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Accelerating Change PowerPoint PPT Presentation


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-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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Accelerating Change

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Accelerating change

-6

-4

-2

0

2

4

6

Accelerating Change


Moving ahead

Moving Ahead

CurrentState

TransitionState

ImprovedState


Change management model

Leading Change

CurrentState

Making Change Last

Creating A Shared Need

ImprovedState

Shaping A Vision

Monitoring Progress

Mobilizing Commitment

TransitionState

Changing Systems & Structures

Change Management Model


Leading change

Attention

– Time

– Behavior: “Walk the talk”

Change

Skills

Enroll Others

– Facilitative Leadership Skills

– Inquiry

– Win/Win

Passion

– Personal involvement

– Is "known for"...

Leading Change

  • Key Principle: A Champion or Champions who sponsors the change

  • Leadership Change Skills:


Tools techniques

1.

2.

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 you

Tools & Techniques

  • Calendar Check:


Creating a shared need

Creating a Shared Need

  • Key Principle: The reason to change whether driven by threat or opportunity is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance


Tools techniques1

Opportunities

Strengths

Weaknesses

Threats

Tools & Techniques

  • SWOT Analysis:


Shaping a vision

Shaping a Vision

  • Key Principle: The desired outcome of change is clear, legitimate, widely understood and shared


Tools and techniques

Making a Vision Actionable

Goal/Mission/Vision

Mindset

Behavior

Tools and Techniques

  • Bull’s Eye Chart


Mobilizing commitment

Mobilizing Commitment

  • Key Principle: There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention


Tools and techniques1

Tools and Techniques

  • Key Stakeholders Map

  • Attitude Charting

EarlyAdopters

LateAdopters

% ofPopulation

Resistors

Innovators


Tools and techniques2

Stakeholder Assessment

Names

Strongly

Against

Moderately

Against

Neutral

Moderately

Supportive

Strongly

Supportive

Tools and Techniques

  • Stakeholder Assessment

  • TPCF Analysis


Tools and techniques3

Issues/Concerns

Identify“Wins”

InfluenceStrategy

Stakeholder

Tools and Techniques

  • Influence Strategy


Making change last

Making Change Last

  • Key Principle: Once change is started, it endures, flourishes and learnings are transferred throughout the organization


Important factors

Leading Change

Ability ToAdjust

Understanding

Reflection/Integration

Clear PathForward

MakingChangeLast

Ongoing Support/Commitment

Motivation/Energy

ClearContinuousCommunication

Changing Systems& Structures

Important Factors


Tools and techniques4

Profile on Change Processes

100

75

50

25

0

Leading

Creating

Shaping

Mobilizing

Making

Monitoring

Changing

Change

a Shared

Need

Progress

a Vision

Commitment

Change

Systems &

Last

Structures

Tools and Techniques

  • Change Profile

  • Change Management Self-Assessment


Tools and techniques5

Measure-

ment

Reward

Staffing

Develop-

ment

Org.

Design

Tools and Techniques

  • Systems and Structures Worksheet


Monitoring progress

Monitoring Progress

  • Key Principle: Progress is real; benchmarks set and realized; indicators established to guarantee accountability


Changing systems and structures

Changing Systems and Structures

  • Key Principle: Making sure that the management practices are used to compliment and reinforce change

    Changing Systems & Structures Involves Using/Modifying:

  • Staffing (How we acquire/place talent)

  • Development (How we build competence/capability)

  • Measures (How we track performance)

  • Rewards (How we recognize/reward desired behavior)

  • Communication (How we use information to build and sustain momentum)

  • Designing Organizations (How we organize to support the change initiative)


Tools and techniques6

3

4

5A

7

8A

6

Making a Vision

Actionable

Existing Measures

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Which existing measures provide littleor no information about any of the desired behaviors?

1.

2.

3.

4.

5.

etc.

Which desired behaviors cannot be reliably measured by any existing measure?

1.

2.

3.

4.

5.

etc.

If you achieve your desired changes, which existing measures will emit false signals indicating that performance is degrading?

1.

2.

3.

4.

5.

etc.

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

More of:

1.

2.

etc.

Less of:

1.

2.

etc.

Existing Rewards

Financial

1.

2.

3.

etc.

Non-financial

1.

2.

3.

etc.

Mission/Vision

Mindset

Actions/

Behavior

8A

How could we reward the desired behaviors not now being rewarded?

5B

How could we measure these desired behaviors?

Tools and Techniques

  • Measurement Assessment


Rewarding performance examples

Action

Choice (1

4

)

a.

Coming up with and trying out new, untested ideas

b.

Exceeding your authority when necessary to get the job done

c.

Bending the rules when necessary to get the job done

d.

Violating the chain of command when necessary to get the job done

e.

G

oing along with the boss even when (s)he's wrong

f.

Always going along with the majority view

g.

Presenting your boss with an unpopular point of view

h.

Sharing information with other units and departments

i.

Keeping information from other units and departments

j.

Achieving your group's goals at the expense of other groups

l.

Setting very easy goals and then making them

m.

Maximizing short

term bottom line at the expense of long

term bottom line

n.

Spending money in the short

term that will

-

pay off later

o.

Achieving your volume and budget objectives, but at the expense of product or

service quality

Rewarding Performance Examples


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