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Leading Change While Implementing Innovations. Did you ever notice … some people just don’t like change? 2.

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Presentation on theme: "Leading Change While Implementing Innovations. Did you ever notice … some people just don’t like change? 2."— Presentation transcript:

1 Leading Change While Implementing Innovations

2 Did you ever notice … some people just don’t like change? 2

3 Which of the following challenges do you face? 3  Resistance to change  “Turf issues”  Lack of a clear, common understanding of what is important for success  Not enough time to get involved  Lack of resources (funding/staff)  “Policy” as an obstacle to your change  Others?

4 Managing Change: Popular “Models” Bridge’s Transitions Model Lewin’s Model Proci’s ADKAR Model Kotter’s 8-Step Model 4

5 The Profile of an Agile Worker › am open to this new experience, › am motivated to achieve, › am open to disruptive innovation–a creative thinker focused on finding solutions, › work well with others, but I’m not so trusting that I can’t make my own decisions about what is best for me and my team during times of change, › am willing to make tough choices to improve my own interests and those of my team, › am secure in my own abilities–confident I can achieve, and › am involved … I feel as though I am an important part of the process today and tomorrow. 5 © Richard D. Maher, 2014

6 Understanding Organizational Change © Organizational Factors Individual Factors Individual Factors Change Event Agility Resistance (Preserve Status Quo) Workforce Response 6 Individual and Organizational Factors - Impacts Workforce Response © copyright Richard D. Maher, 2014 © Richard D. Maher, 2014

7 Openness to Experience Achievement Motivation Agreeableness Emotional Stability Situational Self- Efficacy Individual Engagement Openness to Experience Achievement Motivation Agreeableness Emotional Stability Situational Self- Efficacy Individual Engagement Transformational Leader High Organizational Justice Positive Communication Participatory Mgt. Social Support Group Engagement Transformational Leader High Organizational Justice Positive Communication Participatory Mgt. Social Support Group Engagement Understanding Organizational Change © Organizational Factors Individual Factors Agility (+) (Innovation) Resistance (-) (Preserve Status Quo) Individual and Organizational Factors - Impacts Workforce Response Change Event Workforce Response 7 © copyright Richard D. Maher, 2014 © Richard D. Maher, 2014

8 5 Critical Success Factors: 8 1.An engaged high-power Process Owner 2.A compelling, common “Future Vision” 3.Engagement built through participatory management 4.Positive communications and training 5.Institutionalize the change

9 5 Critical Success Factors: 9 1.An engaged high-power Process Owner 2.A compelling, common “Future Vision” The “why” and the “why now” The story of “Dislocated Dave?” 3.Engagement built through participatory management 4.Positive communications and training 5.Institutionalize the change

10 5 Critical Success Factors: 10 1.An engaged high-power Process Owner 2.A compelling, common “Future Vision” 3.Engagement built through participatory management Use “tribal networks” to your advantage (opinion leaders) 4.Positive communications and training 5.Institutionalize the change

11 5 Critical Success Factors: 11 1.An engaged high-power Process Owner 2.A compelling, common “Future Vision” 3.Engagement built through participatory management 4.Positive communications and training Outreach builds momentum of “small wins” Training builds awareness and capacity 5.Institutionalize the change

12 5 Critical Success Factors: 12 1.An engaged high-power Process Owner 2.A compelling, common “Future Vision” 3.Engagement built through participatory management 4.Positive communications and training 5.Institutionalize the change “Move the middle” and you win … Coach/manage to new performance standards What gets inspected gets expected.

13 Celebrate Our Success! 13

14 Thanks! 14


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