The document discusses the predictable phases and passages of organizational transformation. It outlines three phases - the getting ready phase, beginning to perform phase, and determination phase - each with three passages that must be navigated. The passages involve issues like concern, confrontation, early success, and plateaus. The document provides advice on building a guiding coalition, focusing resources, and sustaining transformation through vigilance and avoiding complacency.
The document outlines an 8-phase model for leading organizational change called the Change Champion's Roadmap. Phase I, "Burn the Boat", emphasizes creating a sense of urgency for change and allowing people to process the ending of the current state. Phase II focuses on forming a Change Champion Team and establishing the necessary frameworks for success in the early bonding stage of team development. The model is intended to guide change leaders in planning, designing, and implementing people-focused transformations.
Lessons from business leaders who have overcome adversity.
‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.
This is the deck we used for a webinar presentation, along with HR.com, on how to handle and successfully manage individual and organizational transitions on the job.
1) A strategic inflection point occurs when an industry undergoes a "10X" change that shifts the balance of competitive forces, requiring companies to change their strategies.
2) When a strategic inflection point happens, companies must experiment and tolerate chaos to identify new opportunities, while also bringing order through focused strategic actions and resource reallocation.
3) Successfully navigating a strategic inflection point requires an open debate between senior and middle management to identify the right strategic direction, followed by single-minded pursuit of the new strategic goal.
Stay Paranoid: Top Survival Insights from Intel’s Andrew Grove, Part 1Malcolm Netburn
Intel’s former CEO Andrew Grove sits among business’s most eminent leaders. Grove’s highly celebrated business book, Only the Paranoid Survive, offers an intimate account of Intel’s darkest hour. It was the mid-‘90s when Intel was forced to innovate or perish. The once rapidly successful semiconductor startup faced unexpected, overwhelming competition, a severely disrupted market and a team of bewildered, disheartened employees in desperate need of clear direction.
Grove sat at the fore of Intel during its passage through the “valley of death” and, remarkably, managed to transform Intel into the famed microprocessor manufacturer it is known as today. In this two-part guide, key quotes from Only the Paranoid Survive are arranged to deliver Grove’s most crucial lessons for dealing with disruption, innovation and change management.
Part 1 offers essential insights for discerning between common changes and truly monumental change – change that, if left undetected, is positioned to forcibly upset your entire business.
1. Strategic Inflection Points
2. Helpful Cassandras
3. Six Forces Affecting Business
4. The 10X Change
2 accelerating high performance team effectivenessmikegggg
This document summarizes an executive report on leadership and business strategy from The Beacon Group, a Canadian professional services firm. The report discusses high performance team effectiveness and provides analysis on developing effective leadership teams. It identifies key factors such as strategic clarity, cultural alignment, credibility, commitment, and accountability. It also provides models for measuring team effectiveness and offers suggestions for improving team performance.
The Cornerstones of Crisis Management - Thought Leadership PaperSteelhenge
www.steelhenge.co.uk | @Steelhenge | www.crisisthinking.co.uk
The first in Steelhenge's thought leadership series 'Crisis Management: Key Themes for Success', written by Dominic Cockram and Dr Claudia van den Heuvel. It defines the cornerstones of a crisis management capability and focuses on the challenges of information management, decision making, communicating and leading in crisis. It also explores how to prepare for disaster and gain crucial experience of performing in an emergency.
This document summarizes key topics from the September/October 2009 issue of Management Focus, an expert magazine on management knowledge for leaders. The main articles discuss:
1) Leadership behaviors critical for coping during an economic crisis, including taking prompt action, honest communication, emotional connection, and inspiration.
2) An interview with business adviser Ram Charan about his book on leadership during economic uncertainty and the importance of "hands on, head in" leadership.
3) How collaboration within an organization can be a competitive necessity.
The document outlines an 8-phase model for leading organizational change called the Change Champion's Roadmap. Phase I, "Burn the Boat", emphasizes creating a sense of urgency for change and allowing people to process the ending of the current state. Phase II focuses on forming a Change Champion Team and establishing the necessary frameworks for success in the early bonding stage of team development. The model is intended to guide change leaders in planning, designing, and implementing people-focused transformations.
Lessons from business leaders who have overcome adversity.
‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.
This is the deck we used for a webinar presentation, along with HR.com, on how to handle and successfully manage individual and organizational transitions on the job.
1) A strategic inflection point occurs when an industry undergoes a "10X" change that shifts the balance of competitive forces, requiring companies to change their strategies.
2) When a strategic inflection point happens, companies must experiment and tolerate chaos to identify new opportunities, while also bringing order through focused strategic actions and resource reallocation.
3) Successfully navigating a strategic inflection point requires an open debate between senior and middle management to identify the right strategic direction, followed by single-minded pursuit of the new strategic goal.
Stay Paranoid: Top Survival Insights from Intel’s Andrew Grove, Part 1Malcolm Netburn
Intel’s former CEO Andrew Grove sits among business’s most eminent leaders. Grove’s highly celebrated business book, Only the Paranoid Survive, offers an intimate account of Intel’s darkest hour. It was the mid-‘90s when Intel was forced to innovate or perish. The once rapidly successful semiconductor startup faced unexpected, overwhelming competition, a severely disrupted market and a team of bewildered, disheartened employees in desperate need of clear direction.
Grove sat at the fore of Intel during its passage through the “valley of death” and, remarkably, managed to transform Intel into the famed microprocessor manufacturer it is known as today. In this two-part guide, key quotes from Only the Paranoid Survive are arranged to deliver Grove’s most crucial lessons for dealing with disruption, innovation and change management.
Part 1 offers essential insights for discerning between common changes and truly monumental change – change that, if left undetected, is positioned to forcibly upset your entire business.
