The document discusses managing change and transition. It covers understanding forces of change, preparing for change, managing the change process and transitions, building change management skills, and changing organizational culture. It provides a case study on the Philippine telecom industry from 1997-2003. It discusses recognizing when change is needed in an organization in response to external and internal forces. It outlines the three phases of transition - ending, the neutral zone, and the new beginning. It provides strategies for helping people let go of the old ways and identity during the ending phase.
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.
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
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.
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 occurs in almost every project. It may come in the form to increased project scope, decreased budgets, or accelerated timelines. With all of these opportunities for change, project managers must be prepared to adjust the project plan in response to change. Unfortunately, ineffective project change management practices is one of the most common sources of project failure. Project managers must become better equipped at responding to change in order to increase project success. In this presentation the need for project change management is identified and several tools and strategies for effectively dealing with project change are presented.
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
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
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.
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.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
Change occurs in almost every project. It may come in the form to increased project scope, decreased budgets, or accelerated timelines. With all of these opportunities for change, project managers must be prepared to adjust the project plan in response to change. Unfortunately, ineffective project change management practices is one of the most common sources of project failure. Project managers must become better equipped at responding to change in order to increase project success. In this presentation the need for project change management is identified and several tools and strategies for effectively dealing with project change are presented.
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
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
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.
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.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
In an earlier Linkage webinar delivered by Lonney Gregory, we explored behaviors to develop an innovative mindset and stimulate creativity. We believe in order to stay ahead of the competition, individuals and teams must be creative and innovative. And while that is true, creativity and innovative behaviors alone won’t guarantee innovation initiatives will succeed. But what if you could hedge your bets on innovation and increase the likelihood of success; would you do it? In addition to engaging in ways of thinking that inspire breakthroughs, repeatable organizational processes, cultural adaptations, and clearly defined approaches for integrating it all, including handling risks, will significantly increase the likeness of success for innovation in your organizations. This next session on innovation will introduce three basic concepts that lead toward successfully enabling an innovation capable organization; one that drives innovation throughout the organization.
In this session, participants learn about:
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3. Applying principles to overcome what Steven Shapiro calls the performance paradox and for growing high performance teams.
apidays LIVE Singapore 2022_There is no such thing as digital transformation....apidays
apidays LIVE Singapore 2022: Digitising at scale with APIs
April 20 & 21, 2022
There is no such thing as digital transformation (and why that matters)
Dr Dennis Khoo, Digital Transformation Expert at allDigitalfuture, Author of the bestselling book, "Driving Digital Transformation: Lessons from building the first ASEAN Digital Bank"
------------
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Big Data = Big Business Problem. Big Business Problem = Big Business Opportunity. The Cloud Changes the way Customers adopt services and the Channel doesn't provide what the cloud requires (today). 3 things that you can do the accelerate adoption of your Cloud based Business Continuity Services.
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IT Transformation - Rethinking the future of business analysts right now!Michael A Antonio
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Presentation from Mentor Session with Q&A discussing Deborah Weinswig's move from Wall Street to Silicon Valley/Silicon Alley and advice for startups on how to work with Wall Street.
This event, held on 26 May 2021, looked at what change management is all about using real life case studies to illustrate key points and learnings.
Presenter: Donna Unitt
You also learned about how you can improve the change capability of your organisation, your teams and individuals.
A lot of what we as project managers do are transformation and change projects that involve people working and behaving in a different way in a new world. Change Management is key to embedding any change.
This session got you to think about your approach to change management in project environments.
https://www.apm.org.uk/news/how-does-change-management-enhance-project-success-webinar/
Digital transformation and what you can learn from SchibstedTori.fi
We live and breathe digital transformation in Schibsted and tori.fi. What you can learn from us, but also consider as principles to discuss about this in your business. We are sharing 10 principles we believe in digital game. If interested more, check http://schibsteddigital.com
Overview and explanation of the 12 Principles contained in the Agile Manifesto.
