Organizational Change Aventus Partners 29 07 11
Transcript of Organizational Change Aventus Partners 29 07 11
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Organizational Change
Assessing Readiness and Building a
Critical Mass
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Session Overview
At the end of the session one should become acquainted with
Key Messages from academia and research on change initiatives
How to assess ones Organizations readiness for change
How to assess ones own personal readiness for spearheading
change
How to create a critical mass that will support and sustain the
change
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While we are waiting Please take 5 -10 minutes to visualize a situation that you are
currently a part of and which involves change
Ideally something that you are playing a lead role in
The size and scale including the number of people likely to be
impacted is immaterial
Write down all the salient points about that situation that
come to your mind
For eg: your Role , role of other managers /leaders ,pain points, facilitators, inhibitors etc
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Roles in Change initiatives
Executive Sponsor(s)
Have power to initiate and legitimize the change for everyone
Change Agents
Are responsibility to implement actions and form critical links between
Change Leaders and Stakeholders. They also have authority.Stakeholders
Are directly affected by, must contribute to, will benefit from, and will beaccountable for sustaining future state performance
Ambassadors
Want to achieve change but do not have sufficient authority; use theirinfluence with others to support the initiatives
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Success of Change initiatives
50 % of systemic change efforts fail/succeed *
By failure one doesnt mean outright failure but the fact that
A lot of objectives remain unmet The inability to sustain change over time
There are innumerable studies , and theories on change. Lets look at
2.
An academicians perspective and a Practitioners perspective
Beer, M, & Nohria, N. (Eds.) (2000) Breaking the code of change -
Harvard Business School
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Kotters approach
Establishing a sense of urgency
Creating a guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short term wins
Consolidating gains and producing more change
Anchoring new approaches in the culture
Kotter, J. P. (1996) Leading change : Harvard Business School Press
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Formula for Lasting Change : An international Big 4
Consulting Approach
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LASTINGCHANGE
Readinessfor Change*
SharedVision
LeadershipCapacity &Commitment
EmployeeInvolvement& Capacity
Systems &Measures
44
44 44 44 44
44 44 44
44 44 44 44
44 44 44 44
44 44 44 44
44 44 44 44 44
+
No Action
No direction
No role models
No ownership
No results
LASTING
CHANGE
++ +
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Why do they not succeed
Insufficient buy in at the early stages
Understanding and acceptance of the need for change
Belief that the change is both desirable and possible
Lack of understanding of the facilitators and inhibitors
No clear plan ,definition of roles in the change effort, accountability and
sufficient passionate commitment
Key change leaders not demonstrating their commitment to the successof the change in an unambiguous manner
Inability of leaders to handle the pressure exerted by the gap between
reality (current state) and aspiration (desired state)
Lack of critical mass that believes in the change
Not rewarding the new behavior & withdrawal of rewards for the old
behavior
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How does one assess Organizations readiness
for changeThree broad areas
Management Style and Leadership
Individual Employee Behaviors and characteristics
Communication levels
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Guidelines for self assessment
N ote : Refer handout and take 5 minutes to fill it out
If you are leading the change effort or are part of the leadership
team, please be non evaluative /non self critical when fillingthe inventory
Use the words employees and your team members
interchangeably when need be
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Management Style and Leadership
Level of Inclusion
Level of tolerance for Risk and mistakes
Common understanding of purpose,
values and Behaviors
Role modeling
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How does one assess Organizations readiness
for change
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Employee Behavior and Characteristics
Ability to Multitask
Tolerance for ambiguity
Willingness to learn
Willingness to face and resolve differences
Adaptability
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How does one assess Organizations readiness
for change
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Communication levels
Communication Within Groups/Departments
Communications across Groups/Departments
Top-down Communication
Bottom-Up Communication
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How does one assess Organizations readiness
for change
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How does one assess ones own readiness for
spearheading change
Critical Dimensions are ability to
Articulate the future
Manage Complexity and stability
Impact and Influence without Authority
Create and manage alliances
Self knowledge
N ote : Refer handout and take 5 minutes to fill it out
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How does one create a critical mass
All organisations and systems develop a Status quo inertia .
These are governed by belief, values , expectations , which havebecome individual and organization habits
These become self fulfilling prophesies
In order to help change them one needs to constantly provide
Information that will help people adjust to the changeSkills needed to adjust to the change
Help develop attitudes that will support the change
Reward people for adopting the change
N ote : Source : -Article by John D Adams in OD practitioner© Aventus Partners 2011
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How does one create a critical mass
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10-15 %
Immediate
acceptors
10-15 %
Immediate
acceptors
20-25 %
Early
adopters
20-25 %
Early
adopters
20-25 %
Late
adopters
20-25 %
Late
adopters
20-25 %
Skeptics
20-25 %
Skeptics
10-15 %
Hard Core
resistors
10-15 %
Hard Core
resistors
Readiness to reject
Readiness to accept
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How does one create a critical mass
Focus on the immediate adopters (strong) supporters
irrespective of their role and bring them together
Their shared interest in bring about the change will spark
interest and ideas that will help convert the early adopters
This becomes your core group. Frequent interactions among this
group and giving them roles in the change effort will build
further momentum
Ensure no confrontation happened with the hardcore resisters.
This will make the skeptics at times tilt towards the perceivedunderdogs
There is no clear number that is indicative of a critical mass
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In summation
Know what you are up against
(even if one has been in the same
organization for years)
Facilitate definition of roles
Build coalitions across the organization
and engage the employees
Manage expectations proactively
Create implementation road maps but be flexible andresponsive
Identify and Prepare for Pilots, Generate short term wins
Sustain And Build Momentum
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Our Contribution to Human Capital
ManagementAventus Knowledge Series : White Papers on
Attracting Critical Talent for evolving brands
Enabling Leaders successfully transition to a new organization Structure
Assessment /Development Centre Key implementation Learning's
Understanding Workforce Diagnostics
Attributes of Leadership
Business and Human Capital Outlook 2011-12
Available at - http://tinyurl.com/avknse
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Thank you
20
Aventus Partners
M P Sriram
Kochi Bangalore New Delhi
www.aventus.in