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Effecting Organizational Change

Effecting Organizational Change. by Kane McLean Strategy & Communication. The Who, What, When, Where & Why of Change. UNDERSTANDING CHANGE. Understanding Change. Start with yourself

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Effecting Organizational Change

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  1. Effecting Organizational Change • by • Kane McLean • Strategy & Communication

  2. Enterprise 2.0 in Army & Effecting Change The Who, What, When, Where & Why of Change UNDERSTANDING CHANGE

  3. Understanding Change • Start with yourself • Organizational change is a long process, your have to be committed for the long-haul if you are going to champion it. • Will this change benefit you or your organization? • Is the change enduring, or will the need for it go away • You are the Agent of Change Why Are You Trying To Effect A Change

  4. Understanding Change • Do you understand the change you are trying to effect? • Can you describe it clearly and concisely in three sentences? • Can you explain the benefits to adopters at all levels of the organization? • At the end of the day, you are trying to change behavior. Why Are You Trying To Effect A Change What Change Are You Trying To Effect

  5. Understanding Change • Do you understand the target of change? • Are you targeting an office, division, or corporate headquarters? • Do you have access to the right people? • Have you built network relationships? • You have to start where you are Why Are You Trying To Effect A Change What Change Are You Trying To Effect Where Are You Trying To Effect A Change

  6. Understanding Change • Do you need the change quickly? • Do you have time to effect the change? • Real change takes time and persistence Why Are You Trying To Effect A Change What Change Are You Trying To Effect Where Are You Trying To Effect A Change When Are You Trying To Effect A Change Emotional Response InflatedExpectations Productivity Enlightenment TechnologyTrigger Disillusionment Adoption Time Required the Gartner Hype Cycle

  7. Understanding Change • Are you trying to change your organization’s policies/practices/culture? • Are you ‘Soapboxing’ the management? • Are you sending out briefs and links? • Organizations DO NOT change • Organizations ARE people, and people do change • Organizations don’t change, people do! Why Are You Trying To Effect A Change What Change Are You Trying To Effect Where Are You Trying To Effect A Change When Are You Trying To Effect A Change Who Are You Trying To Get To Change

  8. EFFECTING CHANGE How Change Actually Happens in a Bureaucracy Growing Grass and Seeding Clouds Elephants, Jockeys and the Path Forward

  9. Most often, change starts with a grass roots movement. Leadership support is needed to provide top cover Resistance occurs between grass roots and top cover Success happens when top cover meets grass roots. NOTE: You can only effect change by working from both the top and bottom. YOU CANNOT WIN BY FIGHTING THE SKY. How Change Actually Works in a Bureaucracy

  10. The Emotional Mind Is Like an Elephant • Illogical • Determined • Just Gets Stuff Done • Mental ‘Muscle Memory’ • Emotion Side of Decisions • Loyalty / Love / Fear / Comfort The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously. The Emotional Mind or the Elephant

  11. Is Like a Jockey • Logical • Reasoned • Organizes and Moves Forward • Analytical Side of Decisions • Long-term / strategic planning / cost-benefit analysis The Rational Mind or the Jockey The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.

  12. Decision-Making is a Jockey Riding the Elephant • Rational Motivation only Precariously Controls Mental ‘Muscle Memory’ • You Have To Motivate Both the Elephant and the Jockey to Effect Long-Term Change The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously. A Path Forward

  13. Shrink the Change • Don’t try to change the entire organization, only their office, team, etc. • Bring it down to a daily task level • Shape a Clear Path Forward • Provide Clear Instructions & Outcomes*Motivates the Jockey • Support, Hand-Hold, Whatever *Motivates the Elephant • Repeat What Works • Find Bright Spots & Recreate them • Tweak Environment and Tactics Motivating Both The Elephant and Jockey The Mind Plays Two Distinctly Independent Decision-Making Functions Simultaneously.

  14. Find people interested in the change (grass-roots) and get them excited about it. • Meet with decision-makers (top-cover) • Continue grass-roots evangelism while you get approval • Enable adaptation—support grass-roots by becoming part of the group • Touch bright spots and get them sharing. Tie those bright spots in with the boss • Don’t waste much effort on resistance • Keep moving forward, but take time to work one-on-one with people Bring it all together What Change Looks Like in the Weeds

  15. THE 50’ RULE: Based on proximity, people are not likely to collaborate very often if they are more than 50 feet apart. Probability of communicating at least once a week 30% 25% 20% 15% 10% 5% Bring it all together Be Hands- On What Change Looks Like in the Weeds 30’ 60’ 90’ . . . Separation Distance in Feet Tom Allen, MIT 1977

  16. Example from US Army Enterprise 2.0 System Bring it all together Be Hands-On Clearly state the problem and solution What Change Looks Like in the Weeds

  17. Example from US Army Enterprise 2.0 System Bring it all together Be Hands-On Clearly state the problem and solution Use metaphors they relate to What Change Looks Like in the Weeds

  18. Enterprise 2.0 in Army & Effecting Change Federal and Military Organizations for OSS WHERE CAN I GET INVOLVED

  19. Getting Involved The mission of OSFA is to educate decision makers in the U.S. Federal government about the advantages of using free and open source software; to encourage the Federal agencies to give equal priority to procuring free and open source software in all of their procurement decisions; and generally provide an effective voice to the U.S. Federal government on behalf of the open source software community, private industry, academia, and other non-profits. At the Federal and State Governments Level

  20. Getting Involved Utilizing & Developing Open Technologies for National Defense Mil-OSS connects and empowers an active community of civilian and military open source software and hardware developers across the United States. This grassroots movement is a collection of diverse patriots that work for and with the Department of Defense and believe in adopting open technology innovation philosophies to effectively defend our nation. At the Federal and State Governments Level Within the Military

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  22. AboutKane McLean • Works At BRTRC In the Strategy & Communication GroupLives/Works National Capitol RegionEmail Address kmclean@brtrc.comCompany brtrc.comSteering Cmte.mil-oss.orgSteering Cmte.opensourceforamerica.orgPersonal Site thinkingopenly.com Coming Sep

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