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Tony Warner
Recruits, doesn’t just hire
Breathes vision into people
Models positive behavior
Challenges, provokes
Is intellectually stimulating
Doesn’t interfere, has courage to let it happen
Discovers talents
Builds the habitat for creativity
Instills ownership
Creates the capacity for ongoing
change
STRATEGIC LEADERSHIP
Strategic Leader
Just-a-Strategist
Doing the right
Knowing the right
things the right way
SUBSTANCE things to do
Visioning Time
Focusing on
the right things. Deadwood Just-a-Manager
PROCESS
Implementing Getting things done the right way.
1. Determining the organization’s purpose or vision
2. Exploiting and maintaining the organization's core
competencies.
3. Developing the organization's human capital.
4. Sustaining an effective organizational culture.
5. Emphasizing and displaying ethical practices.
6. Establishing balanced organizational controls.
What’s Organizational
Change?
….is the management of realigning an organization to
meet the changing demands of its business
environment, including improving service delivery and
capitalizing on business opportunities, underpinned by
business process improvement and technologies. It
includes the management of changes to the
organizational culture, business processes, physical
environment, job design / responsibilities, staff skills /
knowledge and policies / procedures.
Change leader
A change agent who takes leadership
responsibility for changing the existing pattern of
behavior of another person or social system.
Change leadership.
Forward-looking.
Proactive.
Embraces new ideas.
Change Status quo
Leaders Managers
•Confident of ability •Threatened by
•Willing to take promotes Creativity change
risks avoids
and and •Bothered by
•Seizes opportunity actively and even
Innovation discourages uncertainty
•Expects surprise supports •Prefers predictability
•Makes things •Supports the status
happen quo
•Waits for things to
happen
Top-down change.
Strategic and comprehensive
change that is initiated with the
goals of comprehensive impact on the organization
and its performance capabilities.
Driven by the organization’s top leadership.
Success depends on support of middle-level and
lower-level workers.
Bottom-up change.
The initiatives for change come from any and all
parts of the organization, not just top management.
Crucial for organizational innovation.
Made possible by:
Employee empowerment.
Employee involvement.
Employee participation.
External forces for Internal forces for
change: change:
Globalization
Arise when change in
Market competition.
one part of the system
Local economic
creates the need for
conditions.
change in another part of
Government laws &
the system.
regulations.
Technological May be in response to
developments. one or more external
Market trends. forces.
Social forces and
values.
Organizational targets for change:
Tasks
People
Culture
Technology
Structure
Kurt Lewin’s Change Model
Unfreezing phase. People come to realize
that the old ways of doing things are no
longer appropriate, and that change is
needed. This recognition may occur as a
result of an obvious crisis, or from the
Unfreeze leaders’ efforts to describe threats or
opportunities not yet apparent to most
people in the organization. An
organizational “catharsis” of some kind is
often necessary before the shell of
complacency and self-righteousness is
broken open, and prejudices against
major change removed.
Change
Changing phase. People look for
new ways of doing things and select
an appropriate and promising
approach.
Unfreezing
The phase in which a situation is prepared for change
and felt needs for change are developed.
Changing
The phase in which something new takes place in the
system, and change is actually implemented.
Refreezing
The phase of stabilizing the change and creating the
conditions for its long-term continuity.
How Organization Development
Works
Diagnosis Intervention Evaluation
Gathering & Taking Following
analyzing collaborative up to Achieve
Establish a
data, setting action to reinforce terminal
change
change implement and support relationship
relationship
objectives desired change
change
Changing Refreezing
Unfreezing
Planned Change
Process
Strategic Change Process
A type of organization change that realigns an organization's
7-S’s
Strategy
Structure
Systems
Skills, Staff, Style
...to fit within a new competitive advantage
FORCE-COERCION
RATIONAL PERSUASION
SHARED POWER
Change Strategy Power Bases Managerial Behavior
Act Study
Adopt, abandon or Complete analysis of data
continue decision Compare data to
What changes need to predictions
be made Summarize what was
Plan continuous learned
improvement
1. Increase Urgency
2. Build the Guiding Team
3. Get the Right Vision
4. Communicate for Buy-In
5. Empower Action
6. Create Short Term Wins
7. Don’t Let Up
8. Make Change Stick
Tactical Implementation Steps
Analyze the organization and its need for change: look at the
company's history of changes (successes and failures), patterns of
resistance; analyze the forces for and against change (Force field
analysis)
Create a shared vision and common direction: this should reflect the
values of the company; the vision should include the rationale, the
benefits, personal ramifications
Target
Cost
Schedule
Project Team
Individuals that are performing the project work
Typically involves the use of cross-functional
teams
Project Sponsor
The individual with the authority and resources
needed to champion the project effort
Typically functions as the linking pin between the
project and the parent organization
Customer
The individual/organization that represents the
end-user of the project’s resulting product or
service
Project Integration Management
Ensure that the various elements of the project are
properly coordinated
Project charter
Project plan
Change control
Questions ?