effecting organizational change
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Effecting Organizational Change. by Kane McLean Strategy & Communication. The Who, What, When, Where & Why of Change. UNDERSTANDING CHANGE. Understanding Change. Start with yourself - PowerPoint PPT PresentationTRANSCRIPT
Effecting Organizational Change
by
Kane McLean Strategy & Communication
UNDERSTANDING CHANGE
The Who, What, When, Where & Why of Change
Enterprise 2.0 in Army & Effecting Change
Understanding Change
Start with yourselfOrganizational change is a long process, your have to be committed for the long-haul if you are going to champion it.
Will this change benefit you or your organization?
Is the change enduring, or will the need for it go away
You are the Agent of Change
Why Are You Trying To Effect A Change
Understanding Change
Do you understand the change you are trying to effect?
Can you describe it clearly and concisely in three sentences?
Can you explain the benefits to adopters at all levels of the organization?
At the end of the day, you are trying to change behavior.
Why Are You Trying To Effect A Change
What Change Are You Trying To Effect
Understanding Change
Do you understand the target of change?Are you targeting an office, division, or corporate headquarters?
Do you have access to the right people?Have you built network relationships?
You have to start where you are
Why Are You Trying To Effect A Change
What Change Are You Trying To Effect
Where Are You Trying To Effect A Change
Understanding Change
Do you need the change quickly?Do you have time to effect the change?
Real change takes time and persistence
Why Are You Trying To Effect A Change
What Change Are You Trying To Effect
Where Are You Trying To Effect A Change
When Are You Trying To Effect A Change
Adoption Time Required the Gartner Hype Cycle
InflatedExpectations
TechnologyTrigger
Disillusionment
Enlightenment
Productivity
Understanding Change
Are you trying to change your organization’s policies/practices/culture?
Are you ‘Soapboxing’ the management?Are you sending out briefs and links?Organizations DO NOT changeOrganizations ARE people, and people do change
Organizations don’t change, people do!
Why Are You Trying To Effect A Change
What Change Are You Trying To Effect
Where Are You Trying To Effect A Change
When Are You Trying To Effect A Change
Who Are You Trying To Get To Change
EFFECTING CHANGE
How Change Actually Happens in a Bureaucracy
Growing Grass and Seeding Clouds
Elephants, Jockeys and the Path Forward
Most often, change starts with a grass roots movement.
Leadership support is needed to provide top cover
Resistance occurs between grass roots and top cover
Success happens when top cover meets grass roots.
NOTE: You can only effect change by working from both the top and bottom.
YOU CANNOT WIN BY FIGHTING THE SKY.
How Change Actually Works in a Bureaucracy
The Emotional Mind Is Like an Elephant- Illogical
- Determined
Just Gets Stuff DoneMental ‘Muscle Memory’Emotion Side of Decisions
- Loyalty / Love / Fear / Comfort
The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.
The Emotional Mind or the Elephant
Is Like a Jockey- Logical
- Reasoned
Organizes and Moves ForwardAnalytical Side of Decisions
- Long-term / strategic planning / cost-benefit analysis
The Rational Mind or the Jockey
The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.
The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.
Decision-Making is a Jockey Riding the Elephant
Rational Motivation only Precariously Controls Mental ‘Muscle Memory’
You Have To Motivate Both the Elephant and the Jockey to Effect Long-Term Change
A Path Forward
Shrink the Change- Don’t try to change the entire organization,
only their office, team, etc.
- Bring it down to a daily task level
Shape a Clear Path Forward- Provide Clear Instructions & Outcomes
*Motivates the Jockey
- Support, Hand-Hold, Whatever *Motivates the Elephant
Repeat What Works- Find Bright Spots & Recreate them
- Tweak Environment and Tactics
Motivating Both The Elephant and Jockey
The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.
Find people interested in the change (grass-roots) and get them excited about it.
Meet with decision-makers (top-cover)Continue grass-roots evangelism while you get approval
Enable adaptation—support grass-roots by becoming part of the group
Touch bright spots and get them sharing. Tie those bright spots in with the boss
Don’t waste much effort on resistanceKeep moving forward, but take time to work one-on-one with people
Bring it all together
What Change Looks Like in the Weeds
THE 50’ RULE: Based on proximity, people are not likely to collaborate very often if they are more than 50 feet apart.
Probability of communicating at least once a week
Bring it all together
Be Hands- On
What Change Looks Like in the Weeds
30%
25%
20%
15%
10%
5%
30’ 60’ 90’ . . . Separation Distance in Feet
Tom Allen, MIT 1977
Example from US Army Enterprise 2.0 System
Bring it all together
Be Hands-On
Clearly state the problem and solution
What Change Looks Like in the Weeds
Example from US Army Enterprise 2.0 System
Bring it all together
Be Hands-On
Clearly state the problem and solution
Use metaphors they relate to
What Change Looks Like in the Weeds
WHERE CAN I GET INVOLVED
Federal and Military Organizations for OSS
Enterprise 2.0 in Army & Effecting Change
Getting Involved
The mission of OSFA is to educate decision makers in the U.S. Federal government about the advantages of using free and open source software; to encourage the Federal agencies to give equal priority to procuring free and open source software in all of their procurement decisions; and generally provide an effective voice to the U.S. Federal government on behalf of the open source software community, private industry, academia, and other non-profits.
At the Federal and State Governments Level
Getting Involved
Utilizing & Developing Open Technologies for National Defense
Mil-OSS connects and empowers an active community of civilian and military open source software and hardware developers across the United States.
This grassroots movement is a collection of diverse patriots that work for and with the Department of Defense and believe in adopting open technology innovation philosophies to effectively defend our nation.
At the Federal and State Governments Level
Within the Military
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AboutKane McLean
Works At BRTRCIn the Strategy & Communication Group
Lives/Works National Capitol RegionEmail Address [email protected]
Company brtrc.comSteering Cmte. mil-oss.orgSteering Cmte. opensourceforamerica.orgPersonal Site thinkingopenly.com Coming Sep
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