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Presentation by Richard Piper and Donald Ritchie at the NCVO Annual Conference 2011. You can see the slideshow in context here:http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591/11/02/01/intelligent-change
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Intelligent Change
NCVO Annual Conference 2011
Richard Piper & Donald Ritchie
About today’s workshop Change and what it feels like
Things that we know about change
What do we mean by intelligent change?
Intelligent change in your organisation
Keep in touch!
What does change feel like?
Get into pairs
Introduce yourselves
Think about workplace changes that you’ve experienced
Share with your partner what those changes felt like
Feedback
Things we know about change
3 levels of organisational change• Developmental change - improving current activities or ways of
working, part of the evolution of the organisation• Transitional change - replacing current activities or ways of
working, eg new (or fewer) projects, programmes, systems … in other words strategic development
• Transformational change - changing people’s beliefs or their awareness of what is possible – new strategic direction involving change to the organisational culture
The greater the level of change … the greater the amount of time, planning and work required to achieve it
2 ingredients of change managementSubstance • The case for change, with a vision for a better future• The changes that are needed, based upon good analysis• A clear plan for implementing the changes
Process• The people affected by change, and how to engage them• Gaining their input and dealing with their feelings • Winning them over … buy-in, ownership and commitment
These core ingredients are equally important, one without the other is unlikely to succeed
How people can respond to change
DENIAL The change won't affect me
RESISTANCE I really don't want to deal with this
EXPLORATION How might I cope with this?
COMMITMENT I see how I can make this work for me
XRef: E. Kubler-Ross, J. Fisher, etc
How organisations can respond to change
Freeze Unfreeze Refreeze
• Frozen state: before any change• Unfrozen state: the process of transition and change• Refrozen state: commitment - embedding the change
Ref: K. Lewin
A couple of final thoughtsLeadership is key• Change is almost always a lead process• It calls for consistent vision and direction that inspires people• Leaders embrace and champion change … to make it stick
Strategy and change – two sides of the same coin• All strategies involve change, the question is how much change• Sometimes organisations do strategy but don’t appreciate that it
involves change - sometimes they make change and don’t appreciate that strategy is the way to approach it
Good leadership and strategy are foundations for intelligent change
Intelligent change
Intelligent change
See the prezi at:
http://prezi.com/eumwwz8bgjmf/intelligent-change/
