Organisational Change #2

[samvara]

Had afternoon tea for 47 people in a bag and a tiny amount of room still spare in my brain.

Day 2 of 5: Change, Transition and Transformation Toolkit

9:00 – 10: 30 am Session 6 Title: Lewin’s Model of Change

• Discussion of ways of identifying and engaging with people in resistance to change - how much energy and time do you invest?
• Review of readings and readings for next week.
• Reflection on things learned yesterday - commitment is a fragile state! Process of emotionally adapting to change is universal, tools may vary. Difference between transition and change.
• Understanding organizational culture and its impact on change. How we do things around here. What is the culture of this MBA class?

See Waddell table 4.6 p119 (relevant for test 1) power distance etc.

Giving Voice to Values - Mary Gentle. How to create a culture where it is safe to voice values, how to empower people to speak.

Video: Big Conversation (questions about what Australians value - I'd love to see the demographic surveyed for this)

Exercise: Values Indicator

• Desired Behaviours: "Authentic"
• Practical examples of what we expect to see from others in living this value.
• Practical examples of what we don't expect to see from others in living this value

Great Place to Work (Australia) - what makes a great place to work?

• TRUST the people they work for;
• Have PRIDE in what they do; and
• ENJOY the people they work with.

Discussion of what we need in the workplace.

10:30 – 10:45 am Morning Tea/Coffee

10:45 – 12:30 pm Session 7 Title: Kotter’s 8 Stages of Organisational Change & Application of Tools


Discussion of article Leading Transition: A New Model for Change By William Bridges and Susan Mitchell (can't find freely available online)

• How to identify when someone is in which stage, how would you help someone move from one to another?
• How does this relate to Kotter's stage 7&8?

Discussion of Lewin's Change Model


Discussion of Force Field Analysis (use in major assignment)


Exercise: discuss a situation in small groups and define

1. Current situation
2. Proposal for change (desired situation)
3. Influencing forces - inhibitions etc.
4. Score each force 1-5 (weak to strong)
5. Analyse the picture: reduce the strength of opposing forces, increase strength of forces driving process?
6. Action plan if doable, if not revise desired situation

Discussion of PESTEL Tool as process for analysis.

Factor	Likely to include
Political What are the key political drivers of relevance?	Worldwide, European and Government directives, funding council policies, national and local organisations' requirements, institutional policy
Economic What are the important economic factors?	Funding mechanisms and streams, business and enterprise directives, internal funding models, budgetary restrictions, income generation targets
Social What are the main societal and cultural aspects?	Societal attitudes to education, particularly in relation to government directives and employment opportunities. Also general lifestyle changes, changes in populations, distributions and demographics and the impact of different mixes of cultures
Technological What are current technology imperatives, changes and innovations?	Major current and emerging technologies of relevance for teaching, research or administration
Legal Current and impending legislation affecting the role	European and national proposed and passed legislation
Environmental What are the environmental considerations, locally and further afield?	Local, national and international environmental impacts, outcomes of political and social factors

Discussion of Kotter’s 8 Stages of Organisational Change and application to Dulux case study

Video: A System of Change - Peter Quarry

12:30 – 1:15 pm Lunch

1:15 – 3:00 pm Session 8 Title: Kotter’s 8 Stages of Organisational Change & Application of Tools (continued).

Post lunch review of Dulux case study.

1. Urgency created by communicating 23% success rate for 'goals' and gap between desired customer satisfaction and actual
2. Resource powerful guiding team: Corporate management team in interviews and Customer First team who could implement suggestions if they weren't responded to in seven days and filled gaps with external consultants
3. Create a clear vision and driving values: service excellence, willing to sacrifice costs of production to meet customer satisfaction goal / value, visiting customers to learn what they wanted
4. Communicate the vision and values: done on every stage of the process
5. Empower people to act on the vision and values: Customer First teams, deeply committed to the vision - license to act, seven days to provide reasons why not or proposals implemented
6. Deliver short term wins: gold keys for enacting vision and values, bonus for meeting KPIs, internal marketing, goals
7. Consolidate improvements
8. Lock in new approaches to organisational culture

A Basic Model of Strategic Analysis

• Stage 1. Strategic Analysis - Where are we now? How complex is the organisation? What is the impact of the complexity?
• Stage 2. Strategic Choice - Where do we want to be?
• Stage 3. Strategic Implementation and Continuous Review - How will we get there?

Read chapter on scanning environment for test 1

Discussion of examples and various readings.

Discussion of Appreciative Inquiry as an approach to information gathering

Yay Chris Corrigan for a lovely diagram.

See Organisational Change Development and Transformation p35 Fig 2.1 Comparison of Planned Change Models

No single magic tool, adapt to suit environment

3:00 – 3:15 pm Afternoon Tea/Coffee - provided by my team in the form of a quick supermarket run by me last night when we got volunteered.

3:15 – 4:45pm Session 9 Title: Syndicate Case Study • Syndicate Group
Quiz One (not actually happening in class - online)

Discussion of SOAR Framework: Strengths, Opportunities, Anticipations, Results for strategic inquiry and decision-making

• Scenario Planning as a tool.
• Environmental Dimensions and Organisation Performance
• Stakeholder Power / Potential -plot Influence against Stake

Discussion of McKinsey 7S Model (v. brief overview)

• Strategy: the plan devised to maintain and build competitive advantage over the competition.
• Structure: the way the organization is structured and who reports to whom.
• Systems: the daily activities and procedures that staff members engage in to get the job done.
• Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.
• Style: the style of leadership adopted.
• Staff: the employees and their general capabilities.
• Skills: the actual skills and competencies of the employees working for the company.

and the three pillars

1. Aggressive Facts Gathering
2. Structure Facts Rigidly (MECE - if each one of them is ‘mutually exclusive’. If so, then your issues are ‘collectively exhaustive’)
3. Create and Testing Hypothesis

Discussion of Argenti: Strategic Elephants approach (v. brief)


Exercise: Group work - all groups do all four

• Describe the key elements of your allocated step (we have step 2 but it was decided to do all)
• Using Kotter's framework stage 1-4
• Describe the change process that Comcast went through

4:45 –5:00 pm Session 10 Title: Summary

• Summary & Review
• Day Three & Four pre-readings and overview

Brain completely full, took it home to rehydrate, refuel and sleep