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SESSION THREE: ICEBERG THEORY OF CHANGE
BECOMING A PROFESSIONAL CHANGE AGENTAND
SYSTEMS THINKER
The Systems Thinking Approach®to
Strategic Management . . . Our Only Business
Founded in 1990 • Offices in over 20 Countries
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SIX PART WEBINAR SERIES:BECOMING A PROFESSIONAL CHANGE AGENT
Sept 9th—SELF AWARENESS
Sept 25—ROLE CLARIFICATION
Oct 13—ICEBERG THEORY OF CHANGE
Nov 10—PRINCIPLES AND CAPACITY FOR CHANGE
Dec 18—TRUST: THE ULTIMATE REQUIREMENT
Jan 12, 2010—THE CHANGE GAME PLAN
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WHO IS STEVE HAINES?
STEVE HAINESFounder & CEO:
Haines Centre for Strategic Management®
Systems Thinking Press®
Founded in 1990—38 Offices—20 Countries
STEVE is a:
“CEO—Entrepreneur—Global Strategist”and
“A Facilitator—Systems Thinker—Prolific Author”(of 16+ books)
A graduate of the US NAVAL ACADEMY’s Legendary Leadership Class of 1968
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WORLD LEADER: THE CENTRE
“We Are The World Leaders in Strategic ManagementPowered by Systems Thinking”
Planning—People—Leadership—ChangeTo
Deliver Customer Value
Haines Centre’s Five Integrated Lines of Business:
www.HainesCentre.com
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WHO IS VALERIE MacLEOD?
VALERIE MacLEOD
Entrepreneur, Author & Coach
Author of life planning book: “Get Me Off the Treadmill”
and co-author of business planning guide:“Destination Thinking”
with Stephen Haines & Terry Schmidt
Centre’s Strategic Planning Practice Leader
Business, government & community consultant since 1981
Haines Centre Global Partner, Calgary, Canada
Unique Blend of Business, People & TechnologyMBA (HR major) & Bachelor Mathematics (Comp Science)
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BENEFITS
1. You will be more effective in any group or meeting or CHANGE AGENT situation you find yourself, regardless of your role as a manager, a participant or a facilitator.
2. You will be a more skilled coach and facilitator in all groups, meetings, sessions, processes, client, workshops, and consultant interventions in which you find yourself.
3. You will be more effective in dealing with difficult executives people and situations, especially CEO-Level clients.
4. You will be more aware of your strengths and weaknesses and how to maintain professionalism and trust. Be able to consciously learn, and grow to be a more effective Professional Change Agent.
5. Lastly, you will be able to build and implement a complete Change Game Plan with the proper infra-structures that leverage success.
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CERTIFICATION:BECOMING A PROFESSIONAL CHANGE AGENT
AND SYSTEMS THINKER—WHY?
CERTIFICATION STEPS:
STEP #1: Complete Three Web Enhanced Learning Series:Becoming a Professional Change Agent—6 Part SeriesStrategic and Systems Thinking-7 Part SeriesOptional as needed: Group Facilitation-3 Part Series
STEP #2: SELF STUDY AND PERSONAL GROWTH:Suggested Readings—Three Research ReportsPearls of Wisdom Books I and II-by Steve HainesHire and Intern with us on your Case Study—flexible coaching
STEP ##: MASTERY DEMONSTRATION:Submit your application and your written up Case StudyPass a Professional Change Agent ExamPass a Strategic and Systems Thinker Exam
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WORKSHOP WANTS AND INTRODUCTIONS
INTRODUCE YOURSELF:
