Organizational Change

1
Organizational ChangeChange Management

• Session 1
• Course Introduction
• JANUARY 7,2009

2
Agenda

• 415 Introduction to Organizational Change
• 430 Course Outline Introduction
• No BreakFinish at 600???
• 530 Nature Of The Change ProcessSkills and
  Abilities of the Change Agent

3
Weekly Agenda

• 400IntroductionThis Weeks Agendaetc
• 415What resonated this weekLessons
  LearnedDiscussion on articles from Globe , Post,
  Business Week, WSJetc
• 415This Weeks Chapter Content Review
• 515Case Study Discussion
• 630Article Review PresentationStarting Week
  Three
• 645Next Weeks Program

4
MOB RESEARCH PARTICIPATION SYSTEM

• A maximum of 3 research credits are allowed per
  course(3 of Course grade) for BU 288 BU 354
• Students can earn up to 3 per course in bonus
  points , which they can assign to any course
  linked to the system. If a student earns 3 on
  points and decides to assign the points to BU
  288 , the students grade would be increased by 3
  ...
• Log on to http//sbe.sona-systems.com/ and
  follow directions

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The World Is Changing Faster Faster

• Nothing endures but change(Barrack
  Obama)

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CHANGE VIDEO INTRO
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• The one constant in today's business
  environment is change(Paul Sanchez)

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Organization Change Course Objectives

• Improve Refine skills in recognizing change
  opportunities
• Develop understanding and skills with change
  management processes, including
• Developing the need for change
• Vision Creation
• Analysis and influencing of stakeholders
• Managing the transition
• A Sense Of Urgency
• Develop change management competencies by having
  you develop and execute plans to achieve
  meaningful, useful organizational change

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Course Description

• Understanding Planned Organization change
• The focus is on HowWhatWhy Change
• Process (es) to change Organizations

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My Objectives

• Make it easy for you to learnwith great results
• Learning is in the journeyno right or wrongIts
  the learning
• Enjoy the courseGet real value from the program
• Have FunLearn something about business change
• Change is the foundation of a successful
  Business
• Positive Grading Results
• Ongoing Feedback

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Instructor Partner

• Ted McKechnie
• A Practitioner vs. Academic
• User Friendly Learning ProcessDiscussion
  Feedback
• Point Of View From USFacts from Texts

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Operating Course Parameters

• Challenge anythingBUTidentify an alternative
  Point Of View
• ArticlesOne Prepared Article for Presentation
• A Written Change Project
• Mid Term ExamTake Home
• Case StudiesInformal analysis
• Tool KitsFor your thinking process as you review
  Text

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Your Backgrounds

• Why BU 468
• What do you want to get out of this course??...

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My Background

• The Davies GroupPresident/CEOValue Added
  Service Group vs. Consultant
• Focus on SMBEStart UpsTurnaroundsService
  AdvantageMarketing To BoomersBrandingOrganizati
  onal Change Alignment
• PepsiCoFrito LayKraft General FoodsOnward
  MfgingSavola foodsSabritasGreyhound
  TransportationBoston PizzaMaple Lodge
  Farmsetc
• Mentor Start Up Businesses
• CBET-SCHLEGEL Entrepreneurs Edge ProgramLaunch
  Pad Competition

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My Background

• Xtra Gold Resources IncChairman/CEOPublicJunior
  Exploration Mining Business Africa500
  Employees
• Wynne International IncPresident/COO/OwnerPrivat
  eN.A. Home Fitness Equipment Business100
  Employees
• Menu For Home Dot ComPresident/CEOStart
  UpPublicInternet high end Home Delivery
  Business50 Employees

