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To be continued . . . M
Chapter Eight Recap
1. How does change occur? Level by level and unit by unit, creating serious
problems in getting the desired Enterprise-Wide Change throughout the
2. The four main activities that ride these waves successfully are
• Activity #1: Regular meetings of the Enterprise-Wide Change Leadership Team
• Activity #2: Tracking and regular reporting of results and key success measures, core strategies, and key initiatives
• Activity #3: Overseeing and implementing the EWC process by a full-time Program Management Office
• Activity 4: Conducting an EWC impact exercise on each of the key initiatives that support the shared core strategies (the content of the desired change)
3. The successful way to guide an EWC in a positive direction includes these
• Emergent strategies and initiatives will come up on a regular basis.
• The Change Leadership Team will have to constantly review and update its EWC Game Plan as it cascades across the organization.
• The Change Leadership Team and PMO must work with those responsible for each subsystem every step of the way.
• 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.
• The PMO should lead these activities on a day-to-day basis.
• The Systems Thinking Approach can and should be bolstered by traditional OD interventions, but these must always be linked to the larger clarity of purposes.
Wave After Wave of Changes
4. Changing the culture as part of an Enterprise-Wide Change is extremely difficult due to the diverse nature of different subcultures in any complex enterprise.
5. Enterprise-Wide Change is a constant rediscovery, reexamination, and recreation process with unforeseen actions required to deal with the waves and waves of change.
6. Two major issues are always present in Enterprise-Wide Change:
• The alignment of the delivery processes to satisfy the customer (economic alignment)
• The attunement with people's hearts and minds in support of the customer (cultural attunement)
7. The number-one absolute for successful strategic change is a well-functioning Change Leadership Team and a Project Management Office.
8. All traditional change and OD interventions are still important as parts of an overall Enterprise-Wide Change process, rather than silo projects by themselves.
9. Use the Seven Natural Rings of Reality to choose which change and OD interventions are appropriate for what purposes/desired outcomes, and remember that individual and team levels of change are crucial.
10. The Rollercoaster of Change is natural and normal—and a vital process and framework you need to know about changing living systems.
11. The Rollercoaster can be applied to all learning and change applications, such as coaching, group dynamics, and Situational Leadership.
12. Forming, storming, norming, and performing are group dynamics terms for the core stages of the Rollercoaster.
13. What? So what? Now what? are the three key questions of the Rollercoaster in the adult learning cycle terms. Adults learn best by doing.
14. Anger and depression are natural and normal in any change process. Don't deny them. Listen, empathize, and then explain why the change is necessary (in that order).
15. The only alternative to persistence is failure. Hanging in is the key to successful complex and chaotic change.
16. WIIFM (What's in it for me?) is key in change. Ask it often.
17. The six stages of the Rollercoaster of Change that everyone goes through— and that must be planned for—include
• Smart Start: Educate, Assess, Organize, Tailor (including Systems Thinking)
• Shock: Communication and Kick-off of the Enterprise-Wide Change effort
• Depression/Anger: Changes start happening and resistance is normal
• Hang In/Persevere: Take on new responsibilities/form new teams, don't give up
• Hope/Readjustment: Climb the learning curve (planning)
• Rebuilding: The place of high performance and results
The law of nature is change (chaos), while the dream of man is order.
Sustain Business Excellence
To Achieve Superior Results Year After Year
• To learn how to sustain superior results of Enterprise-Wide Change on a multi-year basis through the mid-course EWC reviews at least annually
• To ensure you build a capacity for Enterprise-Wide Change into your organization so you can build and sustain your efforts phase after phase, stage after stage, and year after year (Figure 9.1)
Enterprise-Wide Change Goal #3: Build and Sustain Business Excellence
Figure 9.1. The Continuous Improvement Helix
Start Year 1 Year 2 Year 3 Year 4
Sustain Business Excellence
Effective Enterprise-Wide Change takes two or more years, even with concentrated and continual efforts.