Successfully Managing Change
Requires Understanding That Every Change Drives Other Changes to One or More of Five Elements
Time and Distance Affects the Change Curve Within the Organization
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(4) INTERNAL ENVIRONMENT
(5) SYSTEMS
(2) People
ISO Quality Standards
The Organization as a System
Dissertation Attempt #2
1st Level = Individual or Employee Level People
Classifications of Change
Adaptation Deterioration Metamorphosis Dissolution
Incremental changes related to people that leads to positive results.
Incremental changes related to people that leads to negative results.
2nd Level = Organization or Division Level
People with or without Technology
3rd Level = Firm or Level
People with or without Technology
Adaptation
Incremental changes within a part of the larger entity that leads to positive results.
Frame breaking change related to people that leads to positive results.
Frame breaking change related to people that leads to negative results.
Deterioration Metamorphosis Dissolution
Incremental changes within a part of the larger entity that leads to negative results.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
Adaptation Deterioration Metamorphosis Dissolution
Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
Some changes happen after you make a change and drive other changes to our external environment.
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(4) INTERNAL ENVIRONMENT
Examples: We Change a product line and it effects our customer base, brings with it more or different competition, and may make us more (or less) popular with the general public.
(5) SYSTEMS
(2) People
People with or without Technology
3rd Level = Firm or Level
This Column is From the Firms Point of View
People with or without Technology
larger
leads to positive results.
leads to negative results.
entity that leads to positive results. that leads
negative results.
Adaptation Deterioration Metamorphosis Dissolution
Classifications of Change
Incremental changes related to the entire company/firm or larger entity that leads to positive results.
1st Order ChangesSmall Incremental Changes
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Internal Environmental Levels
External Environmental Levels
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
2nd Order ChangesMajor Step Changes Positive Results Negative Results Positive Results Negative Results
Adaptation Deterioration Metamorphosis Dissolution
Evolution Degeneration Revolution Disintegration
4th Level = Industry Level
1st Level = Individual or Employee Level
People and/or Technology
People
Incremental changes related to people that leads to positive results.
Incremental Changes within the established industrythat leads to netpositive results for the industry.
Adaptation
Incremental changes related to people that leads to negative results.
Incremental Changes within the established industrythat leads to netnegative results for the industry.
Frame breaking change related to people that leads to positive results.
Frame breaking change within the established industry that leads to netpositive results for the industry.
Frame breaking change related to people that leads to negative results.
Frame breaking change within the established industry that leads to netnegative results for the industry.
Evolution Degeneration Revolution Disintegration
Deterioration Metamorphosis Dissolution
2nd Level = Organization or Division Level
5th Level = National Level
People and/or Technology
People with or without Technology
3rd Level = Firm or Level
People with or without Technology
6th Level = Global or International People and/or
Incremental Changes on the national level that leads to net-positive results for the nation.
Incremental changes within a part of the larger entity that leads to positive results.
Incremental changes within a part of the larger entity that leads to negative results.
Incremental Changes on the national level that leads to netnegative results for the nation.
Frame breaking change on the national level that leads to net-positive results for the nation.
Frame breaking change within a part of the larger entity that leads to positive results.
Frame breaking change within a part of the larger entity that leads to negative results.
Frame breaking change on the national level that leads to netnegative results for the nation.
Adaptation Deterioration Metamorphosis Dissolution
Evolution Degeneration Revolution Disintegration
Incremental changes related to the entire company/firm or larger entity that leads to positive results.
Incremental Changes on the global level that leads to netpositive results for the global
Incremental Changes on the global level that leads to netnegative results for the global
Incremental changes related to the entire company/firm or larger entity that leads to negative results.
Frame breaking change related to the entire company/firm or larger entity that leads to positive results.
Frame breaking change on the global level that leads to net-positive results for the global community.
Frame breaking change on the global level that leads to netnegative results for the global
Frame breaking change related to the entire company/firm or larger entity that leads to negative results.
Level 6: Global International Trends
1.Digital Transformation: With the increasing prevalence of technology in our lives, organizations must transform their operations to remain competitive.
2.Remote Work: The COVID-19 pandemic has accelerated the trend of remote work, and many organizations are now adopting hybrid work models.
