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Leading and Managing Change

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Leading and Managing Change

  1. 1. Leading and Managing Change A Theoretical and Practical Understanding of Organizational Change Forbes School of Business and Technology (FSBT) Leadership (BABL) / Entrepreneurship (BAE) / Service Management (BASM) Club May 2017 Bill Davis MA, CM Dr. Rick N. Reed EdD, MA, PCED
  2. 2. Welcome Our Goals: Add value !  Present a theoretical and practical understanding of organizational change. !  Refresh on concepts and theory, and also learn something new. Present with Active Learning Methods !  Observe !  Do !  Dialogue with Self and Others 2
  3. 3. Bill Davis MA, CM 3 !  Skilled and experienced in higher education. Taught over 160 courses in accelerated education (onground and online teaching modalities). Over 13 years of experience in higher education. !  Successful Extensive experience in distance education, adult learning and development, management, leadership, planning, project management, professional selling, marketing, strategic manaement, P&L management, and organization change. !  A seasoned business executive within PepsiCo system, a Fortune 500 company. !  Recipient of local and national Excellence in Teaching Awards. !  Strong servant, strategic and transformational leader who advances managerial and leadership excellence, and inspires, influences, and improves people and teams.
  4. 4. Dr. Rick N. Reed EdD, MA, PCED !  Skilled and experienced educator – taught over 160 courses !  Over 13 years of experience in higher education; traditional, hybrid, distance education, & accelerated learning !  Curriculum developer, HLC accreditation & faculty selection member !  CDI national presenter & consultant on leadership and development !  Local and national education and marketing award recipient !  Transformational servant leader, business & marketing executive !  Successful entrepreneur with over 31 years experience !  Award winning author, illustrator & designer
  5. 5. Our Promise To You – The Next 30 Minutes !  Spend Our Time Wisely !  Make it Fun and Productive !  Promote Learning – The Learning and Knowledge Cycle 5 Time is Important!
  6. 6. Image Copyright Getty Images, 2013, used under license from Istockphoto.com
  7. 7. 7 “ Learning is an engaging process that results in knowledge. But the concept of knowledge is an ironic one: You can discover particular knowledge (claim it, possess it) at the end of a learning process, but it is invisible. You know you possess it; you can say, “OK, I got it!” But that doesn’t make it visible. Your new knowledge does not become visible until you take action based upon it - then it becomes concrete, visible to others, and fully owned for you to act on. We are all actors on the stage of knowledge every day” (Alexander, Clugston, & Tice, 2009, p. 2). ! The Learning–Knowledge Cycle
  8. 8. The Reality – We Continue to Change! 8 (Collerette, Schnieder, & Legris, 2003) Expand the Bigger Picture and See the Many Positive Possibilities! Don’t try to shrink it, Change Brings Opportunity!
  9. 9. Looking Ahead - Trends !  Continuous change !  Complexity !  Competition !  Agile Organizations – Understand and Practice Successful Change (Speed, Integration and Minimal Disruption) 9
  10. 10. 10 Current State Future State The expectation... Time Performance What Does Change Look Like?
  11. 11. 11 Current State Future State Transition State The reality. What Change Looks Like Time Performance
  12. 12. Discussion 12
  13. 13. Beer (1980) Definition: “ Planned organizational change is a process that moves companies from a present state to a desired future state with the goal of enhancing their effectiveness. Ultimately, the goal of planned organizational change is to improve an organization’s capabilities, thus enhancing its value to stakeholders and stockholders” (as cited in Weiss, 2012, p. 17). Organizational Change 13
  14. 14. Change Forces 14 (Weiss, 2012, p.12)
  15. 15. Organizational Change and Change Management Discussion 15 !  What is it? !  Is change good or bad? !  What does it look like? !  Why do people resist it? !  How do people handle change?
  16. 16. Types of Organizational Change !  Developmental !  Transitional !  Transformational (Weiss, 2012)
  17. 17. Types of Organizational Change !  Attitude-Centered Change !  Role-Centered Change !  Changes in Technology !  Change in Competitive Strategy !  Economic or Human Factor Changes !  Generic Change Programs (Yukl, 2006)
  18. 18. The Change Continuum Interesting Article and Theory 18 (Collerette, Schnieder & Legris, 2003) Forces That Drive Change 1.  Economic 2.  Technological 3.  Political 4.  Societal The Four New Phenomena 1.  Rupture (External pressures) 2.  Fragmentation (Where to go) 3.  Concurrence (Managing it all) 4.  Recurrence
  19. 19. 19 What changes are you or others currently experiencing? Thinking About Change (Work, School, Family and Personal)
