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CC Pace Proprietary Copyright © 2015Slide No. 1CC Pace Proprietary Copyright © 2015Slide No. 1
Influencing Organization Change
A Framework
For Thinking About
And Designing Change Initiatives
CC Pace Proprietary Copyright © 2015Slide No. 2
Introduction
CC Pace is one of the nation’s most trusted Agile technology companies, having pioneered and perfected Agile software development, coaching, and training since the movement’s earliest beginnings.
Cindy Bloomer Enterprise Agile Coach and OD Practioner
Bhavneet SethiEnterprise Agile Coach/Trainer
CC Pace Proprietary Copyright © 2015Slide No. 3
Agenda
Next Up In Progress Done
Through the Looking Glass
Dynamics of Organization Change
A Framework for Influencing Change
Seeing the Organization That Is
Creating a Tipping Point for Change
CC Pace Proprietary Copyright © 2015Slide No. 4
The OD Lens
Organization Development
A values-based approach to
managing change and
improving the overall health and effectiveness
oforganizations. .
CC Pace Proprietary Copyright © 2015Slide No. 5
OD is…..Tried, True, and Evolving
HSD
CC Pace Proprietary Copyright © 2015Slide No. 6
Knowledge, Skills & Language
CC Pace Proprietary Copyright © 2015Slide No. 7
Agenda
Next Up In Progress Done
Through the Looking Glass
Dynamics of Organization Change
A Framework for Influencing Change
Seeing the Organization That Is
Creating a Tipping Point for Change
CC Pace Proprietary Copyright © 2015Slide No. 8
Table Activity
Individually:
Complete the handout“My Change Involves”
CC Pace Proprietary Copyright © 2015Slide No. 9
Spectrum of Change
DevelopmentalChange
TransitionalChange
TransformationalChange
CC Pace Proprietary Copyright © 2015Slide No. 10
Table Activity
Where does YOUR change initiative fit on the Spectrum?
CC Pace Proprietary Copyright © 2015Slide No. 11
Change is Hard
Change is like a planned journey into uncharted waters on a leaky boat with a mutinous crew.
Michael Fullan
CC Pace Proprietary Copyright © 2015Slide No. 12
Lasting Change is Harder
Change initiatives often fail to create lasting change because they:
• Go for the “whole hog”
• Focus on the “easy stuff”
• Forget the “people stuff”
• Assume change is predictable and can be controlled
• Follow a linear, “one & done” approach
CC Pace Proprietary Copyright © 2015Slide No. 13
Agenda
Next Up In Progress Done
Through the Looking Glass
Dynamics of Organization Change
A Framework for Influencing Change
Seeing the Organization That Is
Creating a Tipping Point for Change
CC Pace Proprietary Copyright © 2015Slide No. 14
An Empirical Framework for Influencing Change
Empirical – derived from or guided by experience and experiment
Step 1 – Discover
Step 2 – Assess
Step 3 – Plan
Step 4 – Implement
Step 5 – Evaluate
Step 6 – Evolve
CC Pace Proprietary Copyright © 2015Slide No. 15
Step 1 - Discover
Where do they want to go?
Articulate the business problem and desired outcomes
Action without vision is only passing time. Vision without action is merely day dreaming. Vision with action can change the world.
Nelson Mandela
CC Pace Proprietary Copyright © 2015Slide No. 16
Step 2 - Assess
Where are they now?
Evaluate where the organization is now.
Validate assumptions, direction, and desired outcomes
Let’s not even attempt to solve our problems without first collecting all the facts in an impartial manner.
Dale Carnegie
CC Pace Proprietary Copyright © 2015Slide No. 17
Step 3 - Plan
How will they get there?
Determine target areas, strategies, tactics
I don’t look to jump over 7 foot bars, I look around for 1 foot bars that I can step over.
Warren Buffet
CC Pace Proprietary Copyright © 2015Slide No. 18
Step 4 - Implement
Take action
Take small steps; be prepared to shift.
In a VUCA world, the kind of strategy that works best is to be clear about where you’re going, but flexible in how you get there.
Bob Johanxen
CC Pace Proprietary Copyright © 2015Slide No. 19
Step 5 - Evaluate
Check the compass often
Stop periodically to see where you are,
what you’ve learned, and if you’re headed in the expected
direction
“What you know changes what you see.”
Robert Kurson
CC Pace Proprietary Copyright © 2015Slide No. 20
Step 6 - Evolve
What’s next?
Incorporate learnings, adjust the plan, and continue the journey.
Change is a function of closing out one experience and moving on to “current possibilities”.
Gestalt Theory
CC Pace Proprietary Copyright © 2015Slide No. 21
And…Iterate
I go look at a stonecutter hammering away at his rock perhaps a hundred times without so much as a crack showing in it. Yet at the hundred and first blow it will split in two, and I know it was not that blow that did it, but all that had gone before.
