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Framework for the Course

Rhetoric of Change. untouchables"Learning from failure is so much easier than from a success"You can win the war without killing off half the army"Permafrost" organizationsBOHICA" Dynamic stability Kludgers and tinkerersAppoint a chief memory officer". Incremental Change/Evolutionary Ch

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Framework for the Course

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    1. Framework for the Course

    2. Rhetoric of Change “untouchables” “Learning from failure is so much easier than from a success” “You can win the war without killing off half the army” “Permafrost” organizations “BOHICA” Dynamic stability Kludgers and tinkerers “Appoint a chief memory officer”

    5. Change Levers

    7. Stakeholders of Change

    8. Debate What is the right recipe for change? Scorecard for transformational change? Why such a low score for ebusiness change? What’s good about evolutionary change? What are the drawbacks of evolutionary change? What’s good about revolutionary change? What are the drawbacks of revolutionary change? Personal experiences?

    9. Fallacy of Radical Change Radicalists: The top controls the company and can impose change Evolutionists: change has to be pulled from within the individuals Radicalists: Attitudes should change before behavior (“get religion”) Evolutionists: change behavior first Radicalists: Change by participation and culture Evolutionists: Change via goals, responsibilities, examples, not specific change program/process; Evolutionists: “direct a “nondirective” change process

    10. Evolutionary Change Model PULL MODEL of CHANGE 1. Develop broad awareness and consensus of a clearly defined business problem 2. Develop goals and responsibilities for solving the problem, but do not specify the approach for solving the problem 3. Support those who are changing on their own terms, not on yours 4. Let each group reinvent their flavor of the solution 5. Institute formal policies, procedures, and structures as reinforcing, not imposing 6. Make sure the top walks the top

    11. Types of Organizational Changes

    14. Approaches to Radical Change

    15. Always clarify in your mind: a) what type of change the firm needs b) what type of change the firm has planned for c) what type of change the firm is capable of d) discrepancies in the above three areas across the different stakeholders (change is in the eye of the beholder)

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