CHANGE TO

SURVIVE

We live to work in times of extraordinary change

- Cascading information flows

– Global interconnectedness– Technological shifts

CHANGE Collision with the future

• Perspective shift from new questions to new KINDS of questions

• Need to learn to be comfortable with uncertainty

It’s not the strongest of the species that survive, nor the most intelligent, but the most responsive to change

Remington Rand Typewriter Standard Model #5

FORD MODEL A-189

Future directions will be influenced by core strengths and uniqueness

Change process depends on -

• Global Trends

• Leadership Readiness - Responsiveness to leadership - Personal motivation and people - Non-hierarchical structure / Collaborative work

• Roadmap for transformation

Rate of change has greater impact on people than the direction of change.

Resistance to change

- Love for status quo - Emotional equity - Social DNA

Tendencies that block change –

• A culture of “no”.• The dog and pony show must go on.• The grass is always greener on the other side. • After the meeting ends, debate begins.• Ready, aim, aim …• This, too, shall pass.

KEEP INDECISION AT BAY

Social operative mechanisms of decisive cultures includes :

- Openness - Candor - Informality - Closure

Obstacles to change

– Dangling dialogue.– Information clogs.– Piecemeal perspectives. – Free for all discussions.

STAGES OF CHANGE PROCESS:

1. Establishing a Sense of Urgency2. Forming a Powerful Guiding Coalition3. Creating a Vision4. Communicating the Vision5. Empowering Others to Act on the Vision6. Planning for and Creating Short-Term Wins7. Consolidating Improvements and Producing Still More

Change8. Institutionalizing New Approaches

The Relationship of Leadership and Management

Transformation efforts can be successful for a while, but often fail after short-term results become erratic.

Transformation efforts go nowhere.

Short-term results are possible, especially through cost cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long-term change is rarely achieved.

All highly successful transformation efforts combine good leadership with good management

+ Management ++

+ In

tern

ati

on

al L

ead

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hip

+

+

Transformation efforts can be successful for a while, but often fail after short-term results become erratic.

Transformation efforts go nowhere.

Short-term results are possible, especially through cost cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long-term change is rarely achieved.

All highly successful transformation efforts combine good leadership with good management

+ District-level Leadership ++

+ In

tern

ati

on

al L

ead

ers

hip

+

+

Change Initiatives

Do’s

• Clarity regarding nature & reasons of change.

• Explain how people would be rewarded for success and how it will be measured.

• Repeat and repeat your message to the people.

• Use a communication style that is appropriate for the audience.

• Use consultants.

Don’ts

Try to impose a canned solution.

• Try solutions only from the top.

• Look for technical solutions alone.

• Try to change everything at once.

Stages of change process –

• Shock

• Defensive Retreat

• Management

• Acceptance and Adaptation

Possible change processes –

• A strategic plan for membership growth on a 3 – 5 year basis.

• Continuous leadership development programs for members.

• Public Relations initiative with focused target groups, including government sector.

• Projection of certain focused service programs as the representative face of the Association.

• Making the Association more environment-responsive.

Without question, the most desirable skill is the ability to manage change. This is one of the rarest and most difficult skills to learn.

Survive the Change Process.