Based on my ebook which you can find here: http://daniellock.com/fundamentals-change-management-ebook

1. Unlock dramatic
productivity
through
Change
management
A publication of
Daniel Lock
Consulting

2. The goals &
definitions of
change
To optimise the benefits of change.
The set of tools and processes that help people
embrace change and the organisation realise the
benefits of change.

3. Change is not always
welcome.
1
“This telephone has too many shortcomings to be seriously
considered as a means of communication. The device is inherently of
no value to us.”. (Internal memo, Western Union, 1876)
2
“Heavier than air flying machines are impossible.” (Lord Kelvin,
Mathematician/Physicist, 1895).
3
“Everything that can be invented has been invented.”. (Charles Duell,
Commissioner, US United States Patent and Trademark Office, 1899).
Heavier than air flying machines are impossible.” (Lord Kelvin,
Mathematician/Physicist, 1895).
4
“Worldwide demand for cars will never exceed one million, primarily
because of a limitation in the number of available chauffeurs.”.
(Research prediction, Mercedes- Benz, 1900)

4. These all turned out to be
fantastic technological
changes.

5. At the heart is
getting people to
change their
behaviour.

6. Creating
behaviour change
The stick
Punishments can and do
work, but behavioural
economists have shown that
faced with negative
consequences, people will
often quit playing before
they face them.

7. Creating
behaviour change
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The CARROT
It's often assumed that people are
motivated by money. But in reality, very
few people are motivated by
cold hard cash. The absence of
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money is a huge demotivator, but once the
limit is reached, any more has rapidly
diminishing returns.

8. Creating
behaviour change
Normative pressure
Which line on the right is the
same as the line on the left?

9. What we're after here is a
culture where
people automatically take
up the desired behaviour.
Even when no one is
watching. Day in day out.

10. Core problem of change

11. MAKING CHANGE
HAPPEN

12. ENLIGHTENED
SELF-INTEREST

13. DOCTORS DENTISTS
AND BEHAVOUR
CHANGE
1
DENTISTS
VERSUS
2
DOCTORS

14. UNDERSTAND
THAT:
MOTIVATION IS
INTRINSIC

15. WE ALL HAVE
RECIPROCITY OF
VALUES

16. Four steps to driving
empowerment
We all have talents: use them
Recognise behaviour and effort, not just
success
We all like to make our own decisions
Empower your people with authority

17. ARE YOU A CHANGE
LEADER

18. First,
let's define a
team
team. A
is a group
that succeeds or fails
together.

19. Major change efforts require synchronisation
and for "teams" to really be teams. To do that, leadership
must align individual and organisational goals.

20. Major change efforts require
synchronisation and for "teams" to really be
teams. To do that, leadership must align
individual and organisational goals.

21. THE WHEEL IS IN
THE BRIDGE BUT
THE POWER IS
IN THE ENGINE
ROOM

22. We need trusted lieutenants to carry out the orders to
ensure the engines are running.
Capgemini Consulting found that 43% of its
respondents say their company has an accountable
innovation executive………
only 24% of the respondents think they have
an "effective organisational
alignment of innovation efforts."
But

23. Change Champions are
predominantly required for
Strategic Change initiatives.

24. The focus of the business Change
Champion Network is on creating an
understanding and acceptance of the need for
change, and communicating the importance of
employee support.

25. A Change Council governs all
change and ensures all implementations adopt
a coordinated
approach to ensure a
seamless and smooth transition.

26. Bringing focus to a situation like this is like
seeing the lights of a big city on the horizon
during a long drive.

27. CHECKLIST FOR CHANGE
LEADERSHIP
Visibility of top leadership: craft the message
Depth and breadth of alignment.
Cultivate exemplars

28. OVERCOMING THE
GREAT CHANGE
CHALLENGES

29. "Ambiguity Aversion".

30. Fundamental attribution
error
When embarking on change, watch out for the
fundamental attribution error. Edwards Deming,
the father of Total Quality Management (TQM)
believed that almost all (96%) of errors
are due to the system people find themselves
in and not
system.
the people using that

31. USE BRIGHT LIGHTS
Situational : vague issues and problems
Scope: goals, resources, and measurements
Relationships, responsibilities, politics.
Processes: people processes; business processes

32. Putting it all
together.

33. 6 steps to change
1
Enlist support and
involvement of key
people
4 Develop enabling
structures
2
Develop a solid
plan
5 Celebrate milestones
3
Support the plan with
consistent
behaviours
6 Communicate relentlessly

34. Bringing focus to a situation like this is like
seeing the lights of a big city on the horizon
during a long drive.

35. Now is the time to
create a solid plan to
execute.

36. BY Daniel Lock.
Twitter: @DanielLock | Web: DanielLock.com

37. Do you have business
goals that require
innovation …
…can help with that.

38. What
does?

39. How
does it.