1. Name-Job-Company?
2. Wants and Desired Learnings from the Webinar Series?
3. Your Case you will use throughout the Series
4. One Little Known Fact About You?
SESSION #I
SELF AWARENESS
EVERYONE IS A MANAGER OF THEMSELVES:FIRST AND FOREMOST
UNLESS YOU CAN MANAGE YOURSELF FIRST—YOU WILL NEVER MANAGE OTHERS SUCCESSFULLY
Using“The Systems Thinking Approach®”
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STRATEGIC MANAGEMENTDESIRED OUTCOMES-RESULTS
WHAT ARE YOUR DESIRED OUTCOMES-RESULTS? 1. Higher Profits?_______________________________2. Greater Revenue? ____________________________3. Lower Costs/Decrease? _______________________4. Enhance Market Share? ________________________5. Drive Competitive Advantage? ___________________6. Increase Customer Service & Satisfaction? ________7. Deliver Better Customer Value ___________________8. Implement New Product/Service Offerings? ________9. Growing Community/Society Reputation___________10. Change the Employee Culture? ___________________11. Execute a Merger or Acquisition? _________________12. Enhancing our Commitment to the Community______13. Develop Strategic Alliances or Partnerships? _______14. Turn Around an Underperforming Business? _______15. Enhance safety? _______________________________16. Protect and Enhance the Environment? ___________17. Decrease Waste/Simplify your Bureaucracy? _______
CASE STUDY
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CRITICAL ISSUES LISTCASE STUDY
What are the 5-10 most important critical issues facing you today in your Case
1.2.3.4.5.6.7.8.9.10.
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BALANCE
Body
Mind Spirit
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SIMPLICITY
EVERYTHING IS SIMPLE, YOU SEEBUT
YOU JUST HAVE TO SEE IT
SESSION #2
ROLE CLARIFICATIONGaining Agreement
to
Engineer Success Up Front
Using“The Systems Thinking Approach®”
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ROLES
Roles
Personal Concerns: WIIFM???????
Identity—“Who am I in this group?”
Inclusion—“Am I in or out of the group?”
Control—“How much influence to share in this group?”
Affection—“Am I close or distant from the others?”
Needs and goals—“How much will I get of what I need and how much
do I give to the group?”
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ROLE CLARITY
Am I the:
1. The Manager/Leader of the session?
2. The Subject Matter Expert (SME) on the topic/participant?
3. The Facilitator who is the neutral third party committed to helping you make your decisions?
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WHY SYSTEMS THINKING TOO?
The Science of Living Systems
“The natural way the world works”
Backed by 50+ Years of Scientific Research:
It is the most Holistic, Integrated, Organizing FrameworkAvailable in the World Today
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SYSTEMS THINKING:50 YEARS OF SCIENTIFIC RESEARCH
FATHER OF SYSTEMS THINKING—LUDWIG von BERTALANFFY
1954-Society of General Systems Research—Three Nobel Prize Winners +Ludwig von Bertalanffy
Ken Boulding (Economics)—Anatole Rapaport (Math)—Ralph Gerard (Physiology)
ROOTS OF SYSTEMS THINKING: 50 YEARS OF SCIENTIFIC RESEARCH: LUDWIG VON B:
CONCEPT #1: SEVEN LEVELS OF LIVING/OPEN SYSTEMS
CONCEPT #2: 12 NATURAL LAWS OF LIVING SYSTEMS/EARTH
CONCEPT #3: THE A-BC-D-E SYSTEMS MODEL
CONCEPT #4: THE NATURAL CYCLES OF LIFE
CONCEPT #5: THE LAW OF UNINTENDED CONSEQUENCES
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THE ROOTS AND FLOWERING OF SYSTEMS THINKING
SUMMARY: MOST THOUGHT LEADERS OF 20TH CENTURY WERE SYSTEMS THINKERS: OVER 40 Fields
Ken Boulding (Economics)—Anatole Rapaport (Math)—Ralph Gerard (Physiology)
Margaret Mead (Anthropology)—Buckminster Fuller (Geodesic Dome-Design)
James G. Miller (Behavioral Science—Jean Piaget (Education)—Thomas Kuhn (Scientific Revolution)
Abraham Maslow (Hierarchy of Needs)—Erik Erikson (Wisdom and Maturity)—
Edward Deming (TQM—Russell Ackoff (Planning-Operations Research)
Peter Drucker (#1 Management Consultant: 20th Century—
Jay Forrester (Systems Dynamics)—Dick Beckhard (Organizational Development)
Steven Covey (7 habits)—Peter Senge (Org. Learning)—Steve Haines (Mgmt)
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GET A HIGHER AND BROADER PERSPECTIVE
Take a Helicopter View of Life!
