Transcript change.ppt

Organizational Change
“Ch Ch Ch Ch
Changes!!!”-David
Bowie
By, Ryan Bizon and Geoff
Creighton
What are we going to
discuss today?
• Forces of Change.
• Kotters Eight Steps for Leading
Organizational Change.
• Why do people resist change?
• Why Leadership is so important.
• Jack Welch’s four change
practices.
• Conclusion
External Forces of Change
and Why is it Important?
• Demographic Characteristics.
• Technological Advancements.
• Customer and market changes.
• Social and Political Pressures.
Internal Forces of Change
•
Internal Forces of change come from within a business
and are not the product of changes occuring from outside
the business.
•
Changes that occur from forces in a business such as;
• Employee Attitudes
• Introduction of new equipment.
• Changes in the workforce.
• Changes in business strategies.
• “When the rate of external change exceeds the rate of
internal change the end of a business is in sight”-Jack
Welch
John Kotters 8 Steps for
Leading Organizational
Change
•
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Establish a sense of urgency.
Create the guiding coalition.
Develop a vision and strategy.
Communicate the change
vision.
Empower broad based action.
Generate short term wins.
Consolidate gains, and produce
more change.
Anchor new approaches in the
culture.
“Hello, I’m John
Kotter”
Why Do People Resist
Change?
• Surprise and fear
of the unknown.
• Change is
uncomfortable.
• Fear of failure
• Loss of status and
or job security.
• Nonreinfocing
reward systems.
• Distruptions of
cultural traditions
and relationships
“The only thing we have
to fear is fear itself” –
Franklin D. Roosevelt
Why is Leadership so
Important?
• Leaders perform
three key functions
in building a
learning
organization:
• Building a
commitment to
learning
• Working to generate
ideas with impact
• Working to
generalize ideas
with impact.
“Everybody hears, but few
listen” – Bobby Knight
Jack Welch’s Four
Change Practices
• Attach every change
initiative to a clear
purpose or goal.
Change for change’s
sake is stupid and
enervating.
• Hire and promote only
true believers and get
on with it types.
• Ferret out and get rid
of resisters, even if
their performance is
satisfactory.
• Look at car wrecks.
“Change before you
have to” –Jack Welch
Attach Every Change initiative to a
clear purpose or goal. Change for
change’s sake is stupid and
enervating.
• Change overload sucks. Nothing
meaningful ever comes from “flavor of the
month” changes. Work only feels frantic
and disorganized.
• People must understand in their heads and
hearts why change is necessary.
• If the company has been through enough
change programs, employees consider you
like gas pains. You’ll go away if they wait
long enough.
Hire and Promote Only True
Believers and get-on-with-it
Types.
• Real change agents are rare,
they have courage, and a
certain fearlessness about the
unknown.
• These people ask questions
that start with the phrase “Why
Don’t We”
Ferret out and Remove the
Resisters, Even if Their
Performance is Satisfactory.
• Resisters foster an underground
resistance and lower the morale of
the people who support change.
• Resisters are change killers; cut
them off early.
• If an employee doesn’t share a
company vision, they should find a
company where they do.
Look at Car Wrecks
• Nobody wants disasters to
occur, but they will.
• Make the most of regrettable
circumstances.
• Change means seizing every
opportunity, even the ones
wrought by adversity
Conclusion
• Don’t get all caught up in your
knickers over change.
• Change or die (well sometimes)
• People love familiarity and
patterns.
• Change is exciting!!!
Sources
• Welch, Jack. Winning. New York, NY:
Harper Collins, 2005.
• Kinicki, Angelo, and Robert Kreitner.
Organizational Behavior, Key
Concepts, Skills and Best Practices.
2nd ed.. New York: Mcgraw Hill
Irwin, 2006.
“Time may change me,
but I cant change time”
-David Bowie