How to make a difference

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Post on 19-Sep-2014

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Why would we want to make a difference? How do we go about it? With this interactive talk Plamen's goal is to inspire the audience to decide on and start planning a change initiative in their organization or community

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<ul><li><p>How to Make A Difference </p><p>Using the Change Management 3.0 model to change anything </p></li><li><p>Introduction work in pairs First </p><p> Introduce yourself </p><p>Or </p><p> share a little known fact about yourself </p><p>Then </p><p> Discuss: What change strategies or practices have you used in the past? </p><p>Time 3 minutes </p></li><li><p>How to Make A Difference </p><p>Using the Change Management 3.0 model to change anything </p></li><li><p>Why discuss change? </p><p> Prosci study (2009) - met or exceeded project objectives </p><p> Excellent change management 95% </p><p> Good change management - 80% </p><p> Fair change management - 51% </p><p> Poor change management - 16% </p></li><li><p>How important is the approach? </p><p>How we go about introducing change is usually more important than the change itself! </p><p>Geoffrey M. Bellman [2001] </p></li><li><p>Why change the world? Its no secret that the world is in need of </p><p>change. - Stephen Denning </p><p> Stop Stealing Dreams. - Seth Godin </p><p> "My friends, love is better than anger. Hope is better than fear. Optimism is better than despair. So let us be loving, hopeful and optimistic. And we'll change the world. </p><p>Jack Layton (1950-2011) </p></li><li><p>W. Edwards Deming </p><p>Bonuses are bad for business [Deming 1986]. </p></li><li><p>Peter F. Drucker </p><p>Knowledge workers cannot be subordinates of managers [Drucker 1974] </p></li><li><p>Dan Bobinski </p><p>Performance appraisals dont work [Bobinski 2010] </p></li><li><p>Science vs. Business </p><p>There is a mismatch between what science knows and what business does </p></li><li><p>Its not all bad </p><p>Agile Manifesto (2001) </p><p>Agile adoption survey 2011 </p></li><li><p>How did we get here? </p><p>Management 1.0 = Hierarchies </p><p>At the top high salaries, big egos </p><p>At the bottom little money + no motivation </p><p>Old, outdated + needs an upgrade </p></li><li><p>Management 2.0 = Fads </p><p>Add-ons - Balanced Scorecard, Six Sigma, TOC, and TQM. </p><p>Helping to better design the organizations </p><p>Same architecture </p></li><li><p>The Age of complexity (Stephen Hawking) </p><p> All organizations are networks </p><p> Management is about people and their relationships </p><p> Organizations are living systems, not machines </p></li><li><p>Complexity (according to Complexity Theory) </p></li><li><p>Complexity theory is about change </p><p>Complexity theory is [] about the dynamics of change in a system. </p><p> Irene Sanders The Interaction of Complexity and Management </p><p> [] a new theory of business that places people </p><p>and relationships into dramatic relief. </p><p> Roger Lewin, Birute Regine The Interaction of Complexity and Management Complexity and Agile is a marriage made in </p><p>heaven. Dave Snowden http://vimeo.com/30596502 </p></li><li><p>So far.. </p><p> Change is important </p><p> Mismatch between business &amp; science </p><p> Management needs upgrade </p><p> Complexity theory </p></li><li><p>The Management 3.0 Model </p><p>View #1: Energize People </p></li><li><p>The Management 3.0 Model </p><p>View #2: Empower Teams </p></li><li><p>The Management 3.0 Model </p><p>View #3: Align Constraints </p></li><li><p>The Management 3.0 Model </p><p>View #4: Develop Competence </p></li><li><p>The Management 3.0 Model </p><p>View #5: Grow Structure </p></li><li><p>The Management 3.0 Model </p><p>View #6: Improve Everything </p></li><li><p>Exercise #1 </p><p>Pick a index card and write two ideas or interesting facts that youve just learned </p><p> and then give it to someone else! </p><p>Time: 1 minute </p></li><li><p> The Feedback Door/Wall </p></li><li><p>1. Dance with the System </p><p> Inspect </p><p> Adapt </p><p> ...and Anticipate </p><p> and Explore </p></li><li><p> PDCA </p><p> Plan </p><p> What Is Your Goal? </p><p> Where is it going well? </p><p> Do </p><p> What are the crucial steps? </p><p> When &amp; Where do you start? </p></li><li><p> PDCA </p><p> Check </p><p> How Do You Get Feedback? </p><p> How Do You Measure Results </p><p> Act </p><p> How long is the Feedback cycle? </p><p> How Do You Accelerate Results? </p></li><li><p>2. Mind the People </p><p> Remove barriers </p><p> The ADKAR model </p></li><li><p>ADKAR model - Awareness </p><p> How Will You Communicate? </p><p> How Will You Set an Example? </p></li><li><p>ADKAR model - Desire </p><p> How Do You Make It Urgent? </p><p> How Do You Make It Desirable? </p></li><li><p>ADKAR model - Knowledge </p><p> Who Will Be Teaching? </p><p> How Will You Teach Them? </p></li><li><p>ADKAR model - Ability </p><p> What Makes It Easy? </p><p> How Can They Practice? </p></li><li><p>ADKAR model - Reinforcement </p><p> What Are the Short-Term Wins? </p><p> What Makes It Sustainable? </p></li><li><p>3. Stimulate the Network </p></li><li><p>The Innovation Adoption curve </p><p> Initiators </p><p> Innovators </p><p> Early Adopters </p></li><li><p>The Innovation Adoption curve </p><p> Early Majority </p><p> Late Majority </p><p> Laggards </p></li><li><p>Change the Environment </p></li><li><p>The 5 Is model </p><p> Make Information Available </p><p> What is the groups identity </p><p> Can you incentivise good behaviour? </p></li><li><p>The 5 Is model </p><p> What barriers can you remove? </p><p> How can you make it easier? </p><p> Who makes the rules? </p></li><li><p>Summary </p><p> Change is important </p><p> Mismatch between business &amp; science </p><p> Management needs upgrade </p><p> Management 3.0/Complexity theory </p><p> Change Management 3.0 model </p></li><li><p>Exercise #2 </p><p>On the index card youve been given write one or two ideas or interesting facts that youve learned from the last section </p><p> and then give it to someone else! </p><p>Time: 2 minutes </p></li><li><p>Short break </p><p> Coming up Become a change agent </p></li><li><p>Become a Change Agent </p><p>We will be designing our own change strategy </p><p>- To make a difference in your organisation, community, etc. </p><p>- To introduce some kind of change </p><p>- To.. ? </p></li><li><p>Conclusion </p><p> Partner with the person sitting next to you to answer one or more of these questions </p><p> How do I feel about what I learned? </p><p> What do I remember from this presentation? </p><p> Can I use what I learned? </p><p> How does my organisation benefit from what I learned? </p></li></ul>