Managing Strategic Change

expectations & objectives environmental forces resource capability STRATEGY

opportunities & threats strengths & weaknesses Environmental forces Organisational capabilities SHARED BELIEFS & ASSUMPTIONS STRATEGY PERFORMANCE

THE CULTURAL WEB OF AN ORGANISATION STORIES SYMBOLS RITUALS & ROUTINES POWER STRUCTURES CONTROL SYSTEMS ORGANISATIONAL POWER SHARED BELIEFS AND ASSUMPTIONS

Managing Strategic Change Internal & External Pressures for Change Creating Risk Taking Learning Rebuilding Self-Esteem & Performance Managing Transitions Effectively Dealing with Organisational Cultures Managing Organisational Politics Achieving Organisational Change & Learning

The Transition Curve TIME SENSE OF WELL BEING PERFORMANCE SHOCK DENIAL EMOTIONAL TURMOIL - FEAR - ANGER - GUILT - GRIEF ACCEPTANCE LETTING GO OF THE PAST NEW IDEAS & STRATEGIES SEARCH FOR MEANING INTEGRATION

Planning Phase Managing Phase Stabilizing Phase A Model for Managing Change Generate need Determine future states Address organisational power & political dynamics Disengage from past (and communicate what will not change) Organise transition management team(s) Involve organisational members Use multiple levers Provide feedback Create symbols & language Utilise reward system Deploy guardians of the new way EVALUATION

A Model of Organisational Performance & Change: The TRANSFORMATIONAL Factors EXTERNAL ENVIRONMENT LEADERSHIP INDIVIDUAL & ORGANISATIONAL PERFORMANCE MISSION & STRATEGY ORGANISATIONAL CULTURE

Eleven Qualities of a Successful Manager Command of basic facts Relevant professional understanding Continuing sensitivity to events Analytical, problem-solving, decision/judgement-making skills Social skills & abilities Emotional resilience Proactivity inclination to respond purposefully to events Creativity Mental agility Balanced learning habits & skills Self-knowledge Basic knowledge & information Skills & attributes “Meta Qualities” THE SUCCESSFUL MANAGER Pedler, Burgoyne & Boydell

Force field Analysis FORCES FOR CHANGE FORCES AGAINST CHANGE STABILITY

Resistance to Change Individual Resistance Habit Security Economic status Fear of the unknown Selective information processing

Resistance to Change Organisational Resistance Structural resistance Limited focus of change Group inertia Threat to expertise Threat to established power relationships Threat to established resource allocations

Overcoming Resistance to Change Information through education and communication Involvement and participation Support and facilitation – e.g. counselling training Negotiation Co-option and manipulation Coercion Piloting

Six Rules for Managing Change Effectively Work hard at establishing the need for change Don’t only think out the change, think through it Initiate change through informal discussion to get feedback and participation Positively encourage those concerned to give their objections Be prepared to change yourself Monitor the change and reinforce it

Ten Organisational Prerequisites for Transformational Change Commitment from top leaders Written description of the changed organisation Deconstruct the status quo Identify and mobilise the critical mass for support Need to take a medium to long term perspective Be aware of resistance to change and honour it Develop awareness and education of those affected A passion for change, experimentation and learning is essential from the top Need to put money where your mouth is! Maintain open flows of information and communication