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Change Management… Define Innovation…
Lee Zhuang
• Unique and new activities or ideas,
Emphasizes the act of creation,
Inventing something new,
Seeing something from a different perspective.
• The people who innovate,
• Improving existing processes,
Improve something that already exists.
Performing a task in a new way,
• The dissemination of new activities or ideas.
Adoption of innovations,
All adoptions are innovations,
Change Management,.. Define Change
Organizational Change is not "happening",
but intentional, usually triggered by external events
to the organization.
Planned change can be effected incrementally,
or revolutionary.
Change Management: Define Culture
Organizational culture has been defined and described as a
set of key values, guiding beliefs, and understandings that
are shared by members of an organization
(Meyer, 1982; Smircich, 1983a; O'Reilly, 1989).
As such, culture is seen as defining basic organizational
values and communicating to both old and new members
the appropriate way to think, act, and "how things ought
to be done" (Schein, 1969, 1984, 1985; Smircich, 1983b).
For most, organizational culture represents the
unwritten, affective part of the organization.
Culture is also, using Wilson's analogy, "to an organization what
personality is to an individual" (1989, 91).
Change Management… Change Process
The action roles in the change process are:
(1) The Initiator, usually, though not always the
responsibility of top-management;
(2) The Change Implementers, the project team or
change agent, often represented by
middle-management and external consultants;
(3) The Change Recipients or Change Targets, all people
affected by the chang
Reinvention…. J Thomas Hennessey Jr;
Inability to change the culture has been identified as the
most serious obstacle to change in the federal government
(Kettl, 1994; Carroll, 1995; Carroll and Lynn,
1996)
and simultaneously criticized as too simplistic and
unrealistic in its approach (DiIulio, Garvey, and Kettl, 1993;
DiIulio, 1994; Moe, 1994).
•There is a strong relationship between organizational culture
and performance,
•Leadership appeared to be the key to improved organizational
performance and more amenable organizational cultures
Change Management… Innovation … Glor
Once a government decides it wants to be innovative that it is in the business of innovation - it faces a pile
of challenges…. Eleanor Glor
The support of four key groups is needed:
1. the government in power,
2. management,
3. employees,
4. clients and publics outside the government
Change Management: Efficiency and Innovation
An innovative organization must create value.
It does so by:
•creating a greater variety of solutions to problems,
•challenging unwarranted assumptions
•identifying problems before seeking solutions.
Change Management… Innovation … Glor
A champion of innovation wants to be in a
position to describe the costs of not
innovating - and also the costs of efficiency.
While reengineering and downsizing increase efficiency,
they also eliminate slack. By eliminating
slack, governments are reducing their capacity to be
innovative, since innovation often grows out of slack ?????
Change Management… Innovation … Glor
An innovation champion needs to take a long view.
A positive environment for innovation in government will
not develop overnight.
Change: Dennis T Jaffe; Cynthia D Scott;
Reasons people resist any change:
•fear of the unknown,
•threat to job security,
•loss of the familiar,
•uncertainty about where they stand in the new order,
•lack of understanding of the change or its rationale,
•threat to vested interests and current perks,
•skepticism that the change will lead to success, and
•uncertainty about the future and therefore about whether
the change will succeed or make things better.
Change is difficult and can fail… Glor
•Change is “stressing” for people going through it.
•Management is also frequently challenged and threatened
by innovators and innovation.
• Hierarchy does not encourage innovation.
• Management must not only understand
its important role in encouraging innovation but also in
promoting innovations, and should be held accountable for
this role.
•Mobilizing an organization to adapt its behaviors
to thrive in new business environment is critical.
Change Management… Employees… Glor
Employees will support innovation if they believe it can
improve either their own work environment or the
product or service they provide for their clients in other words, if it will make things better.
They need an environment which encourages self-knowledge
risk-taking and constant learning. Sufficient time and
resources to do innovation well must be provided.
They need an environment which encourages
self-knowledge, risk-taking and constant learning.
Sufficient time and resources to do innovation well must
be provided.
Change Management… Adaptive Change
Leaders today face adaptive challenges.
•clarify their values & mission
•develop new strategies,
•and learn new ways of operating
Change Management: AdaptiveChange
Leaders have to identify struggles over values and power,
patterns of work avoidance, and the many other reactions to
change.
Leaders need to understand themselves, their people, and the
potential sources of conflict.
Realize that people can learn only so much so fast, and
maintain a productive level of tension and motivate people
without disabling them.
Also requires the ability to hold steady and maintain the
tension.
