Change Management & Knowledge 12 April 2011 Neil White Thales UK - Probasis Transverse Project Lead

Transcription

1 Change Management & Knowledge 12 April 2011 Neil White Thales UK - Probasis Transverse Project Lead

2 2 / Topics Covered The importance of Change Management Knowledge in the organisation How Change Management Knowledge can advantage an organisation The scope and nature of Change Management at work in the organisation How to get effective Change Management into your Organisation

3 3 / Change Management & Knowledge Fact. Today, more than ever the ability to adapt (change) is becoming more important than the changes themselves: Globalisation Economy Global resources Environmental Innovation and others.. If we can t, somebody else will

4 4 / Change Management & Knowledge The only constant is change itself after this change there will be another needed sooner and implemented quicker than the last one The ability to change now arguably more important than change itself.

5 5 / Change Management & Knowledge Crucial to effective Change Management is knowledge, both the knowledge and the skills of those practicing change management and the specific knowledge related to a change and its context. Knowledge, once considered essential to advantage an organisation; but now apparently essential for its survival. MSc Change Management - Thesis Statement, Neil White 2010

6 6 / Change Management & Knowledge Why is change necessary? Why do people resist change? What makes an effective change leader/manager/agent? Why is context so important to change? How can we make change sustainable? How important is culture to change? Can organisations change? Can people change? Is that change model appropriate for my organisation? How much change is too much change? Will the organisation benefit from this change? Is the organisation capable of making this change? How can I tell whether this change will succeed?

7 7 / Change Management & Knowledge Effort Change Management Knowledge Goal

8 8 / Change Management & Knowledge Vision Adaptability Change Leadership Teams Sponsorship Methodologies Differentiation Inertia Behaviour Measurement Discontinuous Change Competition Innovation Process Lifecycle Culture Learning Reflection Knowledge Politics Legitimacy Economics Strategy Sustainability Agility Perception Technology Continuous Change The Organisation Individuals Benefits People Dynamism Context Resistance Improvement Survivability Systems The environment Markets Change Management Capability

9 9 / Need for adaptability Best Case Ideal! Actual Reality! Change management helps provide answers to questions such as: t Environment Opportunities Business Business Business Methods & Economy Procedures Objec2ves Objec2ves Objec2ves Customers Markets Do Assumes There Where we need is a always need to that the for make a change changes? lag capabilities between has been the identified. How much will of context the organisation that assumes are that we changes and the capabilities cost us? optimised have To do an nothing agreed and meet costs and the Do Legitimacy prevailing To we so qualified have something business the and skills communicated and needs (anything) knowledge? costs view of what our business People All of this cost Attracting is off the Can aims bottom changes and line goals Resource be made are before more changes are needed? Δ CONTEXT Δ CONTEXT Δ Δ Improvement Improvement Regulation Objec2ves Ecology Objec2ves Technology Process Business Your Organisation Strategy Tools & Technology Business Objec2ves Globalisation Politics Improvement Cost? Objec2ves Time? An organism (organisation) in a fight for its survival Improvement An organism in a fight for its survival Planning Δ CONTEXT Δ and.we know what our current An SEI capabilities CMMI based are Removing improvement programme Waste can accommodate all aspects of this scenario

10 10 / The importance of context Nikolai Kondratiev ( ), Russian economist The K cycle approach posits a regular long cycle. It tends, therefore, to ignore the deliberate process of market manipulation which characterizes the current financial crisis Michel Chossudovsky, Global Research, November 27,

11 11 / The importance of context Increasing Number of actors Poor investment Not viable for new companies Differentiation through agility, innovation and adaptability Survival of the fittest Potential for large returns Innovation Competitiveness Differentiation through quality and cost i.e. TQM & CMMI? Innovation Steady State finite room Time untried - radical change

12 12 / Discontinuous V Continuous Change drivers t

13 13 / The power of Change Models Kurt Lewin s change model: Unfreeze Change Refreeze Lewin, K (1952) Field Theory in Social Science

14 14 / Understanding the organisation Management must gain and maintain an understanding of the forces at work in their organisation the forces for change the forces opposing change This understanding achieved collaboratively with the work force can provide a general accepted mandate for change

