Presentation on theme: "Organizational Change By, Ryan Bizon and Geoff Creighton “Ch Ch Ch Ch Changes!!!”-David Bowie."— Presentation transcript:
Organizational Change By, Ryan Bizon and Geoff Creighton “Ch Ch Ch Ch Changes!!!”-David Bowie
What are we going to discuss today? Forces of Change. Kotters Eight Steps for Leading Organizational Change. Why do people resist change? Why Leadership is so important. Jack Welch’s four change practices. Conclusion
External Forces of Change and Why is it Important? Demographic Characteristics. Technological Advancements. Customer and market changes. Social and Political Pressures.
Internal Forces of Change Internal Forces of change come from within a business and are not the product of changes occuring from outside the business. Changes that occur from forces in a business such as; Employee Attitudes Introduction of new equipment. Changes in the workforce. Changes in business strategies. “When the rate of external change exceeds the rate of internal change the end of a business is in sight”-Jack Welch
John Kotters 8 Steps for Leading Organizational Change Establish a sense of urgency. Create the guiding coalition. Develop a vision and strategy. Communicate the change vision. Empower broad based action. Generate short term wins. Consolidate gains, and produce more change. Anchor new approaches in the culture. “Hello, I’m John Kotter”
Why Do People Resist Change? Surprise and fear of the unknown. Change is uncomfortable. Fear of failure Loss of status and or job security. Nonreinfocing reward systems. Distruptions of cultural traditions and relationships “The only thing we have to fear is fear itself” – Franklin D. Roosevelt
Why is Leadership so Important? Leaders perform three key functions in building a learning organization: Building a commitment to learning Working to generate ideas with impact Working to generalize ideas with impact. “Everybody hears, but few listen” – Bobby Knight
Jack Welch’s Four Change Practices Attach every change initiative to a clear purpose or goal. Change for change’s sake is stupid and enervating. Hire and promote only true believers and get on with it types. Ferret out and get rid of resisters, even if their performance is satisfactory. Look at car wrecks. “Change before you have to” –Jack Welch
Attach Every Change initiative to a clear purpose or goal. Change for change’s sake is stupid and enervating. Change overload sucks. Nothing meaningful ever comes from “flavor of the month” changes. Work only feels frantic and disorganized. People must understand in their heads and hearts why change is necessary. If the company has been through enough change programs, employees consider you like gas pains. You’ll go away if they wait long enough.
Hire and Promote Only True Believers and get-on-with-it Types. Real change agents are rare, they have courage, and a certain fearlessness about the unknown. These people ask questions that start with the phrase “Why Don’t We”
Ferret out and Remove the Resisters, Even if Their Performance is Satisfactory. Resisters foster an underground resistance and lower the morale of the people who support change. Resisters are change killers; cut them off early. If an employee doesn’t share a company vision, they should find a company where they do.
Look at Car Wrecks Nobody wants disasters to occur, but they will. Make the most of regrettable circumstances. Change means seizing every opportunity, even the ones wrought by adversity
Conclusion Don’t get all caught up in your knickers over change. Change or die (well sometimes) People love familiarity and patterns. Change is exciting!!!
Sources Welch, Jack. Winning. New York, NY: Harper Collins, 2005. Kinicki, Angelo, and Robert Kreitner. Organizational Behavior, Key Concepts, Skills and Best Practices. 2nd ed.. New York: Mcgraw Hill Irwin, 2006.
“Time may change me, but I cant change time” -David Bowie