1. Strategic Inflection Points
2. Helpful Cassandras
3. Six Forces Affecting Business
4. The 10X Change
2 accelerating high performance team effectivenessmikegggg
This document summarizes an executive report on leadership and business strategy from The Beacon Group, a Canadian professional services firm. The report discusses high performance team effectiveness and provides analysis on developing effective leadership teams. It identifies key factors such as strategic clarity, cultural alignment, credibility, commitment, and accountability. It also provides models for measuring team effectiveness and offers suggestions for improving team performance.
The Cornerstones of Crisis Management - Thought Leadership PaperSteelhenge
www.steelhenge.co.uk | @Steelhenge | www.crisisthinking.co.uk
The first in Steelhenge's thought leadership series 'Crisis Management: Key Themes for Success', written by Dominic Cockram and Dr Claudia van den Heuvel. It defines the cornerstones of a crisis management capability and focuses on the challenges of information management, decision making, communicating and leading in crisis. It also explores how to prepare for disaster and gain crucial experience of performing in an emergency.
This document summarizes key topics from the September/October 2009 issue of Management Focus, an expert magazine on management knowledge for leaders. The main articles discuss:
1) Leadership behaviors critical for coping during an economic crisis, including taking prompt action, honest communication, emotional connection, and inspiration.
2) An interview with business adviser Ram Charan about his book on leadership during economic uncertainty and the importance of "hands on, head in" leadership.
3) How collaboration within an organization can be a competitive necessity.
2 deny, defend , disrupt it's your choice!mikegggg
The document provides an executive report on leadership and business strategy from an organization called The Beacon Group. It discusses the need for leaders to develop new business strategies and coping mechanisms to deal with economic turbulence and disruption. The Beacon Group helps organizations with strategic thinking, leadership development, organizational assessment and transformation to improve business performance.
Successfully Managing Emergency Operations in a Distributed EnvironmentMissionMode
The document discusses strategies for successfully managing emergency operations in a distributed organization. It recommends selling the crisis management program to gain support from all levels of the organization. It also suggests organizing the crisis response team based on roles rather than individuals, and ensuring the program has flexibility to address local conditions. The document emphasizes having open communication channels to allow flexible response, and taking a global view while empowering local crisis teams to act independently as needed.
It’s hard to sustain the top management balancing act. The ability to achieve and maintain the balance between opposing tensions is a critical skill for top managers. We discuss the balancing role, the challenge of identifying and developing this skill, and some ideas about finding balance.
The document discusses the difference between empowerment and emancipation. It argues that empowerment is often a form of control from above, whereas true empowerment comes from within. Emancipation goes further by giving people full authority and responsibility for their actions without external control. Highly emancipated teams are more productive, engaged, and profitable compared to those that rely on external empowerment or control. True leaders foster emancipation by developing aligned people who can solve problems independently through shared values and understanding of goals.
The document discusses the lifecycle of teams and how they develop over time. It begins by explaining that workgroup teams are similar to sports teams, bringing together different skills to complete tasks, though there are no formal rules. It then outlines the typical 5 stages of a team's lifecycle: [1] Forming, where the team avoids conflict and depends on the leader; [2] Storming, where confrontations arise as members establish roles; [3] Norming, where rules are established and members work as a cohesive group; [4] Performing, where the team is highly effective and works independently; and [5] Adjourning, where the team disengages after completing its task. Understanding this
The document discusses change management training provided by a UK consultant. It covers several key points:
1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
2) There are typically two approaches to change - incremental or fundamental transformation.
3) People often resist change due to fears around loss of control, unclear roles, and challenges to their credibility and beliefs.
4) Successful change involves creating a shared understanding of needs and goals, a common vision for the future, and building capacity for ongoing change through communication, training, and support structures.
What doesn't kill you makes you stronger. In the past decades, hundreds of organizations, including government sectors, small companies, and large MNCs, have attempted to make change to themselves. Some succeeded, but many failed. In this presentation we discuss the nature and process of organizational change. We use text book models and explain them with real cases. The presentation end with the case that Starbucks return to its root, adapted from Robbins' "Organizational Behavior 15ed."
The Hazards of Leading Culture Change (a ChangeThis manifesto by Chip R. Bell...Samuli Pahkala
Over seventy-five percent of culture change efforts fail. Many culture change initiatives started out with compelling rationales, committed leaders, and zealous launches only to have the wheels come off the wagon before promise could yield payoff.
The document provides information on developmental phases and interventions for organizations to progress from having an external locus of control to a more internalized locus of control. It outlines 12 phases of development with 3 sentences describing the focus and recommended interventions for each phase. The initial phases focus on disconnecting sources of dominance and empowering the organization. Later phases encourage developing a sense of personal control through activities, championing of internal locus of control, and self-development programs. The final phases aim to stabilize personal control and create champions to role model internalized locus of control.
White paper 2018 how to build truly accountable teamsMichal Hatina
Companies today are experiencing a high degree
of disruptive change, such as the onset of new
technologies, intensifying global competition, sweeping
demographic changes, increased regulatory pressures,
and political and economic uncertainty. Along with the
disruptive influence of artificial intelligence, big data,
and robotization, our traditional concepts of work are
being reshaped in profound ways.
As a response, organizations are transforming —
both in the way they operate and, sometimes,
by adopting entirely new business models. In most
instances, organizations are relying on teams to help
envision, plan, and execute critical transformation
initiatives.
Although they have always been essential, today teams
matter more than ever. Whether it’s an executive team,
departmental team, cross-functional project team,
or even a team established with external partners
and suppliers, organizations have higher expectations
of teams than ever before. Teams today drive
innovation and strategy execution. The bottom-line:
Team performance is a make-or-break dimension in
the future success of organizations today.
