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.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
A slideshow I use when I give a one-day talk on organizational change. Part of a three module executive education program at IFL - Stockholm School of Economics.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
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.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
A slideshow I use when I give a one-day talk on organizational change. Part of a three module executive education program at IFL - Stockholm School of Economics.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
21 Critical Questions to Ask before Change ManagementCatherine Adenle
This presentation contains 21 critical questions to ask before change management. Before implementing a major change in an organization, to have clarity and a water-tight road map for change, certain critical questions must be asked and answered first. For change to be successful and for it to take hold, rushing into a major change without answering these 21 critical questions to ask before change management will certainly derail the change. These 21 critical questions will help all change agents, experienced and inexperienced, to plan a change in a well structured manner.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Gamification in HR and change managementPetr Pouchlý
Basics about playful design and gamification in companies. Focused on change management and HR.
Used in many private presentations in Czech republic, 2017.
What is change management?
Activities contributing to effective change management
Soft and hard side of change management
DICE for change management calculation
What is volatile economy – Indian Situation
CASE STUDY – TATA motors
Business Analyst, stakeholder management, continuous improvement and re-purposing, process modeling, change management, requirements gathering, observing structures/patterns, risk management, organizational skills, communication skills, problem solving, researching, technical liaison between business and technology, object oriented analysis and design with the unified process, SQL, Oracle, UML, use case, activity and sequence diagramming, disaster recovery, business continuity and technical writing, conflict resolution.
Definitions, Need to change, Positive & Negative reasons to change, Understanding Change, Traditional models, PDCA, AKDR,& Lewis Models, Managing & leading, Communication, Obstacle to change, Fundamental attribute errors, Change to next level, Clarity, Growth mind set, Right people, skilled incompetency, How to change
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Systemic Approach to Cultural Transformation - InspireOneInspireone
One common element that stands out in successful cultural transformation stories is the systemic approach that organizations have adopted to transform their cultures. InspireOne's Culture Transformation solutions are designed around the 5-box model which is values signals , skills , structure, systems that brings tangible and sustainable results.
Driving It Home: Real Change is Not an Even, It's a ProcessBizLibrary
Numbers are rarely fun, so let’s get statistics out of the way first.
Did you know that 87% of employees believe there is not enough focus on “how” to change? (IBM 2015)
Did you know that 90% of CEO’s fear their organizations do not have the agility to maneuver the road ahead? (Global CEO survey)
You may or may not know that retention for stand-alone events or training is 10% at best. (National Training Laboratories)
This is the reality. It hints at many organizations being stuck in their old ways and shows that the current methods and training are not “Driving It Home,” which just happens to be the title of this very webinar.
When it comes to change, most organizations focus on structures, processes, and systems instead of individuals. Few recognize that without a collective mindset for change and innovation targeted towards leaders and employees, their best efforts to change will fail.
So how do we expect our teams and organizations to change if the leaders and individuals within them don’t? How do we expect change to “stick” when we know the poor retention of standalone training and learning sessions?
It is now, more than ever, that workplaces must acquire and utilize the right tools and the right mindset to effectively manage the forces of change. This begs the question: How? That is what we’ll talk about in this must-attend webinar.
Key Learning Objectives
What is getting in the way of change and why creating a mindset for change is so critical now.
The ugly reality of stand alone learning.
An in-depth look at the changing expectations of both consumers and learners.
The power of cinematic micro-learning where learners experience the art of coaching and learning through bite-sized video stories spaced overtime, presented on a technology platform.
Similar to Change Management Presentation Helsinki (20)
A learning journey for those who want to initiate and sustain change in organizations.
Dates:
Module 1 - Starting the Journey: August 18-21, 2015 (face-to-face, Berlin)
Module 2 - Expanding Skills: August 22-October 10, 2015 (online learning phase)
Module 3 - Completing the Learning Journey: October 13-16, 2015 (face-to-face, Berlin)
The Change Journey is a radical approach to change. It is based on the paradigm that change in organizations is not a linear path from A to B. As many of us experience, what happens in a change process is largely unpredictable. Our Change Journey Map then helps you to navigate through uncertainty. This Map is inclusive - which means whatever tools and models you are used to can be incorporated. For all of you who are involved in a change process - we invite you to become a fellow traveller! This community is the place to reflect about the journey principles and tools that go along.
