fritz khumalo linkage sa

Re-inventing Organisational Development

Conference

Managing Organisational Transitions

About Linkage

• A global human capital consulting firm with offices in the US, Europe,

Asia, and Africa.

Research-based

Human Capital and

Talent Management

Solutions

Proven Leadership

Development

Programs

World Renowned

Distance Learning

Leading Edge

Summits &

Institutes

Innovative

Strategic Change

Consulting

Results Focused

Assessments

& Coaching

Customized

& Public

Training

We provide a comprehensive blend of human capital management products and services to

improve the efficiency, effectiveness, innovation and productivity of individuals and organizations

Agenda

1. Change and Transitions

2. The Transition Process

3. Managing Endings

4. Leading people through the neutral zone

5. Facilitating new beginnings

Strategic

Planning

Change

Leadership

The Missing Piece

Transition

Management

Where is Transition Management?

Change

An Event: It is situational and is external to

us.

Change

Something old stops Something new begins

Transition

Endings

New

Beginning

Transition

Neutral

Zone

A gradual psychological reorientation that

happens inside us as we try to adapt to

change.

Leading Organizational Transition9

Resistance

• It’s the transition, not the change that people often

resist.

− Loss of their identity and their world

− Disorientation of the neutral zone

− Risk of failing in a new beginning

Change

Circumstances outside us

Resonance

Private meaning

triggered in us

Transition

Reorientation

inside us

How it all impact us

- William Bridges

Phases of Transition

•Endings•• Loss

•• Letting go

•• Getting closure

•• Saying good-bye

Beginnings• Being “with it”

• The new chapter

• RenewalNeutral Zone

• In-between time

• Chaos

• Clean slate

Change & Transition in SA

1994 Elections

A birth of a new South Africa

Mbeki EraMandela Era

Rugby & African

Nations Cups

Soccer World

CupReconciliation

Economic

Footprint &

Political divisio n

Change Management

Transition

A divided nationHope for unity

16 yrs later

Seven Principles of Transition Management

• 1. You have to end before you begin.

• 2. Between the ending and the beginning, there is a

hiatus.

• 3. That hiatus can be creative.

• 3. Transition is developmental.

• 5. Transition is also a source of renewal.

• 6. People go through transition at different speeds.

• 7. Most organizations are running a “transition

deficit.”

Focus on Transition

Management Evenly DistributedFocus on Change

Management

Change Management

Tra

ns

itio

n M

an

ag

em

en

t

8

Anchoring

New

Approaches

in the Culture 1

Establish a

Sense of

Urgency

2

Creating the

Guiding

Coalition

3

Developing a

Vision and

Strategy

4

Communicati

ng the

Change

5

Empowering

Broad-Based

Action

6

Generating

Short-Term

Wins

7

Consolidating

Gains and

Producing

More Change

The Kotter

Model

Where Change Fails…or Succeeds

Common Vision Communication Barriers Removed Progress Reinforcement Complacency

Not Important /

Confusion /

Misalignment

Inaction/

Confusion/Resistance

Frustration

Cynicism/

Loss of

Momentum

Wasted

Effort

CHANGE

Case Communication Progress Reinforcement

Common Vision Progress Reinforcement

Common Vision Communication Progress Reinforcement

Common

VisionCommunication Reinforcement

Common Vision Communication Progress

Common Vision Communication Progress Reinforcement

Case

Case

Case

Case

Case

Barriers Removed

Barriers Removed

Barriers Removed

Barriers Removed

Barriers Removed

Five Core Activities of Change Management

1. Establish a successful foundation for change:

Why it is necessary

What is at stake

Future direction

2. Consider solutions that address the need for change.

3. Conduct impact assessment on the solutions.

4. Choose the best solutions and design an

implementation plan.

5. Implement the plan and correct as necessary.

Five Core Activities Of Transition Management

1. Develop and execute an effective change

management plan.

2. Identify where groups and key individuals are in the

three-phase transition process.

3. Implement strategies for managing endings and

losses.

4. Implement strategies for leading people through and

profiting from the neutral zone.

5. Implement strategies for helping people to make a

new beginning.

The Transition Process

Where Are People in the Transition Process?

Ways to determine:

• Signs

• Words

• Losses

Signs Of Transition: GRASS

• Guilt

• Resentment

• Anxiety

• Self-absorption

• Stress

Ending

Neutral Zone

New

Beginning

TIME

Productivity

Performance

Productivity During Transition

Where Are People In The Transition Process?

