Change management

What is external change?

Elements from the environment that can affect you, e.g. technology, customers, competitors, market structure etc

What is internal change?

Changes within an organization, such as employee turnover, restructuring, policies, or culture that can impact operations and performance. / how organisations adapt to the change in environment.

What is change management?

‘A structured approach to transitioning individuals, teams and organisations from current state to a desired future state

Why is change (managm.) so important?

• Change is an inevitable part of personal and business life

• the speed and magnitude of change is increasing all the time

• constant innovation, technology enhancements and connection to a global network

• to remain competitive and survive, organisations must adapt to change. to excel, one must embrace change

What are the benefits of change management?

• greater organizational effectiveness

• reduces costs

• improved work quality and morale

• enhanced collaboration, engagament and communication

• higher retention rate for employees

• enhance innovation

What are the innovation-decision proccess steps?

1. knowledge

2. perusation

3. decision

4. implementation

5. confirmation

What are the adoption categories?

1. early adopters

2. early majority

3. late majority

4. laggard

How to create change? (elephant and the rider )

Appeal to rational side: give clear, actionable steps intead of abstract goals

Appeal to emotional side: what’s in it for me?

Shape the path: adjust the physical or social environment to make the desired change easy

What are the personal transition curve stages?

1. Anxiety

2. Happiness

3. Fear

4. Threat

5. Guilt

6. Depression

7. Gradual Acceptance

8. Moving forward

What is the anxiety stage about?

• Individuals are aware that events are happening outside of their understanding or control.

• Individuals are unable to picture the future

What is the happiness stage about?

A simple stage of relief that something is going to change at last.

• OR becoming aware that their viewpoint is recognised and shared by others.

• Here, individuals expect the best and anticipate a bright future. There is a danger of individuals developing unrealistic expectations

What are the fear and threat stage about?

Fear, along with a feeling of being under threat, are two key reasons why individuals resist change.

What is guilt stage about?

-Arises as individuals question their perception of themselves and their place in the grand scheme of the change.

• Once the individual begins to explore their perceptions, along with how they have acted in the past, they begin to redefine their sense of self.

• Where individuals recognise that their previous actions were inappropriate, individuals will feel guilt

What is depression stage?

Follows on from guilt

What is gradual acceptence stage?

Individuals see a ‘light at the end of the tunnel’.

What do you need for successful change?

• From old view to new one

• New set of mental model

• Openness

• Unearth shortcomings

• Work on emotions

• Engagement & Feedbacks

• Empathy

• Curious

• Continuous learning

What is a learning organization?

An organization that is continually expanding its capacity to create its future.

adaptive learning + generative learning

What are the 5 disciplines?

1. Personal mastery

2. shared vision

3. systems thinking

4. mental models

5. team learning

What is personal mastery about?

• Clarifing what really matters to us, constantly

• Deepening one’s personal vision

• What do you really want?

• Understanding your own assumptions and blind spots

What is shared vision about?

• A genuinely shared picture of the future that people commit to, not just comply with.

• Built through ongoing dialogue, not a one-time announcement; the vision needs to be co-created or it won't generate real commitmen

What is mental models?

• Deeply ingrained assumptions, generalizations, or

images that influence how we understand the world and take action

• Requires balancing inquiry (genuinely exploring others' views) with advocacy (stating your own view)

What is team learning?

- Align and develop the capacity of a team to think and act together, and not as individuals

• Depends on dialogue (suspending assumptions, exploring freely together) balanced with discussion (presenting and defending views to reach a decision).

• Requires recognizing "defensive routines" — habitual ways teams protect themselves from threat or embarrassment that block real learning

What is systems thinking?

• Integrates all above 4 disciplines

• A conceptual framework for seeing wholes and interrelationships rather than isolated parts or snapshots

• Emphasizes seeing patterns and structures behind events and not just reacting to events one at a time

What is systems thinking built on?

Feedback loops, type 1: reinforcing loops, type 2: balancing loops

What is reinforcing loops?

What is balancing loop?

What is a delay in the feedback loops?

Delay = The gap between an action and its visible consequences/results.

What is a learning organization?

An organization that continuously learns and improves its ability to create its future

What is generative learning?

Learning that improves our ability to create something new

What is the difference between adaptive and generative learning?

Adaptive learning helps us cope with change; generative learning helps us create the future.

What is the difference between dialogue and discussion?

Dialogue focuses on thinking together; discussion focuses more on presenting and defending different views.

What shift of mind is needed for systems thinking?

From seeing ourselves as separate from problems to recognising that our actions are part of the system.

What is metanoia?

A fundamental shift in the way we think and see the world.

What are the learning disabilities?

Habits of thinking and interacting that inhibits/undermines an organization’s

ability to learn

What are the 7 learning disabilities?

1. I am my position

2. The enemy is out there

3. The illusion of taking charge

4. The fixation of events

5. Parable of the boiled frog

6. Delusion of learning from experience

7. Myth of the management team

What is “I am my position”

You are your job

• No connection to purpose of the whole organisation

• No responsibility and accountability taken for the

results produced

What is “the enemy is out there"?

