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Change Management and Healthy Organizations > Sec 2, class 16 > Flashcards

Sec 2, class 16 Flashcards

(48 cards)

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1
Q

focus on assets instead of deficits

  • study of what gives life to human systems when they are at their best
  • methodology for positive change
  • invitation to a positive revolution
  • process for whole system transformation
A

Appreciative Inquiry

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2
Q
  • searching for best in people/organizations/society
  • philosophy and highly flexible process for engaging people to build organizations they like
  • positive, strength based alternative to problem solving
A

Appreciative inquiry

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3
Q

problem solving approach (traditional used) - what are the problems? focuses on problems, what’s wrong, what’s broken

appreciative approach: what works well here? focuses on peak experiences, best practices, strengths

A

two approaches to managing/initiating change

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4
Q
  • fully engages talent and creativity of employees and unleashes potential
  • magnifies speed of which you can execute positive innovations
  • creates organizational culture that attracts best and brightest talent
A

Appreciative Inquiry benefits

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5
Q

every organization has a positive core/strength

  • words create worlds
  • constructionist: our words help shape what happens and it becomes our reality
  • simultaneity: change beings the moment we ask a question
  • poetic: whatever we focus on expands
  • anticipatory: create mental pictures of the future and live into them
    positive: focusing on the positive core creates upward spirals
A

philosophy of appreciative inquiry

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6
Q

seeks to discover the root causes of success, rather than the root causes of failure -whatever you focus your attention on grows

A

Appreciative inquiry

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7
Q

Discovery; best of “what is” - positive core
Dream: what “might be” - envisioning impact
Design: how “can it be” - relationship and organization, co-constructing
Destiny: what “will be” -action, initiatives, people, practices, sustaining

A

Practicing Appreciative Inquiry- 4-D cycle

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8
Q
  • inquire best moments, find themes
  • what do you value about …?
  • what do you think your organizations core value is?
  • if you had three wishes for this organization, what would it be?
  • what’s your best experience?
A

Discovery cycle “what is”

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9
Q
  • creativity activity/visualization

- create visual image or word image

A

Dream - what might be?

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10
Q

co-create the future
identify actions
-what are the most promising areas in which to expand?
-what action might you commit to do to make it real?

A

design- how can it be?

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11
Q

individuals commit to how they contribute to organizational dream, ideas are implemented

  • success is measured and celebrated
  • continuously learn, adjust and improvise
A

destiny/delivery - what “will be”

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12
Q

application of processes, methods, body of knowledge, skills and experience to bring about the people side of change, thus optimizing the benefits of an initiative

A

Change management

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13
Q
  1. Assess
  2. Plan
  3. Implement
  4. Sustain
A

What is organisational change management?

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14
Q 
-usually over budget, behind schedule
top reasons for project failure: 
-poor sponsorship
-original project selection inappropriate
-assignment of wrong project manager
-upper management not supportive 
-misused management techniques
A

Project management

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15
Q

changing mindsets and attitudes
corporate culture
lack of senior management support

A

people factors are biggest barriers to success

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16
Q

Project: focuses on the project, creates the timeline, responsible for deliverables to the organization, success defined by delivery of project

Change: focused on people, change leader is aligned with project management, supports the timeline, success is delivery of adoption of project, culture change, long term

A

project vs change management

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17
Q

get impacted population from current state to future state as quickly and painlessly as possible, helping people move through phases of change

A

Change leader

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18
Q

authority group: approve plan and authorize implementation
involve group: need to be involved due to their role in the implementation
inform group: need to be told about the change and what to do so actions are consistent with implementation
consider group: others who could have a response/interest

A

Group your stakeholders

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19
Q

Keep it simple, use metaphors, analogies, big goals “crush adidas, put a man on the moon”

A

Change vision

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20
Q
  1. Change team launch
  2. Stakeholder assessment
  3. Resistance Plan
  4. Engagement/ communications plan
21
Q

Road ahead is full of landmines - dragon, dips and valleys ahead

Study These Flashcards
A

Change road map

22
Q
  • gain approval from supervisors
  • hold launch meeting
  • provide training to change team members
  • establish success measures
  • being on a change team is always optional
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A