HRM 6045 Research Paper Why Change Efforts Fail Within OrganizationsArdavan Shahroodi
1) The document discusses Kotter's 8-step model for leading organizational change and why change efforts often fail. It analyzes each step in Kotter's model, using examples from PepsiCo's diversity strategy.
2) Establishing urgency, creating a guiding coalition, developing a vision and communicating the vision are some of the critical early steps. Failures at these stages are common reasons for change efforts to falter.
3) Effective communication is key - it must go beyond a single meeting and involve multiple opportunities to disseminate information through words and visible leadership support of the new vision.
ROLE PLAY – How to ensure success during a leadership role transition outlines 10 top strategies to ensure a new leader’s success in his or her new role.
The document discusses the importance of sustainable change in organizations and outlines a model for achieving it. Sustainable change is defined as an intervention that truly takes root in an organization as opposed to episodic or quick fixes. The model proposes five prerequisites for sustainable change: 1) building awareness among employees of goals and plans, 2) checking for motivation and desire to change, 3) assessing abilities to implement changes, 4) creating opportunities for employees to get involved, and 5) preparing to provide feedback to sustain efforts over time by reinforcing the first four prerequisites. Following this model increases the odds that change efforts will achieve the desired long-term impact.
The document discusses the guiding principles of the Blitz approach to career advancement. It outlines 10 principles: 1) career self-reliance, 2) shared responsibility, 3) perception management, 4) shared success, 5) shared vision, 6) trust, 7) accountability, 8) innovation, 9) communication, and 10) commitment. The principles are meant to guide career teams in developing and implementing strategies using the Blitz approach. Effective application of these principles can help career teams overcome obstacles and achieve their goals through collaborative effort.
Ambiguity.Dilemma.Conflicts - The powerful force blocking growth of the orga...Shridhar Lolla
Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
And the truth is that business innovation happen and decisive competitive edge is created when real problems are solved. Most companies are now asking where is that exact problem solving which has the potential to make big business impact.
Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
This document discusses the concept of "flow" and how business simulations can be designed to induce flow states that improve team and individual performance. It describes flow as a state of peak focus and engagement that occurs when challenges match skills. The document provides guidelines for simulation design elements that can create flow, such as clear goals, relevant feedback, and an optimal balance of challenge and skills. It emphasizes designing simulations to improve team-based social flow and performance.
This document provides an analysis of ABC Inc.'s 401(k) retirement plan compared to alternative investment options. It finds that the plan's costs of 1.16% of assets are higher than available lower-cost options, which could reduce participant balances by over 12% over 20 years. The analysis benchmarks the plan's investments, fees, participation rates, and returns against peer plans and industry averages. It identifies opportunities to enhance the plan's efficiency by switching to lower-cost share classes or investment options.
Fun and games, indoor and outdoor activities, designed specifically to cater to all ages and specific recreational facilities ensure that every holiday you take will be special.
The document discusses reasons for financial planning such as honoring wishes, avoiding taxes, increasing assets, and preparing for retirement. It covers topics like creating a net worth statement by calculating assets and liabilities, creating a balance sheet to understand financial standing, tracking cash flow including income and expenses, and making a budget to plan future spending and earnings. The document also asks how attendees will organize their financial data for the course.
2 deny, defend , disrupt it's your choice!mikegggg
The document provides an executive report on leadership and business strategy from an organization called The Beacon Group. It discusses the need for leaders to develop new business strategies and coping mechanisms to deal with economic turbulence and disruption. The Beacon Group helps organizations with strategic thinking, leadership development, organizational assessment and transformation to improve business performance.
Successfully Managing Emergency Operations in a Distributed EnvironmentMissionMode
The document discusses strategies for successfully managing emergency operations in a distributed organization. It recommends selling the crisis management program to gain support from all levels of the organization. It also suggests organizing the crisis response team based on roles rather than individuals, and ensuring the program has flexibility to address local conditions. The document emphasizes having open communication channels to allow flexible response, and taking a global view while empowering local crisis teams to act independently as needed.
It’s hard to sustain the top management balancing act. The ability to achieve and maintain the balance between opposing tensions is a critical skill for top managers. We discuss the balancing role, the challenge of identifying and developing this skill, and some ideas about finding balance.
The document discusses the difference between empowerment and emancipation. It argues that empowerment is often a form of control from above, whereas true empowerment comes from within. Emancipation goes further by giving people full authority and responsibility for their actions without external control. Highly emancipated teams are more productive, engaged, and profitable compared to those that rely on external empowerment or control. True leaders foster emancipation by developing aligned people who can solve problems independently through shared values and understanding of goals.
The document discusses the lifecycle of teams and how they develop over time. It begins by explaining that workgroup teams are similar to sports teams, bringing together different skills to complete tasks, though there are no formal rules. It then outlines the typical 5 stages of a team's lifecycle: [1] Forming, where the team avoids conflict and depends on the leader; [2] Storming, where confrontations arise as members establish roles; [3] Norming, where rules are established and members work as a cohesive group; [4] Performing, where the team is highly effective and works independently; and [5] Adjourning, where the team disengages after completing its task. Understanding this
The document discusses change management training provided by a UK consultant. It covers several key points:
1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
2) There are typically two approaches to change - incremental or fundamental transformation.
3) People often resist change due to fears around loss of control, unclear roles, and challenges to their credibility and beliefs.
4) Successful change involves creating a shared understanding of needs and goals, a common vision for the future, and building capacity for ongoing change through communication, training, and support structures.
What doesn't kill you makes you stronger. In the past decades, hundreds of organizations, including government sectors, small companies, and large MNCs, have attempted to make change to themselves. Some succeeded, but many failed. In this presentation we discuss the nature and process of organizational change. We use text book models and explain them with real cases. The presentation end with the case that Starbucks return to its root, adapted from Robbins' "Organizational Behavior 15ed."