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My Background

• Dover Petroleum IncPresident/CAOPublicMiddle
  East Junior Exploration Drilling Business500
  Employees
• Humpty Dumpty FoodsPresident/CEOPublic 2 FFSS
  Business2,000 EmployeesIntegrated Small Fry
  Snack Foods Humpty Dumpty Foods
• Maple Leaf Foods (Hillsdown Holdings)President/CO
  OPublicLargest Canadian Meat Poultry
  Business20,000 EmployeesIntegrated Maple Leaf
  Mills Canada Packers
• Frito Lay Canada (PepsiCo)Executive VP
  MarketingPublic 1 FFSS Business in
  Canada5,000 EmployeesIntegrated Hostess Food
  Products Frito Lay Canada
• Hostess Food Products Ltd (Kraft General
  Foods)VP Sales 7 Marketing 1 FFSS Business in
  Canada2,000 EmployeesIntegratedHostess
  Laurentide Snacks
• Kraft General Foods (Philip Morris)VP
  MarketingPublic 1 Food Consumer goods in
  Canada10,000 EmployeesIntegrated Kraft
  General Foods Canada

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Supplementary Topics For Discussion

• Blocking Tackling In Small Business
• Must Have Management Practices that Produce
  Superior Results
• The Ss Of Strategic Organizational management
• Business IntegrationMergersAcquisitionsAlignmen
  t
• The Balanced Scorecard
• The Six Most Important Questions To Ask Your
  Organization
• Transformational LeadershipThe Rules Are
  Constantly Changing
• The Five Dysfunctions Of Team

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Businesses Who Should Have Changed Or Adapted

• Name Some Why
• ???

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Businesses Who Should Have Changed Or Adapted

• Lehman Brothers
• Merrill Lynch
• Burger Chef
• Crock n Block
• Woolworth's
• Mothers Pizza
• Pepis Pizza
• Nortel
• Quebecor
• Morgan Stanley

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Businesses In Need Of Change , Must Change Or Who
Are Changing

• Name Some Why
• ???

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Businesses Who Are Changing Or in the Need For
Change

• General Motors
• Ford
• Chrysler
• Bell Canada Enterprises
• Goldman Sachs

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Businesses Who Successfully Did Change

• Name Some Why
• ????

28
Businesses Who Did Change

• Rogers Communications Inc..
• Microsoft
• PepsiCo
• Philip Morris Companies
• Kraft General Foods
• Hewlett Packard
• Dell

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• Many Organizations continue to jump from one
  quick fix to the nextnever clearly understanding
  the issue of Leadership and the changing dynamics
  that work in the market place(Lee Iacocca)

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Textbooks

• The TextToolkit for Organizational ChangeT
  Cawsey G Deszca
• Strategic Organizational ChangeE AusterK
  WylieM Valente
• Strategic Communication TrainingW Wyatt
• Terms Of EngagementChanging the Way We Change
  OrganizationsR Axelrod
• Good To GreatWhy Some Companies Make The
  LeapJim Collins
• Built To LastSuccessful Habits of Visionary
  CompaniesJim Collins
• A Sense Of UrgencyJohn P Kotter
• The Five Dysfunctions Of A TeamPatrick Lencioni

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• Increased expenseshigh turnoverdecreased
  employee satisfaction are all signs an
  organization is not structured properly(Wallace
  McCain)

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• Successful Companies have a culture that keeps
  evolving all the time (Moss Kanter-Harvard)

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Evaluation

• Participation 15
• Article Summary 10
• Change ProjectInterim Reports 10
• Final Change Project 35
• Take-Home Mid-Term Exam 20
• Peer To Peer Assessment 10
• TOTAL
  100

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Interim Reports on Change Project(can be done in
small groups of 3 maximum)

• Project Statement Session 3
• Reason for Change and Session 4
• Vision Statement
• Stakeholder, Force Field Session 6
• and Power Analysis
• Critique of Actions Taken Session 9

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Change Project

• This course has at its core the desire to have
  you get your hands dirty with change
• So you need to begin thinking about a potential
  change project you could undertake
• Do any possible projects come to mind ?...

