change to survive
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Change to surviveTRANSCRIPT
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CHANGE TO
SURVIVE
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We live to work in times of extraordinary change
- Cascading information flows
– Global interconnectedness– Technological shifts
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CHANGE Collision with the future
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• Perspective shift from new questions to new KINDS of questions
• Need to learn to be comfortable with uncertainty
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It’s not the strongest of the species that survive, nor the most intelligent, but the most responsive to change
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Remington Rand Typewriter Standard Model #5
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FORD MODEL A-189
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Future directions will be influenced by core strengths and uniqueness
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Change process depends on -
• Global Trends
• Leadership Readiness - Responsiveness to leadership - Personal motivation and people - Non-hierarchical structure / Collaborative work
• Roadmap for transformation
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Rate of change has greater impact on people than the direction of change.
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Resistance to change
- Love for status quo - Emotional equity - Social DNA
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Tendencies that block change –
• A culture of “no”.• The dog and pony show must go on.• The grass is always greener on the other side. • After the meeting ends, debate begins.• Ready, aim, aim …• This, too, shall pass.
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KEEP INDECISION AT BAY
Social operative mechanisms of decisive cultures includes :
- Openness - Candor - Informality - Closure
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Obstacles to change
– Dangling dialogue.– Information clogs.– Piecemeal perspectives. – Free for all discussions.
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STAGES OF CHANGE PROCESS:
1. Establishing a Sense of Urgency2. Forming a Powerful Guiding Coalition3. Creating a Vision4. Communicating the Vision5. Empowering Others to Act on the Vision6. Planning for and Creating Short-Term Wins7. Consolidating Improvements and Producing Still More
Change8. Institutionalizing New Approaches
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The Relationship of Leadership and Management
Transformation efforts can be successful for a while, but often fail after short-term results become erratic.
Transformation efforts go nowhere.
Short-term results are possible, especially through cost cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long-term change is rarely achieved.
All highly successful transformation efforts combine good leadership with good management
+ Management ++
+ In
tern
ati
on
al L
ead
ers
hip
+
+
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Transformation efforts can be successful for a while, but often fail after short-term results become erratic.
Transformation efforts go nowhere.
Short-term results are possible, especially through cost cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long-term change is rarely achieved.
All highly successful transformation efforts combine good leadership with good management
+ District-level Leadership ++
+ In
tern
ati
on
al L
ead
ers
hip
+
+
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Change Initiatives
Do’s
• Clarity regarding nature & reasons of change.
• Explain how people would be rewarded for success and how it will be measured.
• Repeat and repeat your message to the people.
• Use a communication style that is appropriate for the audience.
• Use consultants.
Don’ts
Try to impose a canned solution.
• Try solutions only from the top.
• Look for technical solutions alone.
• Try to change everything at once.
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Stages of change process –
• Shock
• Defensive Retreat
• Management
• Acceptance and Adaptation
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Possible change processes –
• A strategic plan for membership growth on a 3 – 5 year basis.
• Continuous leadership development programs for members.
• Public Relations initiative with focused target groups, including government sector.
• Projection of certain focused service programs as the representative face of the Association.
• Making the Association more environment-responsive.
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Without question, the most desirable skill is the ability to manage change. This is one of the rarest and most difficult skills to learn.
Survive the Change Process.