Sec 2, class 16 Flashcards
focus on assets instead of deficits
- study of what gives life to human systems when they are at their best
- methodology for positive change
- invitation to a positive revolution
- process for whole system transformation
Appreciative Inquiry
- searching for best in people/organizations/society
- philosophy and highly flexible process for engaging people to build organizations they like
- positive, strength based alternative to problem solving
Appreciative inquiry
problem solving approach (traditional used) - what are the problems? focuses on problems, what’s wrong, what’s broken
appreciative approach: what works well here? focuses on peak experiences, best practices, strengths
two approaches to managing/initiating change
- fully engages talent and creativity of employees and unleashes potential
- magnifies speed of which you can execute positive innovations
- creates organizational culture that attracts best and brightest talent
Appreciative Inquiry benefits
every organization has a positive core/strength
- words create worlds
- constructionist: our words help shape what happens and it becomes our reality
- simultaneity: change beings the moment we ask a question
- poetic: whatever we focus on expands
- anticipatory: create mental pictures of the future and live into them
positive: focusing on the positive core creates upward spirals
philosophy of appreciative inquiry
seeks to discover the root causes of success, rather than the root causes of failure -whatever you focus your attention on grows
Appreciative inquiry
Discovery; best of “what is” - positive core
Dream: what “might be” - envisioning impact
Design: how “can it be” - relationship and organization, co-constructing
Destiny: what “will be” -action, initiatives, people, practices, sustaining
Practicing Appreciative Inquiry- 4-D cycle
- inquire best moments, find themes
- what do you value about …?
- what do you think your organizations core value is?
- if you had three wishes for this organization, what would it be?
- what’s your best experience?
Discovery cycle “what is”
- creativity activity/visualization
- create visual image or word image
Dream - what might be?
co-create the future
identify actions
-what are the most promising areas in which to expand?
-what action might you commit to do to make it real?
design- how can it be?
individuals commit to how they contribute to organizational dream, ideas are implemented
- success is measured and celebrated
- continuously learn, adjust and improvise
destiny/delivery - what “will be”
application of processes, methods, body of knowledge, skills and experience to bring about the people side of change, thus optimizing the benefits of an initiative
Change management
- Assess
- Plan
- Implement
- Sustain
What is organisational change management?
-usually over budget, behind schedule top reasons for project failure: -poor sponsorship -original project selection inappropriate -assignment of wrong project manager -upper management not supportive -misused management techniques
Project management
changing mindsets and attitudes
corporate culture
lack of senior management support
people factors are biggest barriers to success
Project: focuses on the project, creates the timeline, responsible for deliverables to the organization, success defined by delivery of project
Change: focused on people, change leader is aligned with project management, supports the timeline, success is delivery of adoption of project, culture change, long term
project vs change management
get impacted population from current state to future state as quickly and painlessly as possible, helping people move through phases of change
Change leader
authority group: approve plan and authorize implementation
involve group: need to be involved due to their role in the implementation
inform group: need to be told about the change and what to do so actions are consistent with implementation
consider group: others who could have a response/interest
Group your stakeholders
Keep it simple, use metaphors, analogies, big goals “crush adidas, put a man on the moon”
Change vision
- Change team launch
- Stakeholder assessment
- Resistance Plan
- Engagement/ communications plan
Plan
Road ahead is full of landmines - dragon, dips and valleys ahead
Change road map
- gain approval from supervisors
- hold launch meeting
- provide training to change team members
- establish success measures
- being on a change team is always optional
Change team launch
-how to use change cycle
Stakeholder assessment
- Loss –> shock, unaware
- Doubt –> Anger, unfocused questions, emotional reaction
- Discomfort –> Head down, lack of productivity, burn out
- Discovery –> lack of decision making, not moving forward on action
- Understanding –> only doing the change when you are watching
- Integration–> Ego, taking all the glory, boastful, too prideful
resistance plan
in organizations, 60-80% of employees will initially be resisters or bystanders of change
conversion
- no strong need or urgency, don’t see the benefits