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SIMPLICITY OF SYSTEMS THINKING
A Holistic, Integrated, Organizing Framework
ENVIRONMENT
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THE SYSTEMSTHINKING APPROACH
Five Strategic Thinking Questions – In Sequence: PHASE A: Where do we want to be? PHASE B: How will we know when we get there? PHASE C: Where are we now? PHASE D: How do we get there? PHASE E: Ongoing: What will/may change in your environment in the future?
vs. Analytic Thinking Which:1. Starts with today and the current state, issues, and problems.2. Breaks the issues and/or problems into their smallest components.3. Solves each component separately (i.e., maximizes the solution).4. Has no far-reaching vision or goal (just the absence of the problem).
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WHY THINKING MATTERS
The way you think creates the results you get.
The most powerful way to
impact the quality of your results Is
To improve the ways you think
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THINK—PLAN—ACT—RESULTS
How you think
Is how you plan
Is how you act
And that
Determines the results you get in work and life
SESSION THREE:THE ICEBERG THEORY OF CHANGE
BECOMING A PROFESSIONAL CHANGE AGENT AND
SYSTEMS THINKER
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THREE MAIN PREMISES
MAIN PREMISE #1“PLANNING AND CHANGE ARE THE PRIMARYJOB OF LEADERS”
MAIN PREMISE #2“PEOPLE SUPPORT WHAT THEY HELP CREATE ”
MAIN PREMISE #3USE SYSTEMS THINKING—FOCUS ON OUTCOMES—SERVE THE CUSTOMER!
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CASCADE AND WATERFALLOF CHANGE
HOW DOES CHANGE OCCUR?
IndividuallyLevel by Level
Unit by UnitDept by Dept
Functional SubculturesManagement vs. those
Being managed
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THE GOAL: WATERTIGHT INTEGRITY
—In Strategic Business Design—
IDEAL
People heading in the same direction Results
CURRENT
Results
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THE ORGANIZATION AS A SYSTEM
Systems and Subsystems
—Dick Beckhard
A company is a system with many subsystems,
all of which are interconnected.
Thinking in systems terms means being aware
of
the web of interrelationships that exist between the parts vs.
being aware just of the parts themselves.
Systems and Subsystems
—Dick Beckhard
A company is a system with many subsystems,
all of which are interconnected.
Thinking in systems terms means being aware
of
the web of interrelationships that exist between the parts vs.
being aware just of the parts themselves.
2 of 4
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SECRET OF CONSTANT GROWTH
THE SIGMOID CURVE
Time
Return
NOW YOU HAVE TWO FULL-TIME JOBS
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RATE OF CHANGE IN THE WORLD
“If the rate of change on the outsideexceeds
the rate of change on the inside,the end is near.”
—Jack WelchFormer Chairman and CEO
General Electric Corporation
“If the rate of change on the outsideexceeds
the rate of change on the inside,the end is near.”
—Jack WelchFormer Chairman and CEO
General Electric Corporation
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THE ICEBERG THEORY OF CHANGE
The Capacity To Achieve Your Competitive Business Edge
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NT MYOPI
A
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CHANGE IS A BUCKING BRONCO
“Enterprise-Wide Change is like
riding a Bucking Bronco”
—unpleasant and unexpected events
—lots of violent ups and downs
—hard to hang on—Steve Haines 11/24/01
“Enterprise-Wide Change is like
riding a Bucking Bronco”
—unpleasant and unexpected events
—lots of violent ups and downs
—hard to hang on—Steve Haines 11/24/01
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ROLLERCOASTER OF CHANGESM
Over thirty five years of research
Have confirmed that:
All systems in nature follow identical
Patterns of growth and change!
© 2000, Leadership, Inc.
Over thirty five years of research
Have confirmed that:
All systems in nature follow identical
Patterns of growth and change!
© 2000, Leadership, Inc.
