lecture effect guidance hanze fm nov 2013
DESCRIPTION
Presentatie gegevens tijdens gastcollege Change Management (engelstalig) aan de Hanze Univerity Groningen. Vooral verschil laten zien met (verouderde) klassieke veranderkunde. Vervolgens drie hoofdonderdelen aangestipt: uitlijnen, actie forceren en energielekken voorkomen. Op de vraag aan het eind "Dus, wat gaan jullie nu doen?", kwam het antwoord: "De oude kleurenschema's weggooien". Heel goed. Desondanks afgeraden.TRANSCRIPT
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Change Effect Guidance Optimazing the effects of interventions in organizational changes
Hanze University IFM November 28, 2013
a random bunch of loosely connected lines may very well form a perfect organism … … if you want to see it
Han
s de
Haa
n (2
013)
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Rehearsal:
If you want to manage a change with a considerable impact on people
What should you do?
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What to do to manage a change
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Kott
er (1
996)
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Exercise:
If you yourself have to make a big decision like in ◦ buying a house ◦ moving in with your girlfriend ◦ adopting a new vision, strategy, way of working and a
new working environment and new colleagues
if you sincerely question your heart
What will guide your decision?
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The 6 principles of “YES!” If there’s I will go along with you because liking - I don’t want to disappoint you reciprocity - I owe you something - e.g. if you trust me, I’ll trust you social proof - my friends do commitment - if I choose for it, I’ll go for it & consistency - and you seem to be reliable too authority - my ‘expert’ / ‘leader’ tells me to scarcity - this seems to be a unique opportunity - and I’m afraid to miss it
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Cia
ldin
i (19
93)
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Come along …
All theories in a nutshell A conclusion Jumping into the deep: The How
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Classical Change Management
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The
orie
s Le
win
(193
8)
driving forces
restraining forces
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Social constructionism
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Berg
er (1
966)
T
heor
ies
on paper
in real life
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Chaos-/Complexity theory
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Smith
(200
3)
The
orie
s
many, many stories
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Chaos-/Complexity theory
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The
orie
s H
oman
(201
3)
uncontrolled rapids
Change Mirror ®
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The extremes
Classical models linear best practices (what to do) planned unilateral little involvement
Kotter, Quin, DeCaluwé
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The
orie
s
Non-Classical random interactions chaos human behavior (what really happens) guided polyvocal by involvement
Boonstra, Homan
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A prudent conclusion As long as 70% of changes fail stick to the best practices of Project
Management and Change Management to choose what to do
but look into your own heart if you want to know how …
… it’s all about ◦ human behavior why do I react as I do?
◦ sensemaking I want to profit
◦ interactions from the way we cooperate
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Con
clus
ion
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Jumping into the deep
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A framework
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2. provoke action
3. prevent energy leaks
1. prepare & align
Fram
ewor
k
believe / ambition /
values
confirming
reacting making it your own
ik my
network
sensemaking
me
(less visible)
told believe /
ambitions plan
goal measure/
intervention
wish/need to change behavior
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Prepare, Align & Feed Know what’s happening, align what needs to be aligned to enable collective aiming, feed the change on the places where it should be fed to enable growing
with all involved at the place where sensemaking happens in the drives in the interaction at the moment it happens broadwise within
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Alig
n &
Fee
d 1. prepare & align 2. provoke action 3. prevent energy leaks
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Sensemaking (just one out of many aspects)
Sensemaking addresses two powers
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Alig
n &
Fee
d va
n ‘t
Hek
(201
2)
change ability & flexibility
robustness & resilience
sense-making
impuls
change ability ++ robustness ++
facilitating give room offer sense
steering organize reflection force sensemaking
which makes it possible to balans
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It’s all in the interactions
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Alig
n &
Fee
d
Why are the desires of the architect so often inconsistent with the human instinct?
an ingrained pattern everyone follows
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When it happens
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Alig
n &
Fee
d
Decision phase
Change process
Operational phase
Growing need
Change happens here!
Be aware
Be convinced
Be the change
Be prepared
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Broadwise
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Alig
n &
Fee
d W
ilber
(199
6)
1. plot all the changes in every quadrant
2. choose interventions covering multiple change aspects
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Provoke action Put principles to work that provoke people to shape and realize their own development
sharing acting together offering freedom of choice longing using existing power showing congruency putting a “thus …?”
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Prov
oke
actio
n 1. prepare & align 2. provoke action 3. prevent energy leaks
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Sharing
Communication Dialog Workshops …
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Prov
oke
actio
n
“No sorry, I missed that one”
“I thought YOU where the change manager?”
“Ok, let ‘s go back to business!”
communication =/= telling
•make the multiple reality productive •there’s a lot more to do then talking
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Congruency what you believe and what you say what you say and what you do way of changing and desired change goal and (individual) practice
or else I’ll freeze because …
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Prov
oke
actio
n
I don’t like tricks don’t ask me te do what you do neither again you see, the real problem isn’t solved apparently this has nothing to do with me
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Congruence with practice
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Prov
oke
actio
n
Spiral Dynamics
Dominant thinking
Organizational characteristics
Interventions
Bleu (we) Structure, standards, ordering
Planned change, outlines, processes, instructions
Orange (I) Result driven, competition, improving, choise
Problem solving methods, benchmarks, scorecards (balanced scorecard, HR-scorecard)
Green (we) Quality of relations, sharing knowledge and insight, wellbeing of all
Co-creation methods, Large scale interventions, work conference, interactive development, value driven approach
Customer
centric
processes
Beck
(199
6)
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“Thus …?” … what are we going to do tomorrow? … at what frequency do we evaluate that?
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Prov
oke
actio
n
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Prevent energy leaks Preventing people to spoil energy on things that deflect
resistance expanding beating a dead horse not involving people that are involved to see it as a change project …
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in general question everybody: • does this contribute to the change (or to something else) • if not: how can it be deflected to the
change itself
1. prepare & align 2. provoke action 3. prevent energy leaks
Prev
ent E
nerg
y le
aks
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Resistance
prevent it (or consider it a message you didn’t)
deal with it as: ◦ sincere concern ◦ natural fear about an uncertain future ◦ understandable anger over what is lost
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Prev
ent E
nerg
y le
aks
•takes a lot of energy •doesn’t contribute to the change •feeds another story •attracts people away from the change
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Beating a dead horse
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Prev
ent E
nerg
y le
aks
•exhausting and not productive •provokes discussion •gives no hope •at the end people walk away
leave it use another horse and see how it comes to life again
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Required to remember It’s all about: ◦ human behavior ◦ sensemaking ◦ interactions
Focus on how to do it, not on what to do Change starts when people feel the need and ends when
they are changed; try to be there Talking is essential, but acting is the most powerful stimulus
for doing Always ask everybody: does this contribute to the change? Remember your own thoughts about changes you've suffered Do for others just what you want them to do for you (Luke 6:31)
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Sum
mar
y
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Thus …?