商業(yè)管理ppt模板之如何改變管理模式

1、商業(yè)管理ppt模板之如何改變管理模式MODULE 1SETTING THE CONTEXTModule 1Part 1The Change / Learning ProcessHow does learning / change begin?Disconfirmation information that things are not working, expectations are not being met createsSurvival anxiety or guilt. The fear, shame or guilt associated with not learning som

2、ething new. But the prospect of learning something new createsLearning anxiety. The feelings associated with an inability or unwillingness to learn something new because (1) it requires unlearning and temporary incompetence, (2) loss of power or status, (3) loss of group membership, (4) loss of iden

3、tity.Hence resistance to change.Basic proposition about learning Survival anxiety must be learning anxiety.Learning method 1: Escalate survival anxiety until it is greater than learning anxiety.Learning method 2: Reduce learning anxiety until it is less than survival anxiety create “psychological sa

4、fety”. How to reduce learning anxiety and create “psychological safety” Involve the “change targets” in all the steps of the learning process.Provide a vision of a path.Provide a safe environment for learning (practice field).Provide the time and resources necessary for learning.Provide first steps

5、and a direction.Work in groups.Provide coaching and help.Reward small steps in the right direction.Work in a supportive climate (norms that support error embracing).CHANGE MANAGEMENT INTERVENTIONS AIM TO CREATE PSYCHOLOGICAL SAFETY What is Change Management?Gaining a mutual understanding of what we

6、think Change Management isDiscussion of the key conceptsConscious / unconsciousPrimary / secondary processStrategic ImprovisationDialogueModule 1Part 2The Change ConsultantWhat is a change consultant?What characteristics underpin the role that we have to perform?What function do we perform in organi

7、sations?What is our strategic relevance in organisations?The different helping roles:The Expert (Information Power)The Doctor (Diagnostic Power)The Process Consultant (Process Power)The strategic goals of process consultationProvide help i.e. create a situation where the client will get help.Create

8、a situation in which information will surface that will permit both consultant and client to understand better what may be going on “diagnostic intervention.”Create a situation in which the client will at all times feel ownership of the problem. Client and consultant become an intervention team.Ten

9、Principles of Process Consultation Always try to be helpful.Obviously if I have no intention of being helpful and working at it, it is unlikely to lead to a helping relationship. In general, I have found in all human relationships that the intention to be helpful is the best guarantee of a relations

10、hip that is rewarding and leads to mutual learning.Ten Principles of Process Consultation2. Always stay in touch with the current reality.I cannot be helpful if I cannot decipher what is going on in me, the situation and in the client.Ten Principles of Process Consultation3. Access your ignoranceThe

11、 only way I can discover my own inner reality is to learn to distinguish what I know, from what I assume I know, from what I truly do not know. It is generally most helpful to work on those areas where I truly do not know. Accessing is the key, and I must make an effort to locate within myself what

12、I really do not know by scanning my own inner database and gaining access to empty compartments. If I truly do not know the answer, I am more likely to sound congruent and sincere when I talk about it.Ten Principles of Process Consultation4. Everything you do is an intervention.Just as every interve

13、ntion reveals diagnostic information, so does every interaction have consequences for both the client and for me. I therefore have to own everything I do and assess the consequences to be sure that they fit my goals of creating a helping relationship.Ten Principles of Process Consultation5. The clie

14、nt owns the problem and the solution.My job is to create a relationship in which the client can get help. It is not my job to take the clients problems onto my own shoulders, nor is it my job to offer advice and solutions in a situation that I do not live in myself.Ten Principles of Process Consulta

15、tion6. Go with the flow.In as much as I do not know the clients reality, I must respect as much as possible the natural flow in that reality and not impose my sense of flow on an unknown situation. Once the relationship reaches a certain level of trust, and once the client and helper have a shared s

16、et of insights into what is going on, flow becomes itself a shared process.Ten Principles of Process Consultation7. Timing is crucial. Over and over I have learned that the introduction of my perspective, the asking of a clarifying question, the suggestion of alternatives, or whatever else I want to

17、 introduce from my own point of view has to be timed to those moments when the clients attention is available. The same remark uttered at two different times can have completely different results.Ten Principles of Process Consultation8. Be constructively opportunistic with confrontive interventions.

