effecting organizational change n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Effecting Organizational Change PowerPoint Presentation
Download Presentation
Effecting Organizational Change

Loading in 2 Seconds...

play fullscreen
1 / 23

Effecting Organizational Change - PowerPoint PPT Presentation


  • 107 Views
  • Uploaded on

Effecting Organizational Change. by Kane McLean Strategy & Communication. The Who, What, When, Where & Why of Change. UNDERSTANDING CHANGE. Understanding Change. Start with yourself

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Effecting Organizational Change' - tawny


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
effecting organizational change
Effecting Organizational Change
  • by
  • Kane McLean
  • Strategy & Communication
understanding change
Enterprise 2.0 in Army & Effecting Change

The Who, What, When, Where & Why of Change

UNDERSTANDING CHANGE
understanding change1
Understanding Change
  • Start with yourself
  • Organizational change is a long process, your have to be committed for the long-haul if you are going to champion it.
  • Will this change benefit you or your organization?
  • Is the change enduring, or will the need for it go away
  • You are the Agent of Change

Why Are You Trying To Effect A Change

understanding change2
Understanding Change
  • Do you understand the change you are trying to effect?
  • Can you describe it clearly and concisely in three sentences?
  • Can you explain the benefits to adopters at all levels of the organization?
  • At the end of the day, you are trying to change behavior.

Why Are You Trying To Effect A Change

What Change Are You Trying To Effect

understanding change3
Understanding Change
  • Do you understand the target of change?
  • Are you targeting an office, division, or corporate headquarters?
  • Do you have access to the right people?
  • Have you built network relationships?
  • You have to start where you are

Why Are You Trying To Effect A Change

What Change Are You Trying To Effect

Where Are You Trying To Effect A Change

understanding change4
Understanding Change
  • Do you need the change quickly?
  • Do you have time to effect the change?
  • Real change takes time and persistence

Why Are You Trying To Effect A Change

What Change Are You Trying To Effect

Where Are You Trying To Effect A Change

When Are You Trying To Effect A Change

Emotional Response

InflatedExpectations

Productivity

Enlightenment

TechnologyTrigger

Disillusionment

Adoption Time Required the Gartner Hype Cycle

understanding change5
Understanding Change
  • Are you trying to change your organization’s policies/practices/culture?
  • Are you ‘Soapboxing’ the management?
  • Are you sending out briefs and links?
  • Organizations DO NOT change
  • Organizations ARE people, and people do change
  • Organizations don’t change, people do!

Why Are You Trying To Effect A Change

What Change Are You Trying To Effect

Where Are You Trying To Effect A Change

When Are You Trying To Effect A Change

Who Are You Trying To Get To Change

effecting change
EFFECTING CHANGE

How Change Actually Happens in a Bureaucracy

Growing Grass and Seeding Clouds

Elephants, Jockeys and the Path Forward

slide9
Most often, change starts with a grass roots movement.

Leadership support is needed to provide top cover

Resistance occurs between grass roots and top cover

Success happens when top cover meets grass roots.

NOTE: You can only effect change by working from both the top and bottom.

YOU CANNOT WIN BY FIGHTING THE SKY.

How Change Actually Works in a Bureaucracy

slide10

The Emotional Mind Is Like an Elephant

    • Illogical
    • Determined
  • Just Gets Stuff Done
  • Mental ‘Muscle Memory’
  • Emotion Side of Decisions
    • Loyalty / Love / Fear / Comfort

The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.

The Emotional Mind or the Elephant

slide11

Is Like a Jockey

    • Logical
    • Reasoned
  • Organizes and Moves Forward
  • Analytical Side of Decisions
    • Long-term / strategic planning / cost-benefit analysis

The Rational Mind or the Jockey

The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.

slide12

Decision-Making is a Jockey Riding the Elephant

  • Rational Motivation only Precariously Controls Mental ‘Muscle Memory’
  • You Have To Motivate Both the Elephant and the Jockey to Effect Long-Term Change

The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.

A Path Forward

slide13

Shrink the Change

    • Don’t try to change the entire organization, only their office, team, etc.
    • Bring it down to a daily task level
  • Shape a Clear Path Forward
    • Provide Clear Instructions & Outcomes*Motivates the Jockey
    • Support, Hand-Hold, Whatever *Motivates the Elephant
  • Repeat What Works
    • Find Bright Spots & Recreate them
    • Tweak Environment and Tactics

Motivating Both The Elephant and Jockey

The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.

slide14

Find people interested in the change (grass-roots) and get them excited about it.

  • Meet with decision-makers (top-cover)
  • Continue grass-roots evangelism while you get approval
  • Enable adaptation—support grass-roots by becoming part of the group
  • Touch bright spots and get them sharing. Tie those bright spots in with the boss
  • Don’t waste much effort on resistance
  • Keep moving forward, but take time to work one-on-one with people

Bring it all together

What Change Looks Like in the Weeds

slide15

THE 50’ RULE: Based on proximity, people are not likely to collaborate very often if they are more than 50 feet apart.

Probability of communicating at least once a week

30%

25%

20%

15%

10%

5%

Bring it all together

Be Hands- On

What Change Looks Like in the Weeds

30’ 60’ 90’ . . . Separation Distance in Feet Tom Allen, MIT 1977

slide16

Example from US Army Enterprise 2.0 System

Bring it all together

Be Hands-On

Clearly state the problem and solution

What Change Looks Like in the Weeds

slide17

Example from US Army Enterprise 2.0 System

Bring it all together

Be Hands-On

Clearly state the problem and solution

Use metaphors they relate to

What Change Looks Like in the Weeds

getting involved
Getting Involved

The mission of OSFA is to educate decision makers in the U.S. Federal government about the advantages of using free and open source software; to encourage the Federal agencies to give equal priority to procuring free and open source software in all of their procurement decisions; and generally provide an effective voice to the U.S. Federal government on behalf of the open source software community, private industry, academia, and other non-profits.

At the Federal and State Governments Level

getting involved1
Getting Involved

Utilizing & Developing Open Technologies for National Defense

Mil-OSS connects and empowers an active community of civilian and military open source software and hardware developers across the United States.

This grassroots movement is a collection of diverse patriots that work for and with the Department of Defense and believe in adopting open technology innovation philosophies to effectively defend our nation.

At the Federal and State Governments Level

Within the Military

about kane mclean
AboutKane McLean
  • Works At BRTRC In the Strategy & Communication GroupLives/Works National Capitol RegionEmail Address kmclean@brtrc.comCompany brtrc.comSteering Cmte.mil-oss.orgSteering Cmte.opensourceforamerica.orgPersonal Site thinkingopenly.com Coming Sep