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WHAT IS THE GRIEVING CYCLE?
WHAT ARE ITS STEPS AND SEQUENCE??
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ROLLERCOASTER OF CHANGESIX STAGES
EE AA BB CC AADD BB
Sustain Business
Excellence
Loss IsA Given
#3 Anger/ DepressionAcknowledge Thru:ListeningEmpathizingExplaining Why?
#5 Hope/Readjustment:Thru•Involvement•Participation in the new Vision•Showing WIIFM
Integrated ChangeIs Optional
#6 Rebuilding
Vision
#4 – Persevere/ Hang In
#2 – Shock/Denial
#1 – Smart start
Perseverance: Key To Strategic Change
The Rollercoaster is “Natural, Normal and Highly Predictable”
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SYSTEMS – THE INNER WORKINGSOF AN ORGANIZATION AS A SYSTEM
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ROLLERCOASTER OF CHANGE
Question: Which concerns do we have in our changes? Circle them. Next, develop strategies to deal with them.
ISSUES / CONCERNS
10. Loss of professional identity
11. Loss of territory
12. Concerns about ability to handle new group
13. Loss of role
14. Loss of employment
15. Loss of meaning
16. Concerns about competency
17. Fear of failure
18. Loss of satisfaction
19. Loss of support
1. Loss of influence
2. Loss of control
3. Loss of money
4. Concerns about family reaction to change
5. Loss of social status
6. Concerns about starting over-“new kid”
7. Loss of future
8. Loss of relationships, networks
9. Loss of autonomy
1 OF 2
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ROLLERCOASTER QUESTIONS
Major Questions:1. Not “if” but “when” will we start to go through shock/depression?2. How deep is the trough?3. How long will it take?4. Will we get up the right (optional) side and rebuild?5. At what level will we rebuild?6. How many different rollercoasters will we experience in this change?7. Are there other changes/rollercoaster occurring?8. Will we “hang-in” and “persevere” at the midpoint (bottom)? How?9. How will we deal with normal resistance?10. How will we create a “critical mass” to support and achieve the change?
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MACRO ISSUES WITH CHANGE
1. Everyone changes at different rates and depths.
2. Management undergoes change before the rank-and-file employees.
3. The Parts of the organization don’t fit and work together.
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ENTERPRISE-WIDE CHANGE & EXCELLENCE
—Five Choices—
Which will you be?______1 Incompetence—“Going Out of Business______2 Technical — “Dogged Pursuit of Mediocrity______3 Management — “Present and Accounted For Only______4 Leadership — “Making a Serious Effort______5 Visionary Leadership — “Developing an Art Form
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ROLLERCOASTER USES
Major Uses1. Personal transitions2. Employee self-management3. Stages of learning – all types4. Interpersonal relationships5. Coaching sequence6. Dialogue and discovery7. Conflict management8. Situational leadership tasks9. Teams, groups, meetings10. Strategic Planning11. Core Strategies (cutting/building)12. Overall Change Management
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TAKE A 2 MINUTE BREAKTO STRETCH
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SYSTEMS-THE ICEBERG THEORY OF CHANGE
#2-THE INNER WORKINGS OF THE ORGANIZATION
Enterprise-Wide ChangeDD EE
FutureEnvironment
BB
CCAA
#3 Check ON the Enterprise
#1 Work ONthe Enterprise
OUTPUTSINPUTS
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INEFFECTIVENESS OF HIERARCHY
Ineffectiveness of Hierarchical “Cascade”Implementation Strategy Alone
The normal “cascade” strategy for implementing change is usually ineffective, because memories remain embedded in the way the organization works after the change. This applies particularly if
the change relates to the culture rather than to work practices or systems.
—Dick BeckhardChanging the Essence
Ineffectiveness of Hierarchical “Cascade”Implementation Strategy Alone
The normal “cascade” strategy for implementing change is usually ineffective, because memories remain embedded in the way the organization works after the change. This applies particularly if
the change relates to the culture rather than to work practices or systems.
