“Change is the business environment.  Change has overtaken every company.  Creating change, managing it, mastering it, and surviving it is the agenda for everyone in business to make a difference.”  Fast Company

Discussion Process

Workshop Method

LENS – Leadership Effectiveness and New Strategy

Self Directed Organizational Change

Objective

Reflective

Interpetive

Decisional

• Allows Dialogue
• Space to hear others thinking
• Takes people through four thinking processes
• Allows movement to decision
• Allows group to learn

Context

Brainstorm

Organize

Name

Reflect

• Respectful of people and ideas
• Allows people to find consensus and say “yes”
• People feel like they did it themselves
• Discovery process – ideas and relationships
• Gets a number of people working on the question

Practical Vision

Underlying Contradiction

Strategic Action

Taskforce Implementation

Systematic Follow-up

• Allows change at local level
• Implementers involved in decision making
• Support from above allows risk taking
• Up front planning, implementation and review
• Discover the consensus and push on it

Future Search

Open Space

Appreciative Inquiry

• You start from where you are (which is the only place you can work from)
• You decide to be a change agent within your organization
• You realize that you must work from many different points at the same time (comprehensive and focused)
• Then you decide how to carry out the process of change

What is blocking my organization from changing? (Partial List)

Lack of honesty and open dialogue on perceived problems company is facing

People are too busy ‘doing” things and not thinking about ‘doing things better’

Traditional mindsets in doing business

Too many initiatives at one time but very poor and inconsistent in implementation

Disenabling thinking and habits are too ingrained in the people

Negative perception of staff from accepting the new change (that will bring good to the organization)

We are not aligned in though and action at the strategic level

“If it isn’t broken, don’t fix it” mindset and perception of people riding on previous success

Our exco members are not putting their best foot forward

We are taking on too many initiatives

“Silo” culture

Absence of concerted effort to plan a marketing strategy

General membership of the club stick to old and outdated values/tradition that it is only for males

The inability to communicate and reach understanding of the direction of the company

Drive towards and desire to claim fame individually and not wanting to allow others to appear more in control

How can I deal with the blockage and allow transformation of my organization?

Establish and implement a reward and recognition system

Create/develop shared ownership

Set and communicate desired transformation

Use communication to influence people

Be a role model to the change

Get concensus and commitment on the change

Build consequence into the appraisal system

Start talking to people individually

Set aggressive targets

Influence key people first

Demonstrate model behavior with alignment

Get the buy-in from the staff

Establish reward and recognition for achievers

Establish shared value

Focus on desired transformation

Lobby and support and convene assembly

Set a good example “model”

Create critical mass of change believers

Introduce rewards and penalty system

Create picture that all change efforts are integrated

Communicate a positive picture of the change

Recruit opposers as change agents

Close competency gap of HR people through learning interventions

Create win-win situation

Be transparent on the benefit of change

Brainstorm for innovative ideas

Make loud noises and the job will get done

Move on to a new organization

Get buy-in from the top managers

Communicate conflicting viewpoints

Set time for dialogue

Create open forums

Staff awareness on the technological change in the current environment