18、When the client signals a moment of openness, a moment when his or her attention to a new input appears to be available, I find I seize those moments and try to make the most of them. Those moments occur when the client has revealed some data signifying readiness to pay attention to a new point of v

19、iew.Ten Principles of Process Consultation9.Everything is a source of data; errors are inevitable learn from them.No matter how well I observe the above principles, I will say and do things that produce unexpected and undesirable reactions in the client. I must learn from them and at all costs avoid

20、 defensiveness, shame or guilt. I can never know enough of the clients reality to avoid errors, but each error produces reactions from which I can learn a great deal about my own and the clients reality.Ten Principles of Process Consultation10. When in doubt, share the problem.Inevitably there will

21、be times in the relationship when I run out of steam, dont know what to do next, feel frustrated, and in other ways get paralyzed. In situations like this, I find that the most helpful thing I can do is to share my “problem” with the client. Why should I assume that I always know what to do next? In

22、 as much as it is the clients problem and reality we are dealing with, it is entirely appropriate for me to involve the client in my own efforts to be helpful.Module 1Part 3The FacilitatorThe Facilitator FunctionsPreparingDetermining the groups focus Fostering trustAssessing group process & providin

23、g feedbackKeeping communication channels open & exposing tensionManaging conflictConcludingThe Metaskills of the FacilitatorCompassionMindfulnessNeutrality / Following the ProcessDetachment / Dual AwarenessPlayfulnessBeginners Mind / HumilityPatienceFacilitation techniquesUsing the flipchart effecti

24、velySorting the fieldNoticing silent participantsClimate reportChecking inReflective listeningModule 1Part 4The Solution FinderProblem Solving - Edward de Bonos Six Thinking HatsWhite HatFacts, InformationDataRed HatFeelings, HunchesIntuitionBlack HatCautions, ProblemsDifficultiesYellow HatBenefits,

25、 ValuesPositivesGreen HatIdeas, AlternativesPossibilitiesBlue HatProcess ControlThinking about ThinkingProblem Solving - Levels of Thinking7 Creative Wisdom6 Joy / Passion5 Perspective4 OK with negative stress3 Negativity / Unhappiness2 Paralyses1 Tormented ThinkerExtremely negative, Very critical,

26、Disbelief, Anxious, Neurotic, Life is unbearable, Aggressive, Withdrawn, No way out, Warped idea of realityLethargic, Mind does not get body going, Do things slowly, Cant cope with situation/life, Leaves things to other people, Puts life on hold, Lazy, Procrastinates, Moves into tormented stateUnhap

27、py, Habit forming, Finds fault, Critical, Negative conversation, Complaining, Revue minor perspective,Not action orientated, Problem centered, Lacks trying, Does not smile, StereotypesStand back, Contemplates, Sees bigger pictureEnjoys life, Enjoys environment, Enjoys people interaction, Seeks enjoy

28、ment, Avoids passion killersKnowledge, Experience, Know - how, Ultimate Perspective, Open - minded, Awakens joy in others, Understand levels of thinkingRationalises, Blames others, situation, Happens to all of us, We all go of the rails at times, We are all alikeThe concept of Mental Models“Mental m

29、odels are deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting.Very often we are not aware of our mental models or the effects they have on our behaviour.” (Peter Senge)The concept of Systems ThinkingSystems thinking is a discipline for see

30、ing problems holistically and for understanding how systems create patters and events we see around us.The Advocacy / Inquiry MatrixAdvocacyInquiryLowHighHighExplainingImposingMutual LearningOver EngagingObservingWithdrawingInterviewingInterrogatingTypes of Active / Inquiry QuestionsPure Exploratory

31、 InquiryPrompt the story and listen carefully and neutrally. Use silence and encouraging body language Tell me what is going on. What is happening? Describe the situation. Tell me more. Go on. Can you give me some exles of that? Can you give me some of the details of what went on? When did this last

32、 happen?Types of Active / Inquiry QuestionsExploratory Diagnostic InquiryStart to identify the issues i.e. diagnosing.Exploring emotional responses: How did you feel about that? What was your reaction? How did others feel and react?Exploring reasons for actions and events: Why do you think you did t

