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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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Question #9: How can we create a critical mass in support of the change? There
are always some early adopters, but large groups—the silent majority—take a wait-and-see attitude about EWC. And often a few people are strong resisters. Failure in change can occur when leadership focuses on the small group of resisters, rather than trying to work with early adopters and the silent majority to create a critical mass in positive support of the change. Change leaders can go a long way by involving people early in the process and showing them exactly what's in it for them (WIIFM). The people who have recently been brought on board can become informal leaders of the critical mass and eventually assist the resisters in adapting to the change. Then the change becomes one that cannot be stopped.
All Change Is a Loss Experience
Perceived loss creates a feeling of depression for people. They lose preferred modes of attaining and giving affection and handling aggression. Dependency needs familiar routines that have evolved and are usually taken for granted.
Loss is a difficult experience to handle, particularly if the loss is psychologically important. All loss must be mourned and one's feelings must be expressed if a restitution process is to operate effectively.
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Enterprise-Wide Change
Most organization change flounders because the experience of loss is not taken into account. To undertake successful organizational change, leaders must anticipate and provide the means of working through that loss (adapted from Levinson, 1976).
The basic truth of management—if not of life—is that nearly everything looks like a failure in the middle . . . persistent, consistent execution is unglamorous, time-consuming, and boring. Overvaluing strategy (by which many companies mean Big Ideas and Big Decisions) and undervaluing execution lead not only to implementation shortfalls but also to misinterpreting the reasons for success or failure.
Rosabeth Moss-Kanter
Enterprise-Wide Change and the Rollercoaster of Change
When viewing the Rollercoaster of Change, keep in mind that Enterprise-Wide Change is unique, complex, and a confusing Rubik's Cube of activities, many with unintended consequences. As a result there are five different pathways the change can take, shown in Figure 8.3 and Table 8.1.
Figure 8.3. Five Possible Pathways of the Rollercoaster
Wave After Wave of Changes
Table 8.1. The Five Possible Pathways
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Pathway Possible Cause Possible Result
Pathway 1 Incompetence; no execution Going out of business
Pathway 2 Technical compliance; poor execution Dogged pursuit of mediocrity
Pathway 3 Basic management; “normal,” fragmented execution Present and accounted for
Pathway 4 Leadership; serious efforts in execution A visible serious effort
Pathway 5 Visionary leadership; well planned and executed Developing an art form
Which pathway is your enterprise pursuing or likely to pursue? Be honest.
Throughout the complexities and the chaos of the Rollercoaster, people, teams, and organizations must continually
• Reinforce and articulate the new vision and positioning and why change is important
• Provide rewards, reinforcement, and recognition for others as they proceed through the Rollercoaster toward the new positioning
Only in the final stage of the Rollercoaster (rebuilding) can people be empowered to work effectively in their jobs and teams. That is because the rebuilding stage is the only stage of high performance in the entire Rollercoaster of Change—the only stage in which every person and subsystem has the ability and tools to reach full potential.
When viewed from the enterprise-wide perspective that the Change Leadership Team and Program Management Office must take, the Rollercoaster of Change has six stages as it traverses the multi-year effort required, as seen in Figure 8.4.
Figure 8.4. Six Stages of the Rollercoaster of Change
Enterprise-Wide Change
“Six Stages to Superior Results”
Vision
2. Shock/Denial
Integrated Change: Optional I
Loss Is a Given
3. Depression/ V Anger
I. Smart-Start
II. Strategic Thinking Foundation
IV. Simplicity of Execution
The Rollercoaster of Change: Business Excellence and Superior Results
1. Smart-Start Pre-Planning Get Ready/Educated
III. Clarity of Purpose
6. Rebuilding
2. Shock
Kickoff - Lead Change (Communicate Change)
3. Depression
Make Changes-Deal with Loss (Redesign/Reorganize Work)
Strategic Change Annual Review
6. Rebuilding Climb the Learning Curve 1 Begin Getting Results (Leedback/Lollow-Up/Culture Change)
“Hang In "-Persevere (Disciplined Thinking)
5. Hope/Readjustment
5. Readjustment Reestablish Direction/Begin Luture Planning 1 Locus on Strategic Initiatives/Systems (Integrated/Coordinated Change/Work)
4. Persevere
New Team Start-Up - Build Innovative Teams (Reorganize Work Responsibilities)
Wave After Wave of Changes
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In summary there are six more stages of the Rollercoaster journey through Phase D to reach your vision.
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