managing change in your organization
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How can you drive change into your organizationTRANSCRIPT
How To Manage ChangeDriving change in the organization
By Mazen Shdeed
Why change Matters?
6/29/2009by Mazen Shdeed & Khaled Abu Nasser2
When we understand the why, we accept the what.
Internal Response to external factors: Customer Competitors Change global marketplace
Strategy implementation Organizational identity & capability
Fundamental Elements in Managing Change
6/29/2009by Mazen Shdeed & Khaled Abu Nasser3
Its all about changing the pattern (culture) through Defining Direction Assign a change Driver and Support Dedicate Resources Do the virus detection Virus Work Sheet
Virus Cause Solution Responsible time to complete
Perform a checklist pilot
Virus Detection List
6/29/2009by Mazen Shdeed & Khaled Abu Nasser4
Over inform: Tell everyone then have a meeting
Have it my way Saturday morning quarterback False positive Concealed consensus Forward to our past: look for the future in the
rearview mirror Cast : value by grade Turfism : my business vs. “ our” business Command and control Activity mania Narcissistic competitiveness Show me the results: results rule Crisis jumping Customer antipathy Authority ambiguity: not clear on accountability All things to all people Flavor of the moth
• Over- changed (full sponge) Mis-alignment: disjointed actions Compliant deflector: over-obedient Process mania • Kill the messenger Glacial response: whose decision is it? • Perfectionism: right way or now way • What have you done for me yesterday • Over-measure Under measure• Sustainability • Going for the big win • Skills or aptitude Event vs. pattern • Fire hydrant Guess what’s in my mind • The dog and pony show This too shall pass A culture of no
Common Viruses
6/29/2009by Mazen Shdeed & Khaled Abu Nasser5
Saturday morning quarterback: We criticize everything, even before it happens
False positive: We say we agree when we don’t
Forward to our past: Look for the future in the rearview mirror: we are so afraid
of losing our heritage that we don’t change our culture; we are locked into our habit
Cast : value by grade: We judge people by their title rather than performance or
competence Turfism: my business vs. “our” business:
We defend our turf sometimes to the detriment of the overall organization.
Common Viruses
6/29/2009by Mazen Shdeed & Khaled Abu Nasser6
Narcissistic competitiveness: We like to win as individuals not teams
Crisis jumping:When in a crises, we act decisively, then we wait for the
next crises to act again Authority ambiguity:
Not clear on accountability: in our matrix, we are not sure who is responsible or accountable, so no one is.
All things to all people: We have too many priorities; each good idea gets energy
and attention; we don’t say no; we are not focused on the critical few.
Mis-alignment: disjointed actions: We don’t see the big picture and see how our work fits with
strategy, we tend to get lost in the details
Common Viruses
6/29/2009by Mazen Shdeed & Khaled Abu Nasser7
Compliant deflector: over-obedient:
We wait to do what we are told and delegate responsibility upward.
Process mania:
We are so consumed by process that we don’t focus on results and outcomes
Glacial response: whose decision is it?:
We cannot get decisions made quickly. Under measure: we don’t have indicators that track the
important stuff; we measure what is easy not what is right. Event vs. pattern:
Change is an event (do the checklist, attend the meeting) not a sustained pattern.
Common Viruses
6/29/2009by Mazen Shdeed & Khaled Abu Nasser8
Guess what’s in my mind:
The leader has an idea of what to do and others have to guess it
This too shall pass:
Put your head down and ignore it and it will go away A culture of no:
We over evaluate and criticize everything
Manage Change Process
6/29/2009by Mazen Shdeed & Khaled Abu Nasser9
Leading Change Creating a shared need for change Defining Direction Engaging Stakeholders Making Decisions Dedicating Resources Learning, Adopting & Monitoring
How Change is managed
6/29/2009by Mazen Shdeed & Khaled Abu Nasser10
ChangeProcess
NOT Do Should do
Leading Change
1. Try to lead change alone 2. Assume change will
manage itself or be easy 3. Assume that your goals
are someone else’s goals
4. Assume the change will sell itself
1. Have a champion who dedicates at least 20% of his/ her time to the change
2. Have a sponsor who permits the champion to put time into the change
3. Use good will points in asking employees to do hard things relative to the change
How Change is managed
6/29/2009by Mazen Shdeed & Khaled Abu Nasser11
ChangeProcess
NOT Do Should do
Creating a shared
need for change
1. Assume need for change is obvious to all
2. Fail to check for consensus before moving forward- make sure people see the need for change
3. Fail to search for root causes
4. Hesitate to share the problem with employees/ make it their problem
1. Provide information(data) that supports the need for change
2. Customize meaningful need to change
3. Run pilots to demonstrate the success of the change
4. Create an emotional call for change that includes external reasons for the change(e.g., customers, investors, suppliers)
How Change is managed
6/29/2009by Mazen Shdeed & Khaled Abu Nasser12
ChangeProcess
NOT Do Should do
Defining a direction
1. Make the direction too lofty 2. Focus only on one persons
dream
1. Set statement of the future
2. Have a direction easy to understand, customer focused
3. Identify all three levels of direction
Aspiration: An emotional statement of
where we are headed
Mindset: The image or identify what we
want to be known for Behavior: Specific behaviors
employees need to do more/
less of
How Change is managed
6/29/2009by Mazen Shdeed & Khaled Abu Nasser13
ChangeProcess
NOT Do Should do
Engaging stakeholde
rs
1. Ignore key groups 2. Confuse will and skill3. Assume technical solution is
sufficient
1. Identify key people affected by change
2. Identify potential resistance and receptivity
3. Persuade using repertoire of tactics
How Change is managed
6/29/2009by Mazen Shdeed & Khaled Abu Nasser14
ChangeProcess
NOT Do Should do
Making decisions
1. Stay vague about what has happen
2. Leave open ended what decisions, when due, and who is accountable
3. Make decisions without engagement
1. Turn direction into specific, concrete decisions that must be made(5 key decisions in next 30 days)
2. Define decision deadlines3. Assign decision
accountability 4. Create decision process5. Ensure decision follow up6. Create communication
plan
How Change is managed
6/29/2009by Mazen Shdeed & Khaled Abu Nasser15
ChangeProcess
NOT Do Should do
Dedicating
resources
1. Underestimate the importance of resources required to success, talent, money, and people
2. Make initial, but not sustained investment
1. Identify and invest in HR systems to sustain change( staffing, training, rewards, communication, governance)
2. Identify and invest in technology and information systems to sustain change
How Change is managed
6/29/2009by Mazen Shdeed & Khaled Abu Nasser16
ChangeProcess
NOT Do Should do
Learning , adapting, monitorin
g
1. Underestimate resistance and time/effort required
2. Diffuse the focus and resources
3. Ignore internal capability building
4. Assume it will go as planned
1. Learn from others inside and outside the firm who have done similar changes
2. Have strategy to adapt and learn from early successes