Transforming Organisations

1. Transforming Organisations A Short Presentation on How to make change happen

2. Everything changes… • The history of mankind is that everything changes… Hunting & Gathering 1 Million + Years Productivity Technology Industry Farming 6000 years 15 Years 50 Years 300 Years We are already experiencing The Age of Imagination

3. Everything changes • everything can be changed • there are no resistors to change • there are no change saboteurs • change can penetrate every part of an organisation • all employees are loyal ...except those that we have created by our actions in the past ...those we create are those not given the time, information, psychological space, training or indeed the choice to change

4. You manage attitude You manage emotion You manage activity You manage your perceptions You manage focus You manage communications You manage the way people learn You manage change The Myth of Change

5. Skills of a change agent There are important skills and competencies of this role. They are expected to: • Be courageous, take risks and involve others • Build rapport with all the people affected by the change • Identify creative solutions and to innovate • Stay calm under fire and remain resilient to ensure the change is successful • Maintain ownership for the change and the plans that underpin the initiative • Keep learning and developing the change team and themselves

6. Shared Vision creates alignment • Creating alignment ensures the change doesn’t grind to a halt. • Personal interests of the people in the organisation create misalignment. • These push the vision out of shape

7. Shared Vision creates alignment • There are seven areas of organisational culture

8. Shared Vision creates alignment • Alignment requires the building of consensus within the organisation • Consensus is built through applying the disciplines of: • Involvement • Education • Honesty • Congruency • Persistence • Consensus takes a great deal of time and will only succeed if you communicate

9. Dialogue creates Alignment • The process of changes requires dialogue • Only through excellent communication comes the hope and vision of a better future. “Communication is not simple... and the revelation of its hidden complexity is One of the great discoveries of the twentieth century... One sure sign of this complexity is our ignorance.” Dr. P.N. Johnson-Laird

10. Dialogue creates alignment • There is a wide range of medium available to an organisation • From the impersonal (e-mail) to the personal (1 to 1) • They all have advantages and disadvantages • The art of communicating is matching the medium with the message, context and audience 1 to 1 Personal emotional content Impersonal meetings video phone phone electronic noticeboard video conferencing letter fax groupware Different same time time need to interactively develop clarity & understanding

11. Fatal Errors of Leadership during the change process • You are blinded by your vision • You don’t know when to start • You don’t know your place • You’re playing by old rules • You’re never satisfied • You don’t know when to stop

12. Be prepared to change the change Confirm which aims are stillviable What were the aims? Measure progress against original targets Did we achieve them? Ensure people still understand and support aims Does everyone back them? List shortfalls and assign aims to specific teams What still needs to be achieved?

13. “There is only one constant in this universe, and that is.... change” Albert Einstein