15 15 / Understanding the organisation Suggested reasons for change Competition Profitability Control of destiny Reward Globalisation Growth Jobs Career Development Innovation Quality of life Security Incentives Market Position Working Environment Passion Personal Development Interest Working Conditions Faith in Leadership Ambition Diversity Opportunity And essentially, there will be others specific to your organisation

16 16 / Understanding the organisation suggested reasons for opposing change Change Strategy Conflict Training Remuneration Cynicism Budget Change Fatigue Ignorance Principle Support Redundancy Hero Instability Subversion Insecurity Concurrent changes Negativity Cooperation Fear Personal loss Working conditions Contentment Leadership Culture Imperative Company Ethos Uncertainty Faith in solution Unions Differing Agendas And essentially, there will be others specific to your organisation

17 17 / Understanding the organisation There are various tried and tested methods for learning and assigning value to both sets of characteristics the forces for change the forces opposing change But given this knowledge - what happens next?

18 18 / Understanding the organisation Given this qualified understanding of the forces working in the organisation, management is armed with the knowledge it needs to enable change The forces for change The forces opposes change They told you what they thought the forces impacting change were it is now up to management to alter the balance in favour of change!

19 19 / Understanding the organisation French, W and Bell, C (1984) Organizational Development: Behavioral Science Interventions for Organization Improvement,

20 20 / Understanding the organisation Johnson s Culture Web Johnson, G (1992) Managing Strategic Change Strategy, Culture and Action, Long Range Planning

21 21 / Understanding the organisation Current Culture Required Culture Johnson, G (1992) Managing Strategic Change Strategy, Culture and Action, Long Range Planning

22 22 / Understanding the organisation Hiring and socialising of members who fit in with culture Culture Removal of members who deviate from the culture Cultural communications Behaviour Change Justifications of Behaviour

23 23 / Understanding the people factor Representation of Maslow s Hierarchy Maslow, A H (1954) Motivation and Personality

24 24 / Understanding the people factor Change & Adjustment Elizebeth Kubler Ross: 1969 On Death and Dying

25 25 / Understanding the people factor The Change Curve Adams, Hayes & Hopson (1976)

26 26 / People and change in the organisation Out of 15 researched change models 13 had the following two impacts Satir et al (1991) Elrod, P and Tippett, D (June 2001) The death valley of change, Journal of Organizational Change Management

27 27 / Understanding Learning Anxiety Positive Organisations should encourage passage through the upper cycle Negative Vince, R., Martin, L (1993). Inside Action Learning: An Exploration of the Psychology & Politics of the Action Learning Model. Management Learning

28 28 / Role that learning plays SURFACE Replication Reproduction of fact Learning DEEP Holist, Fundamentalist, Integrated, Connected

29 29 / Types of learning

30 30 / Reflective Practices Reflection needs to be captured regularly. Without it you lose something! Changes, good or bad, age as soon as they have occurred. The earlier that reflection is undertaken the more information there will be to analyse and draw our conclusion from. Keep, J and Ash, K (2001) Change Agency Practice the Future

31 31 / Reflective Practices Concrete Experience Active Experimentation Reflective Observation Abstract Conceptualisation Kolb s Experiential Learning Cycle Kolb, D (1984) Experiential Learning

32 32 / Reflective Practice: Single and double loop learning governing variable action strategy consequences Double-loop learning Single-loop learning Argyris, C (September-October 1977a) Double loop learning in organizations, Harvard Business Review

33 33 / Reflective Practice: Defining a changes natural lifecycle Lewin, K (1952) Field Theory in Social Science, London, Tavistock Publications Ltd

34 34 / Reflective Practice: Synthesising Theory and Experience Paton and McCalman(2008) Change Management, A Guide to Effective Implementation

35 35 / Reflective Practice: Synthesising Theory and Experience Paton and McCalman(2008) Change Management, A Guide to Effective Implementation

36 36 / Reflective Practice: Synthesising Theory and Experience Paton and McCalman(2008) Change Management, A Guide to Effective Implementation

37 37 / Benefits Realisation Management Enablers Obstacles Changes Benefits Aims Obstacles What attitude, training, culture, knowledge etc changes are required Enablers What tools, facilities (IM, DM etc) policy changes are required Changes What changes are required to achieve the enablers and mitigate the obstacles Benefits What are the tangible benefits Aims What are the objectives of the project?

38 Change Management & Knowledge 12 April 2011 QUESTIONS? Neil White Thales UK - Probasis Transverse Project Lead