driving the acceptance of change workshop report
DESCRIPTION
Take a look at pictures, feedback and key learnings from BMGI\'s most recent \'Change Leadership\' Simulation Day and Workshop. More information can be found on: http://www.bmgi.com/training/driving-acceptance-changeTRANSCRIPT
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Driving the Acceptance of Change
Dr. Michael Ohler, Principal BMGI Europe [email protected] http://www.bmgi.com Open Access Learning: http://www.bmgi.org
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The initial brainstorm:
Key words around
“leading change”
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Change initiatives fail because they don’t …
1) Establish a strong sense of urgency 2) Form a powerful guiding coalition 3) Create a vision of the future state 4) Communicate the vision well 5) Empower others to act on the vision 6) Plan for and create short-term wins 7) Consolidate the improvement, produce more change 8) Institutionalize the new approaches From J. Kotter, "Leading Change:
Why Transformation Efforts Fail" , HBR 1995
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Transition Process Current State
Change spells instability
Un-freeze Re-freeze CHANGE
Kurt Lewin, “On the special case of Germany”, 1943
Future state
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Momentum is terribly hard to build. Here is how things often evolve:
It starts with a big bang - All hands meeting, lead by the CEO - A great article in the company newsletter - Talk at coffee machines and in corner offices …
And a month later - It is all delegated to middle management - Controlling is tasked to produce powerpoint reports
It soon has become the most recent in a long chain of
Yet another „corporate initiative“.
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What motivates you as a leader does not necessarily motivate others
Story #1: „Our historical advantage has eroded over time. We need to regain a leadership position“.
Leaders must be more specific.
And more creative.
Story #2: „We are performing below industry standard. We will need to change – or we will die“.
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Change begins with
„Be the change you want to see in the world“
M. Gandhi
YOU
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“Vision without action
is merely a dream.
Action without vision
is merely passing the time.
Vision plus action
can change the world.”
Joel Barker
Spelling a compelling vision is harder than most people think
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So what about the participants experience of change? Case studies provided by participants
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Mind the Change Process
Institutionalizing The change
Gaining Buy-in
Inspiring Burning Platform
Sharing Vision
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Po
sit
ive &
in
sp
irin
g
Co
mp
reh
en
siv
e &
de
tail
ed
Ha
ve r
ea
ch
Sh
are
d
Leader
Initi
ated
Po
sit
ive &
in
sp
irin
g
Co
mp
reh
en
siv
e &
de
tail
ed
Ha
ve r
ea
ch
Sh
are
d
Leader
Initi
ated
1. Leader Initiated
2. Comprehensive & Detailed
3. Have Reach
4. Positive & Inspiring
5. Shared by Everyone
* Ref- Joel Barker – Power of Vision
Traits of a great vision
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Nurture your first followers
Video: Leadership lessons from a shirtless dancer
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6 SYSTEM Factors – Changing Behavior
These 6 SYSTEM Factors are critical to enable success in your organization. If not in place, they will become barriers to change.
Shared Vision
You are Accountable
Stakeholder Involvement
Tools & Skills
Enabling Behavior (recognize & reinforce)
Measures & Processes
S
Y
S
T
E
M
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The Classic Change Journey
Leve
l of
Perf
orm
ance
Progress towards the Future State
Valley of Despair III. Resistance • frustration • unable to see a positive outcome • negative questioning or doubting • stubbornness/complaining • anxiety
IV. Exploration
• Energized • creative • overworked but excited • increased commitment • small wins
V. Commitment • excitement • enthusiasm • problem solving • teamwork • clear direction/focus
II. Denial • passiveness • indifference • numbness • apathy
I. Initial Excitement • excitement • motivated • enthusiastic
* Reference: Mastering the Change Curve- Dr Jaffe
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1. Analyse
Identify stakeholders
Implement / manage actions to achieve stakeholder
target positioning
Develop actions to build
stakeholder support
Collect and analyse information on
stakeholdes
Develop objectives for Stakeholder management
Stakeholder Management is a process – not a one-time event
3. Implement
2. Plan
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Welcome to Change Pro!
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Change Pro Overview
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Group Debrief from Change Pro Simulation
Best ever result
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Some lessons learnt from the Change Pro simulation
…so change is not as easy as it seems and most importantly it takes practice!
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Management versus Leadership
We brainstormed for keywords on „managing“ and „leading“ change. From this list of keywords, we then analyzed the difference between what managers and leaders do.
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Review of expectations
At the end of the workshop, we reviewed expectations. Full circle: expectations fully met Empty circle: expectation not met at all.
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BMGI Workshop Amsterdam, June 22nd 2012
Driving the Acceptance of Change
THANK YOU FOR COMING!
Dr. Michael Ohler, Principal BMGI Europe [email protected] http://www.bmgi.com