Transforming Organisations

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Transforming Organisations

• A Short Presentation on How to make change happen

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Everything changes

• The history of mankind is that everything
  changes

Hunting Gathering 1 Million Years
15 Years 50 Years 300 Years

Productivity Technology
Industry Farming 6000 years
We are already experiencing The Age of Imagination
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Everything changes

• everything can be changed
• there are no resistors to change
• there are no change saboteurs
• change can penetrate every part of an
  organisation
• all employees are loyal

...except those that we have created by our
actions in the past ...those we create are those
not given the time, information, psychological
space, training or indeed the choice to change
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The Myth of Change

• You manage attitude
• You manage emotion
• You manage activity
• You manage your perceptions
• You manage focus
• You manage communications
• You manage the way people learn

• You manage change

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Skills of a change agent

• There are important skills and competencies of
  this role. They are expected to
• Be courageous, take risks and involve others
• Build rapport with all the people affected by
  the change
• Identify creative solutions and to innovate
• Stay calm under fire and remain resilient to
  ensure the change is successful
• Maintain ownership for the change and the plans
  that underpin the initiative
• Keep learning and developing the change team
  and themselves

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Shared Vision creates alignment

• Creating alignment ensures the change doesnt
  grind to a halt.
• Personal interests of the people in the
  organisation create misalignment.
• These push the vision out of shape

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Shared Vision creates alignment

• There are seven areas of organisational culture

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Shared Vision creates alignment

• Alignment requires the building of consensus
  within the organisation
• Consensus is built through applying the
  disciplines of
• Involvement
• Education
• Honesty
• Congruency
• Persistence
• Consensus takes a great deal of time and will
  only succeed if you communicate

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Dialogue creates Alignment

• The process of changes requires dialogue
• Only through excellent communication comes the
  hope and vision of a better future.

Communication is not simple... and the
revelation of its hidden complexity is One of
the great discoveries of the twentieth century...
One sure sign of this complexity is our
ignorance. Dr. P.N. Johnson-Laird
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Dialogue creates alignment

• There is a wide range of medium available to an
  organisation
• From the impersonal (e-mail) to the personal (1
  to 1)
• They all have advantages and disadvantages
• The art of communicating is matching the medium
  with the message, context and audience

1 to 1
Personal emotional content Impersonal
meetings
video phone
phone
electronic noticeboard
video conferencing
letter
fax
groupware
Different same time time need to
interactively develop clarity understanding
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Fatal Errors of Leadership during the change
process

• You are blinded by your vision
• You dont know when to start
• You dont know your place
• Youre playing by old rules
• Youre never satisfied
• You dont know when to stop

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Be prepared to change the change
Confirm which aims are stillviable
What were the aims?
Measure progress against original targets
Did we achieve them?
Ensure people still understand and support aims
Does everyone back them?
List shortfalls and assign aims to specific teams
What still needs to be achieved?
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There is only one constant in this universe, and
that is.... change Albert Einstein