Change Management: AdaptiveChange
•Emotional capacity to tolerate uncertainty, frustration and
pain.
•No one learns anything without being open to contrasting
points of view.
•Give work back to the people..
•Giving a voice to all people. Too often whistle-blowers,
creative deviants, and other such original voices routinely
get smashed and silenced.
Change Management: Adaptive Work
Adaptive work is required:
•when our deeply held beliefs are challenged,
•when the values that made us successful become less relevant,
•competing perspectives emerge.
Adaptive situations are hard to define and
resolve precisely because they demand the work
and responsibility of all members. They are not amenable to
solutions provided by leaders; adaptive solutions
require members to take responsibility for the problems
that face them.
Change Management: How Do We Get Innovation Going?
Glor…………...
• One approach is to encourage constant learning.
• Create permission for risk-taking.
• Avoid leaving people out.
• Improve the climate for increasing self-awareness.
• Change the environment in other ways.
• Change laws that need changing.
• Invest resources adequately in innovation.
Change Management: Winning Teams
•Are clear about their goals.
•Are in touch with what is going on outside the team.
•Are small in size, but large enough to master the
process.
•Have and increase complementary skills.
•Value input, regardless of rank.
•Are confident in overcoming conflict.
•Support each other in achieving more than they
ever thought possible.
•Celebrate their success.
Re-Engineering
A Reengineering project effects revolutionary
change to an organization.
The project deliverables are radically improved
business processes, which satisfy customer requirements
much better than before, and which achieve drastic
improvements to the operational results of a company.
Reenginnering: Dennis T Jaffe; Cynthia D Scott;
Reengineering's promise is technical and rational,
implying that organizations can be completely redesigned
by a group of designers who take an empty sheet of paper
and redraw the organization for rational excellence and
pure performance.
Companies often set off on their journeys in high
spirits-the designers engage in a logical
process that does indeed lead to a plan for a new
organization..
Change Management: Reengineering
Externally, focus on end customers and the generation
of greater value for customers.
Give customers and users a single and accessible point of
contact through which they can harness whatever resources
and people are relevant to their needs and interests.
Internally, focus on harnessing more of the potential of peopl
overlooked.
Encourage learning and development by building creative wo
squeeze more out of people and working them harder, rather
Think and execute as much activity as possible horizontally,
The following section gives a description of ea
competencies and how each of the nine leaders
1. Management of Attention Although arguabl
the work that he/she is performing. Bennis's de
been before" resounded in only the most reinv
leader that demonstrated the least "managemen
between them was that in the case of the organ
lowest rated organization, the absence of the le
efforts taken by leaders of the most reinvented
element of the organization, and an "open door
Change Management/Reengineering
1. What are some of the major problems
associated with innovation and change? What
strategies can be employed to facilitate change
and stimulate innovation in organization. (Cite
Readings).
2. What is reengineering? What are the basic
steps in successful reengineering?
Reenginnering Problems Dennis T Jaffe; Cynthia D Scott;
Certain practices that undermine its radical aspirations
have crept into its actual process.
Several flawed assumptions about reengineering practice
get in the way of producing the desired results
Successful Reinvention: Dennis T Jaffe; Cynthia D Scott;
Deep change poses challenges
1. Achieving critical mass. It is not easy to get people to
be different. Many companies confuse coercion, however
benevolent, with commitment.
Companies getpeople to do some new things, but inwardly,
the employees neither understand what they are doing nor why
they have to do it.
Successful Reinvention: Dennis T Jaffe; Cynthia D Scott;
2. Remaining open to discovery and learning.
•Reengineering is a major risk,
•Does not necessarily involve learning or that it only involves
learning at a very rudimentary level.
•Leaders talk about change but act as if change is the last thin
they can accept.
•When the plan is implemented, unintended effects or
difficulties show up.
Successful Reinvention: Dennis T Jaffe; Cynthia D Scott;
3. Reengineering is the enemy of hierarchy.
Change is the enemy of the status quo, the stable organization,
the hierarchy, and the political organization.
4. Overcoming resistance.
Change: Dennis T Jaffe; Cynthia D Scott;
Fully engaged top leadership. Top leaders often believe that spon
clear that no deep change is successful if the leaders are not fully
change. An effective change leadership team must engage the cha
Leaders set a context for change, providing a container in which th
apparatus for change. If they set up a good container-a good clima
observed by the rest of the organization for signs of political disco
change is believed, there are several whose message is doubted be
Change leadership often means that leaders must let go and not de
passing responsibility downward still involves a very demanding a
ground rules and expectations consistently and repeatedly. To tap
micromanage the process.