Managing Strategic Change

1. Managing Strategic Change

2. expectations & objectives resource capability environmental forces STRATEGY

3. opportunities & threats strengths & weaknesses SHARED BELIEFS & ASSUMPTIONS STRATEGY Environmental forces Organisational capabilities PERFORMANCE

4. THE CULTURAL WEB OF AN ORGANISATION STORIES SYMBOLS SHARED BELIEFS AND ASSUMPTIONS RITUALS & ROUTINES POWER STRUCTURES ORGANISATIONAL POWER CONTROL SYSTEMS

5. Managing Strategic Change Managing Transitions Effectively Creating Risk Taking Learning Internal & External Pressures for Change Achieving Organisational Change & Learning Dealing with Organisational Cultures Rebuilding Self-Esteem & Performance Managing Organisational Politics

6. The Transition Curve INTEGRATION DENIAL SEARCH FOR MEANING EMOTIONAL TURMOIL SENSE OF WELL BEING PERFORMANCE - FEAR NEW IDEAS & STRATEGIES - ANGER - GUILT SHOCK - GRIEF ACCEPTANCE LETTING GO OF THE PAST TIME

7. A Model for Managing Change Planning PhaseManaging Phase Stabilizing Phase • Disengage from past (and communicate what will not change) • Organise transition management team(s) • Involve organisational members • Use multiple levers • Provide feedback • Create symbols & language • Generate need • Determine future states • Address organisational power & political dynamics • Utilise reward system • Deploy guardians of the new way EVALUATION

8. A Model of Organisational Performance & Change: The TRANSFORMATIONAL Factors EXTERNAL ENVIRONMENT MISSION & STRATEGY ORGANISATIONAL CULTURE LEADERSHIP INDIVIDUAL & ORGANISATIONAL PERFORMANCE

9. Eleven Qualities of a Successful Manager Command of basic facts Basic knowledge & information Relevant professional understanding Continuing sensitivity to events Analytical, problem-solving, decision/judgement-making skills Skills & attributes Social skills & abilities THE SUCCESSFUL MANAGER Emotional resilience Proactivity inclination to respond purposefully to events Creativity “Meta Qualities” Mental agility Balanced learning habits & skills Self-knowledge Pedler, Burgoyne & Boydell

10. Force field Analysis FORCES FOR CHANGE STABILITY FORCES AGAINST CHANGE

11. Resistance to Change Individual Resistance • Habit • Security • Economic status • Fear of the unknown • Selective information processing

12. Resistance to Change Organisational Resistance • Structural resistance • Limited focus of change • Group inertia • Threat to expertise • Threat to established power relationships • Threat to established resource allocations

13. Overcoming Resistance to Change • Information through education and communication • Involvement and participation • Support and facilitation – e.g. counselling training • Negotiation • Co-option and manipulation • Coercion • Piloting

14. Six Rules for Managing Change Effectively • Work hard at establishing the need for change • Don’t only think out the change, think through it • Initiate change through informal discussion to get feedback and participation • Positively encourage those concerned to give their objections • Be prepared to change yourself • Monitor the change and reinforce it

15. Ten Organisational Prerequisites for Transformational Change • Commitment from top leaders • Written description of the changed organisation • Deconstruct the status quo • Identify and mobilise the critical mass for support • Need to take a medium to long term perspective • Be aware of resistance to change and honour it • Develop awareness and education of those affected • A passion for change, experimentation and learning is essential from the top • Need to put money where your mouth is! • Maintain open flows of information and communication