Journey for Change. MAP & instruments
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Re-imagining change
1.Images of change are based on views of the organisation and the process of change 2. The "iceberg" and the "rollercoaster" provide useful and appealing images 3. These images are to be used creatively as a reminder and guide to avoid slipping back into an overly rational view of change
Images of change
1. The different images, metaphors and stories of change frame how we see it 2. We have a rich storybook of change narratives. The dominant one is rational, but it is challenged by stories of transition, agility and resilience 3. We draw on these stories in re-imaging change as a cyclical process of Orientation, Performance and Reflection in an ongoing Cycle of Change
Duck and rabbit paradox
What you see? What would you see if I describe before story about duck or rabbit?
Dangerous Ideas of Change Management
Dangerous Ideas of Change Management 1) Change Starts at the TOP 2) Change rolls out and cascades downwards 3) Change is engineered 4) Change is episodic 5) The assumption that people don`t like to change
Solutions that fail us, solutions that don`t
Four seeds for change: Kurt Lewin (1950) established the course of Change Management 1) Understand the whole field 2) Prepare, support and reinforce change 3) Pull rather then push 4) Learn in action
Did your recognize problems with status What we wish and aspire to and What we actually achieve?
Modus operandi - typical behavior A person or thing's normal mode of operation. The definition of a modus operandi is a way of doing something. An example of modus operandi is driving on the left side of the road in the US. We found ruts in business life. What creates the rut: - entrenched ideas - values - interests What keep us from getting out of it? *risks *uncertainties Common practices: 1) Developing strategy 2) Plan - Do 3)Hierarchical strategy execution Main lesson recap: 1) ChM (Change Management) does not take place on a level playing field 2) There are 4 major causes of the slope: Head bias Design Bias Strategy Bias Reform bias 3) Effective approaches to change management accept the slope is there and adapt to it Мудрость начинается, когда мы учимся жить с тем, что нельзя изменить, и сосредоточиться на том, что мы можем.