1、, then, is key!Flipchart and MarkersModule includes material from:J. Tesmer and R. Beckhard (Transition Roles)Peter Vaill (Managing as a Performing Art)Linda S. Ackerman (Three Perspectives on Change)Sabrina A. Spencer and John D. Adams (Seven Stages of Transition)Lewis Carroll (Alice in Wonderland)
2、POWER OF CHANGEOverhead - Power of ChangePrepared Flipchart-Power of ChangeASK, Why are we here? EXPLAIN we are here to address a topic that we can all agree is critical, both for individual reengineering projects and the overall initiative:How to not just manage, but harness the power of change.DIS
3、CUSS:The POWER of ChangeWhat is Change?Why is it so Powerful?How do we harness this power to support our projects?Prepared Flipchart-PurposeASK, How did we get here?TELL:Excitement as first wave of reengineering teams began.Each is a part of whole, so many challenges faced by each is even greater fo
4、r whole.By definition, Reengineering is change! And we know that any change effort can be tremendously difficult, and compounded change even more so.Because of this, managing the change process is a Critical Success Factor of the projects.And of course, to manage it, need to make sure first understa
5、nd it.EXPLAIN the purpose of the session is to:Introduce Change Concepts at two levels:IndividualOrganizationalPresent how to proactively manage the change process.Prepared Flipchart-But first.STATE that we will meet these objectives using a mix of lecture, discussion, and exercises.TELL them that w
6、e are going to discuss change at the Individual Change Level.But first. A StoryExercise: Croquet GroundEXPLAIN that we will begin with a quick exercise to focus our thoughts on the topic of change.HAND OUT Croquet Ground story from Alice in Wonderland, Through the Looking GlassASK for four volunteer
7、s to read the story sections.INSTRUCT the group to be thinking about parallels they can draw between the story and their own experiences within the organization.HAVE readers read the story.Record on FlipchartDEBRIEF the story:What are the parallels you can think of between the story and the changes
8、going on in your own organization?WHY?RECORD responses.FACILITATE discussion about responses and draw application to teams.Examples of some parallels to use to prompt discussion if necessary:Not a level playing field,Queen going around saying off with head without knowing specifics,Grapevine communi
9、cation sets tone,Human resources seen as expendable,Rules not knows/communicated,Things to make sense at an operational level,Tools & Techniques are wrong for the job,Penalties if risk voicing issues.Prepared flipchart- MachiavelliSTATE its amazing how Lewis Carroll knew so long ago what corporate l
10、ife was like.Moral of story: To play the game well, we are compelled to deal with change.STATE, And change is nothing if not difficult:“ There is nothing more difficult to take in had, more perilous to conduct or more uncertain in its success than to take the lead in the introduction of a new order
11、of things”. - Machiavelli, The PrinceSTATE that it is obvious that to be successful in reengineering we must be successful in our approach to managing the change that comes with it. Lets think about what change means to us.Change & the IndividualINTRODUCE Peter Vaill, Managing as a Performing ArtELA
12、BORATE on Peter Vaills descriptions:In his book Managing as a Performing Art, Peter Vaill describes change as:Permanent Whitewater: the only constant is change: Were paddling canoes on calm, still lakes, using power under our control,Now and again might hit a rapid, and things would get wild and unp
13、redictable,Then would emerge into calm again, steady the boat and continue,Now its different - our lake has become permanent whitewater, andStepping into the dark:Are standing on threshold of a dark, unknown room,Dont know where furniture is, or what might run in to,And even when stepping, what are
14、you assuming? (Floor)Chinese Baseball (Note that I use Martian Baseball)Anytime balls in the air any person can move a base.How do we feel as were running down the first base line assuming that the base will be there, and then see that its over in left field?Record on FlipchartASK, What type of chan
15、ges made you feel like youre in permanent whitewater?Overhead.3 Perspectives on ChangeTELL, Linda Ackerman has crystallized how we think characteristics of change. She believes that there are three perspectives on change:Developmental change, which is “improvement of what is,”Transitional change, wh
16、ich is implementation of a known new state,Transformational change, where a new, unknown state emerges Reengineering is a transformational change.NOTE that transformational change:Also, may involve developmental and transitional change, andMay be managed as a series of transitional changes.STATE tha
17、t each reengineering team within M&A will combine to transform the IRS.NOTE to explain better, use a personal example such as remodeling kitchen:Painting old cabinets is developmental change,Replacing cabinets and configuration in kitchen is transitional,Many transitional changes (new appliances, ca
18、binets, paint, floor) combine to transform the kitchen.Overhead-TransitionJ. Tesmer and R. Beckhard characterized transition this way: TRANSITIONOld RolesNew RolesComfortableLetting go of old workNew WorkFamiliarControllableTaking on new workChanging tasks/UnknownUnfamiliardemandsRiskyMay be uncontr
19、ollable/ UnpredictableCoping with sense of lossCoping with new gainsNOTE: Discuss using personal example. One example used is the “Navy wife” relocation experiences.Overhead-Seven Stages of TransitionEXPLAIN that when Spencer and Adams were developing their theory of the impact of change, they cryst