As a part of our new change framework the Change Journey (http://www.changejourney.org), we want to explain some of the theoretical background. This presentation is about the topic of complexity in organizational change.
Six different models on how to work in change processes:
1. Appreciative Inquiry (Cooperrider/Whitney
2. Grief Cycle (Kuebler-Ross)
3. Kotters' Change Model
4. The Change Journey (HUMAP)
5. CFAN's Cyclical Model
6. Theory U (Otto Scharmer)
In a regional workshop in Asia, young people from different nations made a very touching video clip on the issues of responsibility, commitment and freedom. Please look at the video and answer the simple two questions: What are you responsible for? What do you commit to? Reply at: http://tinyurl.com/agff5v
Presentation on how Web 2.0 and change management are interrelated. A view on the future of change facilitation. Presentation held at the International Association of Facilitators conference in Atlanta. April 12, 2008 by Holger Nauheimer.
There is (at least) one error in the slide show. Peter did of course his forst YouTube video not in 1996, but in 2006.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
1. Be the Change Helsinki, January 8-9, 2009 GLOBAL NETWORK FOR EXPLORING, CREATING AND CELEBRATING CHANGE
2. So, what’s you greatest challenge? „ Can‘t you ever relax?“
3. Warming up & introduction of participants I like sustainability I don’t change if not needed I seek for changes in my way of working I adapt new things easily I am ready to change when required I feel change resistence when I am expected to change Place yourself mentally on a grid for the two dimensions – external and internal changeability 5 4 3 2 1 0 1 2 3 4 5 5 4 3 2 1 0 1 2 3 4 5
4. Warming up & introduction of participants Normally How do you see change? How du you assess yourself? What makes it right for you to stand at the position where you are? Is there any direction you would like to take? What would it take from you to go there? The people you work with, where would you place them on this grid? I like sustainability I don’t change if not needed I seek for changes in my way of working I adapt new things easily I am ready to change when required I feel change resistence when I am expected to change
5. Warming up & introduction of participants I like sustainability I don’t change if not needed I seek for changes in my way of working I adapt new things easily I am ready to change when required I feel change resistence when I am expected to change Many people believe they are HERE… … but believe others around them are HERE… or …HERE or …HERE
6. About Change The dilemma with change is that everyone likes to talk about it, but very few have insight into their own willingness to change, let alone their ability to influence change. Those who see the need for change often want others to change first. That applies to adversaries and onlookers, but also to analysts and practitioners. Why is this the case? (Chris Spies, 2006) How to construct an environment in which people in conflict can safely explore new ideas towards a better future?
7. Some Aspects of Change Nature of change Why change has become important What is change: how to understand it? how to describe it? Shift of the change paradigma Energy of change Ethics of change Levels of change: individual, group, org, wider system Change as change of thinking How to enhance the change of thinking Tools & techniques and methods to facilitate change Practice of change: How to walk the talk
8. Why organizations Change? Wordl is changing faster than organizations There are 3 powers: Globalization Technology Information
9. ” Speed of changes accelerates in all fields:” knowledge, information flow, trends, innovations, globalization.... Collecting & hunting- society ..Fusion- society? Bio- society? Knowledge society Industrial society Agriculture- society amount of changes 6000 eaa... ...1600 1700 1800 1900 2000 2025 2050 Emerging Unpredictaple Virtuality Individualism Change in our society
11. Eri tyyppisi ä muutoksia: Outcome of change Transformative /discontinuous Gradual, Incremental ADAPTATION -> internally initiated -> best practices live, -> small cuts, outsourcing -> evolution RE-CREATION -> frame braking/new frames -> fast change of all basic elements -> downsizing, mergers -> revolution, crisis REORIENTATION -> frame bending -> new strategy, new business area -> new identity/values TUNING -> improving and enhancing -> development projects -> training on new culture -> pilots, pioneering Nature of change Proactive Reactive Different change types All change has all these elements. How do you see change in your organization?
