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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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• Each of these subsystems (and the people in them) goes through the predictable six stages of the Rollercoaster of Change at different depths and rates—thus requiring different actions. Three different levels are the broadbrush view of change: executives, managers, and workers.
• The Program Management Office should lead these activities on a day-to-day basis to keep Failure #1 (Multiple Conflicting Mental Maps) from rearing its ugly head.
• The Systems Thinking Approach can and should be bolstered by traditional OD interventions, but these must always be linked to the larger purpose— Enterprise-Wide Change.
When the drumbeat changes, the dance changes.
Hausa people
A large savings and loan on the East Coast was in danger of failing, having lost many millions over the past five years. As a result, a new CEO and a three-person turnaround team were hired.
There was no time for a full EWC process as wave after wave of change was required in short order. Thus, the CEO and turnaround team came up with a vision of solid profitability within one year. In addition, they used a Systems Thinking, enterprise-wide methodology that borrowed heavily from the beliefs presented in this chapter.
Enterprise-Wide Change
They created a large thirty-person Change Leadership Team of all the top and middle management. A Program Management Office, jointly staffed by an internal executive and an external systems consultant, facilitated it. All key subsystems (departments and lines of business) were represented.
This team met weekly and worked from a massive 100-item list of major changes recommended by the grassroots employees in a Parallel Involvement Process. In an innovative approach, the CEO declared this list to be an accurate representation of needed changes. Each week, five to ten of the items were assigned to members of the Change Leadership Team to investigate and come back the next week with a specific proposed key initiative to resolve the issue.
Of course, what was really happening was a fast evaluation of each executive's ability to think, problem solve, and get on board with the urgency of the turnaround and EWC. Many traditional OD interventions ensued. Change consultants were ready and in place to resource the EWC, and the PMO led the overall effort.
The result was over a $100M pre-tax profit in the first full year of the EWC. Many of the existing executives had to be replaced as they failed the evaluation. Employee morale went up, as they already knew of the poor executive performance that had led to the massive losses.
In successful Enterprise-Wide Change journeys such as the above, a need exists for lots of mini-change projects within the overall PMO concept. These are usually traditional, mainstream OD and change interventions. The good news about Systems Thinking is that it does not lend itself to false either-or questions like the following:
"Should we use a Systems Thinking Approach to Enterprise-Wide Change— or—use a more traditional change and OD intervention?" The answer, happily, is an unequivocal "Yes, both!"
In order to integrate these two basic approaches to EWC, we will show how the traditional, mainstream OD and change interventions fit within the cascade and
Wave After Wave of Changes
waves of change. The skill to use these interventions is essential to Enterprise-Wide Change. We have already discussed many of these in the Think Differently stories, as well as in the specific activities we have recommended throughout this book. We show this integration of EWC and traditional change interventions by using the Seven Natural Rings of Reality again, as it is a simple way to think about the cascade and different waves of change.

Seven Natural Rings of Reality: Classifying Mainstream OD Change Interventions
The Seven Natural Rings of Reality hold a key to holistic and long-lasting change, as the model provides a simple framework to understand the changes cascading through all the levels of an organization.
The seven rings also illustrate again why organization-wide change is so difficult to achieve. It requires not only changes at the three levels of individual, team, and organization, but also at each of the three intersections between the levels, as well as considering external and community factors.
Traditional mainstream OD interventions are extremely useful within an EWC journey that uses a Systems Thinking framework. So long as change consultants and executives keep in mind that relationships between the levels are just as important as the levels themselves, these interventions use proven and reliable tactics for achieving change at the various levels and subsystems needing changes. The Seven Natural Rings of Reality framework can help change consultants quickly select which interventions are appropriate based on the level(s) of desired change. In any application of the seven rings, keep in mind that the complexity and difficulty of execution increase as we move from the inner ring (individual) toward the outer ring (community/society). Table 8.2 maps the rings against various intervention goals.
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