1. Change Management

2. “We trained hard to meet our challenges but it seemed as if every time we were beginning to form into teams we would be re-organized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating an illusion of progress while producing confusion, ineffectiveness and demoralization.” Gaius Petronius

4. Change Clearly, not a new subject The “hot topic” in management today Leadership wouldn’t be needed without it

5. BLUR Stan Davis & Christopher Meyer - 1998 Business today characterized by: –Speed –Connectivity –Intangible values Pace of change has accelerated beyond our human comfort zone - a “BLUR”

6. Changes in the Macroenvironment Technology Economy Society/Culture Political/Legal

7. In Search of Excellence Peters & Waterman - 1982 best seller 34 Excellent companies By 1992 half no longer qualified –Environments had changed –They hadn’t

9. A World of Change Do we ride with it? Do we manage it? Or let it manage us?

10. Blur Forces interacting so complexly they blur our understanding and ability to cope Davis and Meyers counsel joining the Blur. Becoming more facile changers

11. What is change? OED - the act or instance of making or becoming different Jick - planned or unplanned response to pressures and forces Definitions raise the “chicken or egg” question

12. There are three kinds of people in the world

13. Those things happen to.

14. Those who make things happen.

15. Those who sit around and wonder what happened?

16. Types of Change Personal Organizational Externally imposed Internally generated

17. Ways of Handling Proactively Reactively Feasibility of proaction in an Open system

18. Connectivity Businesses are “Open Systems” Humans and their organizations meld We are defined by the company we keep –ie. Our organizations

19. Mindset Based on personality, education, and experience Governs reaction to and readiness for change

20. Conventional Wisdom Human beings resist change True? False?

21. Negative Entropy Biological concept –Living organisms fight to live Organizations exhibit the same tendency

22. Paradox of Organizational Change Negative entropy creates mindset to resist change Reality may dictate change to preserve the organization

23. Barger & Kirby The Challenge of Change in Organizations - 1995 Example of the American pioneers –Many boldly sought change –Others accepted it –Many resisted it

24. Jungian Psychology Different psychological “types” With different mindsets toward change Meyers Briggs Type Indicator

25. MBTI “Types” Extroverts Introverts Sensors Intuitors Thinkers Feelers Judgers Perceivers

26. So What? People and organizations have “mindsets” –Based on personality –Based on organizational culture They respond differently to change Understanding this a must for change managers

27. Types of Change Developmental - improving what is Transitional - changing to a known state over a controlled period of time Transformational - emergence of a new state, unknown till reached, usually following chaotic death of a previous state

28. Thomas Vollman The Transformation Imperative - 1996 Claims numerous companies & industries are dying Unable to sense paradigm shifts –They attempt developmental or transitional change –“Rearranging deck chairs on the Titanic”

29. Paradigms Video Where is your organization on the paradigm curve? What should you be doing to prepare for the “inevitable paradigm shift?”

30. Approaches to Change Laissez Faire - let it happen Directed - goal, direction, means provided Guided Change - pointing, counseling, leading

31. Factors In Choosing People and their mindset Organizational culture Situational urgency Your abilities

32. John Smither: Change Agent Situation –Telwork launches TQM program –Smither ambivalently agrees to be one of two site instructors

33. What went wrong? What were the mindsets of the people and the organization? To what degree were people involved in the change effort?

34. Barriers to Change?

35. Other Questions Was there a need for change? What should have happened? Were “politics” a factor? What are Smither’s choices at this point? What are Telworks’ choices at this point?

36. Lessons

37. The 36 Hour Work Day Situation –A lawyer’s daughter dies in a NY teaching hospital following a “routine ear infection” –Grand jury concludes that inadequate treatment by a tired, unsupervised intern and resident contributed to her death –State commission is addressing the problem

38. Obvious need for change? Yes?No?

39. Forces for Change?

40. Forces Against Change?

41. What would you do? Change? Status Quo? Compromise?

42. Why is it so difficult?

43. Results