【正文】 process.TenofConsultation7.Timingcrucial.PrinciplesProcessBe opportunistic confrontivePrinciplesProcessEverythingaofare–fromPrinciplesProcessinshareproblem.Inevitably there will be times in the relationship when I run out of steam, don’t know what to do next, feel frustrated, and in other ways get paralyzed. In situations like this, I find that the most helpful thing I can do is to share my “problem” with the client. Why should I assume that I always know what to do next? In as much as it is the client’s problem and reality we are dealing with, it is entirely appropriate for me to involve the client in my own efforts to be helpful.Module3TheFacilitatorthefocustrust? Assessingprocessprovidingmunicationopenexposingconflict? ConcludingTheofFacilitator? Compassion? Mindfulness? NeutralityFollowingProcess? DetachmentDualMindHumility? PatienceFacilitationtheeffectively? Sortingfield? Noticingparticipants? Climatein? Reflective1PartSolutionSolvingEdwardBono’sThinkingHatFacts,HatFeelings,HatCautions,HatBenefits,HatIdeas,HatProcessaboutSolvingLevelsThinking7Wisdom6/Perspective4withstress3/Paralyses1Thinker ExtremelyVeryDisbelief,Neurotic,isAggressive,Noout,idearealityLethargic,doesgetgoing,thingsCan’twithLeavestopeople,lifehold,Procrastinates,intostateUnhappy,forming,fault,NegativeComplaining,minoractionProblemLacksDoessmile,back,SeespictureEnjoysEnjoysEnjoysinteraction,enjoyment,passionExperience,UltimateOpenminded,joyothers,levelsthinkingRationalises,others,Happensallus,allofrailstimes,arealikeTheofModels“Mentalareheldimageshowworldimageslimittowaysthinkingacting.VerywenotofmentaloreffectshaveourSenge)TheofThinkingSystemsisdisciplineseeingholisticallyforhowcreateandwearoundAdvocacyInquiryLearningOverof/QuestionsPureInquiryPromptstorylistenandsilenceencouraginglanguagelTellwhatgoingisthemeon.lCangivesomeofyoumeofdetailswhaton?lWhenthishappen?TypesActiveInquiryDiagnostictothe.emotionaldidfeelthat??Whatyourdidfeelreact?reasonsactionsevents:dothinkdid?Whyyouthat?Whyyouthepersonthat?actions,presentfuture:Whatyoudothat?Whatyoutoof/QuestionsConfrontiveownandthetoaboutsituationaperspective.l Didconfront/aboutyoudonefollowing…?l Havethoughtdoing…?l Didoccuryouheshethattheyanxious?l Haveconsideredotheryouthethatoverreacted?l Didnotyouangryanxiouselated1PartandContextChangeDecipheringanisationalandcontextschange? Worldwidedemographics? Technologicaltrends? Changesownership? Naturalramifications? Competition? Internalregardingandcontextschange? Whatbeenmajorinitiativesyouseeninsuccessfulyouthemhaveyoubeenchange/anchangewerechangeswereandsuccessfulyou?MODULETOOLSTACTICSModule1ChangeMethodologyChangeMethodologyChangeChangingandaNeedMobilisingChangeProgressShapingVisionModule2GenericChangeManagementModelRESULTS Improved State Transition StateCurrent StateLeadingSystemsStructuresCreatingSharedCommitmentMakingLastMonitoringaChangeWhymittedistochangel LeadershipallchangemustvariedChangeToolstactics:?SponsorshipandChangeSponsorship:? Whatapersontheortothatchangearesponsorresponsibilityinitiatingsustainingpurposeastrategyto:– Identifysponsors– Establishresponsibilities– Build of regarding changebarrierssuccessfulandChangeSponsorship:? SponsormighttheSUPPORTTHEthroughactionsdecisions.– SETCHALLENGINGforchangeRESPONSIVEtocustomerspeers.– MEETWITHPEOPLEordershowgainandCONCERNSASKearlytheprocess.– COMMUNICATEabasis.– IDENTIFYRESOLVE“HOTandChangeSponsorship:l Sponsorplanincludefollowing:ToolsTacticsSponsor Event Duration DevelopedBy DeliveredObjectivesDeptSession1ConsultantDeptChangecoincidebeginningnewphase? ProjecthotmitmentLeadingwhatdochange:l Createpersonalforintheprocess?l Identifykeyandcriticalforchange?l Createclearofwetoto”.l Createculturewillthebehaviours?l Refinemeasuresfeedbacktobehaviours?l Mobiliseworkmittedsponsorsagents?l Coachcounselstakeholderstheprocess?l Identifyremovethattheprocess?AssessmentLeadingeffortspotentiallywhenfailestablishclarifykeyrolesSponsor.l Leaderstoinnecessarychange.l TheyquantifiableforSponsoraredemandssponsorandtermtakeovertermofpicture”objectchangeallwillsupportchangeManagementModelRESULTS Improved State Transition StateCurrent StateLeadingSystemsStructuresCreatingSharedCommitmentMakingLastMonitoringaaNeedWhyanyortoaddressedwhyprojectimportantcriticaldo.l Buildsneededgetchangelaunched.OverviewCreatingSharedandinclude Change process theblueprintToolsTacticsTheofImplementationInformationAssessmentInformationMonitoring,andOBJECTIVESCHANGEBLUEPRINTIMPLEMENTATIONIMPLEMENTATIONChangeconsiderableofanisation39。current you hoping achieve theprocess: clear of changethepatiblethecurrentandOBJECTIVESCHANGEBLUEPRINTIMPLEMENTATIONIMPLEMENTATIONInformationAreas:l Culturalfitl Synergyfitstylel CorporatefitYCHANGEOVERVIEWCHANGE=PLANCHANGEOverview? Takeschangeandthemthehowchangearetomet? Serves a reminder whatanisationattem