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Cycle of Change. “If we don’t all hang together, they will surely hang us all separately” Benjamin Franklin, July 3, 1776. Page 1. Original material developed by Dana Cahoon Analysis Tool. The Cycle of Change.

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cycle of change
Cycle of Change

“If we don’t all hang together, they will surely hang us all separately”

Benjamin Franklin, July 3, 1776

Page 1

Original material developed by Dana Cahoon Analysis Tool

the cycle of change
The Cycle of Change

Learning where, how, and why these issues impact us as individuals is the first step in developing the attitudes, aptitudes, and behaviors needed to deal with the seemingly unstoppable cycle of change

Change is inevitable

Change is exponential

Change is required or USPS will wither and die

Page 2

often we don t recognize the need to change until the last moment
Often We Don’t Recognize the Need to Change Until the Last Moment

Performance

We often do not recognize urgency to change until...

Start with a Vision

…we are in the “belly of the curve”, where change becomes doubly difficult

Plan Develop Emerge Grow Mature Regenerate

Page 3

key activities of transformational change
Key Activities of Transformational Change:

Today… 2010

Organizational

Transition

Reengineer

Panacea Change

Anti-Change

Rational Change

1946 1968 1980 1990 2000+

Empower and enable people to make change happen

Fundamental rethinking of the way activities get done and clean sheet redesign of associated processes

Decisions are made by the people who do activities

Breakthrough, quantum jumps in organizational performance

Balanced measures to manage and drive continuous improvements

All activities are performed at “best-of-class” level

Member-centric (internal and external)

We often do not recognize urgency to change until...

4

transitional imperatives lessons learned
Transitional Imperatives: Lessons Learned

Recognize the need for change

Top-down and bottom-up commitment

Thorough understanding of strategy

Demonstrated leadership commitment

“Quick wins”

Single theme for change

Continuous socialization of information

Change Management competency

Take time to educate and train

Willingness to challenge Status Quo

Involve those most affected early

Progress stalls and lurches

Progress is measured uniquely

5

Source: The Essentials of Major Change, Steven R. Rayner; Teaching the Elephant to Dance, James A. Belasco; Basic Principles of Change, Walter Sikes

slide6

Work-Teams Have Proven to be the Most Successful Tool in Making Change Happen

Budget Committee

Chairman Boating Class

Nominating Committee

Dinner Meetings

Merit Marks

Some jobs are too big for one person

6

slide7

Understanding Loss

It’s not so hard losing you, it just so hard finding someone to take your place

Tracy Nelson, “Living with the Animals”

It isn’t the changes themselves that people resist. It’s the losses and endings that they experience.

In effect, it’s transition itself that they are resisting.

When change occurs something must end...

….Something new or different must begin...

…And the period in between is one of new thinking, personal adjustments and serious attitudinal, behavioral changes

Page 7

recipe for successful cycle transitioning
Recipe for Successful Cycle Transitioning
  • Strong Leadership mindset to change
  • Cleary articulated vision for the new organization
  • Well socialized and compelling logic for the need to change
  • Critical mass of Culture-Building work teams
  • Open, honest, and high-frequency communication campaign

Awareness of and resolve to overcome resistance to change

Value, develop, and grow members

Empowerment, support and recognition for risk taking

Commitment to avail the right work team resources

Long-term commitment to building strong member relationships

8

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