Jelena Fedurko-Cohen 42 TOCPA SA 13-16 May 2019

www.tocpractice.
com
42 TOCPA International Conference

13-16 May 2019, Johannesburg, South Africa
‘Who wants the change?’

is not equal to
‘Who wants to change?’
Name: Jelena Fedurko-Cohen

Company: tocExpert Ltd
Country: Estonia
Jelena Fedurko-Cohen
Jelena is a Co-Founder and Co-President of TOC
Practitioners Alliance TOCPA, CEO and Senior TOC Expert
at tocExpert, co-founder of tocExpert Network and TOC
Practitioners Worldwide group on Facebook.
Jelena has been involved in TOC since 1999. She is a TOC
expert, trainer and consultant, and provides TOC
implementation support in production, supply chain and
project management. Jelena has worked in various Photo
countries all over the world, including Japan, Poland,
Germany, Switzerland, Turkey, Italy, Russia, Ukraine, India,
China, Chile, Colombia, Mexico.
Jelena is the author of four advances books on TOC
Thinking Processes: Behind the Cloud (2011), Through
Clouds to Solutions (2013), Typical mistakes in working
with TOC Logical Tools (2014), A Good Strategy & Tactic
Tree (2016). Together with Oded Cohen Jelena has co- jelena@tocexpert.com
authored the book Theory of Constraints Fundamentals www.tocexpert.com
(2012). She has many publications and video www.tocpractice.com
presentations, and has contributed to a number of books facebook.com/groups/1014476831927643/
on TOC, the TOCICO Dictionary, and the bank of TOC
materials on TOCPA portal. Jelena translated and edited
several major TOC books.
Copyright © 2019 by Jelena Fedurko-Cohen
www.tocpractice.com 42 TOCPA International Conference, 13-16 May 2019, Johannesburg
https://www.torbenri
ck.eu/blog/change-
management/change
-management-comic-
strips/

Two stages of the decision-
making process
The pre-decision stage
The decision is made
Idea Relevant people evaluate change and YES/NO

raise reservations/concerns/suggestions
If YES
The post-decision stage
Decision
YES
IMPLEMENTING THE DECISION
In the post-decision stage there is no room any more to persuade people
to implement. The decision to implement has been made by people who
are authorized by the company to make such decisions.
An organization
The Objective Any change can be there ONLY as a

NECESSARY CONDITION for achieving the
organization’s objective.
What is a NECESSARY
CONDITION?
Change If it is absent, the GOAL
Change CANNOT BE ACHIEVED!
Change
Change If the proposed change (or even
the one that is being
implemented) is NOT a
Necessary Condition for
achieving the objective of the
organization, then WHY DOES
THE ORGANIZATION NEED THIS
CHANGE AT ALL??

www.tocpractice.com
Copyright 42 TOCPA International Conference, 13-16 May 2019, Johannesburg
© 2019 by Jelena Fedurko-Cohen
When a change is being
implemented,
is must always be kept in mind that
The Objective
an Organization as a
system consists of
INDIVIDUALS, each of
whom is a system on
its own?

www.tocpractice.com
Copyright 42 TOCPA International Conference, 13-16 May 2019, Johannesburg
© 2019 by Jelena Fedurko-Cohen
An Organization as a system consists
of INDIVIDUALS, each of whom is
a system on its own
The Objective of
the Organization
Personal
objective
Personal
Objective
Personal
Objective

7
An Organization as a system consists
of INDIVIDUALS, each of whom is
a system on its own
The Objective of
Personal the Organization
Objective
Personal
Objective
off
Su
Fai
de
bo
r
tra
rd
tra
ina
ted
r
de
Fai
te
ina
d
off
rd
bo
Personal Su
Objective
Su
bo
rd
i
na
te
d

8
What is
“Resistance to Change”?
$$$$ The Objective of

the Organization
Personal As a rule,
Objective Personal Resistance is not
HOW Objective because of WHAT,
HOW HOW but because of
Su
bo
HOW
rd
ina
ted
te
ina
d
HOW
rd
HOW bo
Personal Su
Objective
Su
bo
rd
HOW
i
na
te
d