For more - and a complete implementation of Agile for $1.90 - go to Agile201.com.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Kyiv PMDay 2024 Summer
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
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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.
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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
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/
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
2. What we will cover
Understand forces of change
Preparing for change
Managing the change process and
transitions
Building change management skills
Changing organizational culture
3. Case Study:
Philippine Telecom Industry, 1997-2003
Growth industry due to deregulation, 5% mobile
penetration in 1998
High bargaining power of buyers/customer
Low to moderate bargaining power of suppliers
4. • Global market leader
• Market leader in Philippines in 90’s
(analog technology)
• Relatively new global player in telecom
• Entered Philippines in mid 90’s
with GSM in Globe
Strategy: Project-focused strategy
PLDT Account
Globe Account
Smart Account
Services
Manager
Technical
Manager
Support
Functions
Country
Manager
Productivity and efficiency
What do you do if you were Nokia?
5. • Relatively new global player in telecom
(a rubber boots manufacturer)
• Entered Philippines in mid 90’s
with GSM in Globe
• 10% share in network equipment in 1995Our Vision
• A world where everyone can be connected.
• In 2015, 5 billion people always connected, and 100 fold more network traffic.
• It’s a world of experiences, shared experiences.
Our Promise
• We help customers feel close to what matters to them.
• One of our basic needs as human beings is the need to communicate and share.
• Our promise is to help fulfill this need, to help them feel close to what matters to them.
Objective in Philippines
•To gain market leadership in network equipment by 2003
6. Our Promise
• We help customers feel close to what matters to them.
• One of our basic needs as human beings is the need to
communicate and share.
• Our promise is to help fulfill this need, to help them feel
close to what matters to them.
Objective in Philippines
•To gain market leadership in network equipment
Strategy: Project-focused strategy
PLDT Account
Globe Account
Smart Account
Services
Manager
Technical
Manager
Support
Functions
Country
Manager
Productivity and efficiency
What do you do if you were Nokia?
8. Changes in the environment
(market growth, bargaining power of buyers)
Change in strategy
(from project-focus and efficiency
to customer focus and effectiveness)
Change in structure and culture
9. Changing an
Organization
Changing an organization is the process of
modifying an existing organization to increase
organizational effectiveness.
4
Organizations undergo changes in response
to environmental forces – external and internal
10. Some External Forces for
Change
Environmental
factors
Marketplace
factors
Attract or retain high-caliber
people
Develop a global mind-set
Improve collaboration with
government agencies
Implement regulatory
changes
Technology &
Process
factors
11. Some Internal Forces for
Change
Cultural
factors
Skills
Technology &
Process
factors
Establish greater trust
between team members
either functionally or cross-
functionally
Reduce organizational
layers
Work in a more
boundaryless way
Improve cross-functional
communication/execution
12. Some Internal Forces for
Change
Cultural
factors
Skills
Identify and develop the next
generation of leaders
Improve understanding of the
business
Improve technical skillsTechnology &
Process
factors
13. Some Internal Forces for
Change
Cultural
factors
Skills
Technology &
Process
factors
Do a better job of utilizing or
leveraging technology
Display greater flexibility or
adaptability in processes
Improve productivity
Create new products or offer
new services
Reduce new product or service
introduction time
Reengineer key processes
14. What are the external and
internal forces of change
that you are facing?
What happens if you don’t
respond to these changes?
24. How ready are we to
address these changes?
Changing complexities
Changing customer relationships
Changing operational requirements
25. THE SEVEN TRAITS OF
CHANGE-READINESS
Resourcefulness
They see more than one way to achieve a goal, and
they're able to look in less obvious places to find help.
They have a real talent for creating new ways to solve
old problems.
Optimism
Is the glass half empty or half full?
Optimist recognizes opportunities and possibilities.
Adventurousness
Inclination to take risks and the desire to pursue the
unknown, to walk the path less taken.
26. THE SEVEN TRAITS OF
CHANGE-READINESS
Passion / Drive
Nothing appears impossible.
intensity and determination.
