GROWTH PROCESSES OF CHANGE

Business Credibility
Results

R3
DELAY
Networking
Personal
and Diffusion
Results R1 Enthusiasm
& Willingness
New Business to Commit
Practices
People R2
Involves

DELAY

Learning
Capabilities Investment
in Change
DELAY Initiatives
Source: Peter Senge, “Dance of Change”
THE BASIC PREMISES

• ACTIONS ARE PRODUCED BY INDIVIDUALS

USING THEIR MIND/BRAIN.

• THE WAY THE MIND/BRAIN PRODUCES ACTIONS

IS TO USE DESIGNS OR PATTERNS THAT ARE
STORED IN, AND RETRIEVABLE FROM, THE
HUMAN MIND/BRAIN.

• ALL DESIGNS ARE CASUAL.

• ALL DESIGNS THAT ARE ACTIONABLE ALSO BE

TESTABLE IN THE EVERYDAY WORLD UNDER
REAL TIME CONDITIONS, OR ELSE WE CAN
NEVER ASSESS OUR EFFECTIVENESS.
THE LADDER OF INFERENCE
I take ACTION
based on my beliefs
I adopt BELIEFS
about the world
I draw CONCLUSIONS
THE REFLEXIVE
I make ASSUMPTIONS
LOOP
TIME

based on the meaning

I added (Our beliefs affect
what data we select
I add MEANING next time)
(Perception based on
cultural and personal)
I select DATA from
what I observe
Observable DATA
and EXPERIENCES Source: Chris Argyris, “Action Science”
(as vcr might capture it)
 MODEL FOR LEADING CHANGE
OWNING ALIGNING

TIME X ENERGY/ X FOCUS/ SETTING MODELLING COMMUNI

PASSION AGENDA EXPECTATION CATING

ENGAGING REWARDING

PROCESSES MASTERY
ATTENTION CHANGE ROLE

PERSONAL MASTERY
CAPACITY NOT ONLY TO PRODUCE RESULTS, BUT ALSO TO
“MASTER” THE PRINCIPLES UNDERLYING THE WAY YOU
PRODUCE RESULTS SET
DIRECTION
DEMONSTRATE
PERSONAL
CHARACTER
MOBILIZE ENGENDER
INDIVIDUAL ORGANIZATIONAL
COMMITMENT CAPABILITY
CREATING A SHARED NEED
THREAT OPPORTUNITY
THE STRATEGIC CHALLENGE
SHORT • WHAT DOES YOUR BUSINESS
TERM COMPETITIVE ENVIRONMENT
LOOK LIKE
• IN THE LAST 3 YEARS, WHAT
LONG HAVE YOUR COMPETITOR
TERM DONE
• IN THE SAME PERIOD, WHAT
HAVE YOU DONE TO THEM
• HOW MIGHT THEY ATTACT
THREAT vs OPPORTUNITY MATRIX YOU IN THE FUTURE
• WHAT ARE YOUR PLANS TO
LEAPROG THEM
APPROACHES ACTIONS

DATA/DIAGNOSIS THE OPERATIONAL CHALLENGE

• INTERNAL AND EXTERNAL
DEMONSTRATE • HOW DO YOU DO THIS WORK
• HOW DO YOU KNOW YOU ARE
• WALK THE TALK
DOING THIS WORK CORRECTLY
DEMAND • HOW DO YOU KNOW THAT THE
• LEADERSHIP & HIGH OUTCOME IS MEET SPECIFICATION
STANDARD
• WHAT DO YOU DO IF YOU HAVE A
PROBLEM
THREE D’s MATRIX
HOW DO YOU THINK - COGNITIVE PREFERENCE
BRAIN DOMINANCE
FACT FUTURE
LEAD
ANALYZER VISUALIZER
• LOGICAL • HOLICTIC
• ANALYTICAL • INTUITIVE
THINKING STYLE PREFERENCE • FACT BASED • VISUAL
• QUANTITATIVE • SYNTHESIZING
IMPACT
• ORGANIZED • SENSORY
• SEQUENTIAL • EMOTIONAL
• WHAT WE PAY ATTENTION TO • PLANNED • EXPRESSIVE
• DETAILED • MUSICAL
• WHAT TURNS US ON
ORGANIZER PERSONALIZER
INFLUENCES FORM FEELING

• HOW WE COMMUNICATE THE WHOLE BRAIN MODEL

• HOW WE DO BUSINESS
• HOW WE INTERACT WITH THE WORLD
• WHAT WE ARE SUCCESSFUL AT
BUILDING TRUST

KEY LEVER POINT TRUST IMPERATIVES

LEADERSHIP
PRACTICES CONCERN

RESULT
ORGANIZATIONAL
ARCHITECTURE
TRUST

ORGANIZATIONAL INTEGRITY
CULTURE

TRUST
EASY TRUST THRESHOLD DIFFICULT

DISTRUST
SHAPING A VISION
MAKING A VISION ACTIONABLE

VISION
ELEVATOR SPEECH
MINDSET
• IMAGINE A CHANCE MEETING
OF A TEAM MEMBER AND A
KEY STAKEHOLDER IN AN BEHA-
EMPTY ELEVATOR WITH 90 VIOR
SECOND TO RIDE.
• DESCRIBE THE NEED FOR
CHANGE AND THE VISION OF
THE NEW STATE, AS ONE
MIGHT RESPOND TO THE
QUESTION, “WHY ARE WE
DOING THIS PROJECT?” VISION : --------------------
• TEAM MEMBERS PRACTICE
THIS “SPEECH” SO THEY CAN BEHAVIOR
CONVEY A UNIFORM MESSAGE
TO OTHERS.
MORE OFF LESS OFF
•
•
SHAPING A VISION
LEADER CREATES MANAGER CREATES