33、hat? Why do you think that happened? Why do you think the other person did that?Exploring actions, past, present and future: What did you (others) do about that? What are you going to do?Types of Active / Inquiry QuestionsConfrontive InquiryShare own ideas and “force” the client to think about the s

34、ituation from a new perspective.Did you confront him / her about that?Could you have done the following?Have you thought about doing?Did it occur to you that he / she did that because they were anxious?Have you considered these other options?Have you considered the possibility that you overreacted?D

35、id that not make you feel angry / anxious / elated etc?Module 1Part 5Organisational and Business Context of ChangeDeciphering the organisational and business contexts of changeWorld-wide demographicsWorkforce demographicsTechnological advancesSocial trendsChanges in ownershipNatural shocksPolitical

36、ramificationsCompetitionInternal changesDiscussion regarding organisational and business contexts of changeWhat have been some major change initiatives that you have seen implemented in organisations?How successful would you gauge them to have been?Have you ever been a change consultant / on an orga

37、nisational change team?What were the changes you were implementing and how successful were you?MODULE 2GENERICCHANGE TOOLS & TACTICSModule 2Part 1Change Management MethodologyChange Management Methodology ModelRESULTS Improved State Transition StateCurrent StateLeading ChangeChanging Systems and Str

38、ucturesCreating a Shared NeedMobilising CommitmentMaking Change LastMonitoring Progress Shaping a VisionModule 2Part 2GenericChange Tools & TacticsChange Management Methodology ModelRESULTS Improved State Transition StateCurrent StateLeading ChangeChanging Systems and StructuresCreating a Shared Nee

39、dMobilising CommitmentMaking Change LastMonitoring Progress Shaping a VisionLeading ChangeWhy bother?Strong committed leadership is critical to accelerating changeLeadership impacts all other change processesLeaders must play varied rolesOverviewLeading ChangeTools and tactics include :Sponsorship s

40、trategyTools and TacticsLeading ChangeSponsorship strategy :What is a sponsor?A person with the influence or responsibility to ensure that the change outcomes are delivered.A sponsor has responsibility for initiating and sustaining change.The purpose of a sponsorship strategy is to:Identify the spon

41、sorsEstablish sponsor responsibilitiesBuild commitment of sponsors regarding the change process.Highlight barriers to successful sponsorship.Tools and TacticsLeading ChangeSponsorship strategy :Sponsor responsibilities might include the following:DEMONSTRATE SUPPORT FOR THE CHANGE through words, act

42、ions and decisions.SET A CHALLENGING PACE for the change program.BE RESPONSIVE to employees, customers and peers.MEET REGULARLY WITH YOUR PEOPLE in order to show support, gain understanding and listen.RAISE CONCERNS AND ASK QUESTIONS early in the transition process.COMMUNICATE UPDATES on a regular b

43、asis.IDENTIFY AND RESOLVE POTENTIAL “HOT SPOTS”.Tools and TacticsLeading ChangeSponsorship strategy :Sponsor action plan might include the following:Tools and TacticsSponsorEventDurationDevelopedByDelivered ByTimingMessagePrimary ObjectivesDept HeadEtcSponsor Session1 hourChange ConsultantDept Head,

44、 Change ConsultantTo co-incide with beginning of new project phaseProject changesIdentify hot spotsObtain commitmentLeading ChangeTo what extent do our change leaders :Create a personal role for themselves in leading the change process?Identify the key priorities and a critical path for the change?C

45、reate a clear picture of “where we want to get to”.Create a culture that will promote the desired behaviours?Refine rewards, measures and feedback systems to reinforce behaviours?Mobilise a network of committed change sponsors and agents?Coach and counsel key stakeholders throughout the change proce

46、ss?Identify and remove barriers that impede the change process?AssessmentLeading ChangeChange efforts can potentially derail when :They fail to establish and clarify the key change roles of Sponsor.Leaders fail to engage in behaviours necessary for change.They lack quantifiable measures for establis

47、hing Sponsor accountability.There are competing demands for sponsor time and resources.Short term issues take priority over long term focus of “big picture” goals.Sponsors object to change initiatives, Not all sponsor will 100% support the change process.PitfallsChange Management Methodology ModelRE