Adaptability
Flexibility and resilience.
Confidence
Confidence is the belief in your own ability to handle it.
Tolerance for Ambiguity
The one certainty surrounding change is that it spawns
uncertainty. No matter how carefully you plan it, there is always
an element of indefiniteness or ambiguity.
27. Change Readiness Test
Adventurers are great starters,
Resourceful people are excellent problem
solvers,
Optimists make good cheerleaders, and
their input is especially useful when people
feel discouraged.
28. Changes that we experience
Job change
New boss
Office move
Job loss
Career change
Learned new
technology
Reorganization
Promotion
Got married
Home purchase
Built a home
Community
involvement
Started new hobby
29. Five Types of Change
Evolutionary change: slow and incremental
Developmental change: improving something
to make it better
Transitional change: change that requires
something new and different
Sweeping or dramatic change: immediate
change, often imposed on us
Transformational change: a complete
alteration, conversion, or renovation
32. Old organization
Is it immediately effective and performing
Regional
Manager
Smart Account
Services
Managers
Technical
Managers
Support
Functions
Globe Account
Services
Managers
Technical
Managers
Support
Functions
New organization
Transition
PLDT Account
Globe Account
Smart Account
Services
Manager
Technical
Manager
Support
Functions
Country
Manager
35. But there are changes in the
environment…..
Competitive environment
Entry of Chinese competitors
High bargaining power of customers
Opportunities in certain sectors (BPO,
Government)
Acquisition of Avocent, a data center
software company
36. Smart anticipation of our customers’ rapidly changing business environments
makes Emerson Network Power the singular choice for integrated infrastructure
management solutions and best-in-class pre- and post-sales support in
Philippines.
•Intellectual Curiosity – We hire and develop the best and challenge ourselves to
continuously learn, grow, collaborate and collectively engage in the business
•Passion to Win – We relentlessly tackle tough problems, play to win and deliver results
for the entire enterprise
•Commitment to Our Customers – We believe in creating relationships with our
customers that are built on a foundation of market knowledge, a focus on quality and a
commitment to protect and enhance their business
•Relationship of Trust – We are committed to ethical behavior, integrity and honesty,
and being respectfully direct with all.
Our Values
Our Vision
42. How to get people to let go
Identify who is losing what
Accept the reality and importance of the
subjective losses
Don’t be surprised at overreaction
Acknowledge the losses openly and
sympathetically
43. How to get people to let go
Expect and accept the signs of grieving
Compensate for the losses
Give people information repeatedly
Define what is over and what isn’t
44. How to get people to let go
Mark the endings
Treat the past with respect
Let people take a piece of the old way with
them
Show how endings ensure the continuity
of what really matters
45. How to get people to let go
Finally, whatever must end, must end!
Don’t drag it out. Plan carefully, allow time
for healing, but make sure that the action
is large enough to get the job done!
In taking possession of a state, the conqueror should well
reflect as to the harsh measures that may be necessary, and
then execute them at a single blow…Cruelties should be
committed all at once.
Niccolo’ Machiavelli, Italian Political Philosopher
It doesn’t work to leap a 20-foot chasm in two 10-foot jumps.
American Proverb
46. Keys to Responding to Resisters
(DuFour & Eaker, 1998)
Assume good intentions
Identify specific behaviors essential to the
success of the initiative
Focus on behavior, not attitude. Monitor
behavior.
Acknowledge and celebrate small victories
Confront incongruent behavior with
specific concerns and communicate logical
consequences.
48. The Second Phase –
The Neutral Zone
The psychological no-man’s land
between the old reality and the
new one
49. Dangers of the Neutral Zone
Anxiety rises and motivation falls
Productivity suffers
Old weaknesses reemerge with a vengeance
People are overloaded and get mixed signals.
People become polarized (poorly managed, this
can lead to terminal chaos)
Organization is vulnerable to attack from the
outside and sabotage within
50. Helping people through the Neutral
Zone
Normalize
Redefine
Create temporary systems
Strengthen communications and
relationships
Use the time creatively (leaders should
model this – start with yourself!)
