【文章內(nèi)容簡(jiǎn)介】 0。TacticsChangeManagementMethodologyModelRESULTS Improved State Transition StateCurrent StateLeadingChangeChangingSystemsandStructuresCreatingaSharedNeedMobilisingCommitmentMakingChangeLastMonitoringProgressShapingaVisionLeadingChangeWhybother?l Strongmittedleadershipiscriticaltoacceleratingchangel Leadershipimpactsallotherchangeprocessesl LeadersmustplayvariedrolesOverviewLeadingChangeToolsandtacticsinclude:?SponsorshipstrategyToolsandTacticsLeadingChangeSponsorshipstrategy:? Whatisasponsor?? Apersonwiththeinfluenceorresponsibilitytoensurethatthechangeoutesaredelivered.? Asponsorhasresponsibilityforinitiatingandsustainingchange.? Thepurposeofasponsorshipstrategyisto:– Identifythesponsors– Establishsponsorresponsibilities– Build mitment of sponsors regarding the changeprocess.– Highlightbarrierstosuccessfulsponsorship.ToolsandTacticsLeadingChangeSponsorshipstrategy:? Sponsorresponsibilitiesmightincludethefollowing:– DEMONSTRATESUPPORTFORTHECHANGEthroughwords,actionsanddecisions.– SETACHALLENGINGPACEforthechangeprogram.– BERESPONSIVE–toemployees,customersandpeers.– MEETREGULARLYWITHYOURPEOPLEinordertoshowsupport,gainunderstandingandlisten.– RAISECONCERNSANDASKQUESTIONSearlyinthetransitionprocess.– COMMUNICATEUPDATESonaregularbasis.– IDENTIFYANDRESOLVEPOTENTIAL“HOTSPOTS”.ToolsandTacticsLeadingChangeSponsorshipstrategy:l Sponsoractionplanmightincludethefollowing:ToolsandTacticsSponsor Event Duration DevelopedBy DeliveredBy Timing Message PrimaryObjectivesDeptHeadEtc…SponsorSession1hour ChangeConsultantDeptHead,ChangeConsultantTocoincidewithbeginningofnewprojectphase? Projectchanges? Identifyhotspots? ObtainmitmentLeadingChangeTowhatextentdoourchangeleaders:l Createapersonalroleforthemselvesinleadingthechangeprocess?l Identifythekeyprioritiesandacriticalpathforthechange?l Createaclearpictureof“wherewewanttogetto”.l Createaculturethatwillpromotethedesiredbehaviours?l Refinerewards,measuresandfeedbacksystemstoreinforcebehaviours?l Mobiliseaworkofmittedchangesponsorsandagents?l Coachandcounselkeystakeholdersthroughoutthechangeprocess?l Identifyandremovebarriersthatimpedethechangeprocess?AssessmentLeadingChangeChangeeffortscanpotentiallyderailwhen:l TheyfailtoestablishandclarifythekeychangerolesofSponsor.l Leadersfailtoengageinbehavioursnecessaryforchange.l TheylackquantifiablemeasuresforestablishingSponsoraccountability.l Therearepetingdemandsforsponsortimeandresources.l Shorttermissuestakepriorityoverlongtermfocusof“bigpicture”goals.l Sponsorsobjecttochangeinitiatives,Notallsponsorwill100%supportthechangeprocess.PitfallsChangeManagementMethodologyModelRESULTS Improved State Transition StateCurrent StateLeadingChangeChangingSystemsandStructuresCreatingaSharedNeedMobilisingCommitmentMakingChangeLastMonitoringProgressShapingaVisionCreatingaSharedNeedWhybother?l Forcesanyresistanceorapathytobeaddressedheadon.l Validateswhytheprojectisimportantandcriticaltodo.l Buildsmomentumneededtogetthechangeinitiativelaunched.OverviewCreatingaSharedNeedToolsandtacticsinclude:l The Change implementation process and the changeblueprintToolsandTacticsTheProcessofChangeImplementationInformationGatheringInformationAssessmentInformationDisseminationInformationMonitoring,StabilisationandFeedbackCHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONChangeObjectives? Requiresconsiderableevaluationoftheanisation39。scurrentposition.? What you are hoping to achieve by the changeprocess: a clear understanding of the changeobjectives? Arethechangespatiblewiththeanisation’scurrentsystemsandprocesses?CHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONInformationgatheringIndustry BenchmarkingInformation SourcesMarket KnowledgeInternal information gatheringMediaPersonal ExperiencePrevious change attemptsInfo teamsKeyAreas:l Culturalfitl Strategicfitl SynergyPotentiall Managementfitandstylel Corporatedemographicsl StructuralfitYCHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONGATHERASSESSTELLChangeOverview? Takesgenericchangeobjectivesandappliesthemtothesituation? Clarifieshowthechangeobjectivesaregoingtobemet? Serves as a practical reminder of what theanisationisattemptingtoachieve? Actsasabridgebetweentheobjectivesandtheoperationalblueprint.CHANGEOBJECTIVESCHANGEOVERVIEWCHANGEBLUEPRINT=IMPLEMENTATIONPLANCHANGEIMPLEMENTATIONEmployeeInputl Affectedemployeesknowmoreabouttheirpany/functionl Opportunitytomotivatel Mostsuccessfulifwelldonel Employeesmustlivewithdecisionsl Prolongsuncertaintyl Longerandslowerprocessl Affectedpartiesmaynottrustthechangeagentl CarnageifdonepoorlyImmediateApproachl Lessuncertaintyl Quickerprocessl Greaterclarityandcertaintyofactionl Maymakewrongdecisionsl Noaffectedemployeeparticipationl Requiresdetailed,thoroughplanningDelayedApproachl Gre