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Issues with Change Projects

• Definition of the project size and scope
  (trivial versus horrendous)
• Time to accomplish the project
• Projects that motivate - Keeping yourself
  committed
• Lack of understanding of what who is involved
• Perceptions of the need for change (yours versus
  the worlds view)
• Lack of a sense of urgency
• Dysfunctional Teams

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Example Change Projects

• Finances and the Laurier Grad House
• Improving access to Career Services through
  electronic media
• MBA Orientation Week
• Laurier Students for Literacy
• Laurier MBA Student Line of Credit
• Revamping a department at a local hospital
• Introducing a new concept of technical services

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Example Change Projects (cont.)

• Restructuring of an undergraduate course
• Development of Child Care at Laurier
• Evaluation of Consultants for a public sector
  organization
• Improving team dynamics at a volunteer agency
• Developing suspension procedures at a school
• Developing a fund raising initiative for a not
  for profit
• Developing a service oriented culture in a local
  municipal service

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Your Experiences with Change Management

• Talk with one another (in small groups) about
  your experiences with change management
• What does this suggest organizational change
  management is about?

46
Organization Change is

• A planned alteration of organizational components
  to improve the effectiveness of the organization.
  
• Organizational components include the
  organizational mission and vision, strategy,
  goals, structure, processes or systems,
  technology and people in an organization.
• When organizations enhanced their effectiveness,
  they increase their ability to generate value for
  those they serveStakeholders

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• Change and its Planning is not an event...it
  is a continuous process of(1) strengthening what
  works and abandoning what doesnt(2) making risk
  taking decisions with the greatest knowledge of
  the effect(3) setting objectivesappraising
  performance and results through systematic
  feedback, and making ongoing adjustments as
  conditions change(Peter Drucker)

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What Really WorksMust Have Management
Practices that Produce Superior Results

• Execute the Four Primary and two of four
  secondary and there is a 90 chance of Superior
  Business Performance
• Four Primary Management Practices
• Strategy
• Execution
• Culture
• Structure
• Four Secondary Management Practices
• Talent
• Innovation
• Leadership
• Mergers Partnerships

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The Need For Functional Teams

• Dysfunctional Teams are often the root of
  unsuccessful change initiatives
• Five Dysfunctions Of A Team (Patrick Lenciono)
• Absence Of Trust
• Fear Of Conflict
• Lack Of Commitment
• Avoidance of Accountability
• In attention To Results

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Team Assessment

• 3Usually
• 2 Sometime
• 1Rarely
• 14612
• 21710
• 33813
• 421114
• 55915
• Scoring8-9 Not A Problem6-7 Dysfunction
  Could Be A problem3-5 Dysfunction needs to be
  addressed

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The Questionnaire

• OneTeam Mates are passive unemotional in their
  discussion of issues
• TwoTeam Mates call out one anothers weaknesses
  or unproductive behavior
• ThreeTeam Mates know what their peers are
  working on how they contribute to the
  collective goal of the team
• FourTeam Mates quietly genuinely apologize to
  one another when things go wrong or do something
  less well or do mage to the team..
• FiveTeam Mates willingly make sacrifices(budgett
  urfheadcount etc...)..in their department or
  areas of expertise for the good of the team
• SixTeam Mates openly admit their weaknesses
  mistakes..
• SevenTeam meetings are compelling not boring
• EightTeam Mates leave meetings confident that
  their peers are completely committed to the
  decisions that were agreed upon even if there
  was disagreement agreement

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The Questionnaire

• NineMorale is significantly impacted by failure
  to achieve team goals
• TenDuring team meetings the most important and
  difficult issues are put on the table to be
  resolved
• ElevenTeam Mates are deeply concerned about the
  prospect of letting down their peers
• TwelveTeam Mates know one another's personal
  lives and are comfortable discussing them
• ThirteenTeam Mates end discussions with clear
  specific resolutions calls to action
• FourteenTeam Mates challenge one another about
  their plans opportunities..
• FifteenTeam Mates are slow to seek credit for
  their own contribution... but quick to point out
  those of others

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The Scoring
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The Knowing - Doing Gap

