Adaptasoft Cyperpay Users Group Conference...Ending letting go of the old Neutral Zone between the...
Transcript of Adaptasoft Cyperpay Users Group Conference...Ending letting go of the old Neutral Zone between the...
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ORGANIZATIONALCHANGE
Change Up or Get Moved Out
Dr. Martin Armstrong, CPP, MBA, DBA
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“We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership.”
- John P. Kotter
Harvard Business School
Organizational Change Leadership
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• Change: “A complex process, characterized by intended and unintended consequences that have the potential to disrupt the life of an organization” (Appelbaum et al., 2008, p. 17).
• Change Readiness: “An organizational member’s belief, attitude, and intention regarding the extent to which changes are needed and the organization’s capacity to successfully make the change” (Armenakis, Harris, & Mossholder, 1993).
Change & Change Readiness
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The Problem with Change
• Organizational change initiatives fail 2/3 of the time
• The impact of change efforts can be costly!
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Organizational Change is Costly
• The Impact of Not Changing can be Costly
• Sunk Costs
• The 4Ps & Project Mgmt
• Speed of Adoption
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• MARKETPLACE CHANGES• COMPETITORS• PRODUCT CHANGES• TECHNOLOGY• MERGERS & ACQUISITIONS• RE-ORGANIZATIONS• LEADERSHIP• SYSTEMS• EFFICIENCIES
Reasons for Change
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What is the difference?
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STAGES OF TRANSITION
Endingletting go of the old
Neutral Zonebetween the ending and new beginning
New Beginningnew status quo
Transition: The Human Side of Change
Module 5: Nothing’s the Same
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NEW BEGINNINGENDINGS
Neutral Zone
Time
Denial
Anger
Fear
Shock
Frustration
Confusion
StressCreativity
Skepticism
Acceptance
Impatience
Hope
Energy
Excitement
Reactions to Transition
Module 5: Nothing’s the Same
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Successful Change Begins with Vision
What will this mean for my
friends?
What will this mean for the organization?
What sacrifices will I have to make?
Can I operate differently when the change is complete?
Do I believe change will be an
improvement in the future?
What will this
mean for me?
What other alternatives are
there?
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Why Change Initiatives Fail by John Kotter, Leading Change
Change Not Grounded In
Corporate Culture
Under Communicating
The Vision
Lack Of A Vision
Not RemovingObstacles To The
Vision
No Powerful Guiding Coalition
No Systematic PlansFor Early Wins
Lack Of Urgency
Declaring VictoryToo Soon
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• THOSE WHO MAKE THINGS HAPPEN
• WHO WATCH THINGS HAPPEN
• WHO DON’T KNOW ANYTHING IS HAPPENING
Three Kinds of People
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Resistance to Change
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Reasons for Resistance to ChangeReason for Change Explanation
Dislike of change People simply don’t want change
Discomfort with uncertainty Dislike of ambiguity, fear of the unknown
Perceived negative effect on interests Impact on status, rewards, security
Attachment to the culture Change conflicts with organizational identity; values or beliefs and norms
Perceived breach of psychologicalcontract
Related to trust & loyalty. The organization is not honoring “its side of bargain”
Lack of conviction that change is needed
Different perceptions as to whetherthe change is necessary.
Lack of clarity as to what is expected Different perceptions of the intent or what is expected of organizational members to support the change
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Reasons for Resistance to ChangeReason for Change Explanation
Belief that the specific change being proposed is inappropriate
Different perceptions of whether a change initiative is the right or necessary change initiative
Belief that the timing is wrong Conditions are not right for change now
Excessive change Too much simultaneous equals change fatigue and low morale
Cumulative effects of other changes in one’s life
Related to both org and personal changes in an org member’s life
Perceived clash with ethics Member’s perception that change clashes with their own ethical principles
Reaction to the experience of previous changes
Negative past experiences result in cynicism
Disagreement with the way the change is being handled
The change is not necessarily disputed, rather, how it is being implemented
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Employee Commitment to Change by Turner-Parish, J. Cadwallander, S., Busch, P (2008). Want to, need to, ought to” employee commitment to organizational change.
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Individual Change Readiness
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Readiness Drivers DefinitionQuestion it looks to answer
Self-Efficacy Confidence in individual and group's ability to make change succeed
Can we do this? Will this work?
Principal SupportKey organizational leaders support this particular change
Is management consistent? Do organizational leaders believe in this change?
Need for Change A gap between the current state and ideal state
Why a change?
Appropriate of the Change
The correct reaction to fix the identified gap
Why this change?
Personal ValenceClarifies the intrinsic and extrinsic benefits of the change
What's in it for me?
Understanding of the Change
Informs the individual of the specific change requirement.
What is the change?
Modified table from (Bernerth, 2004, p. 41)
Readiness for Change Factors
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Communicating Organizational Change
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Positive versus Balanced Messages
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Recommendations for Communicating Change
• Use different channels
• Be quick with information
• Allow questions
• Have conversations
Module 5: Nothing’s the Same
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Next Steps – Plan to Win
• Create a vision• Identify pain points• Communicate Strategy• Use SMART technique• Prepare for Change• Use Change Model• Pilot Solution• Implement Rollout• Measure for Results• Sustain Momentum
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effort[ef-ert] /ˈɛf ərt/
noun
1. exertion of physical or mental power: It will take great effort to achieve victory.
2. an earnest or strenuous attempt: An effort to keep to the schedule.
3. something done by exertion or hard work: I thought it would be easy, but it was an effort.
4. an achievement, as in literature or art: The painting is one of his finest efforts.
5. the amount of exertion expended for a specified purpose: The war effort.
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Where Does Effort Come From?
• Sense of Urgency
▫ Commitment must outweigh your condition
• Perceived Value
▫ Is the benefit received worth the effort?
• How Much You Care
▫ How badly do you want success & happiness for others?
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TODAY, NOT TOMORROW
Why Wait?
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Self-Motivation – by Geoffrey James
• Condition Your Mind
• Condition Your Body
• Avoid Negative People
• Seek Out the Similarly Motivated
• Have Goals But Remain Flexible
• Don’t Wait for Perfection; Do it Now!
• Celebrate Your Failures
• Don’t Take Success Too Seriously
• Treat Inaction as the Only Real Failure
• Act With a Higher Purpose
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Closing Thought for the Day
“The first step toward getting somewhere is to decide that you are not going to stay
where you are.”
-Unknown
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THANK YOU
CONTACT INFORMATION
Dr. Martin Armstrong – 704.731.1715
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