PowerPoint Presentation

Welcome to Leading Organizational Change

Hello and Welcome to Leading Organizational Change

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Aligning Formal and Informal RelationshipsAccording to Writer Kathy Williams it is Informal relationships rather than formal management structures where the work really gets done, problems are solved, and companies gain competitive advantage, particularly at large companies. (ref.1)So why would the Informal be so effective?

One reason this kind of network works so well is big-company employees say informal networks give them someone (Other than management or supervisor) to turn to when they need to get something done, and they do so because they respect the other person's knowledge and experience.

Workers also say they get frustrated when management doesn't incorporate the informal network into their planning and decision making. (ref.1)

According to Writer Kathy Williams it is Informal relationships rather than formal management structures where the work really gets done, problems are solved, and companies gain competitive advantage, particularly at large companies. (ref.1)So why would the Informal be so effective?

One reason this kind of network works so well is big-company employees say informal networks give them someone (Other than management or supervisor) to turn to when they need to get something done, and they do so because they respect the other person's knowledge and experience.

Workers also say they get frustrated when management doesn't incorporate the informal network into their planning and decision making. (ref.1)

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What can we do?First, those workers who believe management is aware of employees networks, and that other coworkers turn to them, are significantly more likely to say change comes more easily to organizations (and vice versa).They Should also conduct an Informal Network Analysis to- Identify the key actors- Identify the distribution of relationships among homogeneous groups of actors- Identify the distribution of relationships within homogeneous groups of actors

What can we do?First, those workers who believe management is aware of employees networks, and that other coworkers turn to them, are significantly more likely to say change comes more easily to organizations (and vice versa).

They Should also conduct an Informal Network Analysis to:- Identify the key actors- Identify the distribution of relationships among homogeneous groups of actors- Identify the distribution of relationships within homogeneous groups of actors

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Change Initiative and Organizational PerformanceChange Initiative is a series of actions taken to implement a transformation process.Organizational Performance comprises the actual output or results of an organization as measured against its intended outputs.Change Initiative for our purposes involves the leading of change and we must understand that the nature of project management is change.Change leadership refers to a set of principles, techniques, or activities applied to the human aspects of executing change to influence intrinsic acceptance while reducing resistance. (Ref.2)

Change Initiative is a series of actions taken to implement a transformation process.Organizational Performance comprises the actual output or results of an organization as measured against its intended outputs.Change Initiative for our purposes involves the leading of change and we must understand that the nature of project management is change.Change leadership refers to a set of principles, techniques, or activities applied to the human aspects of executing change to influence intrinsic acceptance while reducing resistance. (Ref.2)

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Change Initiative ContinuedIn this case we could use what is called the ADKAR model. Below is a model representation.

Awareness of the business reasons for change. The goal of early communications related to an organizational change.Desire to engage and participate in the change. The goal of sponsorship and resistance management.Knowledge about how to change. The goal of training and coachingAbility to realize or implement the change at the required performance level. The goal of additional coaching, practice and timeReinforcement to ensure change sticks. The goal of adoption measurement, corrective action and recognition of successful change

In this case we could use what is called the ADKAR model. Below is a model representation.

Awareness of the business reasons for change. The goal of early communications related to an organizational change.Desire to engage and participate in the change. The goal of sponsorship and resistance management.Knowledge about how to change. The goal of training and coachingAbility to realize or implement the change at the required performance level. The goal of additional coaching, practice and timeReinforcement to ensure change sticks. The goal of adoption measurement, corrective action and recognition of successful change

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Preparing for Major Changes and AdaptingSo how do we plan for change?A formal plan for changes must have the following criteria- Consistent application from department to departmentSpecific communication objectives and methods Project management techniquesDiscussion regarding expected outcomes and consequences to areas of the formal and informal organizationRemember communicate. Henry Hornstein writes Whether or not a project is successful has much to do with whether or not employees adopt the inevitable changes that are advocated. And such adoption is a function of how much resistance users may have to the changes in their work.

So how do we plan for change?

A formal plan for changes must have the following criteria- -Consistent application from department to department-Specific communication objectives and methods -Project management techniques-Discussion regarding expected outcomes and consequences to areas of the formal and informal organization-Most important is communication.

Henry Hornstein writes Whether or not a project is successful has much to do with whether or not employees adopt the inevitable changes that are advocated. And such adoption is a function of how much resistance users may have to the changes in their work.

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The Ability to Lead the ChangeIf a person does not understand the need for the change then they will only focus on what they can lose. Keep in mind the six stages of concern- First, people want information. CommunicateNext, things get personal. What will happen to me?Once the change process is in motion, implementation concerns arise: Questions such as what do I need to do? Impact concerns: Is this making a difference? Collaboration. Once employees have seen the benefits of change they will want to share.Finally refinement- making continual improvements.

If a person does not understand the need for the change then they will only focus on what they can lose.

Keep in mind the six stages of concern- First, people want information. CommunicateNext, things get personal. What will happen to me?Once the change process is in motion, implementation concerns arise: Questions such as what do I need to do? Impact concerns: Is this making a difference? Collaboration. Once employees have seen the benefits of change they will want to share.Finally refinement- making continual improvements. 7

Tools of the TradeFinally the tools for success. Such as the Balanced Scorecard and Performance Dashboard.The Balanced Scorecard expands the traditional financial measures into three other dimensions to capture a balanced approach to measure performance in an organization. These additional dimensions are: Customer Focus, Competence/Employee Learning and Growth, and Operational Efficiency. (Ref.4)Performance dashboards help leaders manage performance. Dashboards can focus management on strategic issues, and catalyze strategic action. Click to see some examples of the Dashboard and scorecard.

Finally the tools for success. Such as the Balanced Scorecard and Performance Dashboard.The Balanced Scorecard expands the traditional financial measures into three other dimensions to capture a balanced approach to measure performance in an organization. These additional dimensions are: Customer Focus, Competence/Employee Learning and Growth, and Operational Efficiency. (Ref.4)Performance dashboards help leaders manage performance. Dashboards can focus management on strategic issues, and catalyze strategic action. Click to see some examples of the Dashboard and scorecard.8

In Closing

I close today with a quote by John F. Kennedy

Change is the law of life. And those who look only to the past or present are certain to miss the future

Thank you for your time and good day.

I close today with a quote by John F. Kennedy

Change is the law of life. And those who look only to the past or present are certain to miss the future

Thank you for your time and good day

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ReferencesAlberto F. de Toni, Fabio Nonino, The key roles in the informal organization: a network analysis perspective, The Learning Organization 17.1 (2010)Ref.1- Kathy Williams, Employees Turn to "Informal Organization, Strategic Finance 89.3 (Sep 2007)Employee perceptions of organizational change: impact of hierarchical levelLiz Jones, Bernadette Watson, Elizabeth Hobman, Gallois Prashant Bordia, et al. Leadership & Organization Development Journal, 29.4 (2008).Ref.2- Barber Griffith-Cooper, Karyl King, The Partnership between Project Management and Organizational Change: Integrating Change Management with Change Leadership. Performance Improvement, (Jan 2007).Ref.3- Eleanor D Glor, Assessing organizational capacity to adapt. Emergence : Complexity and Organization 9.3 (2007).William J. Rothwell, Jacqueline M. Stavros, Roland L. Sullivan, Practicing Organization Development, PUBLISHER PfeifferRef.4- Andra Gumbus, Introducing the Balanced Scorecaed: Creating Metrics to Measure Performance, Journal of Management Education 29.4 (Aug 2005)Michael K Allio, Strategic dashboards: designing and deploying them to improve implementation, Strategy & Leadership 40.5 (2012)