To inspire you to be change agents.

Transkript

1 Change LU Purpose To inspire you to be change agents. By offering a conceptual framework to structure your work around By presenting a number of guiding principles By offering best practise knowledge on some key aspects of change management 1

2 Agenda 1. Change & Complexity 2. Return on Investment 3. The Naked Organization 4. The Silverback 5. The 10% principle 6. Change Communication 7. The Popcorn Metaphor 8. The Bowling Experiment 9. The Change Agent Den nya Strategiska Planen 2012 Change & Complexity 2

3 Net increase in complexity = (increased very significantly + increased somewhat significantly + increased minimally) (decreased + stayed the same) 3

4 Leading change - What s the secret? Studies show that 70% of all change initiatives fail to deliver on targets, time and resources. But what makes some change initiatives more successful than others? Change Management - a definition Change management is the process of effectively leading transition from a current state to a desired state by under-standing and addressing people and organizational issues. This ensures that changes lead to improvements and generate new opportunities for people and the organization. 4

5 Bang for the buck - Why invest in Change Management? Not managing changes comes at a price too Strong correlation between effectively managing change and meeting objectives Clear quantitative cost benefit effect on effectively managing changes Minimising the cost for the business 5

6 Ny strategisk plan 2012 GAP HJÄLP Ser inte att man är del av en större enhet. Många är väldigt autonoma. Avsaknad av vi -känsla. Jobbar inte ihop så mycket (Studenterna får inte glömmas) Känslan av ömsesidigt beroende. Borde utnyttja befintliga stödfunktioner bättre Identitetsgap: Forskare/lärare/administrativ personal Att det i sig är ett dokument som inte engagerar tillräckligt Tydligare ledarskap på alla nivåer. Det saknas förtroende för vissa ledare Avsaknad av gemensam plattform Att få kommunikationsstöd/coaching Att man smörjer egona Att skapa success stories. Hitta goda exempel storytelling. Sprida bra exempel också internt Större utbyte mellan administratörer och forskare/lärare Skapa ett mer kommunikativt ledarskap och det goda medarbetarskapet ( vi -känsla etc.) Plocka russinen ur kakan och skapa anpassad process på hemmaplan, dvs göra om det till sin egen verklighet Att skapa arenor för möten på tvärs Avsätta tillräckligt med tid och resurser Vara inspiratör. Identifiera förändringsagenter. Uthållighet, mod, tålamod. Lyfta fakta och bevis Samarbeta inte motarbeta. Våga ta någon annans idéer och släppa det gamla Våga visa skeletten i garderoben Hjälpa ledarna med förklaring om vad planen egentligen innebär. Konkretisera It s all about... People 6

7 Organizational change can be represented as three states of change States of change Current state Transition state Future state How things are done today? How to move from current to future? How things will be done tomorrow? In reality, there are both organizational and individual future states Organization How I do my job today How I will do my job after the change is implemented Individual 7

8 The future state is the collection of many individual transitions Individuals Organization Future Watch out! A snake! 8

9 The Silverback Three primary roles of management 1. Participate actively and visibly throughout the project 2. Build a coalition of sponsorship and manage resistance 3. Communicate directly with employees 9

10 The 10% principle When the number of people with one common unshakable belief is below 10 percent, there is slow progress in the spread of ideas throughout the system. Once that number grows above 10 percent, the idea spreads like flame. Making the transition Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change 10

11 Change Communication Change communication is the tool to build awareness and desire and to secure a sustainable change through involvement and dialogue. Consult Join Sell Page 21 Tell Link between desired result & communication approach Ownership/ Engagement Acceptance/ Alignment Level of change Understanding (and Action) Awareness Tell Sell Consult Join Level of involvement 11

12 Choosing the Right Communications Tools & Channels Ownership/ Engagement Working sessions, 1-to-1 conversations, workshops, coaching Level of change Acceptance/ Alignment Understanding (and Action) Awareness Newsletters, s, memos, letters, notices Booklets, plenary sessions, presentations, videos, intranets Focus groups, working parties, suggestions schemes, consultative presentations Level of involvement Tell Sell Consult Join The Popcorn Metaphor 10% 80% 10% 12

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