The Hazards of Leading Culture Change (a ChangeThis manifesto by Chip R. Bell...Samuli Pahkala
Over seventy-five percent of culture change efforts fail. Many culture change initiatives started out with compelling rationales, committed leaders, and zealous launches only to have the wheels come off the wagon before promise could yield payoff.
The document provides information on developmental phases and interventions for organizations to progress from having an external locus of control to a more internalized locus of control. It outlines 12 phases of development with 3 sentences describing the focus and recommended interventions for each phase. The initial phases focus on disconnecting sources of dominance and empowering the organization. Later phases encourage developing a sense of personal control through activities, championing of internal locus of control, and self-development programs. The final phases aim to stabilize personal control and create champions to role model internalized locus of control.
White paper 2018 how to build truly accountable teamsMichal Hatina
Companies today are experiencing a high degree
of disruptive change, such as the onset of new
technologies, intensifying global competition, sweeping
demographic changes, increased regulatory pressures,
and political and economic uncertainty. Along with the
disruptive influence of artificial intelligence, big data,
and robotization, our traditional concepts of work are
being reshaped in profound ways.
As a response, organizations are transforming —
both in the way they operate and, sometimes,
by adopting entirely new business models. In most
instances, organizations are relying on teams to help
envision, plan, and execute critical transformation
initiatives.
Although they have always been essential, today teams
matter more than ever. Whether it’s an executive team,
departmental team, cross-functional project team,
or even a team established with external partners
and suppliers, organizations have higher expectations
of teams than ever before. Teams today drive
innovation and strategy execution. The bottom-line:
Team performance is a make-or-break dimension in
the future success of organizations today.
HRM 6045 Research Paper Why Change Efforts Fail Within OrganizationsArdavan Shahroodi
1) The document discusses Kotter's 8-step model for leading organizational change and why change efforts often fail. It analyzes each step in Kotter's model, using examples from PepsiCo's diversity strategy.
2) Establishing urgency, creating a guiding coalition, developing a vision and communicating the vision are some of the critical early steps. Failures at these stages are common reasons for change efforts to falter.
3) Effective communication is key - it must go beyond a single meeting and involve multiple opportunities to disseminate information through words and visible leadership support of the new vision.
ROLE PLAY – How to ensure success during a leadership role transition outlines 10 top strategies to ensure a new leader’s success in his or her new role.
The document discusses the importance of sustainable change in organizations and outlines a model for achieving it. Sustainable change is defined as an intervention that truly takes root in an organization as opposed to episodic or quick fixes. The model proposes five prerequisites for sustainable change: 1) building awareness among employees of goals and plans, 2) checking for motivation and desire to change, 3) assessing abilities to implement changes, 4) creating opportunities for employees to get involved, and 5) preparing to provide feedback to sustain efforts over time by reinforcing the first four prerequisites. Following this model increases the odds that change efforts will achieve the desired long-term impact.
The document discusses the guiding principles of the Blitz approach to career advancement. It outlines 10 principles: 1) career self-reliance, 2) shared responsibility, 3) perception management, 4) shared success, 5) shared vision, 6) trust, 7) accountability, 8) innovation, 9) communication, and 10) commitment. The principles are meant to guide career teams in developing and implementing strategies using the Blitz approach. Effective application of these principles can help career teams overcome obstacles and achieve their goals through collaborative effort.
Ambiguity.Dilemma.Conflicts - The powerful force blocking growth of the orga...Shridhar Lolla
Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
And the truth is that business innovation happen and decisive competitive edge is created when real problems are solved. Most companies are now asking where is that exact problem solving which has the potential to make big business impact.
Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
This document discusses the concept of "flow" and how business simulations can be designed to induce flow states that improve team and individual performance. It describes flow as a state of peak focus and engagement that occurs when challenges match skills. The document provides guidelines for simulation design elements that can create flow, such as clear goals, relevant feedback, and an optimal balance of challenge and skills. It emphasizes designing simulations to improve team-based social flow and performance.
This document provides an analysis of ABC Inc.'s 401(k) retirement plan compared to alternative investment options. It finds that the plan's costs of 1.16% of assets are higher than available lower-cost options, which could reduce participant balances by over 12% over 20 years. The analysis benchmarks the plan's investments, fees, participation rates, and returns against peer plans and industry averages. It identifies opportunities to enhance the plan's efficiency by switching to lower-cost share classes or investment options.
Fun and games, indoor and outdoor activities, designed specifically to cater to all ages and specific recreational facilities ensure that every holiday you take will be special.
The document discusses reasons for financial planning such as honoring wishes, avoiding taxes, increasing assets, and preparing for retirement. It covers topics like creating a net worth statement by calculating assets and liabilities, creating a balance sheet to understand financial standing, tracking cash flow including income and expenses, and making a budget to plan future spending and earnings. The document also asks how attendees will organize their financial data for the course.
Este documento presenta el reglamento interno de trabajo de la empresa COMPUMABE OCAÑA LTDA. Establece normas como el horario laboral, días de descanso, salarios, medidas de seguridad e higiene, deberes de los trabajadores, procedimientos para presentar reclamos y la creación de un comité para tratar casos de acoso laboral de manera confidencial y conciliatoria. El reglamento fue elaborado en febrero de 2016 en la ciudad de Ocaña, Norte de Santander.
Virgin Green is a graphic design, web development, and marketing firm founded in 2007 in Hyderabad, India. It has a team of over 20 professionals with an average of 7 years of experience across fields like graphic design, illustration, web development, and client services. Virgin Green aims to help clients build strong and memorable brand identities through creative solutions based on consumer insights. It provides a wide range of promotional and marketing services including logo design, packaging, websites, and events. The company's clients include both large corporations and start-ups across industries like healthcare.
