Transforming Organisations A Short Presentation on How to make change happen

15 Years 50 Years 300 Years Hunting & Gathering 1 Million + Years Everything changes… Productivity Technology Industry Farming 6000 years We are already experiencing The Age of Imagination The history of mankind is that everything changes…

Everything changes everything can be changed there are no resistors to change there are no change saboteurs change can penetrate every part of an organisation all employees are loyal...except those that we have created by our actions in the past...those we create are those not given the time, information, psychological space, training or indeed the choice to change

The Myth of Change  You manage attitude  You manage emotion  You manage activity  You manage your perceptions  You manage focus  You manage communications  You manage the way people learn You manage change

Skills of a change agent There are important skills and competencies of this role. They are expected to:  Be courageous, take risks and involve others  Build rapport with all the people affected by the change  Identify creative solutions and to innovate  Stay calm under fire and remain resilient to ensure the change is successful  Maintain ownership for the change and the plans that underpin the initiative  Keep learning and developing the change team and themselves

Shared Vision creates alignment Creating alignment ensures the change doesn’t grind to a halt. oPersonal interests of the people in the organisation create misalignment. oThese push the vision out of shape

There are seven areas of organisational culture Shared Vision creates alignment

Alignment requires the building of consensus within the organisation Consensus is built through applying the disciplines of: o Involvement o Education o Honesty o Congruency o Persistence Consensus takes a great deal of time and will only succeed if you communicate

Dialogue creates Alignment The process of changes requires dialogue Only through excellent communication comes the hope and vision of a better future. “Communication is not simple... and the revelation of its hidden complexity is One of the great discoveries of the twentieth century... One sure sign of this complexity is our ignorance.” Dr. P.N. Johnson-Laird

video conferencing Personal emotional content Impersonal Differentsametime need to interactively develop clarity & understanding groupware letter phone meetings 1 to 1 video phone electronic noticeboard fax Dialogue creates alignment There is a wide range of medium available to an organisation From the impersonal ( ) to the personal (1 to 1) They all have advantages and disadvantages The art of communicating is matching the medium with the message, context and audience

Fatal Errors of Leadership during the change process You are blinded by your vision You don’t know when to start You don’t know your place You’re playing by old rules You’re never satisfied You don’t know when to stop

Be prepared to change the change What were the aims? Confirm which aims are still viable What still needs to be achieved? List shortfalls and assign aims to specific teams Does everyone back them? Ensure people still understand and support aims Did we achieve them? Measure progress against original targets

“There is only one constant in this universe, and that is.... change” Albert Einstein