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Enterprise wide change superiror results through systems thinking - William J.

William J. Enterprise wide change superiror results through systems thinking - Wiley publishing , 2005. - 353 p.
ISBN: 0-7879-7146-4
Download (direct link): enterprisewidechangesuperi2005.pdf
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As part of a contract to provide team development and coaching support for a large project at a successful architectural firm, a colleague used the ABCs model of the Systems Thinking Approach as the basis for the team development sessions. In addition, the consultant also wanted the executives to see the value of adopting Systems Thinking as a natural way for them to react to the pressure situations in the project.
During a session in which they were having a conversation about crises, a team member had an emergency that needed to be handled. Without think-
Simplicity of Execution: Working In the Enterprise
ing, the executive jumped up and headed for the phone on a side table in the meeting room and was ready to react to the crisis.
The executive was asked to stop and reflect on what was happening. After a moment she said, “I'm doing it again, aren't I?” The consultant asked what her desired outcome was. He also asked what the desired outcome was from the distraught employee who had interrupted the session. These questions helped the executive recognize that by responding immediately to the request for help, she was in fact reinforcing the very behavior she was hoping that her employee would change.
Cascade #5: Performance Management and Rewards (Both One-to-One and Self Rings)
Activity #7: Remember the Systems Thinking concept of finding the
leverage points in change? Complex systems are changed by small interventions. No book on EWC would be complete without mention of the leverage of rewards systems in two important ways.
• The obvious one is to tie all pay programs such as merit increases, bonuses, and incentives to the goals of EWC at all the different systems levels of results required, including individual performance, team/department or unit results, and the enterprise as a whole.
• The other powerful leverage point is frequent recognition programs. Be careful, however, of an employee-of-the-year program, which is another analytical approach that will yield negative, unintended side effects.
The most powerful reward is a personal handwritten thank-you card to someone you saw do something right to move the EWC ahead. The first President Bush was famous for this throughout his career. He continued it while he was President of the United States with the foreign leaders he met. And the result?
When the 1991 Persian Gulf War to retake Kuwait from Iraq required an invasion, he had allies from all the governments of the world.
Enterprise-Wide Change
Note: For further reading, we recommend Nelson (1994).
Questions to Ponder
• What other ways can you ensure simplicity wins the day in execution?
• What is your thirty-second elevator speech about the need for shared core strategies?
• What can your organization do to improve its vital need for innovation?
• What is your reaction to the sequence of activities presented here?
Work In the Enterprise
Cascade the EWC Journey throughout the organization:
Cascade #1: Shared Core EWC Strategies (Total-Organization Ring)
Cascade #2: Department Change Plans (Work-Teams Ring)
Cascade #3: Large-Group EWC Cross-Functional Reviews (Between-Departments Ring)
Cascade #4: EWC Execution Vehicles—Innovative Process and Project Teams (Between-Departments Ring)
Cascade #5: Performance Management and Rewards (Both One-to-One and Self Rings)
The parts must fit. Success is not the result of one action, but many actions, each bringing us closer to our goal.
Leadership for Life Academy
The Top Ten Fragmented Parts of an Enterprise
1. Fragmented Information Systems
2. Fragmented Training and Development Efforts
3. Fragmented Departments Goal Setting
4. Fragmented Unit Plans
Simplicity of Execution: Working In the Enterprise
5. Fragmented Measurements of Success
6. Fragmented Priorities and Mindsets
7. Fragmented Performance Appraisals
8. Fragmented Reward System
9. Fragmented Projects and Consultants
10. Fragmented Leadership Development Efforts
East Coast Federal Credit Union Enterprise-Wide Change: Part 4
Activity #1. After the board/management retreat in October, we met with management in November. Management confirmed their commitment and resolve to Take Charge of Change, their “rallying cry.” Detailed strategies and action plans were developed and individual accountability assigned. They were now clear about how to successfully complete their consensus list/action plan of ten key decisions (a major change list) to transform the Credit Union. Innovative Project Teams were formed to focus on each one. Preparation for the December board EWC meeting also ensued.
Activity #2. We assisted management in conducting a one-day large-group session with key employees, including developing a draft set of core values. Senior management finalized these afterward. The board subsequently approved the core values at the December board meeting. There was no opposition—an unexpected consensus.
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