Some Mathematics
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Transcript of Some Mathematics
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And Now for Something Completely Different --Change in (Academic)
OrganizationsCOL Steve Horton - USMA
Improving College Mathematics Teaching Through Faculty Development
14 June 2012
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Some Mathematics
Let X be the set of all experts on Organizational Change
Let Y be the set of all people who can be persuaded to talk about Organizational Change
Theorem: y Y such that y X. Proof:
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Outline
Introduction Preparing for Change Introducing Change Communicating Change Implementing Change
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Outline
Introduction Preparing for Change Introducing Change Communicating Change Implementing Change
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Preparing for Change:Why does Change Fail?
Allow too much complacency/no sense of urgency Fail to create strong guiding coalition No clear vision Undercommunicate the vision Permit obstacles to block the new vision Fail to create short-term wins Declare victory too soon Changes not anchored in culture Employee resistance Lack of leadership support Limiting organizational policies
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Outline
Introduction Preparing for Change Introducing Change Communicating Change Implementing Change
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Introducing Change:What Should I Do?
Increase urgency Overcome inertia
Aura of prosperity Lack of data Low standards
Build a guiding team Get the vision right Communicate for buy-in (≠ “sell”) Empower action Create short-term wins Don’t let up (don’t declare victory too soon) Weave change in to culture (to make it stick)
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Outline
Introduction Preparing for Change Introducing Change Communicating Change Implementing Change
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Communicating Change
Explain the change Communicate message often – over and over Be empathetic Exhibit passion and intensity “Walk the Talk” – people at the top need to
adhere to the change themselves
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Outline
Introduction Preparing for Change Introducing Change Communicating Change Implementing Change
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Implementing Change(traditional, linear model)
Replace inertia with imperatives Communicate the change Actively remove obstacles Aim for early success Sustain momentum
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Implementing Change: Recess (nonlinear model)
Let’s take a field trip to the local Elementary School. You’re in charge of recess; you’ve got 3 minutes; what’s your plan to
lead recess? Imagine recess at the elementary school. . .
The bell rings! What do you see? Wait 5 minutes; now what do you see? Could you have predicted exactly . . . ? How do you Evaluate Recess? What’s the leader/teacher doing? Which plan? (yours or theirs?) Why does it work? Simply hands-off? Or. . .
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The Recess Model
A few simple rules… Some initial conditions… Details are very unpredictable, but… Order emerges from the chaos
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How is Change Harder/Easieror Different in your Environment?
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How do I approach my Department Chair/Dean about my ideas for change? Be positive Have a plan Catch him/her in a good mood Be passionate about your ideas, but not
emotionally attached to them!
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Thanks
Scott Snook – Associate Professor of Business Administration at Harvard Business School.
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Q.E.D. █