transforming organisations a short presentation on how to make change happen
TRANSCRIPT
Transforming Organisations
A Short Presentation on How to make change happen
15 Years
50 Years
300 Years
Hunting & Gathering
1 Million + Years
Everything changes…
Productivity
Technology
Industry
Farming6000 years
We are already experiencing The Age of Imagination
We are already experiencing The Age of Imagination
• The history of mankind is that everything changes…
Everything changes
• everything can be changed• there are no resistors to change• there are no change saboteurs• change can penetrate every part of an
organisation• all employees are loyal
...except those that we have created by our actions in the past
...those we create are those not given the time, information, psychological space, training or indeed the choice to change
The Myth of Change
You manage attitude You manage emotion You manage activity You manage your
perceptions You manage focus You manage
communications You manage the way
people learn
You manage change
Skills of a change agent
There are important skills and competencies of this role. They are expected to:
Be courageous, take risks and involve others
Build rapport with all the people affected by the change
Identify creative solutions and to innovate
Stay calm under fire and remain resilient to ensure the change is successful
Maintain ownership for the change and the plans that underpin the initiative
Keep learning and developing the change team and themselves
Shared Vision creates alignment
• Creating alignment ensures the change doesn’t grind to a halt. o Personal interests of the people in the
organisation create misalignment. o These push the vision out of shape
• There are seven areas of organisational culture
Climate Vision “A fun, creative environment”
Reality gossip-ridden; conflict unresolved; too much done; high stress and strain
Focus Vision “A string sense of purpose”
Reality direction limited and/or unsaid; not broken down into manageable chunks
Leadership & Management
Vision “empowering role models”
Reality managers hoard information; inter-competitive
Structure & Systems Vision “fast decision-making”
Reality bureaucratic checks and permission-gaining systems
Resources Vision “experts with complimentary skills”
Reality under-utilised skills
Personal Development Vision “grow great people”
Reality appraisal system backwards looking; ‘no time’ for training
Customer Focus Vision “deliver customer delight”
Reality end user seen as a trouble maker or hindrance to doing the job or the ‘success’ of the project
Shared Vision creates alignment
Shared Vision creates alignment
• Alignment requires the building of consensus within the organisation
• Consensus is built through applying the disciplines of:o Involvemento Educationo Honestyo Congruencyo Persistence
• Consensus takes a great deal of time and will only succeed if you communicate
Dialogue creates Alignment
• The process of changes requires dialogue
• Only through excellent communication comes the hope and vision of a better future.
“Communication is not simple... and the revelation of its hidden complexity is
One of the great discoveries ofthe twentieth century...
One sure sign of this complexity is our ignorance.”
Dr. P.N. Johnson-Laird
FreezeFreeze
VisionVision
HopeHope
DepressionDepression
BargainingBargaining
AngerAnger
DenialDenial
Passive
TIME
Active
EM
OT
ION
AL R
ES
PO
NS
E
video conferencing
Personal
emotionalcontent
Impersonal
Differentsametimetime
need to interactively develop clarity & understanding
groupware
letter
phone
meetings1 to 1
video phone
electronic noticeboard
fax
Dialogue creates alignment
• There is a wide range of medium available to an organisation
• From the impersonal (e-mail) to the personal (1 to 1)
• They all have advantages and disadvantages
• The art of communicating is matching the medium with the message, context and audience
Fatal Errors of Leadership during the change process
• You are blinded by your vision
• You don’t know when to start
• You don’t know your place
• You’re playing by old rules
• You’re never satisfied
• You don’t know when to stop
Be prepared to change the change
What were the aims?
Confirm which
aims are stillviable
What still needs to be achieved?
List shortfalls and assign
aims to specific teams
Does everyone back them?
Ensure people still understand and support
aims
Did we achieve them?
Measure progress against original targets
“There is only one constant in this universe, and that
is.... change”
Albert Einstein