Lecture effect guidance hanze fm nov 2013

Change Effect Guidance Optimazing the effects of interventions in organizational changes

Hanze University IFM November 28, 2013

a random bunch of loosely connected lines may very well form a perfect organism … … if you want to see it

Han

s de

Haa

n (2

013)

Rehearsal:

If you want to manage a change with a considerable impact on people

What should you do?

November 28, 2013 2 Hanze University Guest college Change Management

What to do to manage a change

November 28, 2013 Hanze University Guest college Change Management 3

Kott

er (1

996)

Exercise:

If you yourself have to make a big decision like in ◦ buying a house ◦ moving in with your girlfriend ◦ adopting a new vision, strategy, way of working and a

new working environment and new colleagues

if you sincerely question your heart

What will guide your decision?

November 28, 2013 4 Hanze University Guest college Change Management

The 6 principles of “YES!” If there’s I will go along with you because liking - I don’t want to disappoint you reciprocity - I owe you something - e.g. if you trust me, I’ll trust you social proof - my friends do commitment - if I choose for it, I’ll go for it & consistency - and you seem to be reliable too authority - my ‘expert’ / ‘leader’ tells me to scarcity - this seems to be a unique opportunity - and I’m afraid to miss it


Cia

ldin

i (19

93)

Come along …

All theories in a nutshell A conclusion Jumping into the deep: The How


Classical Change Management


The

orie

s Le

win

(193

8)

driving forces

restraining forces

Social constructionism


Berg

er (1

966)

T

heor

ies

on paper

in real life

Chaos-/Complexity theory


Smith

(200

3)

The

orie

s

many, many stories

Chaos-/Complexity theory


The

orie

s H

oman

(201

3)

uncontrolled rapids

Change Mirror ®

The extremes

Classical models linear best practices (what to do) planned unilateral little involvement

Kotter, Quin, DeCaluwé


The

orie

s

Non-Classical random interactions chaos human behavior (what really happens) guided polyvocal by involvement

Boonstra, Homan

A prudent conclusion As long as 70% of changes fail stick to the best practices of Project

Management and Change Management to choose what to do

but look into your own heart if you want to know how …

… it’s all about ◦ human behavior why do I react as I do?

◦ sensemaking I want to profit

◦ interactions from the way we cooperate


Con

clus

ion

Jumping into the deep


A framework


2. provoke action

3. prevent energy leaks

1. prepare & align

Fram

ewor

k

believe / ambition /

values

confirming

reacting making it your own

ik my

network

sensemaking

me

(less visible)

told believe /

ambitions plan

goal measure/

intervention

wish/need to change behavior

Prepare, Align & Feed Know what’s happening, align what needs to be aligned to enable collective aiming, feed the change on the places where it should be fed to enable growing

with all involved at the place where sensemaking happens in the drives in the interaction at the moment it happens broadwise within


Alig

n &

Fee

d 1. prepare & align 2. provoke action 3. prevent energy leaks

Sensemaking (just one out of many aspects)

Sensemaking addresses two powers


Alig

n &

Fee

d va

n ‘t

Hek

(201

2)

change ability & flexibility

robustness & resilience

sense-making

impuls

change ability ++ robustness ++

facilitating give room offer sense

steering organize reflection force sensemaking

which makes it possible to balans

It’s all in the interactions


Alig

n &

Fee

d

Why are the desires of the architect so often inconsistent with the human instinct?

an ingrained pattern everyone follows

When it happens


Alig

n &

Fee

d

Decision phase

Change process

Operational phase

Growing need

Change happens here!

Be aware

Be convinced

Be the change

Be prepared

Broadwise


Alig

n &

Fee

d W

ilber

(199

6)

1. plot all the changes in every quadrant

2. choose interventions covering multiple change aspects

Provoke action Put principles to work that provoke people to shape and realize their own development

sharing acting together offering freedom of choice longing using existing power showing congruency putting a “thus …?”


Prov

oke

actio

n 1. prepare & align 2. provoke action 3. prevent energy leaks

Sharing

Communication Dialog Workshops …


Prov

oke

actio

n

“No sorry, I missed that one”

“I thought YOU where the change manager?”

“Ok, let ‘s go back to business!”

communication =/= telling

•make the multiple reality productive •there’s a lot more to do then talking

Congruency what you believe and what you say what you say and what you do way of changing and desired change goal and (individual) practice

or else I’ll freeze because …


Prov

oke

actio

n

I don’t like tricks don’t ask me te do what you do neither again you see, the real problem isn’t solved apparently this has nothing to do with me

Congruence with practice


Prov

oke

actio

n

Spiral Dynamics

Dominant thinking

Organizational characteristics

Interventions

Bleu (we) Structure, standards, ordering

Planned change, outlines, processes, instructions

Orange (I) Result driven, competition, improving, choise

Problem solving methods, benchmarks, scorecards (balanced scorecard, HR-scorecard)

Green (we) Quality of relations, sharing knowledge and insight, wellbeing of all

Co-creation methods, Large scale interventions, work conference, interactive development, value driven approach

Customer

centric

processes

Beck

(199

6)

“Thus …?” … what are we going to do tomorrow? … at what frequency do we evaluate that?


Prov

oke

actio

n

Prevent energy leaks Preventing people to spoil energy on things that deflect

resistance expanding beating a dead horse not involving people that are involved to see it as a change project …


in general question everybody: • does this contribute to the change (or to something else) • if not: how can it be deflected to the

change itself

1. prepare & align 2. provoke action 3. prevent energy leaks

Prev

ent E

nerg

y le

aks

Resistance

prevent it (or consider it a message you didn’t)

deal with it as: ◦ sincere concern ◦ natural fear about an uncertain future ◦ understandable anger over what is lost


Prev

ent E

nerg

y le

aks

•takes a lot of energy •doesn’t contribute to the change •feeds another story •attracts people away from the change

Beating a dead horse


Prev

ent E

nerg

y le

aks

•exhausting and not productive •provokes discussion •gives no hope •at the end people walk away

leave it use another horse and see how it comes to life again

Required to remember It’s all about: ◦ human behavior ◦ sensemaking ◦ interactions

Focus on how to do it, not on what to do Change starts when people feel the need and ends when

they are changed; try to be there Talking is essential, but acting is the most powerful stimulus

for doing Always ask everybody: does this contribute to the change? Remember your own thoughts about changes you've suffered Do for others just what you want them to do for you (Luke 6:31)


Sum

mar

y


Thus …?

Business

Lecture effect guidance hanze fm nov 2013