48、SULTS Improved State Transition StateCurrent StateLeading ChangeChanging Systems and StructuresCreating a Shared NeedMobilising CommitmentMaking Change LastMonitoring Progress Shaping a VisionCreating a Shared NeedWhy bother?Forces any resistance or apathy to be addressed head-on.Validates why the p

49、roject is important and critical to do.Builds momentum needed to get the change initiative launched.OverviewCreating a Shared NeedTools and tactics include :The Change implementation process and the change blueprintTools and TacticsThe Process of Change ImplementationInformation GatheringInformation

50、 AssessmentInformation DisseminationInformation Monitoring, Stabilisation and FeedbackCHANGE OBJECTIVESCHANGE OVERVIEWCHANGE BLUEPRINT = IMPLEMENTATION PLANCHANGE IMPLEMENTATIONChange ObjectivesRequires considerable evaluation of the organisations current position.What you are hoping to achieve by t

51、he change process: a clear understanding of the change objectivesAre the changes compatible with the organisations current systems and processes?CHANGE OBJECTIVESCHANGE OVERVIEWCHANGE BLUEPRINT = IMPLEMENTATION PLANCHANGE IMPLEMENTATIONInformation gatheringIndustry BenchmarkingInformation SourcesMar

52、ket KnowledgeInternal information gatheringMediaPersonal ExperiencePrevious change attemptsInfo teamsKey Areas:Cultural fitStrategic fitSynergy PotentialManagement fit and styleCorporate demographicsStructural fitYCHANGE OBJECTIVESCHANGE OVERVIEWCHANGE BLUEPRINT = IMPLEMENTATION PLANCHANGE IMPLEMENT

53、ATIONGATHERASSESSTELLChange OverviewTakes generic change objectives and applies them to the situationClarifies how the change objectives are going to be metServes as a practical reminder of what the organisation is attempting to achieveActs as a bridge between the objectives and the operational blue

54、print.CHANGE OBJECTIVESCHANGE OVERVIEWCHANGE BLUEPRINT = IMPLEMENTATION PLANCHANGE IMPLEMENTATION Employee InputAffected employees know more about their company/functionOpportunity to motivate Most successful if well doneEmployees must live with decisionsProlongs uncertaintyLonger and slower process

55、Affected parties may not trust the change agentCarnage if done poorlyImmediate Approach Less uncertaintyQuicker processGreater clarity and certainty of actionMay make wrong decisionsNo affected employee participationRequires detailed, thorough planning Delayed Approach Greater knowledge of the chang

56、es necessaryOpportunity to motivate and involve affected employeesProlongs uncertaintyLonger and slower processLonger for results to showProsConsProsConsKey Operational DecisionsAddressing cultural issuesAssessing the change situationResource DecisionsEmployee participationSpeed of imple-mentationYC

57、HANGE OBJECTIVESCHANGE OVERVIEWCHANGE BLUEPRINT = IMPLEMENTATION PLANCHANGE IMPLEMENTATIONGATHERASSESSTELL“One off” financial costs e.g. Implementation costs Redundancy expenses System harmonisation Capital expenditureContinual financial costsHuman resources costsManifest in differences in: Work leg

58、islationAttitudes/ behavioursWorking practicesManagement styleCompany proceduresImposed decisions Less uncertaintyDecision makers are a known quantityNo arguments or politicsMay make wrong decisionsCan seriously demotivateRequires detailed, thorough planningChange Blue PrintReduces overview into tas

59、k specific actionsServes as the basis for the post-change implementation plan by determining:What action to be takenWhen the timescale for changeWho is to be affected and who is to be responsible for leading the changesHow the actual blueprintWhy the logic behind the actions takenCHANGE OBJECTIVESCH

60、ANGE OVERVIEWCHANGE BLUEPRINT = IMPLEMENTATION PLANCHANGE IMPLEMENTATIONCommunications StrategyYCHANGE OBJECTIVESCHANGE OVERVIEWCHANGE BLUEPRINT = IMPLEMENTATION PLANCHANGE IMPLEMENTATIONGATHERASSESSTELLStrategyChannelTimingContent(style, coverage, source)Implementation plan and techniquesImplementa