This document summarizes barriers to communication. It was prepared by Prof. Pooja Fernandes and lists 5 students. It defines communication and barriers to communication. It identifies 5 types of barriers: physical, semantic/language, cross-cultural, socio-psychological, and organizational. For each barrier type, it provides the meaning and examples of types of that barrier. It also provides tips on how to overcome each of the barrier types.
This document outlines the assessment structure for a 2nd year high school program. It states that 70% of the grade will be based on tests, including a final exam called Selectivitat that counts for 20%. The remaining 30% includes activities like reading, writing, oral comprehension, and speaking. It provides details on reading assignments, a writing workshop with both group and individual components, vocabulary exercises, and exam dates for three different class schedules.
The document provides guidance on successfully transforming an organization. It discusses:
1) Overcoming resistance to change is crucial, as change is scary and people naturally resist dramatic changes. Leaders must realize people won't love them for causing disruption.
2) To achieve transformation, leaders must set clear objectives, engage all levels of leadership, overcome resistance through persistence and follow through, and hold people accountable for adopting new ways of working.
3) Focusing on establishing a clear vision, engaging and aligning leadership, and taking a systematic approach that links strategy and organization can help speed up transformation and minimize costs and disruption despite initial productivity declines due to change.
Change is inevitable. Fatalism towards it is not.NetZealous LLC
We have heard for a long time that change is one inescapable development at work and life. The adage of change being the only constant has been tossed around for so long that it needs no reiteration. Despite the existence and acceptance of this fact; there is still a major chunk of the working population that feels as if change is the end of the road and the end of life itself. There are many out there who feel as if change is causing the greatest human tragedy ever. Even the sharpest minds can sometimes fail to anticipate what is in store.
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
Corporate change is difficult but necessary to remain competitive. Successful change requires accurate planning, overcoming resistance, and strong leadership. Individual reactions to change vary and progress through stages from neutrality to support or defiance. Gaining employee commitment through participation is key to success. Trust in leadership and a realistic understanding of challenges are also important. Lasting change integrates new behaviors and attitudes at all levels of the organization through formal training and ongoing reinforcement.
Abdelrahman Wahba writes to AUC Business Review: Leaderhship: the freedom to ...Abdelrahman (Abdo) Wahba
1) The document discusses the importance of giving subordinates freedom to make mistakes in order to learn and grow. It argues that mistakes are an important part of the learning process.
2) However, cultural factors like high power distance and uncertainty avoidance in Egypt contribute to a reluctance to admit mistakes due to fear of consequences.
3) The author recommends that managers adopt a situational leadership approach, giving more autonomy to competent subordinates to take on challenges and learn from mistakes while providing support. This can foster innovation if a culture of learning from mistakes is established.
Ten Reasons People Resist Changeby Rosabeth Moss Kanter 1200 .docxmehek4
The document summarizes 10 common reasons why people resist change: loss of control, excess uncertainty, surprise, everything seems different, loss of face, concerns about competence, more work, ripple effects, past resentments, and threats. It notes that leaders can minimize resistance by understanding the sources, leaving room for input, ensuring process certainty, gradual introduction, maintaining dignity, providing support and training, acknowledging extra work, considering all stakeholders, and being honest and fair about potential threats.
Are you managing change or vice versa shortChris Kirkness
This document discusses several models and theories for managing organizational change:
- Kurt Lewin's three-stage model of change involving "unfreezing", "changing", and "refreezing" stages.
- John Kotter's eight-step model for leading change, including creating urgency, forming a coalition, communicating vision, removing obstacles, creating short-term wins, and anchoring changes in corporate culture.
- The McKinsey 7S model which examines seven internal elements of an organization: strategy, structure, systems, shared values, style, staff, and skills.
- Additional concepts discussed include the Attitude Bell Curve, barriers to change, and analyzing internal and external drivers requiring organizations to
Unrelenting Change and What to Do About ItPeopleFirm
In today's do-it-now world, change is unrelenting. So, what steps do leaders need to take to make sure their people are ready, willing, and able to meet that change and thrive?
The management should tackle employee resistance to new machines and production methods in the manufacturing unit in the following ways:
1) Overcome opposition by engaging employees to understand their concerns and address issues in a timely manner.
2) Effectively engage employees by listening to feedback, asking probing questions, and utilizing surveys to understand concerns and tailor solutions.
3) Implement change in stages by preparing for, taking action on, and supporting the change over time with communication at each step.
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 document discusses the importance of leadership and rebuilding trust in organizations. It notes a decline in trust in both private and public sector leaders. To rebuild trust, leaders must focus on credibility, which is built through transparency, diversity of input, empathy, and focusing on how decisions are made, not just outcomes. The document provides several suggestions for leadership, including getting outside the organization to understand frontline perspectives, being willing to disrupt the status quo, focusing on culture and values, and making a meaningful difference.
Rapid change has become the norm in organizations as they face constant restructuring, mergers, acquisitions, financial issues, and external factors like the economy, technology, and globalization. This constant change creates uncertainty and emotional reactions in employees. While people have accepted that change is part of organizational life, leading change remains difficult for leaders. There are two aspects to leading change - managing the structural changes and guiding people through the transition. Most leaders are good at the structural side but overlook the human side of transition, which includes grieving, letting go of the past, and rebuilding commitment. By failing to effectively manage the human aspects of transition, many change initiatives ultimately fail.
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...PROF. PAUL ALLIEU KAMARA
INTRODUCTION
You are currently viewing How Can Great Leaders Change the World for the Better?
How Can Great Leaders Change the World for the Better?
People resist change. Whether it’s a small habitual change or a large societal change, our society is known for hindering this extraordinary process. While most people never try and some try and fail miserably, some are the torchbearers of change. These leaders envision a different world and then make their dreams come true.
