Presentation on theme: "Schedule change IDEODesign culture Transition Management Difference between change & transition Stages & stakeholders Stages of transition Resistance to."— Presentation transcript:
Schedule change IDEODesign culture Transition Management Difference between change & transition Stages & stakeholders Stages of transition Resistance to change Team Task: overview of a transition analysis plan Next week: Organizational Dx
Case example: IDEO Design Company IDEO Design Company IDEOIDEO Part 1, Part 2, Part 3Part 1Part 2Part 3 How would you create an innovative culture like IDEO?
How administration presented problem & need How the employees understood it How the OD consultant summarized it How external stakeholders viewed it How the consultant billed the organization How it was supportedWhat the organization really needed How OD plan was applied How the OD plan was documented How the Board of Directors classified it
Best Practices: Temptations Good & Bad Advantages Networking with people & organizations that have been there, done that, and found what works for them Survey of a wide range of ideas & practices Evidence of successful application in a setting Saves time from reinventing the wheel Disadvantages It may divert you from the MOST IMPORTANT aspect of OD: communicating, listening, examining your own unique processes, and arriving as a customized solution for your organization! Resolution Network & explore best practices, AND make sure you create your own solution
What are the three stages of transition?
People discover they have to let go of what were normal, predictable, & comfortable environments. They feel loss of control. Some may feel genuinely optimistic. It is important to ensure that people respect each others perspectives As people go through points of transition they can blame and become angry. They can feel uncertain, lost, afraid, or have outbursts of frustration & anxiety. The key is to be patient. Focus on going forward, not on the past. As with Endings, those with optimism should be encouraged People have chosen to commit and participate in building the new processes within the new environment. Now that they are more comfortable with transition, they become impatient for progress & become hopeful about building new trust, relationships, & achievements Denial Anxiety Shock Confusion Uncertainty Resentment Sadness Anger Fear Blame Undirected energy typified by confusion, anger, fear, frustration, anxiety, skepticism, apathy, isolation, dislocation, some optimism, discovery, & creativity Commitment, enthusiasm, trust, excitement, relief/anxiety, hope/skepticism, impatience, acceptance, realization of loss Identity: Have to let go of who we were in the old Identity: Not who we were; not yet who we will be Identity: Begin to identify with the new ways EndingsNeutral ZoneNew Beginnings Three Phases of Transition (Bridges, W. (2003). Managing transitions. Cambridge, MA: De Capo)
Kubler-Ross Stages of Grieving are similar to losses during change When we take hold of something new, we often let go of something familiar
Inefficient use of time, lower contact hours, need for new markets, merger of organizations, staff turnover Mobilizing all employees into strategy teams to conduct planning and implementation in OD, operations, and strategy Staff taken away from current tasks, required overtime, frustrated by demands outside of skill and competency areas Staff behind on tasks, overworked and tired, delays in reorganization due to lack of knowledge Expected benefits: staff buy-in & enthusiasm, more efficient use of time, more clients, better market match, integrated services, etc… Good ideas that can backfire Drivers OD Plan Short Term Result Unintended Consequences
Organizational units will not be uniform in their reaction: Different stakeholders will respond differently
Whos your internal market?: Different people have different commitments at different stages
How people react to change When you hear that some change is coming down the road, what is the reaction most people have? Why do they react that way? What does the intensity of their reaction depend on?
Parochial self-interest-- some people are concerned with the implication of the change for themselves and how it may effect their own interests, rather than considering the effects for the success of the business; fear loss of turf, expertise, position Misunderstanding-- communication problems, inadequate information, rumors, poor transparency Low tolerance to change-- certain people are very keen on security, certainty, and stability in their work Different assessments of the situation-- some employees may disagree on the reasons for the change and on the advantages and disadvantages of the change process Why people resist change…
Reducing Resistance to Change What can be done to reduce resistance to change (given the reasons we have identified)?
Stage 1: letting go Stage 2: transition Stage 3: new directions How people react What they need What managers can do The Transition Management Master Plan Innovators Early Adopters Early Majority Late Majority Laggards Emphasis on what is needed to move people to the next stage