【正文】 學(xué)習(xí)增加，技能提高 ? 對變革持積極態(tài)度甚至感到興奮 認(rèn)同 成就感 高昂的士氣 積極學(xué)習(xí) 放松自己 不確定感 矛盾情緒 員工的轉(zhuǎn)變 開始實(shí)施新模式 認(rèn)同 成就感 高昂的士氣 積極學(xué)習(xí) 放松自己 不確定感 矛盾情緒 ? 主要對策 ? 鼓勵(lì)高級管理者與員工交流宗旨 /戰(zhàn)略 ? 同員工一起制定他們的工作目標(biāo) ? 設(shè)計(jì)快速成功的機(jī)會(huì) (Quick Win) ? 對個(gè)人或小組進(jìn)行新的價(jià)值觀，技能與行為的培訓(xùn) ? 實(shí)施轉(zhuǎn)變時(shí)，公開通知個(gè)人與團(tuán)體 ? 指導(dǎo)轉(zhuǎn)變過程并進(jìn)一步激發(fā)員工對變革的熱情 ? 如必要，可以要求援助 /或向人力資源部求助 員工的轉(zhuǎn)變 開始實(shí)施新模式 不確定 懷疑 認(rèn)同 結(jié)束舊模式 探索新模式 開始實(shí)施新模式 員工的轉(zhuǎn)變 總結(jié) 員工的轉(zhuǎn)變 總結(jié) 我們發(fā)現(xiàn) : 如果只移動(dòng)冰山的頂部，人的因素被忽略了 ? 按照我們的經(jīng)驗(yàn)，在許多組織中成功轉(zhuǎn)變的最大的障礙是沒有正確地估價(jià)人的因素 ? 實(shí)際上， 70% 的企業(yè)認(rèn)為導(dǎo)致本企業(yè)轉(zhuǎn)變失敗的主要原因是人的因素 改革之風(fēng) 移動(dòng)組織的冰山 領(lǐng)導(dǎo) 態(tài)度 技能 行為 價(jià)值觀 文化 流程 戰(zhàn)略 系統(tǒng) 組織架構(gòu) 支持改革的行為 如果只移動(dòng)冰山的頂部 領(lǐng)導(dǎo) 態(tài)度 技能 行為 價(jià)值觀 文化 流程 戰(zhàn)略 系統(tǒng) 組織架構(gòu) Top 10 Realities About Change Enablement 6. An anization’s capacity to change evolves over time. 7. Capacity to change is being a strategic imperative for our clients. 8. Historically, our change efforts, and those of our clients have ignored the ”human” side of change. 9. Most of our clients are not very good at dealing with change. 10. Change is changing! Top 10 Realities About Change Enablement 1. Firm developers of CE actually have no political affiliations whatsoever (that they make public anyway). 2. The Change Enablement team is a diverse group bining consulting, industry, service line and academic expertise. 3. Change Enablement is a professed core petency of Arthur Andersen Business Consulting. 4. The best time to get Change Enablement involvement on your engagement is during the proposal development process. 5. Focusing on the 8 Best Practices will help enable change at your clients. 案例介紹 轉(zhuǎn)變促成小組的價(jià)值 借鑒國際和國內(nèi)轉(zhuǎn)變促成的經(jīng)驗(yàn)， 通過一系列的調(diào)查和分析活動(dòng)， 協(xié)助企業(yè)的各個(gè)業(yè)務(wù)部門了解 SAP實(shí)施的阻力和推動(dòng)力， 并提供具體的建議以推動(dòng) SAP系統(tǒng)的成功應(yīng)用； 同時(shí)，也為企業(yè)的其它轉(zhuǎn)變過程提供方法和經(jīng)驗(yàn)。 business case for change 2. Articulate a pelling vision for change 3. Design a tailored change architecture 4. Deploy a twoway, multiaudience munication strategy 5. Build leadership capacity amp。s unique anizational situation. ?A story … Why change fails? ? People refuse to change their behavior ? People find ways to get around the change ? People accept only portions of the change ? Managers operate in fire drill mode ? Organization remains reactive vs. proactive ? Change is resisted ? Business is disrupted to a greater degree than expected ? Resources (time, money, people) are wasted ? Market opportunities are lost ? Workforce morale declines What’s the impact on future change? ? People lose confidence in leadership ? Levels of change resistance increase ? Old ways of doing things bee entrenched ? Future change efforts require more time and money to change behavior Charles Darwin “It is not the strongest of the species that survives, nor the most intelligent。 team capacity to change 8. Align culture and change process Determine Organizational Readiness amp。 A