12. Individual -> chance is internal process -> reflection of growth Group -> facilitation -> focused to dialogue Organization -> management -> focused to decicions & measurement Wider system -> megadrends -> uncontrolled Change Levels
13. Principles of Change Principles to observe in change processes: 1. Organizational change is a process of human interaction created by dialogue. Each actor has a distinct „mental model“ of the change process which is generated by individual life-time experience, personal filters and person-specific emotions. 2. Organizations are complex social systems (so-called “non-trivial machines”). The behavior of an organization in a change process cannot be predicted with absolute certainty; it can only be optimized. 3. Successful organizations are driven by passion and responsibility of their members; they depend on deep alignment around common purpose and a continuous development of internal capacity to embrace uncertainty.
14.
15.
16. How has your work changed? How the working culture has changed? In modern work high quality collaboration is more and more needed. Working context and topics are more complex. There are less right answers and no “one right way” to do things. More people are involved and needed for success of an organisation. More creativity is required and less hierarchy expected. Changes are even faster. Nature of change - Why change has become important Change at Work Simple Individual Complex Collabo-rative Traditional working Project working Modern working Team working
17.
18. Statement 1 A - Organization is a macine B - Organization is an organism Statement 2 A - Decision and implementation are same thing B - Decision and commitment are two different things Statement 3 A - Capital & resources rest on money, machines and buildings B - Capital & resources rest on competencies, learning & relations Statement 4: A - Leading by tasks and job descriptions B - Leading by enableing commitment Statement 5: A - Predictability is high and easy B - Predictability is low and difficult Statement 6: A - Changes in environment are in control B - Changes of environment are not in control Statement 7: A - Organization is constructed by teams/units, documents and charts B - Organization is constructed by networks, relations and conversations Statement 8: A - Leading by managing things and motivation people B - Leading by connecting people and costructing thinking Change paradigm Here you are 8 statements: Choose A or B according to your ecperience in your work at your organization: Which statement is more true? Result: How many A? How many B?
22. Translating The language of the organization The language of a department The language of a team The language of interaction The language of the situation The language of the culture Market economy, globalization Values, vision, mission, strategy Outcomes, processes, products Working methods, work division, team rules, targets ’ Atmosphere talk’ Time, place, persons Translating Translating Translating Translating Language and Change
23. * From The Fifth Discipline Fieldbook by Peter M. Senge, Art Kleiner, Charlotte Roberts, Rick Ross, Bryan Smith The Ladder of Inference
24. Imagine... Imagine that everybody in your organization could see the future as it unfolds. Imagine that you had the ability to paint the future in disctinct colors. Imagine that that these colors would be the colors of success, satisfaction and pride. Imagine that everybody in in your organization had the same dream – would that dream become reality?
25. It is possible... Because organizations are nothing else than a product of our collective imagination. If you want to implement change, you have encourage people to imagine the future of their organization. Together, collectively. This process is called Appreciative Inquiry (AI)
33. Human Needs in Change: Max-Neef Subsistence Freedom from Want (Income/Livelihood) Protection Freedom from Fear and Abuse (Ground Rules) Affection Freedom from Rejection (Dignity/Teamwork) Understanding Freedom from Uncertainty (Information Access) Participation Freedom from Exclusion (Inclusivity) Leisure Freedom from Exhaustion (Stress Reduction) Creation Freedom to Create Your Own Future (New Ideas) Identity Freedom To Be Proud of Yourself (Self-Esteem) Freedom Freedom from Coercion (Autonomy)
34. Redifine RESISTANCE Why people resist for change? - Do they? What is the good they are figthing for? How do you redifine change resistance? Change resistance?
35. Redifine RESISTANCE Why people resist for change? - Do they? What is the good they are figthing for? What it is then? How do you redifine change resistance? How would you use the new definition in your change project? Change resistance?
36.