• Change capability has become a core managerial
  competencyBut managements ability to deliver on
  change is modest at best
• There is a major knowing-doing gapKnowing
  concepts and theories is not enoughManagers need
  to become effective agents of change
• Combine The TheoryANDThe Learning Practice

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• Every organization needs its non
  conformist(Peter Drucker)

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The Change Roles

• Change Initiators
• Identifies need and vision
• Acts as champion
• Change Implementers
• Chart the detailed path forward make it happen
• Nurture support and alleviate resistance
• Change Facilitators
• Aids in analysis issue mgmt along the way
• Provides advice and council
• Change Recipients
• Those affected by the change
• Have to alter behavior to ensure change success

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Toolkit Exercise 1.1 - Change Roles in
Organizations

• Think of a time when you have been involved in
  change. What roles did you play? How comfortable
  were you with each of those roles? What role did
  you play?
• Change Initiator?
• Change Implementer?
• Change Facilitator?
• Change Recipient?
• How did each of these roles feel? What did you
  accomplish in each role?

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Why is Change a Hot Topic?

• Changing demographics
• New technologies
• GlobalizationInternationalism
• Political changesTransparent Borders
• Social cultural changes
• Turbulence and ambiguity define the landscape for
  both the public and private sectors
• Ongoing Significant Change is critical to a
  Successful Organization today

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Common Management Response to Competitive Pressure

• Running hard, but for all purposes standing
  still
• Called the Red Queen phenomenon (Alice Through
  the Looking Glass, by Lewis Carroll)
• In global competition, what matters is not the
  firms absolute rate of learning and innovation,
  but the pace of its development compared to its
  rivals

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• New Organizational Mgmt Challenges
• New Management Challenges
• Greater diversity
• Greater synchronization requirements
• Greater time-pacing requirements
• Faster decision-making, learning and innovation
• More frequent environmental discontinuities
• Faster industry life-cycles
• Faster newness and obsolescence of knowledge
• Risk of competency traps where old competencies
  no longer produce desired effects
• Greater newness and obsolescence of organizations

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Toolkit Exercise - What Change Challenges do You
See?

• What are the Change Challenges You See
  Organizations Facing
• What are they doing?...
• How well are they doing ?...

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The Six Most Important Questions To Ask Your
Organization

• Organizational Strategic Self Assessment(Peter
  Drucker)
• What Is Your Mission?
• Who Is Your Customer?...
• What Does Your Customer Value?...
• What Are Your Results?..
• What Is Your Strategy?...
• What Is your Action Plan?...

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What Is Your Mission?

• Why you do
• Understand match your opportunitiescompetencec
  ommitment
• Never subordinate your mission ion order to get
  money
• Goes right to the heart of the fundamental
  tension in any great organization...the dynamic
  interplay between continuity change...
• Preserve the core BUT stimulate Progress

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What Is Your Mission?

• The great paradox of change is that organizations
  that best adapt to a changing world first
  foremost know what should not changethey have a
  fixed anchor of guiding principles around which
  they can more easily change everything else
• Not just what you dobut equally what you dont
  do

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It All Starts With A Sense Of Urgency

• Only 10 of the change situations actually
  succeeded based on Performance Benchmarks70
  actually failed outright and did not deliver the
  necessary value to the enterprise
• Complacency (the opposite of urgency) is much
  more common than we think is very often
  invisible to the people involved
• An organizations early success produces
  complacency...Prosperity that ended a decade ago
  creates complacency that lives on today people
  dont see it

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Nature of the Impact of Change

• Short term impactconsequences
• Direct and indirect effects?
• Moderating factors?
• Intermediate impactconsequences
• Longer term impactconsequences
• THE LESSON Planned changes dont always produce
  the intended results

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Strategic Organizational Change Framework

• Broad Simple OverviewCommon Sense
• Built around three fundamental questions
• Where are we now?...The Diagnosis
• What changes do we need to make?...The
  Recommendations
• How are we going to implement theses
  changes?...The Implementation Continuous
  Improvement