3.Sustainability: Climate change and environmental concerns are becoming increasingly important to customers, employees, and investors.
4.Diversity, Equity, and Inclusion: With the growing recognition of systemic discrimination, organizations must prioritize diversity, equity, and inclusion (DEI) initiatives to create a more inclusive workplace culture.
5.Cybersecurity: As more organizations rely on technology for their operations, cybersecurity threats are becoming more prevalent.
6.Personalization: Customers expect personalized experiences from organizations, and organizations must leverage data and analytics to deliver personalized products, services, and marketing messages.
7.Artificial Intelligence: AI is transforming many industries, and organizations must adopt AI technologies to remain competitive.
11 trends that shape workplace volatility
1. Fairness and equity will be the defining issues for organizations.
2. Debates that have fairness at the core, whether it’s around race, climate change, or Covid vaccine distribution, have become flashpoints in society.
3. The gender-wage gap will continue to be a focus of attention.
4. The rise of remote work will continue.
5. The hybrid model of work is here to stay.
6. The skills gap will continue to widen.
7. The importance of employee well-being will continue to grow.
8. The role of managers will continue to evolve.
9. The use of data and analytics will become more widespread.
10.Companies will need to be more agile and adaptable than ever before.
11.Companies will need to be more transparent than ever before².
11 Trends that Will Shape Work in 2022 and Beyond - Harvard Business Review. https://hbr.org/2022/01/11-trends-that-will-shape-work-in2022-and-beyond.
9 future of work trends for 2023:
1. “Quiet hiring” offers new ways to snag in-demand talent.
2. Hybrid flexibility reaches the front lines.
3. Squeezed by competing leader and employee expectations, managers need support.
4. Employee well-being is a business imperative.
5. Organizations must prepare for a new era of hyper-automation.
6. The future of work is hybrid and distributed.
7. Organizations must embrace new approaches to diversity, equity and inclusion (DEI).
8. The rise of the “citizen developer” is changing the way we work with technology.
9. Organizations must prepare for a new era of digital ethics. 9 Future of Work Trends For 2023 - Gartner. https://www.gartner.com/en/articles/9-future-of-work-trends-for-2023.
Ten emerging trends shaping our new future
1. Globalisation will be redefined with a stronger emergence of social capitalism.
2. Acceleration of digital transformation.
3. The use of an on-demand workforce will increase.
4. A new burning platform for healthcare reform.
5. Supply-chains will fragment and reconfigure themselves.
6. The definition of ‘workplace’ will change.
7. As industries reinvent, upskilling and reskilling becomes a major priority.
8. Fairness and equity will be the defining issues for organizations.
9. Debates that have fairness at the core, whether it’s around race, climate change, or Covid vaccine distribution, have become flashpoints in society.
10. The gender-wage gap will continue to be a focus of attention¹.
Ten emerging trends shaping our new future - LinkedIn. https://www.linkedin.com/pulse/ten-emerging-trends-shaping-our-new-futurekumar-parakala.
Link to e-WBS.com - Driving Toward Excellence by Measuring Performance
Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©
Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering Institute, 2008 – who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_buttlesvaldez.pdf 2/13 2013
Elements Required For Successful Change
Organizational Culture
Organizational Culture
Organizational Culture
Capable
Organizational Culture
Organizational Culture
Reinventing the Wheel
Barriers to Change
Leadership
Problem
Capable Processes
Capable Processes
Organizational Culture
Organizational Culture
Sporadic Change
Problem
Solving / Skills
Systems and Processes
People Systems and People
Culture
Solving/Skills
Tools
People
Using the SevenAttributes of the Mobile of Excellent Management How Might We Address the Secondary Changes Within Our Organization
Some External Environmental Solutions
Before A Change During A Change After A Change
Natural Cocoon Phase
1. Forecasting and Strategic Planning
2. Risk Management
3. History of Honesty and Quality
4. Grounded In Truth
5. Good Relationships
6. Communications
7. Systems
1. Working Systems
2. Strong Internal Environment and Culture
3. Communications
4. Tactical Planning
1. Forecasting and Strategic Planning
2. Risk Management
3. Communications
4. Lessons Learned
5. Damage Control, Exploitation, and Public Relations
6. Systems Improvement
7. Communication
Level 6: Global International Trends
1. How Companies Can Navigate Political Risks Successfully.
https://knowledge.wharton.upenn.edu/article/companies-can-successfully-navigatepolitical-risks/.
