The Way We Were. Molnar s Grocery. (six empties for a RC Cola)

Transcription

1

2 The Way We Were Molnar s Grocery (six empties for a RC Cola)

3 The New Normal chaotic discontinuity and disruptive change

4 The Challenge New wine and old wineskins

5 A Necessary Question Why Do People Resist Change? Whenever human communities are forced to adjust to shifting conditions pain is ever present. In too many situations improvements have been disappointing and the carnage has been appalling with wasted resources and burned out scared or frustrated employees. John Kotter, Leading Change

6 Four Common Causes Parochial self-interest Misunderstanding and lack of trust Differing assessments Low tolerance for change

7 What Typically Prompts Change? Crisis Rapid growth Stagnation Transition

8 8 Challenges and What to Do (Taken from Leading Change, John Kotter) Too much complacency Failure to create full ownership Failure to discover the right vision Failure to adequately communicate that vision Failure to anticipate obstacles Failure to celebrate short-term wins Failure to finish well Failure to adequately change the culture

9 Too Much Complacency What creates complacency? Too much past success Lack of a visible crisis Low performance standards Insufficient feedback from external constituents

10 Too Much Complacency Leaders tend to: Over estimate how they can force change and underestimate how hard it is to move people out of their comfort zones therefore... Lack necessary patience therefore... Become paralyzed by the downside: defensive spirits, poor morale therefore... Confuse urgency with anxiety and by heightening the latter create even more resistance therefore...

11 Failure to Create Full Ownership You must create a powerful team Remember: Transformation requires sacrifice, dedication, and creativity; none of which usually comes with coercion.

12 Failure to Discover the Right Vision Remember: God gives vision. Your job is to discover God s vision for the organization you lead. Without an appropriate vision transformation efforts can easily dissolve into a list of confusing, incompatible and time-consuming projects that go in the wrong direction or nowhere at all.

13 Without a vision to guide decision making, each and every choice employees face can dissolve into interminable debate. The smallest of decisions can generate heated conflict that saps energy and destroys morale. Insignificant tactical choices can dominate discussion and waste hours of precious time. John Kotter

14 Failure to Adequately Communicate the Vision Remember: He that winneth souls is wise. That requires credible, consistent, personal communication. Therefore, you must avoid The big meeting/memo strategy The single head honcho speech Use other key influencers Address inconsistent action or comments by anyone

15 Failure to Anticipate Obstacles Typical Obstacles Organizational structures Compensation structures Poor managers Unclear or narrow job categories Ministry mentality Turf mentality Tyranny of the Tacit

16 Failure to Celebrate Real transformation takes time. There is a real risk of lost momentum. Without short-term wins, too many staff give up or join the resistance. Since you have told staff that this change is good or necessary then celebrate the good results. Show the positive impact of their efforts. The commitment to produce short-term wins can help keep complacency down and encourage the detailed analytical thinking that can usefully clarify or revise transformational visions.

17 Failure to Finish Well Until changes sink deeply into a culture it can take an organization 3-10 years for new approaches to take hold. This is a dilemma in rapidly changing times. The key is to cultivate a culture of creativity and innovation. Premature victory celebration can stop all momentum and allow powerful forces associated with tradition take over. Declaring victory too soon is like stumbling into a sinkhole on the road to meaningful change. Kotter

18 Failure to Adequately Change Culture Until new behaviors are rooted in social norms and shared values they are always subject to degradation as soon as the pressures associated with a change effort are removed. Two key factors Make conscious efforts to show people how changes have improved performance. Must have the data. Promotion criteria must be reshaped to reflect changes. One bad succession decision can undermine a decade of work.