9
Source
https://www.torbenri
ck.eu/blog/change-
management/change This picture says that people are UNHAPPY about the CURRENT state of things
-management-comic-
strips/ in the organization. In other words, they feel that there is a GAP between
what THEY HAVE in the organization and what they WOULD LIKE TO HAVE.
This picture clearly says that EACH PERSON believes that this Gap SHOULD BE
CLOSED BY SOME OTHER ELEMENT(S) OF THE ORGANIZATION, BUT NOT THE
PERSON HIM/HERSELF. In other words, each person WANTS CHANGE, but
HE/SHE WANTS THE ORGANIZATION TO CHANGE (procedures, policies,
processes, the level of collaboration from OTHER departments, working
hours, clients requests, bonus system, etc…)
Resistance to Change

the Organization
Personal
Objective Personal
HOW Objective
HOW HOW
Su
bo
rd
ina
ted
te
ina
d
MY HOW
rd
MY HOWbo
Personal Su
Objective
Su
bo
rd
MY HOW
i
na
te
d

11
A typical problem: resistance to
implementing a new system.
Sales people resisted implementation of CRM
• Entering additional client data was time consuming and on top of regular sales work.
• Sales people felt that the company forced them to give away their expertise that made
them valuable for the company, and thus endangered their secure position in the
company, their pay, and the job itself.
To achieve what? To achieve what? The side of Management

What is the
COMMON objective
of B and C?
B Sustain stability of D
sales without Take away the client
dependency on every expertise from the
А concrete salesperson salespeople
Ensure that the
company will
continue being
the source of
C D’
Prevent weakening Do not give away
desired income salespeople’s position the key information
in the company on the clients
To achieve what? The side of Salespeople

Cloud 1:
What assumptions justify the logical
connections BD and CD’?
BD1: When the information (that now is known only to a concrete salesperson) is entered
into the system this information becomes available to other people in the company.
BD2: Currently the clients orders are just a favor of every salesperson:
if he/she wants to pass these orders to the company s/he does it, if not – s/he doesn’t pass them.
To achieve what? The side of Management

To achieve what? dependency on every expertise from the
Ensure that the
company will
continue being The side of Salespeople
the source of
C D’
To achieve what?
СD’1: The company has no relatively easy and quick way to get the key information
that today brings orders from “my” clients.
CD’2: The companies of “my” clients cannot / do not want to communicate to
anyone in my company except for me.
Cloud 1
REALLY??
BD1: When the information (that now is known only to a concrete salesperson) is entered
into the system this information becomes available to other people in the company. REA
LLY
BD2: Currently the clients orders are just a favor of every salesperson: ??
if he/she wants to pass these orders to the company s/he does it, if not – s/he doesn’t pass them.

To achieve what? dependency on every expertise from the
Ensure that the
company will
continue being The side of Salespeople
the source of
C D’
To achieve what?
СD’1: The company has no relatively easy and quick way to get the key information
that today brings orders from “my” clients. REALL
CD’2: The companies of “my” clients cannot / do not want to communicate to Y??
anyone in my company except for me.
Common A is there!
For salespeople A
А is a NOT a final
Ensure that the personal
company will objective, but a
continue being NECESSARY
the source of
CONDITION to
the Organization
desired income
achieve THEIR
Personal PERSONAL
Objective Personal OBJECTIVE.
CRM Objective
CRM CRM is perceived
Su
by them to kill
bo
rd
C
ina
ted
te
Prevent weakening
ina
d
THE OLD WAY salespeople’s

rd
bo
position in the
Su
company
THE OLD WAY
15
The trade-off stopped being
FAIR!
The Objective of Hence, RESISTANCE!

Objective
Personal
Objective
off
Su
Fai
de
bo
r
tra
rd
tra
ina
ted
r
de
Fai
te
ina
d
off
rd
bo
Su

Cloud 2:
On top of regular work…
• Sales people felt that the company forced them to give away their expertise that used
to make them valuable for the company, and thus their steady position in the
company, their pay, and the job itself were endangered.

What is the
COMMON objective
of B and C?
B D
Start using CRM Add CRM
benefits sooner rather implementation on
А than later top of salespeople’s
?
regular work
C Avoid endangering
D’ Do not work more
than pre-CRM
achieving my implementation
(salesperson’s) working hours or/and
personal objective more effort

Cloud 2:
On top of regular work…
• Sales people felt that the company forced them to give away their expertise that used
to make them valuable for the company, and thus their steady position in the
company, their pay, and the job itself were endangered.

