2014 organizational change management

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Information about 2014 organizational change management

Published on March 10, 2014

Author: rnaramore

Source: slideshare.net


Akili’s project management process includes project phases where the client’s new IT business solution is formally introduced and adopted through organizational change management training techniques.

ORGANIZATIONAL CHANGE MANAGEMENT Compete like never before. Consulting Technology Performance

COMPETELIKENEVERBEFORE Leading Organizational Change CULTURE and CHANGE Current Culture Beliefs Behaviors Assumptions Attempts to introduce changes that are radically different than the existing culture usually are not successful. Attempts to introduce changes that are generally consistent with the current culture usually are more successful. Does this project represent a “radical” change? Organ transplant analogy Weaknesses Flaws 2

COMPETELIKENEVERBEFORE Leading Organizational Change CULTURE SHIFT and CHANGE Tissue Type Match Blood Type Match Anti-Rejection Medication No other illness present Or else….. • The Culture (body) will send out “Corporate white blood cells” to reject & kill the foreign object Current Culture Beliefs Behaviors Assumptions Weaknesses Flaws Your Favorite Change Initiative Organ transplant analogy 3

COMPETELIKENEVERBEFORE Leading Organizational Change 4 PARADIGMS What is truth. What we believe. MISSION Why we exist. MANAGEMENT VALUES What we think is important/priorities. PROCESSES How we accomplish work. Conceptual Physical Hardest to Change Easiest to Change Complexity Risk Rate of Speed How Difficult is this Change?

COMPETELIKENEVERBEFORE Negative Response To Change Model 5 Status Quo Shock Denial Anger Depression Testing Acceptance Active Passive Beginning Conclusion Checking Out Points Bargaining PrivatePublic Checking Out Recalibrate Expectations People who feel it’s a bad thing.

COMPETELIKENEVERBEFORE Positive Response To Change Model 6 Uninformed Optimism Informed Pessimism Helpful Realism Informed Optimism Resolution Checking Out Private Public High Low Recalibrate Expectations Beginning Conclusion People who feel it’s a good thing.

COMPETELIKENEVERBEFORE Leading Organizational Change 7 Surprise is BAD! • We don’t want/need “Shock & Awe” Information is GOOD! • Good Leadership has CLARITY. • Followers want it. • Simple things minimize Surprise & Resistance. Common Sense is often not Common Practice. • Simple, but it’s still work. • It won’t happen by itself. • Ignoring this reality is bad business.

COMPETELIKENEVERBEFORE Leading Organizational Change • Power: to legitimize the change • Pain: discomfort with status quo • Vision: clear definition of the outcome • Communication: an effective vehicle to explain it • Resources: ability and willingness to commit them • The Long-View: in-depth understanding of impact • Persistence: resist short-term for long-term • Sensitivity: capacity to see people issues - transformation skills • A Public Role: visibility, a voice! • A Private Role; time for individuals or groups • Consequence Management Techniques: “+” & “-” actions • Monitoring Plans: measurements of success • A Willingness to Sacrifice: not exempt from impact of the change/effort SPONSORSHIP ATTRIBUTES 8

COMPETELIKENEVERBEFORE Leading Organizational Change Commitment is Expensive! • You pay to get it, • Or you pay for not having it. o But you WILL pay! Pay me now, or pay me later. – expensive. – real expensive! 9

COMPETELIKENEVERBEFORE Leading Organizational Change Our OCM goal is… • To achieve new levels of operational performance productivity as soon as possible following a major change in the business while experiencing minimal dysfunctional behavior. Minimize Resistance Commitment Maximize Reduced Dysfunction 10

COMPETELIKENEVERBEFORE Leading Organizational Change We define Communication Strategy as: specific actions, tasks, or measures we take to… • Inform and assess impacted people • Receive and respond to questions • Organize demos/presentations • Solicit input and comments • Gather, process, and respond to feedback • Identify and measure pockets of resistance • Act to minimize resistance by building commitment • Identify and measure acceptance, and • Identify and recognize/reward/publish instances of success to encourage acceptance 11

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