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Presentation made as part of a Guest lecture to Students of the PGXPM course at Great Lakes Institute of Management , Chennai ,India on 4 04 11
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Organizational Behavior and its role in Change
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Course Rationale
Why people behave the way they do in organizations both as individuals and
in groups,
Able to apply your understanding in the practical, complex dynamics of the
workplace.
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Course Objectives
To develop an awareness of how critical the management of OB is to the
success or failure of organizations.
To develop an understanding of how and why people behave
in organizations both as individuals and in groups.
To emphasize the manager's role in nurturing and maintaining
positive and successful organization behaviour in his/her group, department,
division, or organization.
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Behaviour is an individual’s physical action or verbal statement.
Behavior is not what a person would like to do or thinks he/she should or
would have done.
Behavior is directly observable in that the action can be seen or the verbal
statement can be heard.
What is behaviourWhat is behaviour
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Session Overview
This session is situation based and will focus on Behaviors in change
initiatives.
At the end of the session you should have become acquainted with
1) How to assess ones Organizations readiness for change
2) How to assess ones own personal readiness for spearheading change
3) How to create a critical mass that will support and sustain the change
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Situation
Please take 5 -10 minutes to visualize a situation that you are currently a
part of and which involves change
Ideally something that you are playing a lead role in
The size and scale including the number of people likely to be impacted is
immaterial
Write down all the salient points about that situation that come to your mind
For eg: your Role , role of other mangers /leaders ,pain points , facilitators,
inhibitors etc
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Roles in Change initiatives
Executive Sponsor(s)have power to initiate and legitimize the change for everyoneChange Leadersmaintain power and proximity to the stakeholdersChange Agentsare responsibility to implement actions and form critical links between Change Leaders and StakeholdersStakeholdersare directly affected by, must contribute to, will benefit from, and will be accountable for sustaining future state performanceAmbassadorswant to achieve change but do not have sufficient authority; use their influence with others to support the initiatives
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Success of Change initiatives
50 % of systemic change efforts fail *
By failure one doesn’t mean outright failure but the fact that
• A lot of objectives remain unmet
• The inability to sustain change over time
There are innumerable studies , and theories on change . Lets look at 2
Beer, M, & Nohria, N. (Eds.). (2000). Breaking the code of change. Harvard Business School.
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Kotters approach
1. Establishing a sense of urgency2. Creating a guiding coalition3. Developing a vision and strategy4. Communicating the change vision5. Empowering employees for broad-based action6. Generating short term wins7. Consolidating gains and producing more change8. Anchoring new approaches in the culture
Kotter, J. P. (1996). Leading change. : Harvard Business School Press.
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LASTINGCHANGE
Readiness for Change*
Shared Vision
Leadership Capacity &
Commitment
EmployeeInvolvement& Capacity
Systems & Measures
4444 44 44 44
44 44 44
44 44 44 4444 44 44 4444 44 44 44
44 44 44 44 44
+ +++
“Formula” for Lasting Change : An international Big 4 Consulting Approach
No Action
No direction
No role models
No ownership
No results
LASTING
CHANGE
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Why do they fail
Insufficient buy in at the early stages
– Understanding and acceptance of the need for change:
– Belief that the change is both desirable and possible:
Lack of understanding of the facilitators and inhibitors
No clear plan ,definition of roles in the change effort, accountability and
sufficient passionate commitment– key change leaders not demonstrating their commitment to the
success of the change in an unambiguous manner
– Inability of leaders to handle the pressure exerted by the gap between
reality ( current state )and aspiration ( desired state)
Lack of critical mass that believes in the change
Not rewarding the new behavior & withdrawal of rewardsfor the old behavior
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What are the messages for us
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How does one assess Organizations readiness for change
Three broad areas
Management Style and Leadership
Individual Employee Behaviors and characteristics
Communication levels
Note : Refer handout and take 10 minutes to fill it out
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Guidelines for self assessment
If you are leading the change effort or are part of the leadership team please be non evaluative /non self critical when filling the inventory
Use the words employees and your team members interchangeably when need be.
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How does one assess ones own readiness for spearheading change
Critical competencies to spearhead change
Articulate the future : In terms of what it will look like ,implications and future opportunities the change may bring about
Manage Complexity and stability
Impact and Influence without Authority
Create and manage alliances
Self knowledge
Note : Refer handout and take 10 minutes to fill it out
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How does one create a critical mass
All organisations and systems develop a Status quo inertia
These are governed by belief, values , expectations , which have become individual and organization habits
These become self fulfilling prophesies
In order to help change them one needs to constantly provide
Information that will help people adjust to the change Skills needed to adjust to the change Help develop attitudes that will support the changeReward people for adopting the change
Note : Source : Article by John D Adams in OD practitioner
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How does one create a critical mass
Readiness to accept
Readiness to reject
10-15 %Immediate acceptors
20-25 %Early
adopters
20-25 %Late
adopters
20-25 %Skeptics
10-15 %Hard Core resistors
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How does one create a critical mass
Focus on the immediate adopters ( strong )supporters irrespective of their role and bring them together
Their shared interest in bring about the change will spark interest and ideas that will help convert the early adopters
This becomes your core group . Frequent interactions among this group and giving them roles in the change effort will build further momentum
Ensure no confrontation happened with the hardcore resisters . This will make the skeptics at times tilt towards the perceived underdogs
There is no clear number that is indicative of a critical mass
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If we are change agents we need to
•Understand change dynamics
•Communicate business case at many levels
•Coordinate key players
•“Light a fire” under sponsors
•Manage expectations proactively
•Understand how to influence (often without authority)
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Thank you
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