Presentation on theme: "Overcoming the Challenge of Change S-HRPAN Barry Wright Goodman School."— Presentation transcript:
Overcoming the Challenge of Change S-HRPAN Barry Wright Goodman School
Change Agent Lessons Learned Who are you now? Takeaway: One CALL
Organizational Change A recent study n=309 S-HRM executives 100% were going through – merger, acquisition, divestiture, global competition, restructuring
Challenge of Change Beer and Nohria (2000) estimate that about two-thirds of change projects fail, and Burnes (2004), who conducted an extensive review of the literature, suggests that the figure may even be higher.
Challenge of Change There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Nicolo Machiavelli - The Prince.
Then Why Change? That he not busy being born – is busy dying It’s alright, Ma (I’m only bleeding) Bob Dylan RIM 2008 “Can I keep my BB?” President O – $200.00 2012 “I want an iPhone?” The World – $7.36 2013 “Mmmmm – BB10” – $14.70
What is organizational change? Organizational change occurs when an organization restructures resources to (hopefully) create value and improve effectiveness.
The (W)Right Change Model TM Me: Leadership Skills, Map: Political Terrain (Stakeholders), Climate for Change Marshall: Urgency, Coalitions/Networks, Champions Message: Vision, Mission, Values, The Future Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage/Metrics: Clear Hurdles, Keep an eye out for Grendel’s Mother, Flexible and a Sense of Humour
Leadership Lesson: What followers want Honest - consistency Forward Looking - vision Inspiring - cheerleader, excited, passion Competent - record of achievement Credible - trustworthy
Credibility Insight First Law of Leadership “If we don’t believe in the messenger, we won’t believe in the message Who is your messenger?
The (W)Right Change Model Map: Plan, Political Terrain (Stakeholders), Climate for Change
Lewin’s Force Field Steps 1.Describe Current Situation 2.Describe Desired Situation 3.Identify where current situation will go if no action taken 4.List forces driving change to desired / restraining forces 5.Discuss all the forces – can they be changed? Which are the critical ones? 6.Determine if you can negate the restraining / enhance the driving 7.Recognize that changing one might impact the others (both positively and negatively)
Change Wisdom: Readiness for Change Trust in Leadership Politicking Cohesion Participation (climate) Support by Supervisors Communication quality Attitude towards change (top MGMT) Dave Bouckenooghe Emotional Readiness Cognitive Readiness Intentional Readiness
The (W)Right Change Model Marshall: Urgency, Coalitions/Networks, Champions 1.Establish a Sense of Urgency “Discovery process” step back and examines the big picture to identify critical issues Understand the vulnerability in the organization (or, create it - Cortez) Who are the external antagonists? Achieved when 75% of your leadership is honestly convinced 2.Create a Powerful Coalition (Change Champions) Who do you need close by? Who is your C-Suite Champion
The (W)Right Change Model TM Message: Vision, Mission, Values, The Future You are driving and as you turn the corner you drive into fog – what do you do?
Strategic Visioning Henry Mintzberg (1994) debunks popular approaches to strategic planning as overly analytic; he hints: in order to be effective, he claims, strategy should involve intuitive glimpses of possibility The anticipatory principle--the development of imaginative capacity to form possible images of future states--suggests that perhaps the most potent vehicle for transforming human systems is our ongoing projection of a future image (vision) Discover the Theme: what are you/others passionate about?
What is your sense of urgency? Pair up in groups of three and work individually on the urgency question.
The (W)Right Change Model TM Motivate: Communicate with the Elephant & Rider, Path, Small Wins
Switch Direct the Rider Motivate the Elephant Shape the Path
Direct the Rider Follow the Bright Spots: find out what’s working and clone it Script the Critical Moves: Think Specific Point to the Destinations: Know where you are heading and why it’s worth it
Direct the Elephant: Putting Feelings First Putting Feelings First Our elephant is lazy and skittish: seeking short-term benefits vs short-term sacrifices. So MOTIVATE the Elephant: –Find the Feeling: Make people feel something –Shrink the Change: Break down the change –Grow your People: Cultivate a sense of identity
Shape the Path Tweak the Environment: Change the situation Build Habits: rider is not taxed Rally the Herd: Behaviour is contagious
The (W)Right Change Model Manage/Metrics: Clear Hurdles, Keep an eye out for Grendel’s Mother, Flexible and a Sense of Humour
Change’s path The learning curve Change Failed Change Successful Change Doubt Point Escalating Commitment or Darkest before the Dawn?
Smaller Gems New Approaches to Communication Management by Ursula Stroh and Miia Jaatinen (Journal of Communications Management, 2001) Provide opportunities for people to bump into each other
The (W)Right Change Model TM Me: Leadership Skills, Map: Political Terrain (Stakeholders), Climate for Change Marshall: Urgency, Coalitions/Networks, Message: Vision, Mission, Values, The Future Motivate: Communicate with the Elephant & Rider, Path, Small Wins Manage/Metrics: Clear Hurdles, Keep an eye out for Grendel’s Mother, Flexible and a Sense of Humour
Final Exam … Who would you rather spend an hour in conversation with – Bouckenooghe, Lewin or Kotter? Why? Who are you now? What is your CALL?
If you have future questions or if I can be of help … Barry Wright email@example.com 905-688-5550 ext 5034