managing change: getting the right model, and getting the model right robert padulo, ph.d....
Post on 19-Dec-2015
219 views
TRANSCRIPT
Managing Change: Getting the Right Model, and Getting the Model Right
Robert Padulo, Ph.D.
iWorkwell, Inc.215-875-9550
2
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
• "There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order … who do not truly believe in anything new until they have had actual experience of it"
(Machiavelli, 1532).
3
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
• "We trained very hard, but it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tended to react to any new situation by reorganizing, and a wonderful method it can be for creating the illusion of progress, while producing confusion, inefficiency and demoralization"
(Gaius Petronus, a Roman general who later committed suicide, attributed by Petronii Arbitri Satyricon, AD 66).
4
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
• "The central idea is this: You have to coordinate and align fundamental changes, to many things, at the same time, to manage a successful transformation"
(Robert Padulo, 2001).
5
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
General Nature of Organizations — Organizations as Systems
• Organizations are complex systems. As their environment changes, organizations must adapt to survive
• Organizations are composed of multiple fundamentally interdependent parts
• Organizations seek equilibrium — they move toward a state of balance
• There is no universal best design
• Organizational systems can and do change
6
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
What is the Process of Organizational Change?
7
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
change
status quo
change
status quo
change
change
status quo
S2
I A B C
S1
STATE
SCENARIO
status quo
Lewin's Force Diagrams.
8
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
Organizational Change is an Iterative Process
• disequilibrium;
• defining the desired future state;
• assessing the present in relation to that desired future;
• further symmetry breaking or unfreezing;
• experimentation;
• moving towards the desired new state;
• repeating stages 2–6 until, at some point,
• forming a new, dynamic equilibrium.
9
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
Definition of Corporate Transformation
A total, fundamental, discontinuous and revolutionary change of qualities (paradigm, character, behavior, capabilities) such that the organization as a whole becomes dramatically different. This change of one thing into another has the general goal of attaining a better fit with the environment, to increase chances of survival and achieve quantum-leap improvements in performance.
10
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
Recommendations/Practical Advice: 35 Factors
– *See 35 Factor List
11
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
Use financial incentives to shape behavior
"I think incentives are God-given and inspired. You just have to be careful how you structure them. You also need to package it correctly. Even though it's only a semantic difference, you need to sell it as 'better patient care' (not 'cost reduction'!) ... and then add: 'Oh, by the way, if we save any money you get to keep some of it to do whatever you want for your department.' That would work“
(Dr. George Huggins).
12
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
Recommendations/Practical Advice: 35 Factors
– *See 35 Factor List
15
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
Do These Lessons About Corporate Transformation Apply to Organizational Change Generally?
16
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
Summing Up – The Key Takeaway
• The core idea uniting all 35 success factors is the necessity of a systems-change approach.
• To manage change successfully, you need to:
– get the right model (i.e., along the lines of my diagram incorporating the relevant factors),
– and get the model right (i.e., the dynamic process must be fine-tuned and managed, to work within your specific circumstances).
• In other words, not only do you have to address the roughly 35 factors, you have to address them properly.
• The greater the change management task, the more you have to coordinate and align fundamental changes, to many things, at the same time, to manage change successfully.
18
© 2
00
1 iW
ork
well,
Inc.
[email protected] 215-875-9550
Recommendations/Practical Advice: 35 Factors
– *See 35 Factor List
Managing Change: Getting the Right Model, and Getting the Model Right
Robert Padulo, Ph.D.
iWorkwell, Inc.215-875-9550