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The Diagnosis Section

• Two Critical Steps
• Assess the external context to justify why change
  is required
• Understand the current state of the
  Organizationwhat is working wellwhat is notat
  the FirmGroupIndividual Level
• Understand key drivers behind what is working
  wellStrategyLeadership... StructureProcessPeop
  lePracticesPolicies...Culture etc

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The Recommendations Section

• Building the Organizations Future
• Change leaders employ the Assessment to shape the
  Future..
• Considers criteria such ascompetitionstrategic
  alignmentcompetitive advantageetc
• Consider who is involvedhow they should be
  involved
• What are other ideas

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The Implementation Continuous Improvement
Section

• Assess the current awareness level for the need
  for change
• Understand the consequences of status quo
  change
• Key interest groups in the change initiatives
  must be known in order to change...win support
  cultivate commitment where needed
• Understand how different people react to change
• Specific Action Steps to target objectives
• Planning the Implementation detail is essential
  for success
• Effective communication is also essential
• Need to be change capable on a continuous basis

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• A Leaders job is to give People hopeand
  inspire them so they will do what they believe
  they cannot do...(Rudy Ruettiger-Notre Dame)

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Guiding Principles Of Change

• No Single Methodology
• Test Of Reasonableness
• Its A Process
• Meld The Theory with The Practice

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Principles Of Change Management

• Successful change requires an intimate
  understanding of the human side of Change
  Management
• The Companys key criteriaValue and People
• The business must be designed with Value and
  People to obtain the desired results
• Value is realized through the action of
  People100s perhaps 1,000s of employees
  (People) who are responsible for designing
  executingliving with the changed environment

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Structural Transformation Characteristics

• ScaleChange impacts the entire organization
• MagnitudeSignificant change to Status Quo..
• DurationLasts for months perhaps years
• Strategic ImportanceCompanies reap the benefits
  (Value) only when change occurs at the individual
  employee level (People)

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Organizational Change Fundamentals

• Composed of PeopleScarce and Valued resources
• Aligning the strategy organization is key to
  success
• Everyone must understand their role in the
  success of change
• Change is ongoingContinuous improvement
• The lower the level of the organization the more
  critical their involvement buy in for success..

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• Leadership Teams that fail to plan effectively
  on the human (People) side of changeoften find
  themselves wondering why they have failed
  (Strategy Business 2008)

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• How well employees understand the rationale
  for change and how well they are able to develop
  the skills necessary to contribute to their
  Organization's success depends largely on one
  factorCommunication (Warren Buffett)

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Watch Outs

• Whether large or small scale...rare is the
  Organizational change that occurs ..without, to
  put a positive spin on itthe wisdom of
  hindsightPeople are very wary of change
• Its not the change itself that causes the
  troubleThe trouble comes the way change is
  managed or mismanagedas is typically the case
• The difference between success failure is the
  level of employee engagement in the change
  process
• The biggest error with any organization change is
  that most people are not part of the
  changetheyre the targetsTherefore the
  ownership of the change is far too narrow

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Why ChangeWhy Not Change

• All Businesses change whether they know it or
  not
• Unmanaged change can be very expensive
• Guard against becoming obsolete or loosing your
  Competitive Advantage
• Keep up with important workplace changes...To
  remain vital to your market Customers

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Categories Of Organizational Change

• Traditionalists20 of Employees
• Adapters60 of Employees
• Innovators20 of Employees
• Leading the Adaptors provides the critical mass
  to be successful

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Change Can Be Tough

• Change Management is difficult at the best of
  times
• Existing businesses need to change to be
  successful
• The toughest in my experience is
  MergersAcquisitionsIntegrations of 2 different
  Businesses
• 70 dont deliver the combined value of the 2
  enterprises
• Examples
• Philip Morris and General Foods
• Kraft and General Foods
• Hostess and Frito Lay
• Nabisco and Standard Brands..
• PepsiCo and Quaker
• Hostess and Laurentide
• Small Fry and Humpty Dumpty

