This document provides an analysis of organizational change at CCW, a handloom weaving cooperative, to improve viability. It recommends:
1. Using change management principles like identifying change agents and building the case for change to diffuse new practices.
2. Motivating weavers intrinsically by involving them in leadership and showing pride in their work, as well as extrinsically through better income.
3. Building political power by gaining allies and using social networks while protecting against resistor's power.
Implementing pricing, behavioral and financial changes could make CCW viable if weavers are highly motivated through this change process, which may take 2-3 years.
8. Are you ready to lead a change? Desirable state of mind for the change leader
9. The cycle of change 1 Random incidents Waning activities Integration Recognition Initial actions Implementation
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11. It started with the intension of bringing about a change in the way the weavers have been working all this while.
12. You as a leader put thought into it to find out why this change it needed. You realized thatWeavers need to adapt their weaving style and patterns to the new styles of the market Weavers need to adhere to quality control mechanisms to get a better margin in the market
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14. You need to study and understand your weavers before you build a caseWhat is the pattern of your change agents and where is your tipping point? What kind of potential resistance exits? What kind of social network exists in your organization? What are the weavers’ intrinsic and extrinsic motivations to weave with CCW and in general? Do they identify with CCW? What are your and their sources of power ? How can you influence your employees?
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16. The XL sheet has details of which weaver belongs to which class.
17. How to diffuse the change across these categories of change agents?
18. We recommend you start with appreciative enquiry. Ask the weavers ‘When was it that you were at your best’ and the his answer should make you say and feel ‘Oh wow, is that so’.
19. Be ready to hear a lot of lashing out as the change takes place. The leader like Lord Shiva will need to digest a lot of poison before the Amrut comes out.
20. Innovators:+ Love new things. Any new idea excites them. + Start with them. + Speak to them individually in an informal setting about the change + Get them involved in planning the change and pilots.
31. Influence: process by which one party attempts to change the attitudes and beliefs of others+ This and the next two slides analyze your and the weavers’ powers. + It also gives insights into how can you build your power, fight their power and influence them
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41. Determine how will you measure success, based on what parameters. Examples: no. of sarees woven in x number of days, of y number of knots, with z number of defects.
