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Oc and resistance3
- 1. Models and Resistance to Change
- 7. 1. Establishing a Sense of Urgency 2. Creating a Guiding Coalition 3. Developing a Vision & Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains & Producing More Change 8. Anchoring New Approaches in the Culture Source: Leading Change, John P. Kotter, 1998 The 8 Stage Process of Creating Major Change Creating Major Change
- 8. Six Sigma Basic Implementation Roadmap Understand and Define Entire Value Streams Deploy Key Business Objectives - Measure and target (metrics) - Align and involve all employees - Develop and motivate Define, Measure, Analyze, Improve Identify root causes, prioritize, eliminate waste, make things flow and pulled by customers Control -Sustain Improvement -Drive Towards Perfection Identify Customer Requirements Vision (Strategic Business Plan) Continuous Improvement (DMAIC) Identify Customer Requirements
- 9. Organizational Transformation... People Process Technology
- 10. Mission Strategic plan Organizational alignment “ Me” Incorporated Staff involvement Accountability Reward and recognition The Essential Components of Organizational Transformation
- 12. FOLLOWERSHIP STYLES Alienated Conformist Passive Effective Pragmatic Survivor Dependent Independent Passive Active Why do we want ‘effective follower’ vs ‘conformist’?
- 14. Managing resistance to Change
- 15. Figure 6.1 Change Factors An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide
- 16. Resistance Natural Reactive Predictable Emotional
- 22. Change Model An Experiential Approach to Organization Development 7 th edition Chapter 6 Slide
- 29. THE CHANGE EQUATION: FACTORS NECESSARY FOR EFFECTIVE CHANGE A The individual, group or organisation level of dissatisfaction with the status quo B A clear and shared picture of a better future - how things could be C The capacity of individuals, groups and the organisation to change (orientation, competence and skill) D Acceptable and “do-able” first action steps E The cost (financial, time, “aggro”) of making the change to individuals, groups and the organisation.
- 30. The Change Equation A + B + C + D must be greater than E
- 31. The Change Equation: When Elements Are Missing B + C +D means that the urgent will drive out the important and change will go to the “bottom of the in-tray”.
- 32. The Change Equation: When Elements Are Missing A + B + D means that with no investment to improve change management capacity, anxiety and frustration will result.
- 33. The Change Equation: When Elements Are Missing A + B + C means that the change effort will be haphazard and there will be a succession of false-starts.
Hinweis der Redaktion
- 1 We will focus on the people and the process of change - Without staff buy-in and solid process management skills the organizational transformation will not last. Organizational transformation begins with leadership. Instead of a management/optimization approach, that is, a problem and management focused approach - we must now understand the change process and how complex systems work. Requires change at every level in the organization.
- 1 The change process is characterized by considerable innovation and learning and continues almost indefinitely as staff discover new ways of improving the organization and adapting it to changing conditions.
- Change is not the same as transformation. Change is situational - new policy; new technique. Transformation starts with an ending.