HC 2 Flashcards
Strategic HRD and Organizational Learning
Leading Transformation
addresses the process to redesign structures and to lead people towards the desired ambition
What are the 2 Primary reasons for applying change management?
1) Change Management refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes that significantly reshape an organization
2) Change Management focuses on how people and teams are affected by an organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions.
Successful change initiatives guide the organization through the change within 3 phases
1) Unfreezing
2) Change & Movement
3) Refreezing
Step 1: Unfreezing
Creating motivation and readiness to change
- Acknowledge feelings and empathies
- Give people as much information about the
change as possible - Say what will not change
- Treat the past with respect
- Help others to see the gap
Step 2: Change and Movement
Guiding through transition
- Provide focus and direction
- Strengthen people’s connection to one
another - Open up two way communications
- Provide the individual with a specific role in the change process
- Provide leadership
Step 3: Refreezing
Integrating the new point of view
- Implement quick requests and highlight successes
- Ensure the individuals and leaders reinforce the new behavior
- Build feedback mechanisms
- Develop new leaders
- Celebrate!
The emotional journey in Change Management (5)
- Uniformed optimist (hope)
- Informed pessimist (doubt)
- Hopeful realist (hope)
- Informed optimist
- Completion and rewards
We systematically build-up the leadership which is required for transformation applying our Side-by-Side approach
(5 steps)
1 Getting started
- Gaining Speed
- Taking over
- Gaining ground
- Standing alone
We systematically build-up the leadership which is required for transformation applying our Side-by-Side approach
Explain:
1 Getting started
> ADL
> Client
- Gaining Speed
> ADL
> Client - Taking over
> ADL
> Client - Gaining ground
> ADL
> Client - Standing alone
> ADL
> Client
1 Getting started
> ADL steers and pedals
> Client accompanies
- Gaining Speed
> ADL steers and pedals
> Client buys in and supports - Taking over
> Client takes over the handle bar, steers and pedals
> ADL pedals - Gaining ground
> Client steers and pedals
> ADL backs off, balances out, and gives hints - Standing alone
> Client stands alone, steers and pedals
> ADL lets off, gives hints, and monitors
Disciplinary Management
Current superiors (Backup- Option & Administrative topics)
Functional Management
Future Superior
Administrative Transition (e.g. IT user permissions)
Changed during the Virtual Organization phase
Responsibility for former Tasks
To be handed over during Virtual Organization
Responsibility until Handover
Everybody stays responsible until handover completed
Responsibility for New Tasks
Effective with start of Virtual Organization
To succeed with a large transformation eight steps of change management need to be addressed
Change Proces (8)
Change Proces
1 Urgency
- Guiding Coalition
- Vision and Strategy
- Communication
- Empowerment
- Quick wins
- Consolidation
- Achorage
To succeed with a large transformation eight steps of change management need to be addressed
Leading Change Questions (8)
Leading Change Questions
- Why do we have to change now?
- What is the best team to push?
- Where are we going?
- How can we bring everybody up- to date?
- How do we get rid of obstacles?
- What can we do right away?
- How can we keep momentum?
- How can we embed change in our culture?
- Establishing a sense of urgency
> Collect best practice examples in the market
> Compare company to competitors
- Creating the guiding coalition
> Select people with power to lead change
> Build the change group as a team
- Developing a vision & strategy
> Create and agree on direction for change effort
> Develop strategy to reach vision
- Communicating the change vision
> Constantly communicate
Demonstrate role model of guiding
coalition
Ensure a broad awareness of the vision
- Empowering broad based action
> Understand resistance of change
Eliminate obstacles and remove barriers
Encourage risk taking
- Generating short term wins
> Demonstrate visible improvement
Select short-term targets to show wins quickly
Recognize and reward
- Consolidating gains and produce more change
> Develop people to implement change
> Implement the change step by step
- Anchoring new approaches in the culture
> Enable leadership to “walk the talk”
> Implement systems to reward behavior
Change barriers: difference between written and unwritten rules
Written rules: All official policies of the business
Unwritten rules: What really drives day-to-day behavior of people in an organization
Written rules (3)
> Vision and Mission Statements
> Procedures and Process Descriptions
> Reward Systems
3 questions of Unwritten rules
- How do I get what I want?
- What do I need to do to be succesful?
- How do I avoid a problem?
4 most common behavioral change barriers
- Lack of Leadership Skills (88%)
- Lack of employees commitments (87%)
- Lack of motivation (85%)
- Focus on problems instead of sollutions (83%)
4 most common organizational change barriers
- Lack of Focus (78%)
- Insufficient ability to implement (77%)
- Lack of resources (72%)
- Shortage of qualified employees (70%)
Name 3 potential road blocks a company needs to be aware of to change and implement target measures to measure them
- Onerous Policies & Procesdures, that prevent us from transforming
- People and Mindsets, that tell us it can’t be done
- Systems and Infrastructure, that make it difficult for us to serve our costomers effectively
The ADL “field of transformation” framework
The Arthur D. Little Toolbox
a planning tool to assess the degree of intervention required when scooping the transformation