Change team launch

23
Q

-how to use change cycle

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A

Stakeholder assessment

24
Q
  1. Loss –> shock, unaware
  2. Doubt –> Anger, unfocused questions, emotional reaction
  3. Discomfort –> Head down, lack of productivity, burn out
  4. Discovery –> lack of decision making, not moving forward on action
  5. Understanding –> only doing the change when you are watching
  6. Integration–> Ego, taking all the glory, boastful, too prideful
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A

resistance plan

25
in organizations, 60-80% of employees will initially be resisters or bystanders of change
conversion
26
- no strong need or urgency, don't see the benefits - people are not clear on how change is supposed to work - people are not clear on end goals - too many unanswered questions
Intellectual resistance
27
- make employees smart about what, why and how of change - explain, persuade, educate, inform, consult - communicate in various ways - invite participation, investigation, information, gathering, discussion
how to address intellectual resistance
28
- change violates individual values and beliefs - people don't see what's in it for them - people are struggling with a perceived sense of loss of the way things were - people feeling outside their comfort and competence zones
personal resistance
29
- make change process transparent- help them understand how they will be involved and consulted and who is representing their interests - give people real voice, listen and respond - what's in it for me - provide 1 on 1 and small group coaching - create incentives, motivators, milestones together
how to address personal resistance
30
- norms and values favor status quo - previous change efforts failed, often miserably - prevailing attitudes of distrust and rigidity, some employees are perceived as not credible
cultural resistance
31
-identify role models for change and coach them to encourage others -use change levers like rituals, stories, myths to reinforce new ways of doing things support behaviors that bust old boundaries define principles that will guide change effort and use them use cross-functional structures to promote flexibility and integration throughout change process -change belief systems about success
how to address cultural resistance
32
what employees need: information, time to absorb, safe place to express, social support, permission to feel, be heard what employees don't need: cheerleading, problem solving, being pushed, commanding, prescribing, training
denial
33
what employees need: direction/leadership, vision and strategy, predictability, ground rules, define new capabilities, involvement/training what they don't need: to be left alone with no direction, unguided, to be ignored
resistance
34
what employees need: support, reinforcement, focus, opportunity, training what they don't need: being blocked from moving ahead, being constrained
exploration
35
people are more engaged when they are involved people are more engaged when they know people are more engaged when they have input communicate
engagement/communications
36
1. lessons learned- how will you do this? where will info be kept? who's involved? what worked well/could be improved? 2. Transfer ownership- archive documents, set up permanent governance for change 3. follow up - continue to monitor feedback mechanisms
sustain
37
reality: people want to get their information about change from the senior leader of the organization and from their immediate supervisor
myth: communication or HR department should take care of communications efforts during change
38
reality: you will have to repeat messages over in many different ways before people will understand
myth: once we explain the change, people will understand
39
reality: during change, people's desire for information is insatiable. overcommunicate to be safe
myth: during change you should tell people only what they need to know, otherwise you will just . confuse them
40
reality: by the time all the answers are clear, people have already formed their own opinions (often negative) and acted accordingly
myth: you should not communicate until the answers are clear, otherwise you'll look stupid and confuse people
41
reality: don't count on these methods - they help but most people won't buy into change unless they're engaged in the process
myth: a series of emails, memos or newsletters is adequate to communicate the details of the change
42
reality: even senior leaders will need help preparing and delivering change messages - otherwise messages might be confusing and contradictory
myth: we can rely on senior leaders to deliver the change messages clearly and consistently
43
conspiracy theories: they're not telling us, they take care of themselves and leave us scraps dilbert view: this change wont work, we are doomed
negative views on change
44
frequent changes can lead to change resistance/fatigue, increasing sick time and turnover rates and decreasing productivity and org commitment building resilience - capacity to move forward in positive way - mentoring, self-awareness
change resilience
45
vulnerability (size and frequency of crises) adaptive capacity (ability and speed to manage crises effectively) awareness (appreciating need to manage strategic risks as process and not event)
organizational resilience
46
reducing total cost, increasing labor productivity, improving quality, enhancing efficiency with which capital is employed
goals of downsizing
47
1. decision to downsize 2. planning the downsizing program 3. making the announcement 4. implementing the downsizing program
4 stages of downsizing
48
depends on the way survivors respond - if they support change, downsizing is likely to meet its objectives if they feel violated by downsizing, they are more likely to work against the objectives
downsizing success

Change Management and Healthy Organizations (10 decks)

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