52. The Third Phase –
Launching a New
Beginning
A start can and should be carefully
planned. Starts take place on a
schedule as a result of decisions
The Four P’s
53. The Four P’s
Purpose
Clarify and communicate
Picture
Give them a vision
Plan
This is not a plan for the change but a plan for the
transition (should be detailed, person-oriented, and
step-by-step)
Part
Integrate and show people how they fit into the new
scheme
54. Be Very Clear in Your Direction
If you cry, “Forward,” you must make it
clear the direction in which to go.
Don’t you see that if you fail to do that and
simply call out the word to a monk and a
revolutionary, they will go in precisely the
opposite directions.
Anton Chekhov, Russian Writer
55. Reinforce the New Beginning
Rule 1 – Be consistent
Rule 2 – Ensure quick successes
Rule 3 – Symbolize the new identity
Rule 4 – Celebrate the success
William Bridges: “Managing Transitions”
56. Doing an Impact Analysis
Strategy. How does the change align with the big picture? In
what ways does it support the strategic direction of my
organization?
Structure. Can I implement this change within the current
structure of my organization, or is there a need to shift roles
and responsibilities?
Skills. Is there a need for training or education? Do those who
have to make the change work have the necessary skills?
Processes. What impact will this change have on the way we
do our work? Do we have to change the way we communicate,
coordinate our work, manage priorities, make decisions, and
meet deadlines? Do we need to introduce new procedures or
processes?
Culture. What behaviors are important to support this change?
Do we need to improve our teamwork, communication,
responsibility sharing, customer responsiveness, or quality of
execution in order to make this change successful?
59. Organizational Culture
A set of values or beliefs that is unique to
any one organization
Some issues
• Strength of the culture
• Hidden elements
• Clicks
• Values
• Trying to get on the inside
60. Positive Aspects of an
Organizational Culture
Guides decision making
Provides identity for members
Amplifies commitment
Guides employee behavior
Provides justification for actions
61. Strength of an Organizational
Culture
A strong culture could help an organization
adapt to the environment
A strong culture can also be an anchor
around the neck of change
63. Types of Cultures
The Clan Culture
A very friendly place to
work where people
share a lot of
themselves. It is like
an extended family.
Cameron, K., & Quinn, R., (1999). Diagnosing and Changing
Organizational Culture. New York: Addison-Wesley.
64. Types of Cultures
The Hierarchy Culture
A very formalized
structured place to
work. Procedures
govern what people
do.
Cameron, K., & Quinn, R., (1999). Diagnosing and Changing
Organizational Culture. New York: Addison-Wesley.
65. Types of Cultures
The Adhocracy
Culture
A dynamic
entrepreneurial, and
creative place to work.
People stick their
necks out and take
risks.
Cameron, K., & Quinn, R., (1999). Diagnosing and Changing
Organizational Culture. New York: Addison-Wesley.
66. Types of Cultures
The Market Culture
A results oriented
organization whose
major concern is with
getting the job done.
People are competitive
and goal-oriented.
Cameron, K., & Quinn, R., (1999). Diagnosing and Changing
Organizational Culture. New York: Addison-Wesley.
68. Effectiveness depends on . . .
the core values and beliefs of the
members of the organization.
the policies and practices used by the
organization.
the success in translating the core values
and beliefs into policies and practices.
the match between values, beliefs,
policies, practices, and the organization’s
environment.
70. Studies on Culture Types
Deshpande, Farley, and Webster (1993)
found that competing values of the market
culture outperform those of the clan
culture.
Those of the adhocracy culture
outperformed those of the diagonally
opposing hierarchy culture.
The speed of response to environmental
changes which determine a higher
performance is thus culturally dependent.
72. How Organizational Cultures
Form
Philosophy
of the
Organization’s
Founders:
Bill Hewlett &
Dave Packard
John Gokongwei
Bill Gates
Organizational
Culture
Selection
Top
Management
Socialization