Lecture 6, 7 & 8

Front 1

What is the core of Appreciative Inquiry?

Back 1

Burning Desire instead of burning platform

Accenturating the positive rather than eliminating the negative by discovering exploring and amplifying the best, rather than finding problems.

Shaping the future and putting forward a vision rather than analysing problems

Front 2

To embrace thinking and acting like a designer when planning and implementing change

Back 2

1) think outside the box

2) end-user in focus

full spectrum of innovation with human centerd design ethos.

3) Itterative process

Emapthy, Integrative thinking Optimism Ecperimentalism Collaboration

Front 3

What is an economic transformation strategy?

Back 3

drive for economic value trough tough, top-Down, result-driven, actions.

For example: re-structuring, re-Engineering, drivers for efficiencies, new CEO and layoffs

Front 4

What is organisational development strategies?

Back 4

Mostly bottom up, create capabilities requred to substain copetative advantage and high performance.

For example: coordination and ream Work, commitment and trust, copetence, creativity, learning and capability of constructive conflicts.

Front 5

The E + OD strategy

Back 5

combines top-Down result driven change with buttom-up developnment of organisational capabilityes

this can be done simutainasly or alternationg, in the Oticon case, it is alternating.

Front 6

Developing a change plan: a checklist (8)

Back 6

1. Appointing a transition manager

2. Identifying what needs to be done

3. Producing an implementation plan with clear targets and goals

4. Using multiple and consistent leverage points for change

5. Scheduling activities

6. Ensuring that adequate resources are allocated

7. Implementing reward systems that encourage experimentation

8. Developing feedback mechanisms that provide information required to ensure that the change programme moves forward in acoordinated manner

Front 7

The assumptions of appreciative inquiry (8)

Back 7

1) You can always find something that works well

2) What we focus on become reality

3) Reality is created by people and there are multiple realities

4) By asking question to a Group, the Group is influenced in some way

5) People feel more secure when thay can bring something from the future

6) Our reality are created by our language

7) Important to appriciate diversity

8) If we should bring something from the past it must be the best of it

Front 8

Five steps of appreciative inquiry

Back 8

1) Defining (the focus in the inqury)

2) Discovering (the best of what is)

3) Dreaming (about what might be)

4) Designing (proactive propositions that capture the essence of the dream)

5) Delivering (the dream)

Front 9

What is action reseach (model)

Back 9

Introduced by Kurt Lewin.Collaborative and cyclical self reflective process.

Front 10

What is an intervention?

Back 10

deliberate acts that disturb the status quo

a set of sequenced planned actions or events intended to help an organisation increase its effectiveness

Front 11

Topology if interventions based on focal issues name four types:

Back 11

1) Human process issues

2) Technology / structural issues

3) Human ressource issues

4) Strategic issues

Front 12

Human process issues exaples (5)

Back 12

1) How to communicate

2) How to solve problems

3) How to make decisions

4) How to interact

5) How to lead

Front 13

Technology/structural issues (4)

Back 13

1) How to divide labour

2) How to coordinate departments

3) How to prouce products and services

4) How to design work

Front 14

Human ressource issues (3)

Back 14

1) How to attract competent people

2) How to set goals and reward people

3) How to plan and develop careers

Front 15

Strategic issues (4)

Back 15

1) discover
2) Define: Understand-idetate-test-communicate

3) Develop

4) Deliver

Front 16

Double dimond design process model

Back 16

enables you to see possible oppertunities

Front 17

What is the three dimentions of change that can decide the interventions?

Back 17

1 Level (idividual->transorganisational)

2 Depth

3 Isuue type (strategic-> human)

Front 18

Examples of levels in an organisation (5)

Back 18

1) individual

2) Group

3) Inter-Group

4) Organisation

5) Trans-organisation

Front 19

Kotter´s eight steps to give the transformation effort the best chance of succeeding, take the right actions at the right stage:

Back 19

1) Establish a sense of urgency

2) Create a guiding Coalition

3) Develop a clear shared vision

4) Communicate the vision

5) Empower people to act on the vision

6) Create short term wins

7) Consolidate & build on the gains

8) Institutionalise the change

Front 20

How can one create a sence of urgency? (4)

Back 20

1) Identify potential threats, and develop scenarios showing what could happen in the future

2) Examine opportunities that should be, or could be, exploited.

3) Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.

4) Request support from customers, external stakeholders and industry people to strengthen your argument.

Front 21

How can managers form a Powerful Coalition? (4)

Back 21

1) Identify the true leaders in your organisation.

2) Ask for an emotional commitment from these key people.

3) Work on team building within your change coalition.

4) Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company.

Front 22

How can a change manager create a Vision for Change? (5)

Back 22

1) Determine the values that are central to the change.

2) Develop a short summary (one or two sentences) that captures what you ‘see’ as the future of your organisation.

3) Create a strategy to execute that vision.

4) Ensure that your change coalition can describe the vision in five minutes or less.

