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Leading Change for Organization Renewal . Gene Deszca School of Business and Economics Wilfrid Laurier University, Waterloo, Ontario, Canada. Agenda . The basic change model Barriers to successful change Five ways we limit ourselves HOW to change WHAT to change You as change agent.

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leading change for organization renewal

Leading Change for Organization Renewal

Gene Deszca

School of Business and Economics

Wilfrid Laurier University,

Waterloo, Ontario, Canada

agenda
Agenda
  • The basic change model
  • Barriers to successful change
  • Five ways we limit ourselves
  • HOW to change
  • WHAT to change
  • You as change agent
organization change is
Organization Change is:
  • A planned alteration of organizational components to improve the effectiveness of the organization.
    • Components include: mission and vision, strategy, goals, structure, processes & systems, technology & people
    • Enhanced effectiveness increases our ability to generate value for those they serve
the basic change model k lewin
The Basic Change Model – K. Lewin

UNFREEZE

CHANGE

REFREEZE

Re-gel??

your experience with change management
Your Experience With Change Management
  • So it’s easy??
  • Does it work this way?
  • What gets in the way?
barriers to recognizing the need for change
Barriers to Recognizing the Need for Change
  • Past successes
  • Existing culture
  • Current vision
  • Leadership practices
  • Embedded systems and processes
  • The above can lead to active inertia, groupthink,
  • and other impediments to critical judgment
  • and action
barriers to successful change
Barriers to Successful Change
  • Thesis:
    • We have seen the enemy and the enemy is us!
    • In too many situations, our perceptions, attitudes and beliefs block us from successful organization change.
five ways we limit ourselves
Five Ways We Limit Ourselves
  • Flawed analysis
    • Need to deal with both the How and What of change
    • Need both an “inside out” and “outside in” focus
  • Lack of self awareness - blind spots
five ways we limit ourselves9
Five Ways We Limit Ourselves
  • Failure to integrate head, heart and hand approaches to change
    • Head factors - the cognitive elements – persuasion of need for change based on logical arguments
    • Heart factors are affective elements – persuasion based on emotion to build buy-in and commitment
    • Hand factors are action elements – the engagement of people in change through their active involvement
five ways we limit ourselves10
Five Ways We Limit Ourselves
  • We assume that money is the tool of choice for motivating people
    • Money may work but it brings the body but not the soul. Better to create a powerful, compelling vision
  • We confuse ambivalence for resistance. We get defensive and we view resistance as "bad”
    • We assume those with different ideas are wrong
    • Ambivalence and Resistance contains information that we need to understand and tap into.
back to the change models
Back to The Change Models

The How of Change – Beckhard and Harris

back to the change models13
Back to The Change Models

The What of Change – Nadler and Tushman

organizational congruence model
Organizational Congruence Model

TRANFORMATION PROCESS

OUTPUT

SYSTEMS

LEVEL

UNIT/GROUP

LEVEL

INDIVIDUAL

LEVEL

INPUT

ENVIRONMENT

(P.E.S.T.)

RESOURCES

HISTORY/

CULTURE

INFORMAL

STRUCTURE

& PROCESS

PEOPLE

S

T

R

A

T

E

G

Y

FORMAL

STRUCTURE

WORK

organizational congruence model15
Organizational Congruence Model

TRANFORMATION PROCESS

OUTPUT

SYSTEMS

LEVEL

UNIT/GROUP

LEVEL

INDIVIDUAL

LEVEL

INPUT

ENVIRONMENT

(P.E.S.T.)

RESOURCES

HISTORY/

CULTURE

INFORMAL

STRUCTURE

& PROCESS

PEOPLE

S

T

R

A

T

E

G

Y

FORMAL

STRUCTURE

WORK

what s required to be a successful change leader
What’s Required to be a Successful Change Leader?
  • Keen capacity to assess and anticipate the external environment
      • Develop diverse networks for ideas, information & support
  • Rich understanding of organizational systems & processes, power structures & stakeholder networks
  • Excellent communication skills
    • Capacity to frame vision
  • Driving passion for action, yet patient and persistent
    • Well developed sense of timing and tactics
    • Ability to assess and manage risk
characteristics of a change leader cont
Characteristics Of A Change Leader (cont.)
  • Tolerance for ambiguity and risk taking
  • Emotional maturity and courage
    • Willingness to hire & listen to employees who will stand up and tell you what they really think
  • Self confidence and optimism
  • Honest and trustworthy, able to inspire confidence
  • Deep understanding of themselves & their impact
  • Curiosity and a strong desire to learn
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