So What Application of Concepts

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So What? - Application of Concepts

• How could the following organizations use the
  concepts to produce change?
• Toronto Olympic Organizing Committee Vs Food, not
  Circus
• CMA and privatized healthcare Vs CAN and public
  healthcare
• Air Canadas Pilots Vs CAIs Pilots the merged
  airline

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Lewins Organizational Change Model
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Organizational Congruence Model
TRANFORMATION PROCESS
OUTPUT SYSTEMS LEVEL UNIT/GROUP LEVEL INDIVI
DUAL LEVEL
INFORMAL STRUCTURE PROCESS PEOPLE
INPUT ENVIRONMENT (P.E.S.T.) RESOURCES
HISTORY/ CULTURE
S T R A T E G Y


FORMAL STRUCTURE
WORK
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Beckhard Harris Change Management Process
Why Change? Determining the Need for
Change Determining the Degree of Choice about
Whether to change
Define the Desired Future State
Describe the Present State
Getting From Here to There Assessing the Present
in terms of the Future to Determine the Work to
be Done
Managing During the Transition State
5
CHANGE MANAGEMENT
VISIONING AND THE NEED FOR CHANGE
STAKEHOLDER ANALYSIS AND UNDERSTANDING THE POWER
BASE
ACTION PLANNING AND CONTINGENCIES
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Life Cycle Curve and Point of Change
Success
B
A
C
Time
7
What Constitutes Good Vision?

• What can we learn about Vision from the
• Martin Luther King Video?

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VISION

• Good visions are
• clear, concise, easily understandable
• memorable
• exciting and inspiring
• challenging
• excellence-centered
• stable but flexible
• implementable and tangible

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Vision at Alpha Omega

• Work in Small Groups to
• Develop a 5 Minute Vision Speech to be Given to
  the Employees

10
The Vision Trap

• Watch for vision creep
• Back to basics - language people can identify
  with
• Back to basics - language people can do something
  with and focus upon
• Engaging and energizing - not abstract and and
  ambiguous

11
Vision and Building Support

• What is Your Assessment of how Texocom and Falcon
  Attempted to Build Support for Vision?
• What are the Lessons that can be Learned?

12
Vision and Building Support

• What Can We Learn about Vision and Building
  Support from Rickover?

13
Building a Visionary Company

• The myth of the great idea
• The myth of the great charismatic leader
• What fundamental principals and processes will
  produce the company we envision?
• Its not about time telling, its about clock
  building the taking of an architectual approach
• Clock Builders build organizations by focusing on
  the underlying processes and fundamental
  dynamics, embued with human ideals, needs,
  aspirations, values, and spirit