  20. 20. 20 Discussion: What types of organizational change are these? 1.  You want to improve your existing way of operating without radically changing it. 2.  You are changing your existing way of doing business and it will not only impact your department, but will impact several departments within your organization. 3.  Your organization has purchased and is merging with another organization. The scope of the change requires your organizational culture and people behaviors and mindsets change.
  21. 21. Change Management, in Simpler Terms... !  A process that enables people to assimilate changes more quickly and completely. !  A process that connects significant change to the culture of the organization. !  A process that allows employees to be more successful more quickly in the post-change environment. (Weiss, 2012)
  22. 22. 22 Speed Business Results Minimal Disruption Integration (The Revere Group, 2008)
  23. 23. Perception is Reality! Reactions to Change !  People’s reactions to change are not based just on the change itself !  Reactions are based on past experiences and perceptions of the change (e.g. - movies) !  Most people don’t resist change, but resist the perception that it is being forced upon them 23 How do we react to change? (Weiss, 2012)
  24. 24. Why Some People May Resistance to Change !  Lack of Trust !  Belief that change is unnecessary !  Belief that the change is not feasible !  Economic threats !  Relative high cost !  Fear of personal failure !  Loss of status and power !  Threat to values and ideals !  Resentment of interference 24 (Yukl, 2006)
  25. 25. Stages in Reaction to Change Denial Anger Mourning Adaption 25 © 2017 AI
  26. 26. Influencing Change !  Handle change correctly and people become inoculated and better prepared to deal with change !  Handle change incorrectly and unprofessionally leaves people less resilient and more vulnerable 26 (Ford, 2007)
  27. 27. Influencing Organizational Change Ways to Influence Positive Outcomes !  Positive Attention !  Positive Reactions to crisis !  Positive Role Modeling !  Design of systems and procedures !  Design of organizational structure !  Design of facilities !  Stories, legends, and myths !  Formal statements !  KUDOS: Acknowledging People Genuinely and Professionally! 27 (Yukl, 2006)
  28. 28. Leading the Change !  Modeling the change !  Communicating about the change !  Involving others in the change !  Helping others break from the past !  Creating a supportive environment 28 (Ford, 2007)
  29. 29. Change Models What models do you use? 29 © 2017 AI
  30. 30. Implementing Change Stages in the Change Process Lewin’s Force-Field Model !  Unfreezing The Performance Gap – COMMUNICATION !  Changing !  Refreezing Kotter’s 8 Steps: urgency, coalition, vision, communicate, empower, wins, improvements, institutionalize new approaches IMPORTANT! (Yukl, 2006)
  31. 31. Change Models 31 (Weiss, 2012, p.96)
  32. 32. Change Models 32 (Weiss, 2012, p.104)
  33. 33. Change Models 33 (Weiss, 2012. p.14)
  34. 34. How do you communicate change? 34
  35. 35. Communication During Change !  Share the Big Picture !  Avoid distractions !  Be specific - X 7 (X11) !  Speak the “native tongue” !  Create 2-way conversation !  Gain immediate feedback !  Power of Body Language 35 (Ford, 2014)
  36. 36. Remember… Handle People with Care! !  Encouragement !  Hope !  Help everyone on the team. !  WIFM – Remember people need to see what is in it for them too. Change brings opportunity for more efficiency, personal and professional growth. 36
  37. 37. Enduring Principles for Changing Times !  Higher Sense of Purpose !  Open Mind – Embrace Diversity !  Common Ground (Kanter, 2008) 37 Rosabeth Moss Kanter
  38. 38. The Change Masters: Innovation & Entrepreneurship in the American Corporation 38 (Kanter, 1985)
  39. 39. The Reality – We Continue to Change! 39 Expand the Bigger Picture and See the Many Positive Possibilities! Don’t Shrink it, Change Brings Opportunity!
  40. 40. 40 Questions? Thank You for your time, attention and participation
  41. 41. Alexander, M., Clugston, W., & Tice, E. (2009). Learning online and achieving lifelong goals. San Diego, CA: Bridgepoint Education, Inc. Beer, M. (1980). Organization change and development: a systems view. Santa Monica, CA: Goodyear. Collerette, P., Schnieder, R., & Legris, P. (November – December, 2003). Managing organizational change-Part 6: Managing the transition. Management Systems. ISO Management Systems. Retrieved from www.iso.org/ims Davis, W., & Reed, R. (2017). Teaching and career experience [Powerpoint Slides]. San Diego, CA: Bridgepoint Education, Inc. Ford, L. (2007). Organizational change initiatives [Powerpoint Slides]. Retrieved from lecture notes. Clinton, IA: Ashford University Kanter, R. M. (Presenter). (2008). Enduring principles for changing times [DVD video]. Whole Earth Films. North Charleston, SC: CreateSpace. Kanter, R. M. (1983). The change masters: Innovation & entrepreneurship in the American corporation. New York, NY: Simon & Schuster, Inc. The Revere Group (2008). Business results cycle. Chicago, IL: Information and Technology Services. Weiss, J. W. (2012). Organizational change. San Diego, CA: Bridgepoint Education, Inc. Yukl, G. (2006). Leadership in organizations. Upper Saddle River, New Jersey: Pearson Education. References

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