-6. -4. -2. 0. 2. 4. 6. Accelerating Change. Moving Ahead. Current State. Transition State. Improved State. Leading Change. Current State. Making Change Last. Creating A Shared Need. Improved State. Shaping A Vision. Monitoring Progress. Mobilizing Commitment. Transition State.
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Making Change Last
Creating A Shared Need
Shaping A Vision
Changing Systems & StructuresChange Management Model
– Behavior: “Walk the talk”
– Facilitative Leadership Skills
– Personal involvement
– Is "known for"...Leading Change
Identify 4-5 things you feel strongly about (at home or at work)
Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to youTools & Techniques
ThreatsTools & Techniques
BehaviorTools and Techniques
SupportiveTools and Techniques
StakeholderTools and Techniques
Changing Systems& StructuresImportant Factors
StructuresTools and Techniques
DesignTools and Techniques
Changing Systems & Structures Involves Using/Modifying:
Making a Vision
Which existing measures provide littleor no information about any of the desired behaviors?
Which desired behaviors cannot be reliably measured by any existing measure?
If you achieve your desired changes, which existing measures will emit false signals indicating that performance is degrading?
If an employee carries out each of the desired behaviors, what is likely to be the organization’s reaction?
A = Reward or Approval
B = Punishment or Disapproval
C = No Reaction
D = Impossible to Predict
How could we reward the desired behaviors not now being rewarded?
How could we measure these desired behaviors?Tools and Techniques
Coming up with and trying out new, untested ideas
Exceeding your authority when necessary to get the job done
Bending the rules when necessary to get the job done
Violating the chain of command when necessary to get the job done
oing along with the boss even when (s)he's wrong
Always going along with the majority view
Presenting your boss with an unpopular point of view
Sharing information with other units and departments
Keeping information from other units and departments
Achieving your group's goals at the expense of other groups
Setting very easy goals and then making them
term bottom line at the expense of long
term bottom line
Spending money in the short
term that will
pay off later
Achieving your volume and budget objectives, but at the expense of product or
service qualityRewarding Performance Examples