5) Practice your ‘vision speech’. Often!

Front 23

How can a change manager communicate the Vision? (4)

Back 23

1) Talk often about your change vision.

2) Openly and honestly address peoples´ concerns and anxieties.

3) Apply your vision to all aspects of operations – from training to

performance reviews. Tie everything back to the vision.

4) Lead by example.

Front 24

How can a change manager remove Obstacles? (4)

Back 24

1) Identify, or hire, change leaders whose main roals are to deliver the change

2) Look at your organisational structure, job descriptions and performance, and compare systems to ensure they are in line with vision

3) Take action to quickly remove barriers

4) Identify the people that are resisting the change, and help them see whats needed

Front 25

How can a change manager create a sence of Create Short-term Wins?

Back 25

1) Look for projects that you can implement without help from any strong critics of the change.

2) Don´t choose early targets that are expensive. You want to be able to justify the investment in each project.

3) Thoroughly analyse the potential pros and cons of your targets. If you don´t succeed with an early goal, it can hurt your entire change initiative.

4) Reward the people who help you meet your targets.

Front 26

How can a change manager build on the Change?

Back 26

1) After every win, analyse what went right and what needs improving.

2) Set goals to continue building on the momentum you´ve achieved.

3) Learn, e.g. about kaizen, the idea of continuous improvement.

4) Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

Front 27

How can one anchor the Changes in Corporate Culture?

Back 27

1) Talk about progress every chance you get. Tell success stories about the change process

2) Include the change ideals and values when training new staff

2) Publicly recognize key members of your original change coalition, and make sure the rest of the staff remember their contributions

3) Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

Front 28

How can one handle the challanges of a complex and ever changing environmet?

Back 28

Incorporate change in to the culture of the company; create a strategy system using Kotters eight accelerators

Front 29

What is the eight accelerators?

Back 29

1) Build and maintain a guiding coalition

2) Formulate a strategic vision and develop change initiatives designed to capitalize the big opportunity

3) Communicate the vision and the stratagy to create buy-in and attract grawing (volunteer army)

4) Accelerate movenment toward the vision and the opportunity by ensuring the Network removes barriers

5) Celebrate visible short-term wins

6) never let up, keep learning dont declare Victory to soon

7) Institutionalize strategic changes in the culture

8) CREATE A SENCE OF URGENCY

Front 30

What is the difference between a bluprint change and an emergent/evolutionary change?

Back 30

A blueprint change where the result is decided and defined before starting the change process. The assumptions of what need to be done is not challanged (single loop learning).

In an Emergent/evelutionary change only the direction of the change is decided in advance, the result/outcome/new steady state emerges thorough the process. Ideas for futer state is under constant review (dobble loop learning).

Front 31

What is the three points of reviewing change process?

Back 31

1) Are interventions being implemented as intended

2) Are interventions producing the desired effect

3) In the change plan still valid

Front 32

What is the four aspects of the balaced scorecard? How can these be used in regards to MoC?

Back 32

1) Financhial

2) Internal Buisiness Processes

3) Learning and Growth

4) Customer

Can be used to make sure that the changes satisfy different stakeholder.

Front 33

What is the difference between single- and double-loop learning?

Back 33

single-loop learning, doing Things better (how)

Double-loop (why) doing Things differently / doing different Things.

Front 34

What is collective learning (show with figure)

Back 34

Front 35

What can hinder organisational learning? (6)

Back 35

1) poor appreciation of the systemic qualities of organisations

2) Lack of channels for dialogue and the sharing og meaning

3) context in wihch sharing and dialog must occur

4) souces and recipients of knowledge

5) Ideologies and ingrained mental models that constrain creativety

6) Dysfunctional interactions between competing ideologies

Front 36

What is the "sustainability of change"

Back 36

Broadly defined as the process through which new working methods performiance goals and improvement trajectories are mainained for a perioud appropriate the a given contex.

Front 37

What is Stickability and spreadability?

Back 37

Both included in the sustainability of change.

Stickability - the extent to which gains achieved in a particular part of the organisation are held and built on

Spreadability - the extent to which the new methods and processes are applied elsewere

Front 38

How can you achieve stickability of a change? (4)

Back 38

1) Practising organisational learning

2) Combining E and OD strategies

3) Embedding change in the organisational culture

4) Reducing the opposing og resisting forces

Front 39

Why does managers tend to have a top-Down approach to change?

Back 39

1) The importance given to shareholder rather then employees and customers

2) The assumption that the organisations technical rather than social system is the prime determant of performance

3) The assumption that there is Little to be gaind from dialoge with employees

Front 40

What can hinder the sustainability of change?

Back 40

1) Those initiating the change move on and knowledge and experience of new practices is lost through turnover

2) The issues that triggerd the change are no loger visible

3) new managers want to drive their own agenda

4) powerful stakeholder is blocking the process

5) new priorities divert resources and attention