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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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Stage 1: Smart Start. This is the pre-planning stage we covered earlier (educate— assess—organize—and tailor).
Stage 2: Shock and Denial. This is the overt, formal rollout of the Enterprise-Wide Change. Here the change is announced and communicated to employees. Communications must adhere to the principles of clarity and simplicity, and the message must be repeated at least three times, preferably more. This is where resistance begins to be visible.
Stage 3: Anger and Depression. This is the predictable stage in which depression, anger, and a sense of loss occur. It cannot be avoided. This is where the actual changes start having an impact. Redesign and reorganizing, changing of jobs, changing the reward system, and other physical manifestations of the change start happening. Major change consultant work and facilitation are needed here. This is not a stage to be feared, but to be celebrated, because it means the change is actually happening. The denial from Stage 2 is over.
Stage 4: Hang In and Persevere. New team start-up and the reorganization of the work responsibilities begin. This is where new relationships with new supervisors, peers, and subordinates need to be established, and this is where many changes fail. Often executives pretend that these new groups are actually (poof!) effective teams ready to do good work. Alas, no. In the Rollercoaster of Change, things always get worse before they get better. Major change consultant work and facilitation are also needed here, and one huge caveat for the entire Change Leadership Team is to make sure that adequate staff and resources are on hand. Otherwise, failure is almost inevitable.
This is usually a good time for Change Leadership Team/PMO meetings for mid-course corrections as different milestones are met. Regular checkups, feedback, and adjustments on the EWC journey are essential for success.
Stage 5: Hope and Readjustment. Now the readjustment begins. The learning curve must be climbed. The choice of which of the five pathways will be taken depends on the seriousness of the leadership team at this stage. An initial, serious focus on re-establishing the goals and future direction of the new teams and units
Enterprise-Wide Change
is crucial. Smart Start and planned change efforts should be the norm here. Repeated and frequent clarification of goals and roles is paramount.
Stage 6: Rebuilding and Results. In the rebuilding stage, a completely refocused new business begins to emerge. It is only here that effective teamwork, high performance, and business excellence can begin. The question is not whether to rebuild, but at which of the five levels of excellence will the enterprise rebuild? Will superior results occur?
In 2003, Gateway Computers of San Diego, California, decided to conduct a major refocusing of its business away from its money-losing computer manufacturing business. The company decided to move into consumer electronics as if this was a new market with few competitors. Wall Street analysts have serious questions about whether Gateway's Enterprise-Wide Change has any chance of success. A merger has since ensued.
At a minimum, a new focus such as this will cause a major Rollercoaster of Change: Things will get worse before they get better.
Gateway's lack of positioning in the marketplace is a reality. They are newcomers to a highly competitive market with major competitors.
Making the new products for the first time at a high level of quality is not assured. The company has become non-competitive in computers, and a quick switch like this might be the Quick Fix that fails.
Questions to Ponder
• Are you clear on the details of how the Rollercoaster operates?
• Can you apply the Rollercoaster to a change you are experiencing in your personal life?
• Is there any change you can think of where this Rollercoaster would not apply?
Wave After Wave of Changes
y /
The Cascade of Change: Wave After Wave
Life's a dance. You learn as you go.
Country and Western refrain, sung by John Michael Montgomery,
written by Allen Shamblin/Steve Seskin
Successful EWC is made much more difficult due to the resistance inherent in the Rollercoaster of Change. It requires a great deal of flexibility and dancing to the music as it unfolds. This includes some type of cultural change. The good news is that employees want to be happy, engaged, and satisfied with the culture and environment. If they are not, customers see and feel the difference.
Although organizational change is a common term in the OD field and one we have used in this book, it is, technically, a misnomer. Organizations are high-level living systems and change only when their subsystems (people, units, departments, and groups) change their behaviors. As we discussed when we explored the Rollercoaster of Change, people change at different rates and depths due to a variety of internal and external factors. When a significant number of people within an enterprise change their behaviors in the same direction, organizational change is the result. This does not just happen by osmosis.
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