their sources of power ?
6. How can you influence your employees?
9. PHASE 2.1 CHANGE AGENTS IN CCW
CCW is very lucky that almost 70% of its weavers come within innovators,
early adopters and early majority. These are the ones easy to convert.
The XL sheet has details of which weaver belongs to which class.
How to diffuse the change across these categories of change agents?
We recommend you start with appreciative enquiry. Ask the weavers
‘When was it that you were at your best’ and the his answer should make
you say and feel ‘Oh wow, is that so’.
Be ready to hear a lot of lashing out as the change takes place. The
leader like Lord Shiva will need to digest a lot of poison before the Amrut
comes out.
Innovators:
+ Love new things. Any new idea
excites them.
+ Start with them.
+ Speak to them individually in an
informal setting about the change
+ Get them involved in planning the
change and pilots.
10. PHASE 2.1 CHANGE AGENTS IN CCW
Early majority
+ Like to go for the change only if it benefits them. They may
show a cognitive resistance ‘I don’t get it’.
+ Build a case for the change after winning over innovators
and early adopters. Give rational reasons, show them their
benefit.
+ Pay attention on ‘why’ not ‘how’.
+ Do not do an information overload. Keep it simple.
+ Have patience, allow them to digest the information
Late majority
+ Will adopt a change only if necessary. They tend to show
the emotional resistance ‘I don’t like it’.
+ Use the early majority broker networks to influence them
11. PHASE 2.1 CHANGE AGENTS IN CCW
Resistors:
+ Are completely against the change. They may show
personal resistance of ‘I don’t like you’.
+ Ignore them, keep them out of the change process,
remove them from important leadership or influential roles.
+ They will automatically join the change movement when
the late majority gets converted.
12. PHASE 2.2 CHANGE DIFFUSION & SOCIAL NETWORKS
Brokers
+ There are certain weavers who have a more influential
social network than others. We call them brokers.
+ Use them to diffuse the change to other weavers who are
late adopters.
+ Rotate these brokers across different groups for a short
while and have them diffuse the change over time.
+ The XL sheet provided has the details of these weavers.
13. PHASE 2.3 WHAT ARE THEIR NEEDS?
HOW TO MOTIVATE THEM?
The weavers have a more short-
term outlook than outlook. In
order to convert it into a long
term view you need to
Show them the dream (Intrinsic)
Involve them across all activities
of CCW, give them opportunity to
grow, learn and demonstrate
responsibility. (Intrinsic)
14. PHASE 2.3 WHAT ARE THEIR NEEDS? HOW TO
MOTIVATE THEM?
How working with CCW can improve their lives in
many ways
Good income (Extrinsic )
Status and Social respect –
by introducing more responsible
and involved work such as quality
control, marketing, sales,
accounting, middle managers (Intrinsic)
CCW cares and matches with their intrinsic motivations.
Giving them a sense of identity. Show them how their work
is pride worthy and is used by large boutiques and
exported. Create a sense of pride in handloom. (Intrinsic)
15. PHASE 2.3 WHAT ARE THEIR NEEDS? HOW TO
MOTIVATE THEM?
Giving them a sense of identity. Show them how their work
is pride worthy and is used by large boutiques and
exported. Create a sense of pride in handloom. (Intrinsic)
Better lifestyle – the weaver can work at home and be his
own boss, use his own creativity (Extrinsic)
Get trained in better weaving techniques and maintain a
high degree of quality. (Extrinsic)
As can be seen, a large number of weavers are
interested in learning difficult weaving and teaching
the same too. A substantial number are interested in
quality control.
16. PHASE 2.4 ALIGN YOUR GOALS
The good news is that a
lot of the goals and
interests of CCW are
aligned with that of the
weavers.
Start with the weavers
whose goals are aligned
and those who are
innovators or early
adopters.
Give them resources and
ability to achieve the
common goals.
Thus they will become
your allies.
17. PHASE 2.5 POWER AND POLITICS !
Power: Ability to get things done
Influence: process by which one party attempts to change
the attitudes and beliefs of others
+ This and the next two slides analyze your and the
weavers’ powers.
+ It also gives insights into how can you build your
power, fight their power and influence them
18. PHASE 2.5 WHAT POWER DO YOU HAVE?
Communication
Formal authority
network
Resources You Right Unit (N/A)
Knowledge /
Reputation /
United front / allies
performance /
expertise
Your power
Youhave formal authority and resources. Do not use
formal authority except in the case where a resistor
creates too much trouble.
19. PHASE 2.5 WHAT POWER DO YOU HAVE?
How too build your power
Use your resources to build your allies. Give these
resources to the innovators and early adopters.
Use the networks of the influential innovators and
early adopters to spread the news about the change
and to build your own network
Learn some technical details about weaving. This will
help the weavers develop trust and respect.
Move later to the other types of change agents as
suggested earlier
20. PHASE 2.5 WHAT POWER DO THEY HAVE?
Communication
Formal authority
network
Weav
Resources Right Unit (N/A)
ers
Knowledge /
Reputation / United front /
Performance /
allies
Expertise
Their power
They are strong in their networks and allies. Do not under estimate
the power of resistance. If a weaver is upset with you or against you,
he will use his network to put you in a bad light and reduce your
credibility.
They can also make a lot of weavers quit CCW. Some of them have
power due to their knowledge and expertise. You need to have these
people in your side.
