the cultural aspect of change david williams iim national conference 13 august 2007 david williams...
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The cultural aspect of changeThe cultural aspect of change
David WilliamsIIM National Conference13 August 2007
David WilliamsIIM National Conference13 August 2007
In scopeIn scopeChange management
methodologiesOrganisational cultureleveraging the culture of an
organisation to manage changeBuilding the capability to changeCase studies
Change management methodologies
Organisational cultureleveraging the culture of an
organisation to manage changeBuilding the capability to changeCase studies
Out of scopeOut of scopeIT change management how to change organizational
culture
IT change management how to change organizational
culture
Change managementChange management
Change management is a structured approach to change in individuals, teams, organizations and societies that enables the transition from a current state to a desired future state.
Change management is a structured approach to change in individuals, teams, organizations and societies that enables the transition from a current state to a desired future state.
Change methodologies
Change methodologies
SCM = T + E ≥ SSystems thinking - SengeOrganisational development –
Bennis, Argyris, Drucker & Schein
Lewin’s 3 step processKotter’s 8 step modelMachiavelli & Sun TzuStorytelling - Denning
SCM = T + E ≥ SSystems thinking - SengeOrganisational development –
Bennis, Argyris, Drucker & Schein
Lewin’s 3 step processKotter’s 8 step modelMachiavelli & Sun TzuStorytelling - Denning
Kotter’s 8 stepsKotter’s 8 steps1. Create a Sense of Urgency2. Pull Together the Guiding Team3. Develop the Change Vision and
Strategy4. Communicate for Buy-in5. Empower Others to Act6. Produce Short-Term Wins7. Don’t Let Up8. Create a New Culture
1. Create a Sense of Urgency2. Pull Together the Guiding Team3. Develop the Change Vision and
Strategy4. Communicate for Buy-in5. Empower Others to Act6. Produce Short-Term Wins7. Don’t Let Up8. Create a New Culture
CultureCultureIs learnedIs sharedConsists of sub-culturesIs a coping mechanism
Is learnedIs sharedConsists of sub-culturesIs a coping mechanism
What does culture look like?What does culture look like?
Artifacts Ceremonies Language BehavioursStoriesCustoms
Artifacts Ceremonies Language BehavioursStoriesCustoms
The core of a culture lies beneath the surface
The core of a culture lies beneath the surface
AttitudesAssumptionsBeliefsValues
Fears
AttitudesAssumptionsBeliefsValues
Fears
FearFearFear of not being liked Fear of the unknownFear of not being valuedFear of not belongingFear of losing control
Fear of not being liked Fear of the unknownFear of not being valuedFear of not belongingFear of losing control
Using fearUsing fearDefence of Britain during WWIIInvasion of IraqChildren overboardTampa incidentMcCarthyismVietnam warPalmer reportAIDS, drinking and smoking
campaigns
Defence of Britain during WWIIInvasion of IraqChildren overboardTampa incidentMcCarthyismVietnam warPalmer reportAIDS, drinking and smoking
campaigns
BelongingBelongingCollectivismSocial Identity Groupthink / bandwagon effectHerd behaviour / swarmingCollective intelligenceThe "Hundredth Monkey
Effect"
CollectivismSocial Identity Groupthink / bandwagon effectHerd behaviour / swarmingCollective intelligenceThe "Hundredth Monkey
Effect"
Denial
Shock
Frustration
Acceptance
Experimentation
Understanding
Integration
COMMITMENTDENIAL
RESISTANCE EXPLORATION
Stakeholder analysis
Stakeholder analysis
Who are the key stakeholders?What is their level of influence?What threats/risks does the change
pose to them? what would they need to support
the change?What is the best way to engage
them?
Who are the key stakeholders?What is their level of influence?What threats/risks does the change
pose to them? what would they need to support
the change?What is the best way to engage
them?
