Institutional Stability During Change

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Institutional Stability During Change

• Views and Thoughts

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• Setting The Scene

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Historical Convergence
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Perspectives On Change
Ackerman 1997
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The Definition

• systematically and deliberately influencing the
  human and organisational variables associated
  with a complex change to achieve desired
  results.

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Aspects of the definition

• Systematically
• a holistic, proven process for change
• Deliberately
• premeditated and planned
• Human
• skills, mind-sets, style, culture, norms
• Organisational
• strategy, processes, structure, technology
  measurements, incentives, HR levers
• Complex Change
• multiple stakeholders, focused on strategic
  business processes crossing multiple functional
  domains
• Results
• improvements to choice, quality, cost,
  responsiveness (customer focused measurements)

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• Creating The Platform For Dialogue

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Upfront Discussion

• What is the purpose of our change process and
  desired outcomes?
• What changes would we like to see in the
  organisational system?
• What acceptable forms of instability we may
  engineer
• Understand the upside and downside of both
  stability and change
• Mechanisms to deal with reactions of people to
  change

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Who Should Be Involved?
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The human and technical side of change
Successful change
Postimplementation
Implementation
Concept and design
Phases of a change project
Business need
Awareness Desire Knowledge Ability
Reinforcement
Phases of a change for employees
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• Some Of The Models

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• The Change Curve

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• Why Change Processes Fail

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The Reasons

• Allowing too much complexity
• Failing to build substantial coalition
• Not understanding the need for a clear vision
• Failing to clearly communicate the vission
• Not planning for short term results
• Failure to anchor change in corporate culture

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• What is Resistance?

It is a force that slows or stops movement. It
is a natural and expected part of change
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• How to Recognise Resistance

• Confusion
• Immediate Criticism
• Denial
• Malicious compliance
• Sabotage
• Easy agreement
• Silence
• In your face criticism!!!

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Why People Resist Change

• Parochial self interest
• Misunderstanding
• Low tolerance for change
• Different assessments of the situation

Kotter and Schlesinger 1979
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• Understand Intensity Of Resistance

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• Level 1 The Idea Itself

• People do not like it
• The do not understand what you want to
  accomplish
• They have no idea of the impact on them
• They have own ideas of where the organisation
  should go
• They like your idea but thing the TIMING is wrong

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• Level 2 Deeper Issues

• Distrust
• Bureaucratic Culture
• Loss of respect and face
• Fear of isolation
• Resilience

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• Level 3 Deeply Embedded

• Historic Animosity
• Conflicting values and visions

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• Strategies

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• Resistance Formula

• R is a factor of DxVxFxC
• R Resistance
• D Dissatisfaction with status quo
• V Position vision of the future
• F First steps to effect change
• C Capacity or competency to sustain change

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• - John Cage-

• I cannot understand why people are frightened
  of new ideas, Im frightened of old ones
• 
  

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• Thank You!
•