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The PrinciplesAddress The Human Side
Systematically

• Transformation creates People Issues
  Opportunities
• Develop a formal approach early in the process
• Begin with a Change Team
• Engage Key Stakeholders and Leaders
• Adapt as often as change occurs and it is
  required
• The approach should be based on a realistic
  Organizational Assessment HistoryReadinessCapac
  ity To ChangeLeadership Catalysts

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The PrinciplesStart At The Top Or The Middle

• Leaders must embrace the new approachAt every
  level
• Leaders must speak with one voice and walk the
  talk
• Executive Teams that work well together are best
  positioned for success

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The PrinciplesInvolve Every Layer Of The
Organization

• Changes will effect different layers of the
  organization differently
• Change Plans must identify Leaders and Change
  Catalysts throughout the organization
• Push the implementation down to the lowest level
  of the organization
• Every employee (People) must y-understand their
  role in successful change..
• All Leaders in the Company must be aligned to the
  new vision and change programs

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The PrinciplesMake a Formal Case For Change

• Formalize the change rationale
• Employees will look for rational answers
• Written case for change will create the proper
  alignment
• There are four key steps..
• Confront the reality and articulate the
  compelling need for change
• Demonstrate that the Business has a future
  with the change
• Provide a roadmap to guide behavior , decision
  making
• Customize message for different internal
  departments

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The PrinciplesCreate Employee Ownership

• Leaders must be zealots causing the workforce to
  create critical mass in favour of change
• Leaders at every level must have ownership ,
  identify problems opportunities and craft
  solutions

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The Principles...Communicate The Message

• Clearly consistently repeatedly repeat the
  message to all levels
• Regular meetings and communication
• Communication flows in from both the bottom up
  and top down..
• Solicit employee input and feedback..
• Overnever under communicate

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The PrinciplesAssess The Cultural Landscape

• Cultures and behavior must be monitored and
  understood at each organizational level
• Successful change programs pick up
  momentumspeed...intensity as they cascade down
  to the lowest level of the organization

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The PrinciplesCulture Must Be Addressed

• Culture must be understood managedaddressed in
  the change program
• Where are weWhere do we want to bein a clear
  way
• Identify new positive behaviors and reinforce
  them

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The PrinciplesPrepare For The Unexpected

• No Program goes according to plan
• Continual reassessment is required on the
  Organizations willingnessspeed ability to
  adapt to the new culture

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The PrinciplesSpeak to the Individual

• Change is both personal and individual..
• Understand Employee TouchContact Points
• Clearly identify employee roles in the change
• What they have to doHow they will be
  measuredWhat success and Failure means for the
  organizationthose around themThemselves
• People MatterPeople are not the soft side but
  the Critical Hard Side

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Common Causes of Difficulty with Change

• Managers dont do their analytic homework
• Managers are action oriented and assume others
  will see the inherent wisdom in the proposed
  change.
• Managers under or overestimate their own power
  and influence and that of others
• Transition periods are seen as cost, not an
  investment
• Underestimate the commitment needed to integrate
  the human dimensions with other aspects of the
  change

105
Common Causes of Change Difficulty (cont.)

• Managers are unaware their actions (and those of
  other key managers) may be sending conflicting
  messages
• Managers find human processes unsettling (even
  threatening)
• Managers lack capacity (attitudes, skills,
  abilities) to manage complex changes that involve
  people
• Managers' critical judgement is impaired due to
  overconfidence, underconfidence, and/or group
  think
• Unanticipated external factors can play a huge
  role

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• The core of mans being comes from
  experience(In The Wild)

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Characteristics Skills of the Change Leader

• What are the key characteristics and skills of
  the change leader?