2. The 4 Types of Organizational Politics - Harvard Business Review.
https://hbr.org/2017/04/the-4-types-of-organizational-politics.
3. Building Public and Political Will for Climate Change Action.
https://environment.yale.edu/news/article/building-public-and-political-will-for-climatechange-action.
• According to a study by Wharton School of the University of Pennsylvania, companies can manage their political risks more proactively and strategically by identifying and collecting quantitative political risk indicators, developing or acquiring the ability to assess the business impact of political risk, and integrating political risk into enterprise-wide processes¹.
• Organizational politics refers to a variety of activities associated with the use of influence tactics to improve personal or organizational interests².
• Public will can include at least three levels of citizen engagement: general public support for an issue or policy, an issue public focused on that issue or policy, and an organized issue public mobilized to exert influence on policymakers³.
Works Against “Grounded in Truth”
Level 6: Global International Trends
1. (1) How global companies can manage geopolitical risk | McKinsey.
https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/howglobal-companies-can-manage-geopolitical-risk.
2. (2) Here’s How Climate Change Crisis Could Impact Business ... - Forbes.
https://www.forbes.com/sites/edwardsegal/2022/01/01/heres-how-climatechange-crisis-could-impact-business-operations-and-policies-in-2022/.
3. (3) Corporate Political Spending Is Bad Business - Harvard Business Review.
https://hbr.org/2022/01/corporate-political-spending-is-bad-business.
• According to McKinsey & Company, as political frictions inside and among regions heat up, the likelihood increases that they will affect a global enterprise’s operations, performance, or people¹.
• The climate change crisis is expected to have a greater impact on the operations and policies of companies and organizations this year².
• Corporations are facing increased scrutiny over their political spending—particularly when their stated values seem to contradict their lobbying efforts³.
Works Against “Grounded in Truth”
People often react to a change and drive secondary changes. Examples may include hiring new people or losing others due to a change may also change your organizational structure, motivational changes may appear with losses of power or changes in team chemistry, changes may drive training, productivity and/or quality may change, etc.
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(4) INTERNAL ENVIRONMENT
(5) SYSTEMS
(2) People
Normal Curve Compared to Most Common Mistake in Downsizing Workforce
Short-term
• Cost Down
• Profits up
• People Work Harder
• Fear is high
Long-Term
• Cost is higher than before
• Profits Fall
• People get burned out
• Hate follows fear
First To Leave If Not Treated Well
Super Stars
AboveAverage
BelowAverage
You have to Tie their Shoe Laces
Brain Storming Session with NASA about Government RIFs
These People are Entrenched and Doing Fun Work
Political - Could Not Get Rid of These People If You Wanted To
These People Do All the Work
Super Stars
AboveAverage
BelowAverage
Need Support
People
Using the SevenAttributes of the Mobile of Excellent Management How Might We Address the Secondary Changes Within Our Organization
People/Culture Solutions for Minimizing the Cocoon Stage
Before A Change During A Change After A Change
Natural Cocoon Phase
1. History of Commitment
2. Relationship Building
3. Planning and Leadership
4. History of Commitment
5. Communication
1. Valid Rationale
2. Team Acknowledgment
3. Reassignment
4. Time Frame
5. Communication
1. Vision
2. Planning
3. Relationship Building
4. Leadership
5. Team Participation
6. Communication
The organizational structure may be effected by a change and drive other changes.
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
(4) INTERNAL ENVIRONMENT
Examples: We may have to create a new department, close one, or reorganize. This in turn may change people and the internal environment/culture.
