And Now for Something Completely Different --Change in (Academic) Organizations
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And Now for Something Completely Different --Change in (Academic) Organizations COL Steve Horton - USMA Improving College Mathematics Teaching Through Faculty Development 14 June 2012. Some Mathematics. Let X be the set of all experts on Organizational Change

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Some Mathematics

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Some mathematics

And Now for Something Completely Different --Change in (Academic) OrganizationsCOL Steve Horton - USMA Improving College Mathematics Teaching Through Faculty Development14 June 2012


Some mathematics

Some Mathematics

  • Let X be the set of all experts on Organizational Change

  • Let Y be the set of all people who can be persuaded to talk about Organizational Change

  • Theorem:  y  Y such that y  X.

  • Proof:


Outline

Outline

  • Introduction

  • Preparing for Change

  • Introducing Change

  • Communicating Change

  • Implementing Change


Outline1

Outline

  • Introduction

  • Preparing for Change

  • Introducing Change

  • Communicating Change

  • Implementing Change


Preparing for change why does change fail

Preparing for Change:Why does Change Fail?

  • Allow too much complacency/no sense of urgency

  • Fail to create strong guiding coalition

  • No clear vision

  • Undercommunicate the vision

  • Permit obstacles to block the new vision

  • Fail to create short-term wins

  • Declare victory too soon

  • Changes not anchored in culture

  • Employee resistance

  • Lack of leadership support

  • Limiting organizational policies


Outline2

Outline

  • Introduction

  • Preparing for Change

  • Introducing Change

  • Communicating Change

  • Implementing Change


Introducing change what should i do

Introducing Change:What Should I Do?

  • Increase urgency

  • Overcome inertia

    • Aura of prosperity

    • Lack of data

    • Low standards

  • Build a guiding team

  • Get the vision right

  • Communicate for buy-in (≠ “sell”)

  • Empower action

  • Create short-term wins

  • Don’t let up (don’t declare victory too soon)

  • Weave change in to culture (to make it stick)


Outline3

Outline

  • Introduction

  • Preparing for Change

  • Introducing Change

  • Communicating Change

  • Implementing Change


Communicating change

Communicating Change

  • Explain the change

  • Communicate message often – over and over

  • Be empathetic

  • Exhibit passion and intensity

  • “Walk the Talk” – people at the top need to adhere to the change themselves


Outline4

Outline

  • Introduction

  • Preparing for Change

  • Introducing Change

  • Communicating Change

  • Implementing Change


Implementing change traditional linear model

Implementing Change(traditional, linear model)

  • Replace inertia with imperatives

  • Communicate the change

  • Actively remove obstacles

  • Aim for early success

  • Sustain momentum


Implementing change recess nonlinear model

Implementing Change: Recess (nonlinear model)

  • Let’s take a field trip to the local Elementary School.

  • You’re in charge of recess; you’ve got 3 minutes; what’s your plan to lead recess?

  • Imagine recess at the elementary school. . .The bell rings! What do you see?

  • Wait 5 minutes; now what do you see?

  • Could you have predicted exactly . . . ?

  • How do you Evaluate Recess?

  • What’s the leader/teacher doing?

  • Which plan? (yours or theirs?)

  • Why does it work? Simply hands-off? Or. . .


The recess model

The Recess Model

  • A few simple rules…

  • Some initial conditions…

  • Details are very unpredictable, but…

  • Order emerges from the chaos


How is change harder easier or different in your environment

How is Change Harder/Easieror Different in your Environment?


How do i approach my department chair dean about my ideas for change

How do I approach my Department Chair/Dean about my ideas for change?

  • Be positive

  • Have a plan

  • Catch him/her in a good mood

  • Be passionate about your ideas, but not emotionally attached to them!


Thanks

Thanks

Scott Snook – Associate Professor of Business Administration at Harvard Business School.


Some mathematics

Q.E.D.


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