Organisational Change #4

[samvara]

9:00-10:30 Session Six: Title: Implementation of Change

• Measuring the Impact of Change Initiatives

Exercise: Review of previous day, ideas, points of learning etc.

Discussion: is change sustainable? Perhaps it is not so much sustainable change as sustainable outcomes. Sustainable mentality? Dynamic process - constant maintenance. Incremental change versus large, sudden change.

Two tools - Checklists from yesterday.

Measuring the impact of change
How do you measure change? Staff turnover, customer satisfaction, a bajillion metrics - how staff treat each other.

Discussion: how various CEOs have started one day one - visible / not visible, sociable / not sociable

Having difficult conversations - having emotional conversations in a work context - stress, uncertainty - tests communication styles

Video: Lauren Mackler - reality check, don't assume, manage own emotional tone, use I statements, assertive versus aggressive communication, avoid 'you should' statements

Describe emotional containment and provide examples of its application and importance in managing change.

Discussion: how does this match our experience?

10:30-10:45 Morning Tea

10:45-12:30 Session Six continued:

• Guest Speaker: Jo the CEO from Serpentine Jarrahdale Shire - amazingly good public speaker.

Title: Implementation of Change

• Measuring the Impact of Change Initiatives

12:30-1:15 Lunch

1:15-3:00 Session Seven: Title: Change & Sustainability: Contradiction or Necessity?
See Waddell p112 - Table 4.5 - Managing the effects of excessive change

• Diagnosis
• Planning
• Intervention
• Evaluation

Ensure the new ways of behaving are recognized and rewarded to embed the change into the organisational culture. (Kotter stage eight)

Recall Bridges Transition Model - reintegration of a new identity

How to deal with non stop change: with many changes occurring at once, it is important to analyze the changes and try to discover an underlying common purpose. Is there a larger pattern that rationalizes all the changes? Bridges compares this to joining the dots.

1. Rebuild trust
2. Start being trustworthy
3. Tell the truth

Quiz #2 resistance, tools of change, tools focused on managing resistance, technical resistance (look up), capacity for change.

Group assignment: check in, take seriously

SPARK: do eeet

Individual Assignment: no collusion please, please demonstrate all learning acquired in course :p What does what happened for the CEO mean? Make academic links to change theory. Prove you understand what's going on.

Group Case Study: Ericsson

1. Why did Ericsson decide to transform itself? 1,2,3
2. What was the reality which the org faced? 4,5,6
3. What were the key 'Turnaround' stages in the journey of transformation and change? 1,2 ( Me)
4. How did Ericsson formulate the strategy? 3,4
5. What strategic change tools did Ericsson utilize and how effective were they? 5,6
6. Using the change tools discussed during the MCS unit and your own research, describe any additional change tools that Ericsson could have used? 1,2,3
7. What are the lessons learnt? 4,5,6

• Strategy for Sustainability

Quick chat with D.
Feedback on presentation and general comments on case studies - structure was good, needed more linkages to theory, read, paraphrase, comment - consider feedback as applied to final individual case study. look to have a strong and defensible case to present.

Update on project - History of change - constant change, environment of constant change, change fatigue

Presentation format for Ericsson

Day 5 - update on progress of group assignment - one pager, bullets acceptable.

3:00-3:15 Afternoon Tea: cupcakes!

3:15-4:45 Session Eight:

Back to General Model of Planned Change

Ericsson Case Study Syndicate Group Discussions - plus we did some planning around our group assignment.

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