O SlideShare utiliza cookies para otimizar a funcionalidade e o desempenho do site, assim como para apresentar publicidade mais relevante aos nossos usuários. Se você continuar a navegar o site, você aceita o uso de cookies. Leia nosso Contrato do Usuário e nossa Política de Privacidade.
O SlideShare utiliza cookies para otimizar a funcionalidade e o desempenho do site, assim como para apresentar publicidade mais relevante aos nossos usuários. Se você continuar a utilizar o site, você aceita o uso de cookies. Leia nossa Política de Privacidade e nosso Contrato do Usuário para obter mais detalhes.
20 shortcuts on Organiza1onal Change Luc Galoppin January 21st 2013
1. Two Sides to Every Change Ra#onal Somewhat predictable: Knowledge and Skills Emo#onal Below the surface: Mo/va/on 2
2. Emo#ons, Moods & Feelings • You will be confronted with anxiety and resistance, regardless of whether the change is posi1ve or nega1ve. • You can channel these emo1ons to the beneﬁt of your change in order to obtain more clarity and less confusion. • THE REAL QUESTION: How do we channel these emo#ons so they can fuel your project instead of blocking it? 3
3. The Cycle of Life and Death: Ground Zero of Change Management New Ability Relaxed state Denial Acceptance Anger Performance Self Esteem Bargaining Stress Depression Time Time The change cycle from a developmental The change cycle from a pallia1ve care point of view point of view 4
13. UN Peace Keeping Troops Transition Teams Project central Site 9 Site 8 Site 7 One plan One team Site 6 One channel SAP Coach SAP Coach SAP Coach Site 5 site 1 site 2 site 3 Site 4 SAP Coach SAP Coach SAP Coach Site 3 site 4 site 5 site 6 Site 2 SAP Coach SAP Coach SAP Coach site 7 site 8 site 9Site 1 Local SAP Coach Structured and facilitated status Responsible meeting each Friday Direct access to local responsible for each domain One face to the customer 14
14. Go Local. Be There. Spend Time. Malik Maj. Noorafzhal,Jim Gant! tribal leader! INFLUENCE WITHOUT AUTHORITY! Work WITH tribes, not against them 15
15. Power to the Architects Default options are sticky People respond to feedback Expect error CHOICE ARCHITECTURE 16
20. Gecng Your Act Together What’s in it Why should I for me? care? The Organizational Change Portfolio COMMUNICATION LEARNING4 ’workstreams’ with adistinct return on investment:• Communication Stream: What should Managing expectations and I do? supporting the program during How do I its complete lifecycle in staying in do that? touch with the organization.• Learning Stream: Upgradingthe skills and knowledge of theorganization in terms of context(why), content (what) and Who does actions (how). what? • Organization Stream: defineand implement a neworganization structure and define ORGANIZATION PERFORMANCEand realize new responsibilitiesfor working.• Performance stream: Translate What will this come down the principles of the businesscase into concrete new ways of to in prac#ce? working.
“20 Shortcuts on Organiza#onal Change” hPp://www.slideshare.net/lucgaloppin/20-‐shortcuts-‐on-‐organiza1onal-‐change-‐management 22