(5) SYSTEMS
(2) People
Understanding Organizational Structures
90% of Organizations Fall Into 3 Types
Hierarchical/Functional
Projectized
Matrix
Other - Task Force or A Mixture
The Matrix: Balance of Power
Authority Level of Project Managers
Funct. Funct./ Balanced Project/ Projectized Structure Matrix Matrix Matrix Structure
Range of Matrix Structures
Balanced-Matrix Responsibilities
Functional Managers: Project Manager:
Understanding Organizational Structures
Each department requires an organizational structure designed for that organization.
The PMO should not be designed the same as a clinic or the shop floor. The legal department should not be designed like the call center. Organization designed around change are project focused.
Understanding Organizational Structures
Agility means quicker change and Project Management is the Primary Tool for Implementing Change. Therefore, highly Agile Organizations drive Organizational Structure Around Projects.
People
Using the SevenAttributes of the Mobile of Excellent Management How Might We Address the Secondary Changes Within Our Organization
Some Organizational Solutions
Before A Change During A Change After A Change
Natural Cocoon Phase
1. Design Around Change as a Competitiveness Issue
2. Master Leadership and Empowerment
3. Master Core Competencies and Staffing
4. Communications
1. Leadership and Empowerment
2. Ego Control
3. Fear Control
4. Team Work
5. Communications
1. Communications
2. Master Core Competencies and Staffing
3. Redesign and Continuous Improvement
4. OD and Process Documentation and Verification
The internal environment or culture often changes as other changes are implemented. Examples… Things may feel different, the productivity may drop, confusion may be higher, may not be fun anymore.
(1a)
EXTERNAL ENVIRONMENT, International
EXTERNAL ENVIRONMENT, Domestic
(1b)
(4) INTERNAL ENVIRONMENT
(5) SYSTEMS
(2) People
Things to Consider During a Change
-
Characteristics of Low Producing Organizations (describes bureaucracies)
Motivation is achieved by the exercise of control through authority • Jobs are organized, methods prescribed, standards are set, goals and budget are set by management
Compliance by hierarchical and economic pressure • Plans, trains, supplies, and tells everyone what to do. • Oversees the work
Rensis Likert, “An Integrating Principle andAn Overview,” The Great Writings In Management and Organizational Behavior, 2nd Edition pg. 216, Boone Bowen, McGraw Hill, 1987
Things to Consider During a Change -
Characteristics of High Producing Organization
Favorable attitudes toward the organization and work
•There is mutual confidence and trust through the organization
High Sense of involvement in achievement of goals
•Sense of dissatisfaction if goals are not met
Organization Effectively Harnesses motivational Concepts
•Ego, Security, Creativity, Curiosity, Economic,
Tightly Knit, functioning social system
•People like each other and want to help each other
Measurements for Self-Guidance
People
Internal Environment
Using the SevenAttributes of the Mobile of Excellent Management How Might We Address the Secondary Changes Within Our Organization
Consider Internal Environmental Issues When Planning a Change and Do…
Before A Change During A Change After A Change
Natural Cocoon Phase
1. Empower People to Help Solve Problems
2. Allow People to Control More of Their Circumstances
3. Build Trust
4. Communicate Early
1. Reassure People
2. Communicate
3. Treat People Like Trusted Allies
4. Involve People
1. Continue to Empower People
2. Paint a Vision of the Future
3. Training
4. Participative Roles
5. Communicate
Often Systems and Processes change based on other changes.
(1a) EXTERNAL ENVIRONMENT, International
(1b) EXTERNAL ENVIRONMENT, Domestic
Examples… Computers, Automated Systems, Innovation, The Facilities or Fleet of Automobiles and Trucks, Accounting Systems, etc.
(4) INTERNAL ENVIRONMENT
(5) SYSTEMS
(2) People
Some Systems Solutions
Before A Change During A Change After A Change
Natural Cocoon Phase
1. Professional Project Managers
2. Established Systems
3.
1.
1. Communications
2. Lessons Learned
3. Systems Improvement
2. Communication
3. Leadership Support
4.
4. Verification
5. Records Management
People
Using the SevenAttributes of the Mobile of Excellent Management How Might We Address the Secondary Changes Within Our Organization
Consider Systems Issues When Planning a Change and Do…
Before A Change During A Change After A Change
Natural Cocoon Phase
1. Communications
2.
3. Systems Improvement
4. Verification
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