That being said, this process is not easy. Leaders, even the most resilient ones, have to go through many challenges and face many hurdles before they can transform an organization or society. It may appear like a daunting task, but it is certainly not impossible.
If you want to make history and become one of the great leaders, you need to acquire certain success-worthy traits. We have highlighted all the information you need in this article. So without further ado, let’s get started.
9 Steps Leaders Can Champion Change
Most people want to bring about a substantial change. However, they lack the basic guidelines. Here are the 9 steps you need to follow if you want to be the torchbearers of change.
Identify the Problem: What Is Wrong With the Status Quo?
Be Courageous Enough to Challenge the Status Quo
Build a Team That Stands by You Through Thick and Thin
Lay Out a Clear Plan: Don’t Leave Anything to the Imagination
Be true to yourself
Celebrate small wins and always look forward
Cultivate inclusivity and diversity
Choose the right time to divulge information
Evolve and change with time
4 the not so trivial pursuit of full alignmentmikegggg
This document discusses the importance of organizational alignment and the dangers of misalignment. It argues that misalignments, if left unaddressed, can grow and seriously undermine an organization's performance, efficiency and ability to adapt. The document identifies some common sources of misalignment, such as misaligned expectations, capabilities, responsibilities and goals. It stresses that leaders have a responsibility to identify and resolve misalignments in order to build high-performing organizations.
The document discusses reasons for employee reluctance and resistance to change in the workplace. It explains that people are anxious about uncertainty and need leaders to help them understand how changes will personally impact them. While reluctance is normal, leaders should not confuse it for resistance and instead take a proactive approach to engage stakeholders and help people move successfully through changes. The greatest challenge is managing both the technical aspects of changes as well as the human, or "people side" of change.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Responding to Change".
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
The document discusses change fatigue and effective change management. It argues that traditional linear change models are ineffective and demotivating, often resulting in resistance to change. Only 30% of change efforts succeed due to unforeseen events and resistance from those affected. Effective change involves understanding psychological impacts, building participation through self-led change, and addressing the social needs of relatedness, autonomy, and fairness rather than using threats. Co-opting self-led change by helping staff achieve their own goals can build receptivity to change.
TMA World A Guide To Managing In Turbulent TimesTMA World
Managers and employees can experience feelings of insecurity and greater stress with subsequent interpersonal tension due to organizational change and the associated feelings of uncertainty.
This TMA World guide provides hands on advice for leaders and managers who are required to maintain their own and their team’s performance, motivation and engagement during trying times.
For more information on managing in turbulent times and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
Visit our website: www.tmaworld.com
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The Predictable Passages of Organizational Transformation
1. Executive Report on Leadership & Business Strategy
Navigate the Future TM
“The Predictable Passages of Organizational Transformation”
Issue 7 - Volume 1
Winter 2015
2. In Our View ...
In an orderly, predictable, safe and sane world, the very thought of a leader embarking
on a journey of fundamental organizational transformation would be considered
radical, if not irresponsible. On the other hand, given the environment we have
experienced in recent years, and will likely continue to experience for the foreseeable
future, ignoring the need to transform could be equally considered an act of serious
neglect by any responsible leader.
The challenge, as always in times of great uncertainty, lies in how the leader weighs
the risks and opportunities while, at the same time, determining the right moment.
If things are going well - you may not wish to tinker, let alone transform
If things are going poorly - you may have already lost your chance for success
Bottom line, survival has always been dependent upon the ability to adapt to
circumstance. In this way, the business world is no different from the animal world,
except you might assume the more intelligent species would be better at
transformation and adaptation than they really are. Transformation, which is several
degrees of complexity up the food chain from traditional “Change Management”, is
something very few do well.
In our view, this is in large measure due to the fact most leaders have a less than
complete understanding of the transformational journey and the various passages they
must navigate in order to be successful. In this edition of Navigate the Future™, we
will attempt to describe the process and share our insights on the predictable hurdles .
Yours truly,
R. Douglas Williamson
President & CEO
3. Reflections in the Mirror ...
Our experience with large scale transformational change suggests there are three
distinct phases to the transformational journey, and nine very distinct and predicable
“passages” which must be navigated.
The first phase is what we call the “Getting Ready Phase” .
PASSAGE # 1 – CONCERN
In this stage, the body of the organization is already well aware of the challenges it
faces, and some people have already begun to sense that something is wrong. In fact,
those at the more junior levels often spot the signs first. They are typically much closer
to the customer, and much more aware of the obstacles and barriers that are getting in
the way of delivering on the value proposition. They see the gaps in vivid techno colour,
but they feel powerless to effect change, or even catch the attention of those further up
the organizational pyramid. They begin to hunker down for bad news and bad times.
PASSAGE # 2 – CONFRONTATION
Eventually, the leaders above begin to sense the issues for themselves, although they
almost always lag in their awareness. Slowly, they begin to examine the evidence which
suggests things are not going according to plan. The first reaction is almost always to
reject the need for large scale change and, instead, try to put a short-term fix in place to
buy themselves time. They debate amongst themselves the reasons for the difficulties,
but they are typically more interested in attributing blame than they are in addressing
the roots causes which lie deeper below the surface.
4. Igniting the Engine ...
Assuming the organization, and its leaders, come to appreciate the messages being
telegraphed by the “faint signals from the periphery” suggesting transformation may be
required, they move on to the very difficult stage of agreeing on the diagnosis.
PASSAGE # 3 – CALIBRATION
Almost every business leader we have ever met talks about the insidious nature of
organizational silos and the challenges of achieving alignment. These are the two evil
step sisters which, over and over again, cause organizations to languish in mediocrity or
die in painful agony. Despite how damaging these issues can be, it always surprises us
how difficult it is for otherwise capable and decent leaders to come to terms with
abolishing these well-known self-imposed barriers to sustainable high performance and
serial success.