Not Yet

Begun

Finished

Date

:

Sales & Marketing

Senior Management

Board of

Directors

Southern

Field

Offices

Central Field

Offices

IT Group

Admin

Group

Northern

Field Offices

CEO

P.I.

N.R.

T.P.

Y.S.

R.J.

Customers

Managing Endings & Losses

“Though no one can go back

and make a brand new start,

anyone can start from now and

make a brand new ending.”Anonymous

Who Stands To Lose What?

•What?______________________

•Who?_______________________

Turf Status Power

Influence Relationships Memberships

Routines/Structures Personal Future Meaningful Work

Control of Destiny Personal Identity Competence

Other

Groups Individuals Outsiders You

To Manage Endings

Make sure that…

1. People understand what is and is not finished.

2. People feel their losses are seen and acknowledged.

3. You have removed excuses to hold on to the past.

4. You have used boundary actions or events to mark a clean break.

5. Your managers understand and accept grieving.

To Manage Endings

6. You’ve sold the problem without denigrating the

past.

7. People are getting all the information they need.

8. People have been given a piece of the past.

9. You’ve looked for ways to soften the impact and

protect people’s interests.

10. You’ve used ceremony, ritual, or symbolic events

to gain closure.

It’s time to say…

Good-bye

Auf Wiedersehen

Sayonara

Farewell

Adios

Au Revoir

I,

___________________________

_ in recognition of the need to let

go of an old way, idea, behavior,

point of view, person, image of the

organizations, job, role

relationship, group, etc, do so

symbolically by naming it here…

___________________________

___________________________

___________________________

___________________________

___________________________

_______________

…and sending it on its way.

Letting Go

Leading People through the Neutral

Zone

“When you get to the end of your rope, tie a

knot and hang on.”

Franklin D. Roosevelt

Neutral Zone

Challenges:

• Getting through it safely

• Using the time creatively

Individual Transition in Organizations48

Getting through the Neutral Zone

Re-establish the four things endings destroy.

C.U.S.P.

Control

Understanding

Support

Purpose

Leading People Through The Neutral Zone

• Focus on:

1. Communication

2. Temporary Solutions

3. Enhancing Creativity

4. Increasing Learning

Communication

• Accomplish the 2 C’s

− Maintain Connection

− Show Concern

Communication

• Communicate the 4 P’s

− Explain the Purpose

− Show/co-create the Picture

− Lay out the Plan

− Allocate the Part

Temporary Solutions

• Reporting

Relationships

• Task Forces

• Organizational

Structures

• Communication

Systems

• Training Programs

• Staffing

• Values

• Work Schedules

• Policies

• Procedures

• Decision Making

Processes

• Behavioral Standards

• Priorities

• Roles

• Material Resources

• Compensation

Arrangements

Enhancing Creativity

• Encourage experimentation and risk taking.

• Enhance trust.

• Study the organization’s situations or events for

clues.

• Expose people to diverse perspectives, industries,

and disciplines.

• Provide settings that teach, encourage, and reward

creative techniques and processes.

Enhancing Learning

• Use feedback mechanisms to learn from

organizational experiences.

• Review areas that are no longer acceptable or getting

results. Unlearn them.

• Create opportunities for coaching and mentoring.

• Create access to formal learning programs for all

staff and reinforce application.

• Help people build new work/career development

plans that capitalize on the new situation.

Coaching Employees in Transition

• Think of an individual who seems to be particularly

challenged in response to a change.

• What have you observed about their behavior,

work/task practices, and apparent attitude?

• What did you do (or are you doing) to work with this

individual, to coach them?

Facilitating New Beginnings

“Beginnings are always messy.”

John Galsworthy

“Every beginning is a consequence. Every

beginning ends something.”

Paul Valery

Starts Beginnings

• Practical happening

• New situation

• New systems

• New titles

• Need to be designed

• Take place on schedule

• Are the result of

decisions

• Psychological happening

• New understanding

• New values

• New attitudes and

identities

• Need to be nurtured

• Follow internal clock of the

heart and spirit

• Are the result of process


1. Fine tune the implementation plan.

2. Translate the changes into new behaviors and

attitudes.

3. Provide opportunities to practice new skills in low

threat situations.

4. Work collaboratively with people to help define the

new roles and practices.


5. Review and update the reward structure to support

new skills and knowledge.

6. Focus on and publicize early successes and the new

identity.

7. Build in responsiveness and flexibility.

Any Questions??

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