—Dick BeckhardChanging the Essence
WHAT THIS TELLS US IS THAT
“STRUCTURES INFLUENCE BEHAVIOR”1 of 3
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THE PLAYERS OF CHANGE
Enterprise-Wide Change: The Systems Thinking ApproachSM
2.Change
Consultants/SMEs(Internal/External)
3.Change
lmplementers(All Employees)
1.Change Leaders
(Senior Management)
4.Program
Management Office(Joint Experts)
The Multi-Year change Journey: Level-by-Level – Unit-by-Unit
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#1 PLAYER OF CHANGETHE CHANGE LEADERSHIP TEAM
A new way to run your business, giving equal weight to managing desired changes, in addition to the ongoing daily management of the organization.
It must meet Monthly and be led by the CEO
Purposes
1. To guide and control the implementation of any large scale, enterprise-wide strategic planning/change efforts undertaken through the “Strategic Planning/Clarity of Purpose” or “Seven Business Excellence Architecture Modules for Creating Superior Results.”
2. To coordinate any other major performance improvement projects going on in the organization at the same time; to ensure fit with the time and energy demands of ongoing daily business activities (i.e., systems fit, alignment, and integrity).
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ENTERPRISE-WIDE CHANGELEADERSHIP TEAM
Criteria for Membership
1. Senior management leadership teams for today and the future as well.
2. Informal or formal leaders from parts of the organization that are key to implementation.
3. “Core Steering Group Implementation Staff Support Team”, including overall Enterprise-Wide Change management Program Management Office Leaders, KSM/ ESS coordinators, and internal facilitators.
4. Credible staff who are knowledgeable of the actual Strategic Plan/Enterprise-Wide Plan that was developed.
5. Key stakeholders who share your ideal future vision and are willing to actively support it.
3 of 3
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A "MENU"OF STRUCTURES
MAIN STRUCTURES—SENIOR LEADERSHIP & SUPPORT:Visionary Leadership — CEO//Senior Executives with Personal Leadership Plans
For repetitive stump speeches and reinforcementTo ensure fit/integration of all parts &people towards the same vision/values
Internal Support Cadre (informal/kitchen cabinet)For day-to-day coordination of implementation processTo ensure the change structures &processes don't lose out to day-to-day
Executive CommitteeFor weekly meetings and attentionTo ensure follow-up on top 15-25 priority yearly actions from the Strategic Plan
Strategic Change Leadership Team—replaces or is the Strategic Planning Team
For monthly follow-up meetings to track, adjust and refine everything To ensure follow-through via a yearly comprehensive map of implementation
Program Management OfficeTo ensure fit, support and integration with your Strategic PositioningFor Enterprise-Wide Change requiring management of multiple projects
1 of 4
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A "MENU"OF STRUCTURES
SUB-STRUCTURES—SUBCOMMITTEES:
Innovative Project TeamsFor each change strategy and/or specific change projectsTo ensure achievement of each project
Employee Development Board (Attunement of People's Hearts)For succession — careers — development — core competencies (all levels)—performance management//appraisalsTo ensure fit with our desired culture — and employees as a competitive edge
Technology Steering Committee/GroupFor computer — telecommunications — software fit and integrationTo ensure “system-wide ” fit/coordination around information management
Strategic Communications System (and Structures)For clear two way dialogue and understanding of the Plan/implementationTo ensure everyone is heading in the same direction with the same strategies/values
2 of 4
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A "MENU"OF STRUCTURES
SUB-STRUCTURES—SUBCOMMITTEES:
Rewards and Recognition ProgramsFor recognizing and paying people for accomplishmentsTo ensure reinforcement of Accountability and Responsibilities
Organization Redesign TeamFor studying and recommending what redesign is neededTo ensure synergy of the strategies, structures, processes and culture
Environmental Scanning SystemFor collecting data from the environment (SKEPTIC)To ensure awareness of coming changes to the environment
4 of 4
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POSSIBLE EXTERNAL CHANGE STRUCTURES
1. Advisory Board of Directors
2. Strategic Alliances/Partnerships
3. Customer/Vendor Focus Groups
4. Union-Management Committee
5. Community Special Interest Group (SIG) Sessions
6. Community Forums
7. User Groups
8. Industry/Member Conferences
9. ?