Coming to terms with reality, no matter how painful that reality may be, is something
leaders must find the strength to do. Getting the organization to rally around a call to
action and calibrate on the need to transform takes time, energy, determination and
strong character. Giving people, at all levels, the truth, and trusting they will respond in
kind, is an act of leadership courage and it provides the fuel to carry on with fierce
resolve and unwavering determination. It is at this point the organization will experience
the first of two big “dips” in the transformational journey. To quote the author Seth
Godin, these “dips” are the necessary rite of passage we must go through on the journey
to excellence and high performance. They must be embraced as part of the journey,
which is not a straight line, but rather a choppy, uneven and turbulent progression.
5. Developing Deep Resolve ...
Phase 2 is the “Beginning to Perform Phase” of the transformational journey, and it
also has three distinct passages. Leaders often make the mistake of believing they can
muscle their way through this phase and, by way of sheer will and determination, force
the organization to speed up and get to high performance in a much shorter period of
time than it really takes.
This is a fundamental flaw in judgment which has caused many a good leader to fail,
and many a good organization to crash and burn. It is like the parable of Icarus who
ignores his father’s advice and, out of abundant hubris and misguided ego, flies too close
to the sun only to fall from the sky to his predicable death.
PASSAGE # 4 – PREPARATION
Every successful journey begins with good planning and preparation. In the case of
organizational transformation, this is about planning and preparing for the surprises,
setbacks and struggles you will experience along the way.
Preparation, in this sense, is not about eliminating or even mitigating all the risks and
trying to chart a certain path.
It is the exact opposite!
It is about developing mindsets, attitudes, beliefs and behaviours that will allow you to
cope with the “curve balls” which you will face. Too many leaders believe they must
control the process in great detail when, in fact, the focus should be on preparing people
to be tenacious, resilient and adaptive to ongoing change.
6. Delayed Gratification ...
This is the half way point in the transformational journey. The people have committed,
the leadership team has calibrated, and the organization has been primed and prepared
for the journey – including the inventible dips it will encounter along the way. Culture
and values have been cemented deep into the organizational tissue, and the vitally
important and influential middle management group has been galvanized.
Now the real work begins!
PASSAGE # 5 – EARLY SUCCESS
Human nature is a truly strange and unpredictable beast. Amongst our many quirks is a
tendency to want to get past the bad as soon as we can in order to get back to the
good. In organizational transformation, this human trait needs to be tempered if you
want the breakthroughs that are possible in true transformation.
Simply put, you have to avoid the desire to declare victory too soon!
True transformation takes time and, while you certainly want early success, you need to
be careful to not overplay those successes, and think they are guarantees that you are
safely on the road. The fact of the matter is, those early successes are probably just
bringing you back to a baseline you should have been at in the first place.
The truly great transformational leaders know the hard work needed is much more than
simply gathering the low hanging fruit. They tap into the positive energy flow, but use it
to push ahead more boldly, resisting the tyranny of complacency at every turn.
7. Dealing with the Funk ...
It has often been accepted as gospel that people hate change. The trouble is, that is just
not true, but instead an unsophisticated form of popular folklore. The truth of the matter
is, people hate the emotions triggered by uncertainty and fear. As a result, there is a
base human response to the passage through the Early Success stage that creates a
tendency to plateau. People want to coast. To put it another way, they want a rest from
the fearless pressure of the uncertainty monster and they pause for a time-out that can
last for quite a while if you are not careful.
PASSAGE # 6 – THE PLATEAU
At this point, leaders of the organization on a transformational journey need to pay very
special attention to the organizational pulse. They have to sense the early signs of an
emerging plateau and get ahead of it. The narrative within the organization needs to
change and, truth be told, some changes in key people will very likely have to be made.
Senior leaders must take careful and objective stock of their people and their capacity to
shift into yet another higher gear. The skills and aptitudes needed from this point on will
change, and wise leaders play it differently. Rather than slowing down when a corner
approaches, they shift gears and accelerate into the turn. This decision is what allows
the organization to catapult ahead, and avoid a prolonged drift sideways.
8. Preparing for Battle ...
We have now entered Phase 3, “The Determination Phase” . This is the portion of the
journey that will either allow the organization to realize its true potential, and reap a
dividend on its transformational agenda, or enter a period of decline and probably death.
Organizations that have been successful in navigating this part of the journey have all
tended to go on and achieve a level of sustainably superior performance that most
others can only envy from a distance. This is rarified territory, and it can only be claimed
by those who have:
Taken the long view and avoided short-term temptations
Operated according to a clear set of values and guiding principles
Honed their Talent IQ and really learned how to get the most out of people
Banished complacency from every single pore of the organization
Transformed who they are, what they have to offer, and how they go to market
Evolved ahead of the curve rather than having the future catch them by surprise
PASSAGE # 7 – THE CRISIS
Organizations that embark on a transformational journey are taking a risk. They know
the path to success is not a straight line and there will be setbacks along the way. In a
world filled with turbulence and uncertainty, it is safe to assume that, at some point, the
resolve of a transforming organization will be tested by an event not of their own
choosing, and most likely occurring at a time of great inconvenience.
This crisis, whether internally or externally generated, is a true moment of reality for the
organization, and will determine whether the heavy lifting done up to that point has
helped the organization develop the new muscles necessary to break through.
9. Taking the Hill …
As the organization survives the crisis, it emerges stronger, more confident and more
capable of tackling the last leg of the transformational journey. This is the same type of
boost a spacecraft gets as it rounds the moon and catapults back toward earth. The
energy created is used to help the organization propel itself forward.
PASSAGE # 8 – TRACTION
You know that wonderful feeling of relief when the wheels of your car grip the road in
the midst of a snow storm, and allow you to avoid getting stuck. The traction phase of
organizational transformation creates the same feeling. The leaders gain a stronger
sense of imminent success and the body of the organization responds in kind, putting its
shoulder to the wheel.
