How Change has Changed-From Change Management to Insights
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“How Change has Changed What Consultants Need to Know” with Dawna Jones www.FromInsightToAcAon.com Wednesday, 14 May, 14
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Aimed for consultants, this program dispenses with some myths while providing insights into how performance happens, showing the leverage points to help companies adapt. Traditionally the consulting approach has been 'change management' as if dynamic change were controllable. With the need for speed companies are wondering what to do with a hierarchical structure that slows decision-making and blocks engagement. Luckily, it isn't about dismantling a hierarchy. It is about using it differently. This slide show demonstrates how performance really happens and how consultants can help managers adjust their role while paying attention to the underlying cultural assumptions.
Transcript of How Change has Changed-From Change Management to Insights
“How Change has Changed -‐ What Consultants Need to Know”
with Dawna Joneswww.FromInsightToAcAon.com
Wednesday, 14 May, 14
Seeing the Big Picture; Practise
High level overview
How performance really happens
Implications: management style & manager’s role
Why traditional business thinking creates boiled frogs
Ways to Leverage Accelerated Change
Wednesday, 14 May, 14
Evolution>Facilitating change, team performance;>Developing Inner Leadership Skills;>Decision-making for Dummies (Business)>Global Business Innovation
Wednesday, 14 May, 14
Change- Why the cultural undertow?
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Current: Stressed - No choice
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Running hard yet going nowhere
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Traditional Management Belief:Top down
Centralized DM Authority-based
Command & Control
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RealityPerformance runs on
networksPersonal-
ProfessionalCustomer-Community
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Connecting personal decisions to planetary stewardship.
Networks of High Performance
�Social biology research in Hewlett Packard: http://www.management-issues.com/2010/2/8/podcast/how-to-deliver-phenomenal-results.asp
�Shared Goal and Goal Oriented
�Most of network outside the company’s boundaries
�True for many organizations - management style
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Shift #1: Away from Command and Control decision-making to decentralized &
shared accountability
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Shift #2-From Commanding employees (disengagement) to
Working Collaboratively-
Engaging Employees
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Implications: Manager’s Role Changes
People naturally collaborate - get out of way
Find resources-Participative DM
Clear barriers: systemic, procedures
Instil healthy workplace relationships>better decisions
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Manager’s Leadership Challenges
Replace control over staff to gaining power by working with team
Switch to a Facilitative style - participative DM = Engage creativity
Redefining identity from being in charge to serving employees
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Shift #3: From focus solely on profit to a higher purpose & service-financial
security
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“Profit is like oxygen, without it you are out of the game. If you think your
purpose is to breathe, you are missing
something.” -Peter Drucker
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Focusing Solely on Profit is High RiskDecision-making focus: too narrow, short,internal.
Can’t see what is going on inside company or social/environmental changes outside
Puts Companies in Boiled Frog Mode - waiting for a crisis
Selective Attention & Invisible Gorilla http://youtu.be/vJG698U2Mvo
Wednesday, 14 May, 14
Shift #4: From Capital Assets Focused (Assuming Predictable conditions-unlimited
resources)
to Care for people + Planet Living system
(Given unpredictable + complex conditions)
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Two management paradigms:
Traditional (profit driven) & Stewardship (values-
driven)
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Wednesday, 14 May, 14
Survive at Any CostWednesday, 14 May, 14
Stick to TraditionalNot able to adapt: Keep running
Leaving a lot of money on the table>distrust
Highly stressful decision-making environments=lousy decisions=gerbils
Narrow focus ignores key information decision-making
Disengaged employees
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Shared Value-TrustWednesday, 14 May, 14
In TransitionWednesday, 14 May, 14
Companies That Mimic Nature - “Profit for Life -J. Bragdon”
www.lampindex.com Wednesday, 14 May, 14
>Highly Networked>Decentralized decision-making>Open information flow+feedback>Self-organizing >Self-renewing=Learn>Leaders @ Levels
Resilient & Agile
Principles
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Why? Uncertainty-Complexity
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Change by Crisis or Choice
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Using UncertaintyCreative + Iterative = Agile & Resilient
Restore trust & confidence
“The way things are done around here”= Exceptionally High Risk
Doing Nothing=Fear-basedWednesday, 14 May, 14
Expose Traditional Beliefs
“Self organized teams are out of control”
“That will only work there; we’re different” (OK..So what will work?)
“Collaborate, or else....!”
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Leverage PointsDeepen trust - self + team leadership
Transparency + Flow of information - Real-time DM
Expose cultural beliefs - behaviour + decisions
Emotionally engage employees-shared vision+ higher purpose + Autonomy
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You-Changing how change is used
>Incremental- too slow
>Radical=Crisis + Creative
>Inspired=gentler transformation
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Questions? - Learning Resources
Business Podcast - www.Management-Issues.com/eprovoc
www.StoosSparks.com - Business Innovation Ideas
www.FromInsightToAction.com -Thinking Global;Acting Locally
Wednesday, 14 May, 14
Contact Dawna Jones ~ www.FromInsightToAction.comWhen Doing What Works Isn’t Working
FOLLOW on...Twitter @EPDawna_Jones
www.FB.com/FromInsightToAction
http://ca.linkedin.com/in/dawnahjones/
Wednesday, 14 May, 14
