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being world class requires…
applying the best and latest knowledge and ideas + having the ability to operate at the highest standards of any place anywhere
great companies…
have strong core values, are driven by stretch goals, change continuously, and focus on beating themselves instead of beating competition
tyranny of the or
the belief that things must be either A or B and cannot be both; that only one goal and not another can be attained
genius of the and
achieving both goals a & b; includes organization ambidexterity (Ability to achieve multiple objectives simultaneously)
4 factors that lead to sustained superior performance
strategy, execution, culture, structure
organization development (OD)
systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness
broad approach to changing ppl, teams, or work units
not directly concerned w/ economic, financial, or technical aspects of the organization
introduces changes for the long term
strategic intervention
Helping organizations conduct mergers and acquisitions, change their strategies, and develop alliances
techno-structural intervention
Relating to organization structure and design, employee involvement, and work design
human process intervention
Improving conflict resolution, team building, communication, and leadership
human resource mgmt intervention
Attracting good people, setting goals, and appraising and rewarding performance
reasons for resistance to change
inertia, timing, surprise, peer pressure, self-interest, misunderstanding, different assessments, mgmt tactics
unfreezing
realizing current practices are inappropriate and new behavior is necessary. (Breaking from the old ways of doing things.)
moving
instituting the change
refreezing
strengthening the new behaviors that support change (Reinforcing and supporting the new ways.)
ways of enlisting cooperation
• Education and communication.
• Participation and involvement.
• Facilitation and support.
• Negotiation and rewards.
• Manipulation and co-potation.
• Explicit and implicit coercion.
john p. kotter’s steps in leading change
establish sense of urgency → create guiding coalition → develop vision/strategy → communicate the change vision → empower broad-based action → generate short term wins → consolidate gains and produce more change → anchor new approaches in the culture
examples of sources of complacency
too many visible resources, low performance standards, focus on narrow goals, absence of major visible crisis, too much happy talk, lack of feedback
reactive change
response that occurs under pressure; problem-driven change
proactive change
response that is initiated before a performance gap has occurred
adapters
Companies that take the current industry structure and its evolution as givens and choose where to compete
shapers
Companies that try to change the structure of their industries, creating a future competitive landscape of their own design
ways to shape your own future
set high personal standards, take charge of your own development, become indispensable to your organization, maintain your options, and develop resilience
explore - learning cycle
assess realistically what is currently happening
gather data to identify key problems and root causes
discover - learning cycle
tap deep understanding of current reality to identify solutions
plan and anticipate problems
act - learning cycle
implement solutions
measure results and make adjustments
celebrate success
level 5 hierarchy
executive → effective leader → competent manager → contributing team member → highly capable individual
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