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STRUCTURE INFLUENCES BEHAVIOR
Infrastructures are one of the most powerful influences of behavior there are—they are the “context” within which change occurs.
1. Having the right structures in place to begin a change is critical.
2. Desired behaviors need desired structures—both physical and mental/emotional/ cultural.
3. Even colors and shapes and visuals are effective structures.
4. Structures create chain reactions—slow at first, faster later on—Lilypond Theory.
5. Structures need flexibility—too rigid or soft are both bad.
6. In the absence of structures, we create them/they slowly emerge.
7. The linkages of the structures to each other are key.
8. Without structures—complacency and chaos rain.
9. Persistence with the structures is key to change.
10. Artificial structures/boundaries can be a mistake.
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YEARLY COMPREHENSIVE MAP OFENTERPRISE-WIDE CHANGE
IMPLEMENTATION________Year
______________Organization
Dates Month NotesMeeting/Topic______ January
______ February
______ March
______ April
______ May
______ June
______ July
______ August
______ September
______ October
______ November
______ December
SUMMARY OF SESSION THREE
BECOMING A PROFESSIONAL CHANGE AGENT AND
SYSTEMS THINKER
57
SIX PART WEBINAR SERIES:BECOMING A PROFESSIONAL CHANGE AGENT
Sept 9th—SELF AWARENESS
Sept 25—ROLE CLARIFICATION
Oct 13—ICEBERG THEORY OF CHANGE
Nov 10—PRINCIPLES AND CAPACITY FOR CHANGE
Dec 18—TRUST: THE ULTIMATE REQUIREMENT
Jan 12, 2010—THE CHANGE GAME PLAN
58
CERTIFICATION:BECOMING A PROFESSIONAL CHANGE AGENT
AND SYSTEMS THINKER—WHY?
CERTIFICATION STEPS:
STEP #1: Complete Three Web Enhanced Learning Series:Becoming a Professional Change Agent—6 Part SeriesStrategic and Systems Thinking-7 Part SeriesOptional as needed: Group Facilitation-3 Part Series
STEP #2: SELF STUDY AND PERSONAL GROWTH:Suggested Readings—Three Research ReportsPearls of Wisdom Books I and II-by Steve HainesHire and Intern with us on your Case Study—flexible coaching
STEP ##: MASTERY DEMONSTRATION:Submit your application and your written up Case StudyPass a Professional Change Agent ExamPass a Strategic and Systems Thinker Exam
59
RECAPTOOLS-TIPS-TECHNIQUES??
WHAT TOOLS—TIPS—TECHNIQUES
WILL BE HELPFUL TO YOUR CASE?
GO THRU THE PARTICIPANT LIST—ONE-BY-ONE
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ACTION MINUTES FORMAT
Date:To:From:Subject: Action Minutes from ________________________________At our meeting on _____________, regarding ________________________________,these were the agreed-upon action items:
What is to be Done? By Whom? By When?
“All of us are 100% responsible for success.”
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HOMEWORK
THE BEST LEARNING COMES FROM:
1. “IMMERSION” IN THE SUBJECT.2. IMMEDIATE APPLICATION AND USE BACK ON THE JOB3. REINFORCEMENT & RELEARNINGS AFTER THE WEBINAR
THUS, WE USUALLY REQUIRE SOME KIND OF HOMEWORK EACH SESSION, EVEN IF IT IS ONLY TO RE-READ THE PARTICIPANT POWER POINT NOTEBOOK.
LET’S DISCUSS TODAY’S HOMEWORK:
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THE BOTTOM LINE
What we think,or what we know,or what we believe
is, in the end,of little consequence.
The only consequence ......is what we do!
What we think,or what we know,or what we believe
is, in the end,of little consequence.
The only consequence ......is what we do!
1 of 2
THANK YOU
FOR YOUR PARTICIPATION
Steve Haines –Valerie MacLeodHaines Centre for Strategic Management