Traction allows everything to just seem easier and to come more naturally. The barriers,
burdens and hurdles seem to melt away, and the organization picks up speed as it feeds
off its newly cemented confidence. This is the moment you have worked for and, while
not without its own perils and hard work, it takes place within a new climate of focused
commitment and fierce resolve.
Savour this moment as the reward for all the hard work done along the way but, rather
than coast, put your foot to the floor and accelerate.
10. Finding the Groove ...
The organization deserves a reward for all its efforts, trials, tribulations and hard work.
The leaders have taken their people through a difficult and tumultuous journey. The
prize at the end is an organization that is firing on all cylinders, with good balance,
sound perspective and growing capability. The fundamentals have been tackled to the
ground and the people, policies and processes are all delivering as hoped for. The
organization has become a smooth running engine, and now the task changes once
again as it enters the final passage.
PASSAGE # 9 – SUSTAINABILITY
Sustaining success is hard work!
While it may be the end of the transformational journey, it’s not the end of the hard
work. The work may be different, but it is equally challenging and by no means is
sustainable success guaranteed. It must be earned and re-earned everyday, in every way,
by every person. Keeping the organization on its forward trajectory requires constant
care, attention and fortitude.
The leaders must be vigilant like never before. They must remain alert to the tell-tale
signs of moving backwards. They must continue to make big changes on many fronts,
but the energy required should be less and the ease of execution should be greater.
Staying in a good place means staying alert to the slow re-emergence of bad habits.
11. Steps to Take :: Actions to Consider
The decision to embark on a truly transformational journey should not be taken lightly.
The leaders must commit to seeing it through and must understand there are predictable
passages they need to navigate along the way. Promises should be few, and guarantees
abolished. No transformational leader can allow ego and bravado to take control of
them, their actions or their words. The promises should only be about the hard work that
lies ahead and the reward at the end of the tunnel. Realism and truth must become the
order of the day and the touchstone for the behaviour of leaders - at all levels.
The leaders can and should lay out the broad strokes, but avoid the temptation to offer
the fine detail to those who cannot exist inside the cloud of uncertainty and ambiguity.
They should set the compass heading, but avoid handing out the detailed road maps that
many people will be demanding.
The leader must appeal to heart over head.
Here are some things to think about, as you begin to consider what’s next.
BUILD THE GUIDING COALITION
Your first task is picking the team. There is a huge difference between the operating
team you may need to keep the business running, and a transformation team whose job
it will be to reimagine the future. The skills and aptitudes are different but, most
significantly, it is the mindsets and attitudes that are different. The leader must draft
wisely, and from all levels of the organization, when putting together a truly whole
brained, cross functional and cross disciplinary group of advisors and agents.
12. BRING THE COALITION INSIDE THE TENT
Your first act of courage will be to trust the coalition with an open, honest assessment of
where the organization currently stands and the obstacles and imminent risks it faces. The
leader must be willing to pull back the veil and call things as they really are. There can be
no room for obfuscation or gilding the lily – it’s the straight goods, raw and ugly, that
must be put on the table.
EMBARK ON A DIALOGUE OF DISCOVERY
Members of the guiding coalition must be given a clear choice – join the battle or step
aside. This must truly be a coalition of the willing, and the willingness must be to break
the old model apart and start with a blank sheet of paper. There can be no room for
biases, sacred cows or antique paradigms. The task must be undertaken as it was in the
movie Apollo 13, where the entire mission was about getting the ship back to earth.
FOCUS YOUR ENERGY AND RESOURCES
Decide what really matters and what will have the biggest impact. Do the hard work first
and forget about the pseudo benefits of “low hanging fruit”. The journey will not be
determined by early wins, but rather by new choices about the stuff that really counts.
Strip away the excuses and face the demons.
EMULATE CHURCHILL
Take control of the narrative. Lead from the front and talk to the organization in real
terms, appealing to emotions and setting expectations realistically. Accept any help that
anyone can offer and recruit volunteers to the cause. Remember that your words will carry
extra meaning, and that words matter. Pick those words that will resonant in their
simplicity and common sense. Present the facts in all their dirty glory and, most
importantly, offer hope while promising hard work.
13. The Beacon Group is a Canadian-based professional services firm supporting clients throughout
North America and around the world. We work with organizations in all sectors and industries in
the development of their business strategies and in leveraging their investment in human capital.
Our full line of service offerings ensures we are not only able to help leaders understand the
strengths, weaknesses and opportunities of their organization, but also develop and deliver
programs that address their key areas of concern.
The Beacon Group is ...
Our Core Values
In all aspects of our client relationships we commit to being:
Progressive - Forward thinking | Pragmatically radical
Thought Leaders - Innovative | Audacious
Responsive - Fast acting | In touch
Agile – Enthusiastic | Nimble
Passionate - Loving what we do | Creating passion in others
Customer Driven – Dedicated, involved | Totally committed
14. The Beacon Group is represented by a diverse group of talented individuals who come
from a wide variety of professional backgrounds. This breadth of knowledge and
experience is what we believe sets us apart.
Our essential goal is to assist senior leadership teams in their efforts to:
Optimize — their strategic positioning and market opportunities.
Maximize — long-term organizational health and effectiveness.
Develop — overall leadership competency and fitness.
Create — sustainable levels of superior performance.
We do this by partnering closely with our clients to ensure their strategic business
objectives are fully and adequately aligned with the capacity and capability of
their people.
Our ultimate aim is to ensure leaders, at all levels within an organization, are better able
to understand the world in which they live, better able to make sense of the conditions
they face and better equipped to deal with challenges as they arise. As a result, we ensure
they are better able to influence their future and realize their potential.