Organisational Change #3

[samvara]

9:00-10:30 Session One: Overview: review of learning and strategic change insights

Discussion of D's weekend, results from test 1, reminder we're independent learners.

Exercise: summarize previous readings and concepts by sticking notes on posters representing key concepts

• What is change? - fear of loss
• Calm waters metaphor - change in slow increments
• White water metaphor
• Bridges three zones - cascading change, iterative change, marathon effect
• Kotter's eight stages - tool for understanding process
• Capitalising on Complexity - constant change requires quick response, creativity, multilevel complexity, leader needs to understand, recognize and harmonize
• Scott & Jaffee - four stages of moving through change - resistance and dealing with it is key, process is normal, happens at different pace
• What makes a great workplace - autonomy, respect, empowerment, appropriate motivation, trust
• Tools & Techniques - tools are stand alone, techniques are 'kits' need to match to situation
• Appreciative Enquiry - positive approach which leads into SOAR Framework.

Started presentations early at 10am

Topic One - did a 2004 company presentation
Topic Two (us) - Reality faced - did a TV broadcast spotlight episode
Topic Three - did a straight up presentation

10:30-10:45 Morning Tea

10:45-12:30 Session Two: Group Presentations on Comcast Case Study

Topic Four - group session after individual
Topic Five - straight up presentation
Topic Six - did a podcast interview / discussion / radio show
Topic Seven - Lessons Learned - straight up presentation

Guest Speaker - Doug Aberle Managing Director Western Power (has just resigned - there was some doubt as to whether he would be able to make it)

• Transformation as change from existing form to another, can't just 'walk in and shoot everyone', butterfly must struggle to emerge.
• View of world from 1940s-1990s - mechanistic, measurable etc. shift to e-world view - relationships, complexity, intangibles.
• Lovely example of steering a supertanker (v good at moving large amounts of oil, not good with sudden need to change course as example of mechanistic model) versus a school of fish which can almost instantly respond to environmental change)
• Connectivity - critical to transformational change, self, colleagues, customers. Ability to connect limited if coming from a place of fear, one may choose to come from a place of vision.
• Need to be able to articulate and envision what we do / want / are.
• Power of 'I' statements to engage with people and dissolve false assumptions.
• Accountability - what could I do right now?
• Four Quadrant Model - adapted from Ken Wilber
• No such thing as an accident
• Sustainability - hr type stuff - critical mass
• "great leadership balance of humility versus fierce resolve" - who said that?
• Decision making with limited information - 80/20 - every being always does the best theycan possibly do in that moment.
• PWF - perceived weirdness factor

Great speaker. Fabulous.

12:30-1:15 Lunch with group discussing major assignment

1:15-3:00 Session Three:

Debrief after Doug's talk - appreciation for being available to talk while stepping down - and of willingness to be vulnerable.

Review of presentations.

Back to Waddell text p35
What are the differences / similarities of these models? - see summary on next page.
Deloitte case study - could apply any model but Positive Model has advantage of leveraging existing strengths, looking forward and may align with how Deloitte views itself.

Exercise: Kotter's article Leading Change: Why Transformational Efforts Fail -

Two Major Assumptions about improving organisational effectiveness.

1. Ability of organisation to be able to solve its own problems and focus its attention and resources on achieving key goals
2. No time to write this up

Exercise: Discussion of Kotter's errors

1. What are the key factors associated with the error
2. What strategic change tools would you use to minimize the risk of this error occurring?
3. How would you test the effectiveness of the tool(s)?

Error 1, 3 & 8

Error 1: Not Establishing a Great Enough Sense of Urgency

• Key factors: complacency, lack of cooperation, difficulty creating a guiding coalition
• Strategic tools: research, market information,
• Test effectiveness: readiness for change

Error 3: Lacking a Vision

• Key factors:
• Strategic tools:
• Test effectiveness: research, trial and error, general feedback, staff able to articulate vision

Error 8: Not Anchoring Changes in the Corporation’s Culture

• Key factors:
• Strategic tools:
• Test effectiveness:

3:00-3:15 Afternoon Tea

3:15-4:45 Session Four:

Discussion of previous exercise.

Discussion of next test - Managing Resistance - know everything!

Resistance to Change (back to Scott and Jaffee)

1. Describe some of the factors that lead to resistance
2. Resistance tends to be viewed in the pejorative sense...why?
3. Discuss Erwin and Garman's suggestion that resistance is still studied as either a problem or a positive factor for change.

NB: part of the class does not know what 'pejorative' means

Diagnosing Resistance: Four reasons why people resist change

1. Parochial self interest
2. Misunderstandings and lack of trust
3. Contradictory assessments
4. Low tolerance to change

Drawing on experience of change efforts, what role did resistance to change play in making the efforts fail or succeed.

Exercise: Willie Peterson (2002) The Mark Twain Dilemma: The Theory and Practice of Change Leadership. Apply steps to own organisation (half the class - other half did a different article)

1. Create a simple, compelling statement of the case for change.
2. Communicate constantly and honestly.
3. Maximize participation.
4. If all else fails, remove those who resist.
5. Generate short-term wins.
6. Set a shining example.

4:45-5:00 Session Five: Summary & Review