Some Principles for Organisational Change Johan Strümpfer © Johan P Strümpfer, 2006-2007. Some Principles for Management Development.

Some Principles for Organisational Change

Johan Strümpfer

© Johan P Strümpfer, 2006-2007.www.strumpfer.com

Some Principles for Management Development

Some Principles for Strategy Development

Dimensions for Business Improvement Interventions

• Strategy• Leadership• Communication• [Organisational change]

• >>> Business improvement (organisational interventions) HAS to address all of these simultaneously to achieve sustainable and practical results.

Single and Double loop learning(Based on Argyris)

ActionDecided Outcome

DesiredOutcome

Gap

Single Loop Learning

Double Loop Learning

Deep LearningDeep Learning ProcessProcess

Shallow LearningShallow LearningProcessProcess

Changes beliefs,World views,Paradigm,

Theory in Practice,Mental Models

ActionTaken

Deep Learning Processes:

Question

Reflection Theory/Answer

Test

Concern

Expectation

Adapted form Handy’s Learning Wheel

EG UJ:

Question

Reflection Theory/Answer

Test

Concern

Expectation

Organisational Integration&cultural transformation How to integrate the people?

Organisational Change Framework –cf eg.

People focussed rollout processes

Alignment & identification

What worked?Not worked?Why?

Need for Change

Vision

Building Alignment

Empower Action

Create Wins

Increase the Pace

Change Task Force

Cement the New

Organisational Change Framework

(Strumpfer/ Kotter)

Question

Reflection Theory/Answer

Test

Concern

Expectation

Organisational Integration&cultural transformation How to integrate the people?

Organisational Change Framework –cf eg.

People focussed rollout processes

Alignment & identification

What worked?Not worked?Why?

Topic of theAction learning

•Is this the right topic? •Alignment?•“Solutions prohibited”•Values & beliefs

Solutions, Strategies & Experts

• There is nothing as problematic as solutions(Argyris & Schön,1967)

• The Berkeley experiments

Solutions

9

WHAT IS THIS?

With thanks to G de Wet

10

WHAT IS THIS?

11

WHAT IS THIS?

12

WHAT IS THIS?

13

WHAT ARE THESE?

IMAGESMODELS

Multiple Perspective Exploration

• Viewpoints

• Viewpoint definitions

• Prioritisation of outcomes ( with causal logic)

• Activity models

• Build consensus on action

For each stakeholder....How would THEY answer...

1. What is the input, output and transformation?

2. Who is the beneficiary (client/customer)?

3. Who are the actors in the transformation?

4. Who are the owners of the transformation?

5. Who are the decision makers of the process?

6. Why is this transformation assumed to be meaningful? (What assumptions underlie this perspective?)

7. What is the purpose of this transformation?

8. What are its measures of performance?

9. What environmental factors impact directly on this transformation? (Constraints)

16

Multiple views

“Human Systems are Different”People systems are purposefulPeople systems are interpretative

• Technical perspective

• Organisational perspective

• Individual perspective

Practical Steps

• Phase 1: Determine topics of the leadership development program: Consensus building through the multiple perspective exploration:– Interviews– Build basic set of perspectives on what is required– Share & debate perspectives– Arrive at core set of required “projects” (= topics of the action

learning)• Phase 2: Roll-out the action organisation wide:

Drive the projects as an action learning process involving the “executive” (“30”)– Projects will touch the wider organisation in terms of

transformation & integration related projects as determined in Phase 1

Phase 2: Organisational Change Management

• Assumption: Perspectives exploration surfaces aspects of organisational change management to implement.

• Examples: Strategic repositioning, organisational culture shift, values & culture integration, vision development and buy-in, organisational structure change.

• Projects: Projects are formed around each of the chosen topics.

– NB: Projects are “Collaborative Projects” (to be discussed) aimed at building consensus, alignment and commitment through conversation design.

Conversation Design

Basic conversation template

ContextSetting

Choice of Framework*

Question(s) To drive

Conversation

DebateConclusionsDecideImplications for

Action

Me/You

TheyThey

*More later

Process Design

C F Q

DCAC F Q

DCA

C F Q

DCA

C F Q

DCAC F Q

DCA

C F Q

DCA

Conversation Systems View

• Multiple simultaneous interlinked conversations• Conversations give meaning to words• “The words we use is the world we live in”• Conversations build the agreement and

commitments required for action• Conversations yield the alignment we need• Free-flowing conversations create space for

creative insights and ideas to surface

Examples of ConversationDesign

Remaining Slides are real world reference examples & for

illustrative discussion if required.

