CULTURAL ISSUES IN ORGANIZATIONAL CHANGE & GROWTH

Transcription

1 CULTURAL ISSUES IN ORGANIZATIONAL CHANGE & GROWTH

2 ORGANIZATIONAL CHANGE & TRANSFORMATION

3

4

5 DEVELOPING CROSS CULTURAL LEADERSHIP

6 CULTURAL ISSUES IN ORGANIZATIONAL CHANGE & GROWTH

7

8

9

10

11 CULTURAL ISSUES IN ORGANIZATIONAL CHANGE & GROWTH

12 FOCUS ORGANIZATIONAL CHANGE CROWD & GROUP DYNAMICS CULTURE & DIVERSITY

13 ORGANIZATIONAL CHANGE

14 ORGANIZATIONAL CHANGE 60% of companies had a re-design within previous two years.

15 ORGANIZATIONAL CHANGE Another 25% three or more years previous.

16 ORGANIZATIONAL CHANGE Faster pace of change reflects industry changes and failed change efforts.

17

18 ORGANIZATIONAL CHANGE CISV International Organizational Review. Bali 2011

19 ORGANIZATIONAL CHANGE Less than 25% of change efforts succeed.

20 ORGANIZATIONAL CHANGE Less than 25% of change efforts succeed.

21 CHANGE MANAGEMENT ALL CHANGE RUNS INTO RESISTANCE.

22 CHANGE MANAGEMENT INITIAL SUPPORTERS MAY BECOME PASSIVE OR ACTIVELY RESIST CHANGE.

23 CHANGE MANAGEMENT CHANGE USUALLY INVOLVES A SHIFT IN POWER STRUCTURE.

24 CHANGE MANAGEMENT ALL ADVANCE PLANNING IS SUBJECT TO CHANGE ITSELF.

25 Group Dynamics

26 The Wisdom of Crowds Author: James Surowiecki

27

28 UNDER THE RIGHT CIRCUMSTANCES, GROUPS ARE REMARKABLY INTELLIGENT AND OFTEN SMARTER THAN THE SMARTEST PEOPLE IN THEM.

29 WHAT MAKES A CROWD WISE?

30 DIVERSITY OF OPINION Each person should have private information even if it's just an eccentric interpretation of the known facts.

31 INDEPENDENCE People s opinions are not determined by the opinions of those around them.

32 DECENTRALIZATION People are able to specialize and draw on local knowledge.

33 AGGREGATION Some mechanism exists for turning private judgments into a collective decision.

34 GROUP RISKS

35 GROUP RISKS: GROUP THINK

36 IF EVERYONE IS THINKING ALIKE, THEN SOMEONE ISN T THINKING. -GEORGE S. PATTON

37 GROUP THINK occurs within a group of people when the desire for harmony or conformity in the group results in irrational or dysfunctional decision making.

38 GROUP THINK In a cohesive group, members avoid speaking out against decisions, avoid arguing with others, and work towards maintaining friendly relationships in the group.

39 GROUP RISKS: CONFORMITY

40

41

42

43 MANAGING GROUP RISKS: LEADERSHIP

44 MANAGING GROUP RISKS: PROCESS

45

46 MANAGING GROUP RISKS: DIVERSITY

47

48

49 DIVERSITY What does it mean?

50 CULTURE The shared traditions, beliefs, customs, history folklore and institutions of a group of people.

51 CULTURE Language Music Food Dress

52 CULTURE Time Relationships Leadership Conflict

53 DIVERSITY What does it mean?

54 DIVERSITY Nationality Race Religion Gender

55 DIVERSITY Sexual Orientation Age Education Economic Status

56 DIVERSITY Neighborhood Profession Employer Geographical Location

57 DIVERSITY Individual Experience

58 DIVERSITY IS THE ART OF THINKING INDEPENDENTLY TOGETHER. -MALCOLM FORBES

59 DIVERSITY Cognitive Diversity

60 DIVERSITY Does it matter?

61 DIVERSITY MATTERS Companies in the top 25% of gender diversity are 15% more likely to financial outperform those in the bottom 25% McKinsey & Co. study

62 DIVERSITY MATTERS Having more women in leadership and board positions resulted in: Better financial performance Increased innovation Better group performance Catalyst Study

63 COMPROMISE NEARLY GUARANTEED WHEN A WOMEN IS INVOLVED IN DECISION-MAKING PAIRS Journal of Consumer Research

64 NEW STUDY FINDS THAT MEN ARE OFTEN THEIR OWN FAVORITE EXPERTS ON ANY GIVEN SUBJECT Washington Post

65 DIVERSITY MATTERS Companies in the top 25% of gender diversity are 15% more likely to financial outperform those in the bottom 25% McKinsey & Co. study

66 DIVERSITY MATTERS Companies in the top 25% of ethnic diversity are 35% more likely to financial outperform those in the bottom 25% McKinsey & Co. study

67 DIVERSITY MATTERS More diverse companies: Improve talent recruitment Improve customer orientation Improve employee satisfaction Improve decision-making

68 DIVERSITY MATTERS More diverse companies: Improve talent recruitment Improve customer orientation Improve employee satisfaction Improve decision-making

69 WORKING IN A MULTICULTURAL ENVIRONMENT Challenges & Benefits

70 CHALLENGES TEAM DEVELOPMENT IS SLOWER.

71 CHALLENGES COMMUNICATION AMONG DIVERSE PEOPLE IS MORE DIFFICULT AND TIME-CONSUMING.

72 CHALLENGES CREATING COMMON UNDERSTANDING REQUIRES MORE EFFORT.

73 CHALLENGES DIFFERENT EXPECTATIONS HELD BY DIVERSE PEOPLE CAN LEAD TO MISUNDERSTANDINGS, CONFLICT AND NEGATIVE EVALUATIONS.

74 BENEFITS MATCHING EMPLOYEES WITH DIVERSE CUSTOMERS OR CLIENTS.

75 BENEFITS ABILITY TO APPLY KNOWLEDGE OF DIFFERENT CULTURES TO BUSINESS PRODUCTS OR ISSUES.

76 BENEFITS BETTER DECISION-MAKING AND PROBLEM-SOLVING.

77 BENEFITS MORE CREATIVITY AND INNOVATION IN PRODUCTS, SERVICES AND ORGANIZATIONAL PROCESSES.

78 PERSONAL BENEFITS OF WORKING IN MULTICULTURAL ORGANIZATIONS

79 PERSONAL BENEFITS GREATER ABILITY TO COPE WITH THE UNEXPECTED.

80 PERSONAL BENEFITS BROADENING OF PERSPECTIVES ON ANY DIFFERENT ISSUES.

81 PERSONAL BENEFITS GREATER TOLERANCE AND ACCEPTANCE OF OTHER S DIFFERENCES.

82 PERSONAL BENEFITS GREATER FLEXIBILITY IN THEIR OWN PERSONAL BEHAVIOR, COMMUNICATION AND INTERACTION STYLES.

83 PERSONAL BENEFITS ENHANCED SELF-INSIGHT.

84 DIVERSITY AS STRATEGY

85 BUILDING CULTURAL COMPETENCE

86 CIVILIZATIONS SHOULD BE MEASURE BASED ON THE DEGREE OF DIVERSITY ATTAINED AND DEGREE OF THE UNITY RETAINED. - W.H. AUDEN