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Organizational Change Overview

Organizational Change Overview. | February 2006. Organizational Change. Levels of Change Responses to Change and Performance Link to Personal Change Exercise. High. Low. Low. High. Hierarchy of Change. Visionary Change. Strategic Change. Medium. Operational Change.

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Organizational Change Overview

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  1. Organizational Change Overview | February 2006

  2. Organizational Change Levels of Change Responses to Change and Performance Link to Personal Change Exercise

  3. High Low Low High Hierarchy of Change Visionary Change Strategic Change Medium Operational Change Change Impact Tactical Change Medium Change Complexity

  4. Basic organizational responses to change Level 4 “Creating” Possibilities Mindset Level 3 “Exploiting” Opportunity Mindset Level 2 “Adapting” Adjust Mindset Level 1 “Coping” Victim Mindset 4

  5. A description of the four levels 5

  6. PERFORMANCE AT LEVEL 2: ADAPTING PERFORMANCE AT LEVEL 1: COPING PERFORMANCE PERFORMANCE TIME TIME PERFORMANCE AT LEVEL 4: CREATING PERFORMANCE AT LEVEL 3: EXPLOITING PERFORMANCE PERFORMANCE TIME TIME Responses and performance

  7. The competitive advantage: Level 1 vs. Level 4 LEVEL 4 COMPETITIVE ADVANTAGE LEVEL 1

  8. Organizational change is . . . • Situational • Externally or internally ignited • Concrete and tangible • Mechanical and tactical • Designed, planned and implemented • Incremental • Linear and sequential • Singularly or parallel processed Vision 8

  9. But consider the ultimate outcomes of a change event, and why they vary… AVERAGE PERFORMANCE HIGH LOW (1) END OF CHANGE EVENT ONSET OF CHANGE EVENT (2) • The ultimate outcomes can be: • An increase in performance • No difference in performance • A decrease in performance • A termination in performance (3) (4) TIME

  10. …because personal change is involved – and personal change is … • A psychological process • Organic • Transformational • Internally driven by thinking • Fraught with feelings and emotions – some quite painful • Unpredictable, non-incremental, non-linear and non-sequential Vision Current State Future State Transition State Personal Change 10

  11. Therefore, organizational change and personal change areinextricably linked

  12. Exercise In small groups (2-3) use the templates on the following two pages to complete 2 and 3 below. • Reflect on a specific change initiative and identify: • General organizational beliefs that exist today that will support the successful transformation of our organization • General organizational beliefs that exist today that will inhibit the successful transformation of our organization • General organizational beliefs that do not exist today but are needed to support the successful transformation of our organization • When complete, and as a triad, establish: • Where the beliefs in a) come from and how to increase their existence • Where the beliefs in b) come from and how to decrease their existence • What it would take to embed the beliefs in c) into the organization

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