chaitanya baliga, ph.d., asq-cqa/cmqoe/cssgb chaitanya baliga - asq meeting111 march 2015

Chaitanya Baliga, Ph.D., ASQ-CQA/CMQOE/CSSGB

Chaitanya Baliga - ASQ Meeting 111 March 2015

ManageManageChangeChange

LeadLeadChangeChange

Change is one phenomenon which remains inevitable in the life of any organization.


Triggers: Business EnvironmentTechnologyMarket


Why the need for change/ reason for the change Fear of the unknown

Lack of competence Connected to the old way Low trust Temporary fad Not being consulted

◦Poor communication Changes to routines Exhaustion/Saturation Change in the status quo Benefits and rewards


Organizations need to anticipate, direct and cope with changes within their organizational environments.

Proactive and progressive leaders, are able to ensure and maintain stability, survival, sustainability, and competitive edge within the fiercely competitive and globalized business environment.


Change Initiator

Early Adopters

Early Majority

Late Majority

Laggards

Willing to take risk on change

Waits to hear good anecdotes

Pragmatic: Wants anecdotal evidence

Conservative:Wants to see; Hold on

Skeptic: No Way

Whenever you see a successful business, someone once made a courageous decision.” ― Peter F. Drucker


False Evidence Appearing Real FOG: FACTS Vs Opinion and

Guesses“F-E-A-R has two meanings: 'Forget Everything And Run'

or 'Face Everything And Rise.'

The choice is yours.”- Zig Ziglat


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Change Initiator

Early Adopters

Early Majority

Late Majority

Laggards


Consideration by potential adopters from awareness to adoption. Relative advantage - Change is perceived as being better than the current state;Compatibility – Change is perceived to be consistent with the existing values, past experiences and needs of potential adopters;Complexity - Change is perceived as difficult to adopt;Trialability - An opportunity to experiment with the change on a limited basisObservability -Change is visible to others


10% are positive leaders and 10% are negative leaders.

80% of people in any given group are followers.

Too many leaders are like travel agents – they are sending people where they have never been themselves.

Instead you want to be a tour guide – you want to take people with you.


Understand the change (improvement) to access the potential value !

Manage the System and Not People


Elephant ◦ Emotional part is instinctive and feels pain

and pleasure Rider

◦ Reason or Rational part is reflective, conscious, deliberative and analytical

Everyone in an organization is both a Rider and an ElephantDirect the Rider (rational)Motivate the Elephant (emotional)


Caused by the elephant◦ The elephant is much stronger than the rider,

but it is lazy and prefers immediate gratification over delayed gratification

◦ Exhaustion due to things that are “true but useless”

Motivate the Elephant◦ Shrink the change◦ Find the feeling◦ Implement small change


o Change that person’s situationo The solution to changing people

behaviour is to change their situation

o Emotional convictiono Self controlo Laziness is often exhaustion

(the Rider wears out trying o to control the Elephant)o People simply run out of will power

o Rational directiono Provide crystal-clear direction


Direct the Rider◦ Provide crystal-clear direction

Resistance = Lack of Clarity Motivate the Elephant

◦ More Elephants than Riders◦ Elephants need emotional reasons to change

Laziness = exhaustion Shape the Path (change the situation)

◦ Workflows, systems, habits ◦ Understand the "why" behind the change◦ Commitment from leaders throughout the

organization


Utilize a structured change management approach from the initiation of the project

Active and visible participation by senior leaders

Advocacy by management levels including middle managers and front-line supervisors

Communications that describe the need for change, the impact on employees and the benefits to the employee (answering "What's in it for me?"


Leadership: Level 5 Leader who has blend of personal humility and professional will/Mentor

Right people: Attitude /Behaviour/ AbilityFacts based culturePassion for doing right for the organizationManaging systems rather than people

Discipline approach by following the process

Change the situation by implementing small changes and show the bright spots in the path

“ “Don`t be afraid to take a big step when one is indicated. You can`t cross a chasm in two small steps.” ― David Lloyd George


Switch : How to Change Things When Change is Hard - Chip Heath & Dan Heath

The Five Levels of Leadership - John Maxwell Good to Great: Why Some Companies Make

the Leap...And Others Don't - Jim Collins What Causes Behavior Change? -Dr. B J

Fogg


chaitanya baliga, ph.d., asq-cqa/cmqoe/cssgb chaitanya baliga - asq meeting111 march 2015

Documents

change fear

change reason

change improvement

relative advantage change

positive leaders

progressive leaders

negative leaders

successful business