What is the
COMMON objective
of B and C?
B D
Start using CRM Add CRM
Ensure that the regular work
company will
continue being the
source of desired C Avoid endangering
income than pre-CRM
achieving my implementation

Cloud 2:
What assumptions
cause D? Assumptions behind D
(NOT behind the arrow B-D!):
D1: Currently our salespeople
have excess capacity – some time
of their working day they are idle.
D2: Our salespeople don’t’ mind
working overtime.
B Start using CRM

D Add CRM
To achieve what?
Ensure that the regular work
company will
continue being the
source of desired
C Avoid endangering
than pre-CRM
income achieving my implementation

Cloud 2:
What assumptions
cause D? Assumptions behind D
(NOT behind the arrow B-D!):
D1: Currently our salespeople
have excess capacity – some time
of their working day they are idle.
D2: Our salespeople don’t’ mind
working overtime.
ICT
B Start using CRM
D Add CRM
To achieve what?
AD
А top of salespeople’s
R
than later
NT
Ensure that the s regular work
r
ge
CO
company will n
continue being the da
source of desired
C Avoid endangering
En D’ Do not work more
than pre-CRM
income achieving my implementation

On top of regular
work…
What happens when you find out that you need to carry in your
hand luggage some weight ON TOP OF the allowed 8 kg?

The trade-off has stopped
being FAIR!
The Objective of Hence, RESISTANCE!

Objective
Personal
Objective
off
Su
Fai
de
bo
r
tra
rd
tra
ina
ted
r
de
Fai
te
ina
d
off
rd
bo
Su

Returning to the timeline of the
decision-making process
Decision
YES
IMPLEMENTING THE DECISION
In the post-decision stage there is no room any more to persuade people
to implement. The decision to implement has been made by people who
are authorized by the company to make such decisions.
This means that BEFORE the decision is made
the management must deal with 4 aspects: CAN they make
1. Check whether employees have knowledge, skills and the change?
authority to make the change happen.
2. Clearly verbalize a possible conflict of interests between
employees and management. Will
3. Look into possible negative consequences for employees they be
through the prism of “An employee’s work is subordinated to the
OBJECTIVE OF THE PERSONAL SYSTEM of this employee”. WILLING
?
4. Find solutions that remove conflict of interests
and negative consequences and maintain a fair trade off.
If this check is NOT done – the probability of
‘resistance’ and ‘sabotage’ gets very high!
Thinking Processes
are heavily underused among
TOC practitioners!
• Perception of ‘tedious’ work

• Lack of confidence that time spent on logical structures
will yield a solution
• “I know it all” when in fact they don’t
And when TP is used:

• A lot of sloppy work
Thinking PROCESSES are NOT to go through the

process, they are to GET THE RESULT!


Jelena Fedurko-Cohen 42 TOCPA SA 13-16 May 2019

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Jelena Fedurko-Cohen 42 TOCPA SA 13-16 May 2019

Caricato da

Copyright:

Formati disponibili

www.tocpractice.

42 TOCPA International Conference

‘Who wants the change?’

Name: Jelena Fedurko-Cohen

Copyright © 2019 by Jelena Fedurko-Cohen

Idea Relevant people evaluate change and YES/NO

The Objective Any change can be there ONLY as a

Copyright © 2019 by Jelena Fedurko-Cohen

Copyright © 2019 by Jelena Fedurko-Cohen

Copyright © 2019 by Jelena Fedurko-Cohen

Copyright © 2019 by Jelena Fedurko-Cohen

$$$$ The Objective of

Copyright © 2019 by Jelena Fedurko-Cohen

$$$$ The Objective of

Copyright © 2019 by Jelena Fedurko-Cohen

To achieve what? To achieve what? The side of Management

To achieve what? The side of Salespeople

To achieve what? The side of Management

To achieve what? The side of Management

THE OLD WAY salespeople’s

The Objective of Hence, RESISTANCE!

Copyright © 2019 by Jelena Fedurko-Cohen

To achieve what? To achieve what? The side of Management

To achieve what? The side of Salespeople

To achieve what? To achieve what? The side of Management

To achieve what? The side of Salespeople

B Start using CRM

Copyright © 2019 by Jelena Fedurko-Cohen

Copyright © 2019 by Jelena Fedurko-Cohen

Copyright © 2019 by Jelena Fedurko-Cohen

The Objective of Hence, RESISTANCE!

Copyright © 2019 by Jelena Fedurko-Cohen

• Perception of ‘tedious’ work

And when TP is used:

Thinking PROCESSES are NOT to go through the

Copyright © 2019 by Jelena Fedurko-Cohen

Potrebbero piacerti anche