20、allized the process through seven stages.GO OVER the Seven Stages of Transition curve. Include the expected “should” change line vs. the reality of the curve.TELL a personal example. (An example used elaborated on the many moves across the country the instructor had made.)HAND OUT change curve overh
21、ead and transparency marker.TELL participants to look at this chart and mark were they are about the RMSS change.ASK participants to think through their own experience of whats going on in the organization with RMSS.ASK for volunteers to talk their experience through the change curve.NOTE that often
22、 people with tell a more personal story - divorce, death. Be prepared for this kind of sharing.CONTINUE with lecture, then when overhead is returned comment on where the dots are.Revisit Overhead - Seven Stages with dotsTELL what is interesting to note is that organizations are usually well behind w
23、here the individuals within the organization are.ASK, would you agree that your organization is here? (note spot behind the bulk of the dots).HAND OUT “Supporting People in Transition”. NOTE that they may find this useful to help understand and support those around them going through personal or wor
24、k-related changes.DISCUSS the LINK TO REENGINEERING: This is why its so important to take the time to think about how individuals react to change: because organizations are the individuals. The question is, can we not only get over the fear of change, but use change as an opportunity.TELL them that
25、we are going to discuss Managing Change : Concepts and Actions. EXPLAIN that we started our discussion the personal level, because how people react to change on a personal level indicates how they will react to change in the organization. This is why its so important to think about individuals when
26、planning for organizational change.Remember that we know change is powerful, and we want to direct that power and harness it in a positive way - in fact MANAGING the change that the organization is undergoing.The key to managing organization change is that it be proactive.Optional Exercise: Identify
27、ing Change Drivers and BarriersDIRECT participants to break into teams, and for each project:Take 15 minutes to identify internal/external change drivers,Take another 15 minutes to identify internal/external change barriers.Record on FlipchartDEBRIEF points:Develop a composite list.What was common a
28、mong the teams?Do the barrier identified make sense with respect to what just learned about personal change?EXPLAIN the reason weve taken the time to identify these: you cant plan for and deal with what you dont focus on! Most of the actions that need to be taken to enhance the drivers and reduce th
29、e barriers rely on the following.Overhead-Managing ChangeOverhead- Managing Change PuzzleDISCUSS Managing Change: Key ElementsGO OVER key Elements of Managing Change overheadsENSURE Use Resistance to Change overheads last, and incorporate section below.Overheads-The First Element: Motivation (2)REFE
30、R to overheads.Overheads- The Second Element: Trust (2)REFER to overheads.Overheads- The Third Element: Shared Vision (2)REFER to overheads.Overheads-The Fourth Element: Teams (3)REFER to overheads.Overheads - The Fifth Element: ResistanceREFER to overheads.Prepared Flipchart-PlautusDISCUSS Explorin
31、g Change Resistance “Keep what you have; the known evil is best.” - PlautusTELL, We know that change is an ongoing part of our environment. When confronted, either personal or work life, often first response is to RESIST. Before can think of managing, then, must be able to recognize and work to over
32、come resistance as much as possible. So now think about why and how people resist.Record on FlipchartOverhead-Why do people resist change?ASK, Why do people resist change? (Link back to personal ego, from first selection).DISCUSS any “Whys” not included in brainstormed list.USE dramatic parroting: i
33、.e. someone says they dont want to give up power, role play the manger who has had his/her eye on the gold ring for 15 years now. They know what the prize was and how to get it, but now its being pulled out from under them. “Its not fair!”TELL:Resistance to change doesnt always happen, but when it d
34、oes it can be puzzling and frustrating.Resistance is often a reflection of whats happening on an EMOTIONAL level, not whats happening on a objective, rational level.It is predictable, natural, emotional reaction against having to face up to difficult organizational problemsIt is part of the lesterPS
35、ErinNext steps agreed to.12:00 - 12:05(5)Evaluate meeting effectivenessPSErinPluses (+) and opportunities to improve (D) meeting identified.overall.doc* P = PresentationPS = Problem SolvingD = Decision MakingF = FeedbackRevised 1.11.95 (Information Sharing)(Information Processing)(Information Sharin
36、g)Page 13nters. You may need to make modifications to this document in order for it to print correctly.Research Attachment 4Company Quality Management HandbookTop-Down Process MapsPurpose of Top-Down Process MapsThe purpose of the top-down process maps within TQM is: (1) to define each process in or
37、der to provide a common language among Design Research Team members, and to specifically identify each process beginning and end; (2) to identify the various departments involved in the process; (3) to identify the internal and external customers of each process; (4) to solicit any issues from those employees who are involved with the process on a daily basis; and, (5) to provide a basis to perform the Cost of Quality calculation.ScopeThe scope of the processes to be mapped should be decided in an initial Design Research Team brainstorming s
