OB-Change Management

Seite 1

restructuring, re-orgs,

Tidsoptimist

reimagining change

majority of change initiatives fail to deliver their objectives

Individuals and orgs have a shared change problem:

we aspire to more than we achieve

we then avoid or deny this to be the case

the change problem can not be solved by applying the latest models and techniques. The problem lies deeper and so does the solution.

The deeper Problem:

mobilization bias - org have the tendency to avoid radical change, mainly due to dynamic conservatism, structual inertia, or reacting against the losses from 'creative destruction'.

the 4 biases:

head bias - STEM given too much importance than arts and humanities.

Our organizations reflect this bias towards the head, and how they define ND reward achievement, what they focus on, and the language they use to describe what they do.

design bias - attentiion, status, focus.

strategizing - strategy gap. sttategy execution is given far less importance then strategy planning.

reform over results - talk over action,

4 seeds of change:

Kurt Lewin is the father of change management

The 5M Framework:

Mindful

Mobilizing

Maps

Masks

Mirrors

change is the process of making or becoming different