109
Whats Required to be a Successful Change Leader?

• Keen insight into the external environment and
  skilled anticipator of what is evolving
• Rich understanding of organizational systems and
  processes, power structures and stakeholder
  networks
• Excellent analytic and communication skills
• Driving passion for action, yet patient and
  persistent
• Well developed sense of timing and tactics
• Ability to assess and manage risk

110
Characteristics Of The Change Leader (cont.)

• Tolerance for ambiguity and risk taking
• Emotional maturity and courage
• Self confidence and optimism
• Honest and trustworthy, able to inspire
  confidence
• Deep understanding of themselves their impact
• Curiosity and a strong desire to learn

111
Change Leaders Must Embrace Change Paradoxes

• Recognize that some times change leaders drive
  change from the front while at other times they
  enable by deferring to others getting out of
  the way
• Recognize resistance to change is both a problem
  and an opportunity
• Focus on the outcomes of change but are very
  careful about the management of the process
• Recognize the tension between getting on with
  it and reassessing and changing direction
• Capacity to balance patience and impatience
• Recognize the absolute rate of learning is less
  important than the rate of learning in comparison
  to competitors

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Sum Up

• Change often originates in the external
  environment.
• Change upsets the internal equilibrium in an
  organization and thus is resisted.
• People can play many different change roles.
• How they play these roles makes a significant
  difference!

114
Summary Of Important Dates

• Class 3January 21Change Project Proposal
• Class 4January 28Vision Statement and Reason
  For Change
• Class 6February 11StakeholderPower Force
  Field Analysis
• Class 7February 25Midterm Exam distributed
• Class 8March 5Midterm Due
• Class 9March 12Critique of Action Taken to
  date
• Class 12April 1Final Report Due

115
Preparation For Next Week January 14

• E-Mail Addressestmckechnie_at_wlu.ca
  tedmckechnie_at_rogers.com...
• Class Participation
• Read Chapters 2 3Case Study Analysis
• Begin Article Selection ProcessWeekly Discussion
  on recent Articles
• Change Project Proposal January 21
• Finalize The Change Project by Wednesday January
  28
• Keep a Focus on Important Dates

116
January 14 Agenda

• 400IntroductionLessons from last class
• 415Chapter Content ReviewChange Agent roles
  Orientation
• 515Break
• 530Case Study DiscussionGillette Mfg
• Apply models in chapters 2 3 to Gillette
• Be careful on the data you rely on
• Be prepared to present your action plan
• ObservationsImplicationsConclusionsAction
• 645Wrap Up

117

• LOOK FORWARD TO SEEING SEE YOU NEXT WEEK

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CASE STUDY QUESTIONS

• Each case study deals with a chapter (s) for
  targeted step by step learningLets end with a
  broader view with action plans and see how they
  change as we learn more
• What are the basic facts?
• What are the questions the case answers?
• What is the situation?
• Does change need to be made why?
• How do you define the problem?

120
CASE STUDY QUESTIONS

• What is the hidden gem in the case?
• Are there patterns or trends emerging?
• What is the organizations visionculturestrategy
  ?
• What are the important issues opportunities?
• What are the obstacles in potential changes?
• Is the problem still clear?

121
CASE STUDY QUESTIONS

• What assumptions are valid invalid?
• What are the potential arguments in the study?
• Does the problem need to be reframed to address
  important issues?
• What are the alternatives?
• Which option best addresses the key issues?
• What are your next steps?

122
CASE STUDY QUESTIONS

• What is the proposed solution?
• What are the ramifications of your solution (s)?
• What activities must be included in the action
  plan?
• Who is responsible for the different components
  of the action plan?
• How will you evaluate progress?
• What new problems or issues have developed?
• What revisions are required to the action plan?

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CHAPTER QUESTIONS

• What is the key learning about change ?
• What insights does this give you on change?
• What was the most resonating compelling point
  in this chapter?
• How does this build on previous chapter learning?
• How would you complete your final change plan
  give the chapter info to date?
• Has this chapter changed your perspective on
  organization change?

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CHAPTER QUESTIONS

• Is there a reoccurring watch out in this chapter?
• What is the Theoretical Practical learning in
  this chapter?
• What facts are we missing , before your final
  action plan is completed?
• What additional learning assumptions can you
  hypothesize from the chapters to date?