Organizational Change Aventus Partners 29 07 11

8/6/2019 Organizational Change Aventus Partners 29 07 11

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Organizational Change

Assessing Readiness and Building a

Critical Mass



Session Overview

At the end of the session one should become acquainted with

Key Messages from academia and research on change initiatives

How to assess ones Organizations readiness for change

How to assess ones own personal readiness for spearheading

change

How to create a critical mass that will support and sustain the

change

© Aventus Partners 2011



While we are waiting Please take 5 -10 minutes to visualize a situation that you are

currently a part of and which involves change

Ideally something that you are playing a lead role in

The size and scale including the number of people likely to be

impacted is immaterial

Write down all the salient points about that situation that

come to your mind

For eg: your Role , role of other managers /leaders ,pain points, facilitators, inhibitors etc



Roles in Change initiatives

Executive Sponsor(s)

Have power to initiate and legitimize the change for everyone

Change Agents

Are responsibility to implement actions and form critical links between

Change Leaders and Stakeholders. They also have authority.Stakeholders

Are directly affected by, must contribute to, will benefit from, and will beaccountable for sustaining future state performance

Ambassadors

Want to achieve change but do not have sufficient authority; use theirinfluence with others to support the initiatives




Success of Change initiatives

50 % of systemic change efforts fail/succeed *

By failure one doesnt mean outright failure but the fact that

A lot of objectives remain unmet The inability to sustain change over time

There are innumerable studies , and theories on change. Lets look at

2.

An academicians perspective and a Practitioners perspective

Beer, M, & Nohria, N. (Eds.) (2000) Breaking the code of change -

Harvard Business School




Kotters approach

Establishing a sense of urgency

Creating a guiding coalition

Developing a vision and strategy

Communicating the change vision

Empowering employees for broad-based action

Generating short term wins

Consolidating gains and producing more change

Anchoring new approaches in the culture

Kotter, J. P. (1996) Leading change : Harvard Business School Press




Formula for Lasting Change : An international Big 4

Consulting Approach


LASTINGCHANGE

Readinessfor Change*

SharedVision

LeadershipCapacity &Commitment

EmployeeInvolvement& Capacity

Systems &Measures

44

44 44 44 44

44 44 44

44 44 44 44

44 44 44 44

44 44 44 44

44 44 44 44 44

+

No Action

No direction

No role models

No ownership

No results

LASTING

CHANGE

++ +



Why do they not succeed

Insufficient buy in at the early stages

Understanding and acceptance of the need for change

Belief that the change is both desirable and possible

Lack of understanding of the facilitators and inhibitors

No clear plan ,definition of roles in the change effort, accountability and

sufficient passionate commitment

Key change leaders not demonstrating their commitment to the successof the change in an unambiguous manner

Inability of leaders to handle the pressure exerted by the gap between

reality (current state) and aspiration (desired state)

Lack of critical mass that believes in the change

Not rewarding the new behavior & withdrawal of rewards for the old

behavior




How does one assess Organizations readiness

for changeThree broad areas

Management Style and Leadership

Individual Employee Behaviors and characteristics

Communication levels




Guidelines for self assessment

N ote : Refer handout and take 5 minutes to fill it out

If you are leading the change effort or are part of the leadership

team, please be non evaluative /non self critical when fillingthe inventory

Use the words employees and your team members

interchangeably when need be




Management Style and Leadership

Level of Inclusion

Level of tolerance for Risk and mistakes

Common understanding of purpose,

values and Behaviors

Role modeling



for change



Employee Behavior and Characteristics

Ability to Multitask

Tolerance for ambiguity

Willingness to learn

Willingness to face and resolve differences

Adaptability



for change



Communication levels

Communication Within Groups/Departments

Communications across Groups/Departments

Top-down Communication

Bottom-Up Communication



for change



How does one assess ones own readiness for

spearheading change

Critical Dimensions are ability to

Articulate the future

Manage Complexity and stability

Impact and Influence without Authority

Create and manage alliances

Self knowledge

N ote : Refer handout and take 5 minutes to fill it out




How does one create a critical mass

All organisations and systems develop a Status quo inertia .

These are governed by belief, values , expectations , which havebecome individual and organization habits

These become self fulfilling prophesies

In order to help change them one needs to constantly provide

Information that will help people adjust to the changeSkills needed to adjust to the change

Help develop attitudes that will support the change

Reward people for adopting the change

N ote : Source : -Article by John D Adams in OD practitioner© Aventus Partners 2011





10-15 %

Immediate

acceptors

10-15 %

Immediate

acceptors

20-25 %

Early

adopters

20-25 %

Early

adopters

20-25 %

Late

adopters

20-25 %

Late

adopters

20-25 %

Skeptics

20-25 %

Skeptics

10-15 %

Hard Core

resistors

10-15 %

Hard Core

resistors

Readiness to reject

Readiness to accept




Focus on the immediate adopters (strong) supporters

irrespective of their role and bring them together

Their shared interest in bring about the change will spark

interest and ideas that will help convert the early adopters

This becomes your core group. Frequent interactions among this

group and giving them roles in the change effort will build

further momentum

Ensure no confrontation happened with the hardcore resisters.

This will make the skeptics at times tilt towards the perceivedunderdogs

There is no clear number that is indicative of a critical mass




In summation

Know what you are up against

(even if one has been in the same

organization for years)

Facilitate definition of roles

Build coalitions across the organization

and engage the employees

Manage expectations proactively

Create implementation road maps but be flexible andresponsive

Identify and Prepare for Pilots, Generate short term wins

Sustain And Build Momentum




Our Contribution to Human Capital

ManagementAventus Knowledge Series : White Papers on

Attracting Critical Talent for evolving brands

Enabling Leaders successfully transition to a new organization Structure

Assessment /Development Centre Key implementation Learning's

Understanding Workforce Diagnostics

Attributes of Leadership

Business and Human Capital Outlook 2011-12

Available at - http://tinyurl.com/avknse




Thank you

20

Aventus Partners

M P Sriram

[email protected]

Kochi Bangalore New Delhi

www.aventus.in

Organizational Change Aventus Partners 29 07 11

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