Jacob Riis
CC Pace Proprietary Copyright © 2015Slide No. 22
Agenda
Next Up In Progress Done
Through the Looking Glass
Dynamics of Organization Change
A Framework for Influencing Change
Seeing the Organization That Is
Creating a Tipping Point for Change
CC Pace Proprietary Copyright © 2015Slide No. 23
Some Models
• GRPI (Beckhard)
• Organization Network Analysis (ONA)
• Weisbord’s Six Box
• McKinsey 7S
• STAR (Gaibraith)
• Landscape Diagram (HSD)
• Organizations Alive (Yuill)
• Organizational Dynamics (Kotter)
• Freedman’s Socio-Tech model
• Integral Agile (Spayd)
• Create Your Own
All models are wrong, some models are useful
George E.P. Box
CC Pace Proprietary Copyright © 2015Slide No. 24
GRPI Model
Source: Richard Beckhard
CC Pace Proprietary Copyright © 2015Slide No. 25
Create Your Own
• Combine concepts from multiple models (these are just a few)
• Gather data using multiple modalities – observation, questionnaires, interviews
• When interviewing, ask various types of questions
− “Tell me about a time when”
− Use a Likert scale
− Connect feelings with imagery
CC Pace Proprietary Copyright © 2015Slide No. 26
Agenda
Next Up In Progress Done
Through the Looking Glass
Dynamics of Organization Change
A Framework for Influencing Change
Seeing the Organization That Is
Creating a Tipping Point for Change
CC Pace Proprietary Copyright © 2015Slide No. 27
Where will the work take place?
Source: NTL Institute for Applied Behavioral Science
CC Pace Proprietary Copyright © 2015Slide No. 29
A Few Tools
• Johari Window (Luft)
• CDE (Eoyang)
• Give & Receive Feedback
• NVC (Rosenburg)
• Humble inquiry (Schein)
• Radical Inquiry (Eoyang)
• Appreciative Inquiry (Cooperide)
• Difference Matrix (HSD)
• Simple Rules (HSD)
• Create Your Own
Farmers don’t grow crops. They create the conditions for crops to grow.
~ Gareth Morgan
CC Pace Proprietary Copyright © 2015Slide No. 30
The CDE Model
• 3 conditions that shape the speed, direction, and outcomes of self-organizing in human systems
• Changes in one or more produces changes in the others, causing system changes over time
Source: http://wiki.hsdinstitute.org/
CC Pace Proprietary Copyright © 2015Slide No. 31
An Example
Containers Differences Exchanges
Expectations
• Bed made, not made• Food containers put up, not
put up• Clothes on/off the floor• Clutter on/off surfaces
• Arguments about when/how often
• Arguments about how-much
Boundaries
• Her room, my house• Freedom, responsibility• Positional power• Ready JIT, always ready for
company
• Deflection• Accusing• Blaming• Rude / disrespectful
System – My daughter and I
Sticky Issue – Keeping her room clean
CC Pace Proprietary Copyright © 2015Slide No. 32
Shift Behavior by Shifting Conditions - Differences
Containers Differences Exchanges
How did the container change?
• Too much Difference• Action – Dampen differences• How? – agreed “clean room”
means:• Make bed every day -
comforter is pulled up, pillows on top
• Remove food containers / trash before bed
• Pick up clothes from the bedroom floor (we didn’t agree on closet floor)
• How did the exchanges change?
Source: http://wiki.hsdinstitute.org/
CC Pace Proprietary Copyright © 2015Slide No. 33
Shift Behavior by Shifting Conditions – Exchanges
Feedback
When this happened (or, when you did this)….
describe the situation & behavior (no judgment)
I Felt….. describe the emotions you had
The Story I told myself….. the meaning I made was
As a result….. the impact on me was
Request…. describe the desired change (this is optional)
Source: NTL Institute for Applied Behavioral Science
CC Pace Proprietary Copyright © 2015Slide No. 34
How do you know which one to shift?
Landscape Diagram(w/ CDE)
Sources: NTL Institute for Applied Behavioral Science
and wiki.hsdintitute.org
CC Pace Proprietary Copyright © 2015Slide No. 35
Create Your Own
• Ideas can come from anywhere
• Modify them to be “fit-for-purpose”
CC Pace Proprietary Copyright © 2015Slide No. 36
You are Your Best Tool
From the first contact with a system, you create the
potential for change
CC Pace Proprietary Copyright © 2015Slide No. 37
And Remember….Lasting Change is Hard and takes Time
Not allowing adequate time for change is like not taking time to look when you cross the street..
unknown
CC Pace Proprietary Copyright © 2015Slide No. 38
Agenda
Next Up In Progress Done
Through the Looking Glass
Dynamics of Organization Change
A Framework for Influencing Change
Seeing the Organization That Is
Creating a Tipping Point for Change
CC Pace Proprietary Copyright © 2015Slide No. 39
Contact Information
CC Pace4100 Monument Corner Dr. Suite 400 Fairfax, VA 22030 (703) 631-6600
Cindy Bloomer, Managing Consultant [email protected]
Bhavneet Sethi, Enterprise Agile Coach/[email protected]
www.ccpace.com To learn more about CC Pace visit our Website & Blog! ccpace.com/blog
CC Pace Proprietary Copyright © 2015Slide No. 40
Table Activity
I’m going to try it
I’ll learn more
about It
Maybe later
CC Pace Proprietary Copyright © 2015Slide No. 41
QUESTIONS
All men by nature
desire to know.