Practices Flashcards
Change Formula
C = [ABD] > X
C = change A = level of dissatisfaction with the status quo B = desirability of the proposed change or end state D = practicality of the change (knowledge of the next practical steps, minimal risk and disruption) X = perceived ‘cost’ of the change - personal, not financial
Tuckman’s Five Stages of Team Development
Forming Storming Norming Performing Adjourning
Glaser and Glaser’s Five Elements for Developing an Effective Team
Team mission, planning, and goal setting Team roles Team operating processes Team interpersonal relationships Interteam relations
Change Impacts
Individuals Teams Business Units Whole Organisation Customers Suppliers External Groups
Key Inputs of Change Impact
The detailed proposal and plans for the change initiative
The gap analysis - high-level view of current state and end point
The stakeholder assessment
McKinsey 7S Model
Shared Values Strategy Structure Skills Systems Staff Style
Steps in Stakeholder Impact Assessment
Conduct a high-level impact assessment
Determine the specific impacts on each stakeholder/group
Analyse impacts in more detail for each business area
Validate stakeholder impacts
Assess the severity of change impacts
Change Severity Assessment
The environment
The change ability of the organisation
The history of change in the organisation
The individual responses to change
How to build momentum
Identify and target early adopters
Listen as a means for mobilisation
Lead with meaning and emotion
Influence through demonstration
Key areas of change management plan
Stakeholders Communications Developing skills Building support Resistance Feedback Measurement
Tuckman’s 5 Stages of Team Development:
when team is established, high level of dependence on CM
Forming
Tuckman’s 5 Stages of Team Development:
period of uncertainty, team attempts to establish themselves, potential conflict
Storming
Tuckman’s 5 Stages of Team Development:
change team established way of working together
Norming
Tuckman’s 5 Stages of Team Development:
team now has sense of unity and shared vision, CM delegates comfortably
Performing
Tuckman’s 5 Stages of Team Development:
change completed, objectives fulfilled, team disbands
Adjourning