• Tendency to find the cause of the problem outside

yourself (e.g. your colleague, a competitor, the market)

• No examination of your own actions

• “Out there” and “In here” are mostly connected and part

of 1 system

What is “illusion of taking charge”

• Is being proactive really the solution?

• Reactiveness in disguise

• True proactiveness comes from seeing how we

contribute to our own problems

What is “fixation on events?”

• For example: last month's sales dip, a competitor's new

product

• Not the slower, more important patterns of change

behind them.

• This blinds people to long-term, systemic threats, which

usually build gradually.

• Impedes generative learning

What is “parable of the boiled frog”

• Attention is drawn to sudden change and not gradual,

cumulative threats or changes

What is “delusion of learning from experience?”

We learn best from direct experience but we rarely

directly the experience the consequences of the

decisions

• Learning mismatch that leads to organisations not

experiencing the immediate feedback needed to course

correct

What is “myth of the management team”?

Most management teams cave to pressure for the

appearance of a unified front

• They are skilled at avoiding threatening issues rather

than resolving them

• The team's collective intelligence is then often lower

than the sum of its members

• “Protect yourselves from appearing uncertain or

ignorant”

How can systems thinking help overcome learning disabilities?

It helps people see patterns, connections, consequences, and the whole system.

What is systems archetype?

Definition: Recurring patterns of structure.

Meaning: Not all management problems are unique.

Think: A recurring storyline that shows up in different situations but plays out

the same way because the underlying structure is the same

What are the 10 system archetypes?

1. Balacing progress with delay

2. Limits to growth

3. Shifting the burden

4. Shifting the burden to the intervenor

5. Eroding goals

6. Escalation

7. Success to the successful

8. Tragedy of the commons

9. Fixes that fail

10. Growth and underinvestment

Explain limits to growth (loops)

Explain shifting the burden

What is the purpose of systems archetypes?

-Identifying the causes underlying recurring problem symptoms - the “multiple why” there are recurrences

of the problem symptoms or related symptoms. [e.g. explanation for homelessness moves from society

(unemployment) to the individual (addiction)

• What are the insights of a structure for an organization?

• Identify potential pitfalls and address them in the planning stages when they are easier to tackle

• Detect potential threats in advance and to anticipate future problems and eliminate them before they

become a threat.

• To achieve fundamental/sustainable goal in the long run.

What is a discipline?

A discipline is a guiding principle and developmental path for

acquiring certain skills, competencies or practices.

What are Senge’s 5 disciplines?

Personal Mastery, Mental Models, Shared Vision, Team Learning and Systems Thinking.

What is personal mastery?

• Continually clarifying and deepening our

personal vision, of focusing our energies,

of developing patience, and of seeing

reality objectively

• Your own personal motivation to learn to

become better

• Master yourself before you master others

• Human face of change: willingness to have

your own beliefs and valued challenged;

ensure interactions and behaviours are

authentic

+ You never “arrive” - you’re a life-long learner

‘Organizations learn only through individuals who learn. Individual learning

does not guarantee organizational learning but without it no organizational

learning occurs’ (Senge)

What are personal mastery 3 key practices & principles?

What is mental models?

• Definition: Deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting.

• The challenge with mental models is when they become implicit and lie in our

subconscious

How to deal with/navigate mental models?

What are the tools to practice reflection & inquiry in mental models?

1. What we say (Espoused Theory) vs What we do (Theories-in-use)

2. Do you jump from observation of data to generalisation? (Leap of abstraction)

3. Expose the left-hand column: articulate what you normally don’t/won’t say

4. Balance inquiry and advocacy of your views: actively seek what the other view is and be open about what assumption you may have

What is shared vision?

The answer to: “What do we want to create together?”

• Leads to building a common commitment to long-term results and achievement

• From personal visions to a shared vision

• Tools: Positive Visioning, Concept-Shifting, values Alignment

What are shared vision tools?

What are the stages to building a shared vision?

1. Telling (the vision)

2. Selling (how to get employees to ‘buy-into the vision’

3. Testing (has an idea of a vision but wants to know how others react)

4. Consulting (Puts the vision together, wants creative input from others)

5. Co-creating (‘Boss’ and ‘members’ through a collaborative process build together a vision

What are some things to consider when building a shared vision?

• Who should be involved ?

• Share change vision – what is the current reality?

• Modify it as you obtain new information

• Suppress ego (and let go)

• Each employee can reflect their individual vision and how that meets with the organizational vision (crucial to create harmony and commitment)

• Confirm their understanding of that vision

• Set success indicators or benchmarks that marks progress towards realizing the vision

• Each idea - should ask their contribution to this vision

• Let employees set objectives and own these objective

What is team learning?

• The intelligence of a team can exceed the sum of its individual members' intelligence; but only if the team learns how to think together.

• Alignment is necessary

• 2 types of conversation: Dialogue &

Discussion