Enabling Positive Change - An Introduction
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Transcript of Enabling Positive Change - An Introduction
Enabling Positive Change - An IntroductionRyan Siskow: People & Organizational Capability Consultant. Social Media Strategist.
CHANGE is a ‘loaded’ word…
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WHYWHATHOW
The
…of Enabling Change3
WHYWHATHOW
The
…of Enabling Change4
YOU HAVE A VISION.
YOU HAVE A MISSION.
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&
DO YOU HAVE A
PURPOSE?
Enabling change is not about the ‘burning platform’…it’s the reason things need to or
must change. People are more open to change when they understand why and more committed to change when they have a clear
sense of purpose.
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WHYWHATHOW
The
…of Enabling Change7
Enabling Change vs. Managing Change
Realizing positive change that drives positive
performance, growth and profitability is not ‘managed.’
Enablement, by definition, means to provide
opportunities…to make possible and practical.
Successful Change Begins With The End In Mind
Just like the organization’s larger vision, change is
driven by a clear vision of ‘what will be.’
Effective Change Is Driven By Organizational
Readiness
You can’t get there unless you understand where you
currently are.
Change Is Not An Event - It’s A Series of Transitions
Change is a journey and a set of experiences that
happen through organizational and individual
transitions.
It’s All About Balance
Facilitating change requires a clear set of tangible and
practical tools that ensure that organizational and
personal transitions are aligned and in ‘sync.’
WHAT road map will you follow?
Note: The Arthur Andersen Change Enablement Framework was
created during my time as project leader for the Arthur Andersen Change
Enablement Competency Center. The Framework also reflects concepts
from William Bridges “Managing Transitions.”
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The ‘Hardware’ of Change
Organizational transitions consist of the structures,
processes, systems and technologies that provide the
overall ‘architecture’ for change.
Leading: Preparing the organization for change
through organizational reviews and assessments
that measure efficiency, effectiveness, capability
and readiness.
Designing: Building the change strategy and
program/project management plan(s) that define
deliverables, metrics, milestones, resources, and
tasks throughout each phase of the change plan.
Realizing: Putting it into action through pilot and
field testing, measurement, re-calibration, full-
implementation and continuous improvement.
Organizational transitions
What drives an
organization’s focus on the
‘hardware’ of change?
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Personal transitionsThe ‘Software’ of Change
Personal transitions are exactly that – personal. We
all experience change differently. Without an equal
focus on the personal side of change, many
organizations fail.
Ending: Understanding the personal impact of
change – letting go of the past and dealing with
loss.
Exploring: Overcoming anxiety, resistance and
reluctance. It’s empowerment to experiment and
explore and learning from success AND failure.
Beginning: Adopting new values, attitudes and
identities. Seeing the tangible benefits of
implemented changes and working together to
sustain and improve.
What are some of most
common reasons why
change fails?
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WHYWHATHOW
The
…of Enabling Change11
How will you get there?
Change Is Situational
There is no one single ‘best’ methodology to enable change, because every organization,
team and individual experiences change differently. The key to getting there is building
and leveraging a set of tools that are practical, measurable and customizable to your
organization.
Process
Leadership
Culture
Communication
Measurement
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HOW will you get there?
Communication
Strategy
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Tools That Support Organizational Transitions:
Change Strategy & Architecture: Focuses on the
blueprint for change by identifying the gap between
the ‘current’ and ‘future’ state: assessment of
structures, roles and relationships; impact
analyses; efficiency studies; workforce utilization
mapping; risk mitigation and program/project
management.
Organizational Design & Measurement: Tools that
re-design, re-set and re-deploy people, structures
and systems: role-mapping; job standardization;
lean processes and tools; competency modeling;
performance management; and a host of HR related
activities.
Communication Strategy: Focuses on building
awareness, encouraging commitment, updating
progress: communication plans; town halls; email;
‘sneaker brigades’; internal communication portals;
social media/learning tools.
HOW will you get there?
Communication
Strategy
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Tools That Support Personal Transitions:
Culture Alignment: Focuses on assessing the
impact of the current culture and value system:
assessing change ‘history’; change readiness
assessments; employee engagement feedback.
Leadership Capacity & Stakeholder Commitment:
Tools that help align leaders’ values and behaviors
with the change vision and purpose through:
leadership assessments (360/720); executive
coaching and development; mentoring; succession
planning and leadership talent mobility.
Individual & Team Capacity: Focuses on increasing
individual and team capability (knowledge, skills &
performance) and capacity: communication styles
assessment and action plans; change workshops;
team building; career paths; learning and
development; ‘stretch’ assignments; job rotation.
SO…what’s on your mind?
Process
Leadership
Culture
Communication
Measurement
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Words tell a story…
…a story that has one common theme: