change management fundamental pres
DESCRIPTION
Based on my ebook which you can find here: http://daniellock.com/fundamentals-change-management-ebookTRANSCRIPT
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Unlock dramatic productivity through
Change management
A publication of Daniel Lock Consulting
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To optimise the benefits of change.
The goals & definitions of change
The set of tools and processes that help people embrace change and the organisation realise the benefits of change.
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Change is not always welcome.
“This telephone has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.”. (Internal memo, Western Union, 1876)
1
2 “Heavier than air flying machines are impossible.” (Lord Kelvin, Mathematician/Physicist, 1895).
3
4
“Everything that can be invented has been invented.”. (Charles Duell, Commissioner, US United States Patent and Trademark Office, 1899). Heavier than air flying machines are impossible.” (Lord Kelvin, Mathematician/Physicist, 1895).
“Worldwide demand for cars will never exceed one million, primarily because of a limitation in the number of available chauffeurs.”. (Research prediction, Mercedes- Benz, 1900)
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These all turned out to be fantastic technological changes.
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At the heart is getting people to
change their behaviour.
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Punishments can and do work, but behavioural economists have shown that faced with negative consequences, people will often quit playing before they face them.
The stick
Creating behaviour change
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The CARROT
Creating behaviour change
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Normative pressure
Creating behaviour change
Which line on the right is the same as the line on the left?
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What we're after here is a
culture where people automatically take up the desired behaviour.
Even when no one is watching. Day in day out.
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Core problem of change
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MAKING CHANGE HAPPEN
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ENLIGHTENED SELF-INTEREST
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DOCTORS DENTISTS AND BEHAVOUR CHANGE
DENTISTS 1
2 DOCTORS
VERSUS
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MOTIVATION IS INTRINSIC
UNDERSTAND THAT:
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RECIPROCITY OF VALUES
WE ALL HAVE
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Four steps to driving empowerment
We all have talents: use them
Recognise behaviour and effort, not just success We all like to make our own decisions
Empower your people with authority
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ARE YOU A CHANGE LEADER
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First, let's define a
team. A team is a group that succeeds or fails
together.
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Major change efforts require synchronisation and for "teams" to really be teams. To do that, leadership must align individual and organisational goals.
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Major change efforts require synchronisation and for "teams" to really be teams. To do that, leadership must align individual and organisational goals.
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THE WHEEL IS IN THE BRIDGE BUT THE POWER IS IN THE ENGINE ROOM
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We need trusted lieutenants to carry out the orders to ensure the engines are running. Capgemini Consulting found that 43% of its respondents say their company has an accountable innovation executive………
But only 24% of the respondents think they have
an "effective organisational alignment of innovation efforts."
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Change Champions are predominantly required for Strategic Change initiatives.
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The focus of the business Change Champion Network is on creating an understanding and acceptance of the need for change, and communicating the importance of employee support.
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A Change Council governs all change and ensures all implementations adopt
a coordinated approach to ensure a
seamless and smooth transition.
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Bringing focus to a situation like this is like seeing the lights of a big city on the horizon during a long drive.
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CHECKLIST FOR CHANGE LEADERSHIP
Visibility of top leadership: craft the message
Depth and breadth of alignment.
Cultivate exemplars
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OVERCOMING THE GREAT CHANGE CHALLENGES
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"Ambiguity Aversion".
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When embarking on change, watch out for the fundamental attribution error. Edwards Deming, the father of Total Quality Management (TQM)
believed that almost all (96%) of errors are due to the system people find themselves
in and not the people using that system.
Fundamental attribution error
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USE BRIGHT LIGHTS
Situational : vague issues and problems
Scope: goals, resources, and measurements
Relationships, responsibilities, politics.
Processes: people processes; business processes
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Putting it all together.
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6 steps to change Enlist support and involvement of key people
1
2
Develop enabling structures
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Develop a solid plan
Support the plan with consistent behaviours
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Celebrate milestones
Communicate relentlessly
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Bringing focus to a situation like this is like seeing the lights of a big city on the horizon during a long drive.
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Now is the time to create a solid plan to execute.
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BY Daniel Lock.
Twitter: @DanielLock | Web: DanielLock.com
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Do you have business goals that require innovation … …can help with that.
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What does?
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How does it.