Exco Strategy Process

Env Scan

Env Scan

Env Scan

Strategy Task Group Environmental Scan

Future Shaping Forces & Strategic Choices

Future Shaping Forces & Strategic Choices: Tentative

W/s 1Strategic Choices

W/s 2Change Thrusts

StrategicChoices Identified

&Decided (some)

Key Strategic change thrusts

CEO conversation

W/s 3Implementation

Exco Strategy Process

Env Scan

Env Scan

Env Scan

Strategy Group Environmental Scan

W/s 1Strategic Choices

W/s 2Change Thrusts

CEO conversation

W/s 3Implementation

Three Inter-linked & synchronised

Strategic Conversations

Additional ones: Cluster Strategy ConversationsStaff (Top 500)Cluster groups

Process Design

Decision Support to MD

Decision Facilitation for Exco

<Your Organisation> Future DirectionConversation

Creates shared view of requirements

Improves quality of and confidence in vision

Interaction with Board

Builds shared map of future for successful transformation

Creates fundamental support for future direction with Board

They provide detailed input to map and share in map

Cluster Exco Input & Implementation

Inq: Future & Future Bus Environement

•Trends

•FSF

•FBE

•Scenarios

Mang. Conf Engagement Events

InitiativesSuggestions

Interaction with Board & EXCO

•Videos

19-20 AprExco & Board Strat Session

4 - 15/45/3

Guardian Interact Sessions

Workplace Roll-Out* Theme Specific Roll-Out *

Apr - May May - Jun Jul - Sep

• Vision Confirmation

• Strategic Choices

• Initiatives List: Approved / Investigate / Rejects

• BU Planning

• Budget

• B. Score card

Task Group 30/Jun

Apply CMF *

Change Governance & Support

Feedback & Progress

Monitoring

GoodCo 2010 (Drive Initiatives)

Interaction with wider GoodCo

Results Communication

Mar/Apr

Process Overview

ExcoExco

Session pre Strat Session

Inq: Future & Future Bus Environement

•Trends

•FSF

•FBE

•Scenarios

Mang. Conf

• Introduce & share possible futures

• Open the debate on the need for change

• Open debate on prefered course of action

Engagement Events

• 5 Large group sessions targetting 750 people (+/- 30%) representative groups

• Present & communicate a vision

• Participatively identify strategic initiatives for GoodCo success(vision)

• ID Specific required actions

InitiativesSuggestions

Interaction with Board & EXCO

19-20 AprExco & Board Strat Session

4 - 15/45/3

Guardian Interact Sessions

• All staff / countrywide

• Exco Driven, TG 2010 support

• Vision communication

• Future Process communication *

Workplace Roll-Out*

• For identified BU’s and work gourps *

• Leadership preparation and support on initiative roll-out / planning

• Initiative specific implpementation planning using 7S model to explore impact

• More detailed actions per initiatives

• BU plan input /content

Theme Specific Roll-Out *

• For 7S themes: Roll-out / paticipative sessions

• For theme: Intergration & coordination

• Theme task ops representative work groups

• Output: Company wide Theme action plans

Apr - May May - Jun Jul - Sep

• Vision Confirmation

• Strategic Choices against Balanced Scorecard

• Initiatives List: Approved / Investigate / Rejects

Budgetting

Task Group 30/Jun

Apply CMF *

Change Governance & Support

Feedback & Progress

Monitoring of BU Plans

GoodCo 2010 (Drive Initiatives)

Interaction with wider GoodCo

•Videos

Exco

Exco Session pre strat session

Results Communication

•Exco & HR Driven

•Line Management involvement

•Video Based Feedback

New Initiatives

GoodCo Really

Succesful

GoodCo

Fail

Then Now “Short” Term FUTURE

FAIL

2010

Realistic & very credible failure scenarios for GoodCo.

“High”

Celebrating this at Management Conference.

Realistic & very credible high achievement scenarios for GoodCo.

MUCH better performance.

Management Conference – GoodCo’s Performance

CEO: Current Performance & how we got here.

Go

od

Co

’s P

er f

or m

an

ce

GoodCo

New

Current Situation

What we did / did not do?

What we did do to get here?

Possible Future

Environments

30

Participation

Appreciate Current Situation

Current Future Scenarios

Desired Future Scenario

Enterprise Design

Strategies & Action Plans

Planning Process

Conversation Design considerations:

• Keep the conversation alive• Focus the conversation on the right things• Keep the interest up• Keep the topic and angle fresh• Keep it meaningful• Keep the conversation relevant to the concerns

of the day (Practical relevance)– Eh…, how?

Practical Gap

Action results

Individual Expectations

Rethink action within existing

mentalframework

Level of surpriseSize of gap,

Magnitude of negative impact

Determine action

Rethink Mental

Framework

Limitation on extent

of frameworkchange

Current corporate

culture

Number and extent ofsurprises

corporate mindregisters

Opennessto change of

corporatemind

Corporate mind shift