21. PHASE 2.5 WHAT POWER DO THEY HAVE?
How to protect yourself against their power
If they are resistors, then you need to keep them satisfied in
an illusion that they do not need to change until everyone
else has been converted. They will change in the end.
Weavers do not have resources. If you want to punish
someone, you can starve them of resources.
Risks and stakes
Your risks and stakes are higher than those of the weavers. If
you fail it is a big deal, if they fail it is not a big deal.
Better option
If someone is being difficult, you can trade your resources
with the desired action.
22. PHASE 2.6 HOW TO PERSUADE PEOPLE?
Liking: people like those who are like
themselves and like themselves
To show similarity, correlate anything in your life with
that of the weaver. This could be language, culture,
smoking, kids, similar taste in colors, criticism about a
common person or thing.
To be liked, be sensitive to other people’s body
language and reactions
To be liked, develop the desire and ability to change
oneself based on other people’s reactions.
Show appreciation, but only when it is honest.
23. PHASE 2.6 HOW TO PERSUADE PEOPLE?
Reciprocity: People tend to return favors.
Do as many favors as possible. They could be simple
ones like giving a lift, giving an honest appreciation,
sharing a resource, sharing food
Social proof: People tend to commit
themselves if they have spoken in public
Get your innovators and early adapters to speak in
public about why the change is a good idea
Authority : People tend to obey authority figures
Get external speakers to motivate the early majority
24. PHASE 2.6 HOW TO PERSUADE PEOPLE?
Commitment and consistency: People tend to
justify their actions whether they were right or
wrong.
If you have a bad relationship with a weaver, be nice
to him and ask him for a small personal favor.
Example: a smoke, a pen, a book anything that is
trivial. After reluctantly offering you the favor, the
opponent will justify his behavior towards you , that he
gave it to you because you are a good person. The
next time he will be far more approachable.
If an early adopter agrees to your proposed idea of
change, ask him why. He will try to find all the reasons
to justify his actions.
25. PHASE 2.6 HOW TO PERSUADE PEOPLE?
Commitment and consistency:
If a resistor disagrees to your proposed change, do
not ask him ‘why’. If you ask him why, he will find
more justifications and convince himself even more
about why it is a bad idea. Instead ask, what can you
do to win him over.
Associate weaving with something desirable e.g.
fashion models or film stars wearing handloom.
Associate the desired results with intrinsic
explanations not extrinsic ones. Example: Wow these
sarees have no defect, you must be a perfectionist,
vs, FabIndia will be very pleased as there are no
defects.
If any of your arguments to convince people is weak,
26. PHASE 3: INITIAL ACTIONS
Make a project plan as to how will you implement the
change. Who all will be involved, in what manner, what will
be their responsibility. Involve your supporters to create this
plan. The plan could also include starting with a pilot.
Determine how will you measure success, based on what
parameters. Examples: no. of sarees woven in x number of
days, of y number of knots, with z number of defects.
Make it pretty: Prettiness, tidy-ness builds a cognitive
innovative mind. Whenever a person see a beautiful
product, even if it is difficult to use, the person is able to
think in many ways to finally operate it. If a product is easy
to use but ugly, chances are that it may not be used as
much. Make sure your weavers find their saree designs
beautiful.
27. PHASE 3: INITIAL ACTIONS
Provide channels of implementation. Make it easy for the
weaver to implement the change after he has agreed to it.
Example: If you are the editor of a college magazine and
are finding it hard to convince students to write, take a
pen and a paper, put it down in front of them during their
break and ask them to write just about anything they like.
This is far easier than finding time, opening the laptop,
putting too much thought etc to write.
For a weaver, provide him with encouragement, support,
resources, training, anything that he needs to get things
done.
28. PHASE 3: INITIAL ACTIONS
Involve the weavers (only those who are on your side) in
implementing the change. Let them take over
responsibilities other than weaving, if they show an interest
(which they have as indicated in earlier slides)
Keep enough time and space for contingencies
Build the right kind of organizational structure to support the
change process
29. PHASE 4: IMPLEMENTATION
In order to keep the momentum going on, celebrate
small periodic wins with your people
Showcase the wins in public
Follow up on targets
Create a structured, consistent environment
Make clear decisions / contracts
Make the key stake holders feel the ownership
Make sure there isn’t any resource constraint
30. PHASE 5: LAUNCH AND INTEGRATION
Launch the change
Observe if the change is no longer new but is now a norm
Evaluate the change process and different initiatives
31. PHASE 6: WARNING SIGNS
When the change has become a norm and there is a sign of
disruption either externally or internally, it is perhaps time for
yet another change
32. LEADERSHIP STYLES AND THE CYCLE OF CHANGE
Pace setting style Commanding style
Increases result, Increases control and
ambition execution, works well
in crisis
Coaching style
Increases
competence,
innovation
Affiliative style Visionary style
Increases trust Gives hope and
and closeness direction
Democratic style
Increases
involvement and
commitment
34. 5. 2 ORGANIZATIONAL BEHAVIOR
Use the change management principles to diffuse the
change
Use both intrinsic and extrinsic motivation techniques. The
former are more effective
Build your power base
Win them over
35. 5.4 SUMMARY
If all 3 measures are implemented, then with highly
motivated weavers can be possible to produce more and
better products and also sell them at a higher margin.
This, combined with some structural and financial
adjustments, could lead to the viability of the organization.
The entire change management process will take a longer
time perhaps 2-3 years.