VISION STRATEGIES PLANS BUDGET

CHARACTERISTICS CREATING
• FIRST DRAFT
• IMAGINABLE • ROLE OF THE
• DESIREABLE MISSION GUIDING OALITION
• IMPORTANCE OF
• FEASIBLE TEAM WORK
• ROLE OF THE HEAD
• FOCUSED & THE HEART
• FLEXIBLE • MESSINESS OF THE
PROCESS
• COMMUNICABLE VISION • TIME FRAME
AN IMAGE OF OUR DESIRED FUTURE • END PRODUCT
GOAL

VALUES
KEY ELEMENT TO COMMUNICATE VISION: SIMPLICITY; METAPHOR,ANALOGY AND
EXAMPLE; MULTIPLE FORUMS; REPETITION; WALK THE TALK; GIVE AND TAKE
 MOBILIZING COMMITMENT
KEY CONSTITUENTS MAP ATTITUDE CHARTING

% OF POPULATION
HR FIN
EARLY
MFG ADAPTOR
LATE
INNO
VATOR ADAPTOR RESISTOR

SOURCE OF CAUSE OF ++ + + ++
RESISTANCE RESISTANCE EXAMPLE
NAME
AGAINST AGAINST N SUPPORT SUPPORT
• TECHNICAL
• POLITICAL
• CULTURAL

NAME OF ISSUES/ INFLUENCE

STAKEHOLDER CONCERN STRATEGY
 HUMAN RESOURCE CYCLE
REWARD

PERFORMANCE
SELECTION APPRAISAL

DEVELOPMENT

ASTD HPI MODEL

EVALUATION
PERFORMANCE CAUSE IMPLEMEN- CHANGE
INTERVENTION AND
ANALYSIS ANALYSIS TATION MANAGEMENT
MEASUREMENT
 A PERFORMANCE TECHNOLOGY MODEL
PERFORMANCE ANALYSIS CAUSE ANALYSIS INTERVENTION SELECTION

MISSION, DESIRED
STAKEHOLDER
STRATEGY AND PERFORMANCE
REQUIREMENTS
GOALS STATE

THE ENVIRONMENT

CONDITIONS
HRD
GAP
PERSONAL STATE OD
PERSONAL DESIRE HRM
PERSONAL E/E
COMPETENCIES

WORK, ORGANIZATION ACTUAL

AND COMPETITIVE PERFORMANCE
ENVIRONMENT STATE

EVALUATION
CHANGE
OF IMPLEMENTATION
MANAGEMENT
RESULT
MAKING CHANGE LAST
FORCE FIELD ANALYSIS CAP PROFILE
(CURRENT-STATE AUDIT)
ENABLER RESTRAINER 100

50

0
CHANGE PROCESSES

STAFFING ORG.
DESIGN

MEASUREMENT
& REWARD

DEVELOP COMMU-
MENT NICATION
 MAKING CHANGE LAST
BOSSES DISCOURAGE FORMAL STRUCTURES
ACTIONS AIMED AT MAKE IT DIFFICULT TO
IMPELEMENTING ACT
CHANGE INITIATIVES

EMPLOYEE UNDERSTAND
THE CHANGE INITIATIVES
AND WANT TO MAKE IT
HAPPEN, BUT ARE BOXED IN.

PERSONNEL AND A LACK OF NEEDED

INFORMATION SKILLS UNDERMINES
SYSTEM MAKE IT ACTION
DIFFICULT TO ACT
 CHANGING SYSTEM & STRUCTURE

VISION
ENGINEER/
MINDSET MANAGER LEADER
EMPLOYEE

BEHA- • MAKE TO • EFFICIENCY • DESTINY

VIOR MEET SPEC. • EFFECTIVENESS • DIRECTION
• DESCOVERY

BRING RESULT
STAFFING ORG.
DESIGN EFFECTIVE LEADER
MEASUREMENT
& REWARD

DEVELOP COMMU-
MENT NICATION
DEMONSTRATE BEHAVIOR
THEORY “E”AND THEORY “O” IN
MANAGING CHANGE
Change
Dimension Theory “E” Theory “O” Combined
Maximize Develop Explicitly embrace the
GOAL
shareholder organizational paradox between “E”
value capabilities and “O”
LEADERSHIP Manage change Encourage Set direction from the
from the top participation top and engange the
down from the bottom people below
FOCUS Emphasize Build up Focus simultaneously
structure and corporate on the hard and the
system culture soft
PROCESS Plan and Experiment and Plan for spontaneity
establish involve
program
REWARD Motivate Motivate Use incentives to
SYSTEM through through reinforce change but
Financial commitment- not to drive it
incentives Use pay as fair
exchange