Using effective styleUsing effective styleDetermining preferred styleKnowledge utilisation approachOrganisational Development
approachDemocratic approachSystems approachCharismatic leadership
Determining preferred styleKnowledge utilisation approachOrganisational Development
approachDemocratic approachSystems approachCharismatic leadership
StorytellingStorytellingThe role of storytellingUsing narrative to ignite actionBuilding trustInstil organisational valuesEncouraging collaborationTransmitting knowledgeTaming the grapevineCreating and sharing the vision
The role of storytellingUsing narrative to ignite actionBuilding trustInstil organisational valuesEncouraging collaborationTransmitting knowledgeTaming the grapevineCreating and sharing the vision
Springboard storiesSpringboard storiesTypical and familiarQuirky, captures attentionEmbodies the change proposedReal examplesBrief and to the pointHas a happy endingSparks new stories in the
listeners
Typical and familiarQuirky, captures attentionEmbodies the change proposedReal examplesBrief and to the pointHas a happy endingSparks new stories in the
listeners
Leveraging cultureLeveraging cultureDon’t try to change the cultureBecome aware of the environmentConsult and include stakeholdersBuild coalitions & make belonging
attractiveBe authenticTell stories that resonate and
enlighten Set super-ordinate goals
Don’t try to change the cultureBecome aware of the environmentConsult and include stakeholdersBuild coalitions & make belonging
attractiveBe authenticTell stories that resonate and
enlighten Set super-ordinate goals
Building capabilityBuilding capabilityState a shared visionDevelop policy, tools and
proceduresBuild templates and infrastructureConduct training and tell storiesDeliver quick winsProvide recognition and reward
State a shared visionDevelop policy, tools and
proceduresBuild templates and infrastructureConduct training and tell storiesDeliver quick winsProvide recognition and reward
People will change when
People will change when
They see a need to change (not always rational)
They know what is expectedThey are involved actively in the change
processThey are supported through the change
process - Change can be stressful and painful
Their beliefs, values and identity are not threatened
They see a need to change (not always rational)
They know what is expectedThey are involved actively in the change
processThey are supported through the change
process - Change can be stressful and painful
Their beliefs, values and identity are not threatened
ReferencesReferences Charles W. L. Hill, and Gareth R. Jones, (2001) Strategic Management 5th Edn,
Houghton Mifflin, MeansBusiness, Inc. Hofstede, G. (1980) Culture's Consequences: International Differences in Work
Related Values, Beverly Hills, CA, Sage Publications Deal T. E. and Kennedy, A. A. (1982) Corporate Cultures: The Rites and Rituals of
Corporate Life, Harmondsworth, Penguin Books. Handy, C.B. (1985) Understanding Organizations, 3rd Edn, Harmondsworth,
Penguin Books Schein, E.H. (1985-2005) Organizational Culture and Leadership, 3rd Ed., Jossey-
Bass ISBN 0-7879-7597-4 Black, Richard J. (2003) Organisational Culture: Creating the Influence Needed
for Strategic Success, London UK, ISBN 1-58112-211-X Kotter, John. 1992 Corporate Culture and Performance, Free Press; (April 7,
1992) ISBN 0-02-918467-3 Denning, Stephen (2205) The leader’s guide to storytelling, John Wiley and Sons Michaelson, G. A. (2001) Sun Tzu – the art of war for managers, Adams Media
Corporation Silverman, L. (2006) Wake me up when the data is over, Jossey-Bass Cohne, D. and Prusak, L. (2001) In good company – how social capital makes
organisations work, Harvard Business School Press Kotter, J. & H. Rathgeber, (2007) Our Iceberg is Melting – changing and
succedding under any conditions, St Martins Press.
Charles W. L. Hill, and Gareth R. Jones, (2001) Strategic Management 5th Edn, Houghton Mifflin, MeansBusiness, Inc.
Hofstede, G. (1980) Culture's Consequences: International Differences in Work Related Values, Beverly Hills, CA, Sage Publications
Deal T. E. and Kennedy, A. A. (1982) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books.
Handy, C.B. (1985) Understanding Organizations, 3rd Edn, Harmondsworth, Penguin Books
Schein, E.H. (1985-2005) Organizational Culture and Leadership, 3rd Ed., Jossey-Bass ISBN 0-7879-7597-4
Black, Richard J. (2003) Organisational Culture: Creating the Influence Needed for Strategic Success, London UK, ISBN 1-58112-211-X
Kotter, John. 1992 Corporate Culture and Performance, Free Press; (April 7, 1992) ISBN 0-02-918467-3
Denning, Stephen (2205) The leader’s guide to storytelling, John Wiley and Sons Michaelson, G. A. (2001) Sun Tzu – the art of war for managers, Adams Media
Corporation Silverman, L. (2006) Wake me up when the data is over, Jossey-Bass Cohne, D. and Prusak, L. (2001) In good company – how social capital makes
organisations work, Harvard Business School Press Kotter, J. & H. Rathgeber, (2007) Our Iceberg is Melting – changing and
succedding under any conditions, St Martins Press.