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