- people are not clear on how change is supposed to work
- people are not clear on end goals
- too many unanswered questions
Intellectual resistance
- make employees smart about what, why and how of change
- explain, persuade, educate, inform, consult
- communicate in various ways
- invite participation, investigation, information, gathering, discussion
how to address intellectual resistance
- change violates individual values and beliefs
- people don’t see what’s in it for them
- people are struggling with a perceived sense of loss of the way things were
- people feeling outside their comfort and competence zones
personal resistance
- make change process transparent- help them understand how they will be involved and consulted and who is representing their interests
- give people real voice, listen and respond
- what’s in it for me
- provide 1 on 1 and small group coaching
- create incentives, motivators, milestones together
how to address personal resistance
- norms and values favor status quo
- previous change efforts failed, often miserably
- prevailing attitudes of distrust and rigidity, some employees are perceived as not credible
cultural resistance
-identify role models for change and coach them to encourage others
-use change levers like rituals, stories, myths to reinforce new ways of doing things
support behaviors that bust old boundaries
define principles that will guide change effort and use them
use cross-functional structures to promote flexibility and integration throughout change process
-change belief systems about success
how to address cultural resistance
what employees need: information, time to absorb, safe place to express, social support, permission to feel, be heard
what employees don’t need: cheerleading, problem solving, being pushed, commanding, prescribing, training
denial
what employees need: direction/leadership, vision and strategy, predictability, ground rules, define new capabilities, involvement/training
what they don’t need: to be left alone with no direction, unguided, to be ignored
resistance
what employees need: support, reinforcement, focus, opportunity, training
what they don’t need: being blocked from moving ahead, being constrained
exploration
people are more engaged when they are involved
people are more engaged when they know
people are more engaged when they have input communicate
engagement/communications
- lessons learned- how will you do this? where will info be kept? who’s involved? what worked well/could be improved?
- Transfer ownership- archive documents, set up permanent governance for change
- follow up - continue to monitor feedback mechanisms
sustain
reality: people want to get their information about change from the senior leader of the organization and from their immediate supervisor
myth: communication or HR department should take care of communications efforts during change
reality: you will have to repeat messages over in many different ways before people will understand
myth: once we explain the change, people will understand
reality: during change, people’s desire for information is insatiable. overcommunicate to be safe
myth: during change you should tell people only what they need to know, otherwise you will just . confuse them
reality: by the time all the answers are clear, people have already formed their own opinions (often negative) and acted accordingly
myth: you should not communicate until the answers are clear, otherwise you’ll look stupid and confuse people
reality: don’t count on these methods - they help but most people won’t buy into change unless they’re engaged in the process
myth: a series of emails, memos or newsletters is adequate to communicate the details of the change
reality: even senior leaders will need help preparing and delivering change messages - otherwise messages might be confusing and contradictory
myth: we can rely on senior leaders to deliver the change messages clearly and consistently
conspiracy theories: they’re not telling us, they take care of themselves and leave us scraps
dilbert view: this change wont work, we are doomed
negative views on change
frequent changes can lead to change resistance/fatigue, increasing sick time and turnover rates and decreasing productivity and org commitment
building resilience - capacity to move forward in positive way - mentoring, self-awareness
change resilience
vulnerability (size and frequency of crises)
adaptive capacity (ability and speed to manage crises effectively)
awareness (appreciating need to manage strategic risks as process and not event)
organizational resilience
reducing total cost, increasing labor productivity, improving quality, enhancing efficiency with which capital is employed
goals of downsizing
- decision to downsize
- planning the downsizing program
- making the announcement
- implementing the downsizing program
4 stages of downsizing
depends on the way survivors respond - if they support change, downsizing is likely to meet its objectives
if they feel violated by downsizing, they are more likely to work against the objectives
downsizing success