37. :: Change Needs Engagement :: Change Model 3: John Kotter’s Change Model 1. Establish a sense of urgency 2. Create a coalition 3. Develop a clear vision 4. Share the vision 6. Secure short- term wins 7. Consolidate and keep moving 8. Anchor the change 5. Empower people to clear obstacles
40. Levels of Complexity in Organizations Level of Complexity Type of Response Management Principle Examples Chaotic (not knowable) Act-Sense- Respond Crisis management Any kind of sudden crisis Complex (knowable/ retrospect) Probe-Sense- Respond Whole Systems Change Web 2.0 Complicated (knowable/ prospect) Sense-Analyze- Respond Systems Thinking Post merger integration Simple (known) Sense-Categorize- Respond Standard Operating Procedures Simple production processes
43. Change management Project: 1. Planning 2. Implementation 3. Measuring IMPORTANT: Kotter’s 8 steps Planning and schedules Known and predictable Change Facilitation Process: 1. Preparation 2. Starting change journey 3. Living the change journey 4. Developing skills to work in constant change IMPORTANT: Common principles Forums and dialogue Awareness and sensitivity Unknown and unpredictable Mechanistic and repeating work Small groups plan Employees implement the plan Complex and thinking work All construct and implement plans Change management & leadership
44. ” It is essential for leaders to understand the change process. Moral purpose without an understanding of the change process is moral martyrdom. Having innovative ideas, and being good at the change process, is not the same thing. Indeed, the case can be made that those firmly committed to their own ideas are not necessarily good change agents because the latter involves developing commitment with others who may not be so enamoured by the ideas.” Michael Fullan: Understand the process of change
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46. What does it mean to be a change agent (or change leader)? What is the role of change agent (or change leader)? What are the skills and competencies of change agent (or change leader)? What are the tools of change agent (or change leader)? What are the important questions change agent (or change leader)? 6 roles of change leaders: Director Navigator Caretaker Coach Interpreter Nurturer The role of change leader/agent
47. 1. You can't mandate what matters 2. Change is a journey not a blueprint 3. Problems are our friends 4. Vision and strategic planning come later 5. Individualism and collectivism must have equal power 6. Neither centralization nor decentralization works 7. Connection with the wider environment is critical for success 8. Every person is a change agent Complexity of change process Fullan’s (1993) eight basic principles about change:
48. Fullan (1999) provides eight new lessons about guiding change: 1. Moral purpose is complex and problematic 2. Theories of management and theories of change need each other 3. Conflict and diversity are our friends 4. Understanding the meaning of operating on the edge of chaos 5. Emotional intelligence is anxiety provoking and anxiety containing 6. Collaborative cultures are anxiety provoking and anxiety containing 7. Attack incoherence connectedness and knowledge creation are critical 8. There is no single solution. Craft your own theories and actions by being a critical consumer. Pair talk: What do these lessons tell to you about your change challenge or about leading change? ” To deal with complexity is not to control the change, but to guide it” (Fullan)
51. A B C ? D 1. Preparation: -Getting prepared for change journey: known and unknown -Exploring & understanding reasons and alternatives -finding common mind set: balance between top-down & bottom-up -Choosing change models -Finding right partners -Agreeing the rules and principles -Making first plans -Discovering change forums 2. Starting the change journey: -Getting everybody involved and engaged by joint planning, -Understanding A to B journey -First moves & actions towards the goal 3. Living the change journey: -Living the new reality -Using strengths -Solving problems measuring and changing the change -Becoming aware what works and what doesn’t 4. Creating skills for working in constant change: -Learning from the experience, -Developing new skills, -Being prepared for future changes, -Being able to chnage things fast Change Model 4: Phases of complex change process
53. Change Model 6: Theory U (Otto Scharmer) suspending redirecting letting go Seeing with fresh eyes Sensing from the field Prototyping the new by linking head, heart, hand Crystallizing vision and intention embodying enacting letting come Presencing connecting to Source Downloading past patterns Performing by operating from the whole VoF Open Will VoC Open Heart VoJ Open Mind
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56. Work on 6 change models in personal cases Step 1: The group identifies 6 personal case studies Step 2: The six change models are assigned to the six groups Step 3: The groups make sense of their assigned change model and prepares a brief description Step 4: The group runs the specific case through the change model and prepares a presentation Step 5: Presentation and discussion of all 6 cases (10 minutes presentation, 5 minutes Q&A)