influencing organization change - cc pace · influencing organization change a framework ... •...

CC Pace Proprietary Copyright © 2015Slide No. 1CC Pace Proprietary Copyright © 2015Slide No. 1

Influencing Organization Change

A Framework

For Thinking About

And Designing Change Initiatives

CC Pace Proprietary Copyright © 2015Slide No. 2

Introduction

CC Pace is one of the nation’s most trusted Agile technology companies, having pioneered and perfected Agile software development, coaching, and training since the movement’s earliest beginnings.

Cindy Bloomer Enterprise Agile Coach and OD Practioner

Bhavneet SethiEnterprise Agile Coach/Trainer


Agenda

Next Up In Progress Done

Through the Looking Glass

Dynamics of Organization Change

A Framework for Influencing Change

Seeing the Organization That Is

Creating a Tipping Point for Change


The OD Lens

Organization Development

A values-based approach to

managing change and

improving the overall health and effectiveness

oforganizations. .


OD is…..Tried, True, and Evolving

HSD


Knowledge, Skills & Language


Agenda








Table Activity

Individually:

Complete the handout“My Change Involves”


Spectrum of Change

DevelopmentalChange

TransitionalChange

TransformationalChange


Table Activity

Where does YOUR change initiative fit on the Spectrum?


Change is Hard

Change is like a planned journey into uncharted waters on a leaky boat with a mutinous crew.

Michael Fullan


Lasting Change is Harder

Change initiatives often fail to create lasting change because they:

• Go for the “whole hog”

• Focus on the “easy stuff”

• Forget the “people stuff”

• Assume change is predictable and can be controlled

• Follow a linear, “one & done” approach


Agenda








An Empirical Framework for Influencing Change

Empirical – derived from or guided by experience and experiment

Step 1 – Discover

Step 2 – Assess

Step 3 – Plan

Step 4 – Implement

Step 5 – Evaluate

Step 6 – Evolve


Step 1 - Discover

Where do they want to go?

Articulate the business problem and desired outcomes

Action without vision is only passing time. Vision without action is merely day dreaming. Vision with action can change the world.

Nelson Mandela


Step 2 - Assess

Where are they now?

Evaluate where the organization is now.

Validate assumptions, direction, and desired outcomes

Let’s not even attempt to solve our problems without first collecting all the facts in an impartial manner.

Dale Carnegie


Step 3 - Plan

How will they get there?

Determine target areas, strategies, tactics

I don’t look to jump over 7 foot bars, I look around for 1 foot bars that I can step over.

Warren Buffet


Step 4 - Implement

Take action

Take small steps; be prepared to shift.

In a VUCA world, the kind of strategy that works best is to be clear about where you’re going, but flexible in how you get there.

Bob Johanxen


Step 5 - Evaluate

Check the compass often

Stop periodically to see where you are,

what you’ve learned, and if you’re headed in the expected

direction

“What you know changes what you see.”

Robert Kurson


Step 6 - Evolve

What’s next?

Incorporate learnings, adjust the plan, and continue the journey.

Change is a function of closing out one experience and moving on to “current possibilities”.

Gestalt Theory


And…Iterate

I go look at a stonecutter hammering away at his rock perhaps a hundred times without so much as a crack showing in it. Yet at the hundred and first blow it will split in two, and I know it was not that blow that did it, but all that had gone before.

Jacob Riis


Agenda








Some Models

• GRPI (Beckhard)

• Organization Network Analysis (ONA)

• Weisbord’s Six Box

• McKinsey 7S

• STAR (Gaibraith)

• Landscape Diagram (HSD)

• Organizations Alive (Yuill)

• Organizational Dynamics (Kotter)

• Freedman’s Socio-Tech model

• Integral Agile (Spayd)

• Create Your Own

All models are wrong, some models are useful

George E.P. Box


GRPI Model

Source: Richard Beckhard


Create Your Own

• Combine concepts from multiple models (these are just a few)

• Gather data using multiple modalities – observation, questionnaires, interviews

• When interviewing, ask various types of questions

− “Tell me about a time when”

− Use a Likert scale

− Connect feelings with imagery


Agenda








Where will the work take place?

Source: NTL Institute for Applied Behavioral Science


A Few Tools

• Johari Window (Luft)

• CDE (Eoyang)

• Give & Receive Feedback

• NVC (Rosenburg)

• Humble inquiry (Schein)

• Radical Inquiry (Eoyang)

• Appreciative Inquiry (Cooperide)

• Difference Matrix (HSD)

• Simple Rules (HSD)

• Create Your Own

Farmers don’t grow crops. They create the conditions for crops to grow.

~ Gareth Morgan


The CDE Model

• 3 conditions that shape the speed, direction, and outcomes of self-organizing in human systems

• Changes in one or more produces changes in the others, causing system changes over time

Source: http://wiki.hsdinstitute.org/


An Example

Containers Differences Exchanges

Expectations

• Bed made, not made• Food containers put up, not

put up• Clothes on/off the floor• Clutter on/off surfaces

• Arguments about when/how often

• Arguments about how-much

Boundaries

• Her room, my house• Freedom, responsibility• Positional power• Ready JIT, always ready for

company

• Deflection• Accusing• Blaming• Rude / disrespectful

System – My daughter and I

Sticky Issue – Keeping her room clean


Shift Behavior by Shifting Conditions - Differences

Containers Differences Exchanges

How did the container change?

• Too much Difference• Action – Dampen differences• How? – agreed “clean room”

means:• Make bed every day -

comforter is pulled up, pillows on top

• Remove food containers / trash before bed

• Pick up clothes from the bedroom floor (we didn’t agree on closet floor)

• How did the exchanges change?

Source: http://wiki.hsdinstitute.org/


Shift Behavior by Shifting Conditions – Exchanges

Feedback

When this happened (or, when you did this)….

describe the situation & behavior (no judgment)

I Felt….. describe the emotions you had

The Story I told myself….. the meaning I made was

As a result….. the impact on me was

Request…. describe the desired change (this is optional)

Source: NTL Institute for Applied Behavioral Science


How do you know which one to shift?

Landscape Diagram(w/ CDE)

Sources: NTL Institute for Applied Behavioral Science

and wiki.hsdintitute.org


Create Your Own

• Ideas can come from anywhere

• Modify them to be “fit-for-purpose”


You are Your Best Tool

From the first contact with a system, you create the

potential for change


And Remember….Lasting Change is Hard and takes Time

Not allowing adequate time for change is like not taking time to look when you cross the street..

unknown


Agenda








Contact Information

CC Pace4100 Monument Corner Dr. Suite 400 Fairfax, VA 22030 (703) 631-6600

Cindy Bloomer, Managing Consultant [email protected]

Bhavneet Sethi, Enterprise Agile Coach/[email protected]

www.ccpace.com To learn more about CC Pace visit our Website & Blog! ccpace.com/blog

mailto:[email protected]

mailto:[email protected]

http://www.facebook.com/CCPace1

http://www.facebook.com/CCPace1

http://www.linkedin.com/company/cc-pace?trk=fc_badge

http://www.linkedin.com/company/cc-pace?trk=fc_badge

http://www.linkedin.com/in/cindybloomer

http://www.linkedin.com/in/cindybloomer

https://www.linkedin.com/pub/bhavneet-sethi/b/189/114

https://www.linkedin.com/pub/bhavneet-sethi/b/189/114


Table Activity

I’m going to try it

I’ll learn more

about It

Maybe later


QUESTIONS

All men by nature

desire to know.

influencing organization change - cc pace · influencing organization change a framework ... •...

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