Forandringsledelse og -projekter som organisatorisk læring Johannes Jørgensen http://dk.linkedin.com/in/johjoergensen U

1. Forandringsledelse og -projekter som organisatorisk læring Johannes Jørgensen http://dk.linkedin.com/in/johjoergensen Ulrik Faltoft http://dk.linkedin.com/in/falktoft

2. Læringspointer fra sidste lektion: Aktør-netværksteori • Hvad kan vi lære om videndeling og læring set fra et aktør-netværksteoretisk perspektiv? • Hvordan – om overhovedet – kan ANT kobles til forandringsledelse? • Er der andre perspektiver vi har gennemgået på kurset, som I mener indgår I forandringsledelse?

3. Program • 4 typer af forandringer • Teoretisk gennemgang • Øvelse • Gennemgang af den klassiske tilgang til forandringsledelse (Kotter) • Teoretisk gennemgang • Øvelse • Kompleksitet og forandring • Snowden • Stacey • Øvelse • Sammenhæng mellem personlighedstype og forandringsstrategi

4. Dilbert...

5. ...og virkeligheden • “Vi har implementeret det her system - det har kostet rigtig mange penge, men der er ikke nogen der bruger det...Hvordan kan vi få dem til at bruge det?”

6. Lewin´s model for change Psycologist Kurt Lewin developed af model for planned change in 1947. Not just for companies – but for individuals, groups and other organizations The model is about the un-learning and the learning of individuals as a part of the organization Three stages:

7. Why Change? • Change in objectives • Strategic move from innovator to mass producer • Move from organic to mechanistic structure • Purchase of new equipment • New technological processes usually lead to changes in power and reporting relationships • Mergers or acquisitions • Duplicate functions will inevitably be eliminated and new coordinating role will be introduced • Sudden internal or external hostility • Temporary crises are typically met by management’s central decision making • Decline in profits • When company profit falls, management frequently resorts to a structural shake-up • Personnel are shuffled, departments added/deleted, new authority relationships defined, decision-making patterns significantly altered

8. Nadler & Tushmans Typologi

9. Evolution - Gradvis forandring Revolution - Strategisk forandring Eksempel 1: Finjustering Proaktiv Finjustering Reorientering Reaktiv Tilpasning Genskabelse • En virksomhed introducerer en projektdrejebog, for at sikre at alle projektledere gennemgår samme strukturerede reflektion om deres projekter

10. Evolution - Gradvis forandring Revolution - Strategisk forandring Eksempel 2: Tilpasning Proaktiv Finjustering Reorientering Reaktiv Tilpasning Genskabelse • En virksomhed introducerer en ny stresspolitik efter kontrolbesøg fra Arbejdstilsynet

11. Evolution - Gradvis forandring Revolution - Strategisk forandring Eksempel 3: Reorientering Proaktiv Finjustering Reorientering Reaktiv Tilpasning Genskabelse • En virksomhed introducerer ERP for at eliminere dobbeltarbejde og forbedre koncernrapporteringen

12. Evolution - Gradvis forandring Revolution - Strategisk forandring Eksempel 4: Genskabelse Proaktiv Finjustering Reorientering Reaktiv Tilpasning Genskabelse • Pga svigtende efterspørgsel stopper virksomheden produktionen og fokuserer på after sales / services

13. Øvelse • Hvilke(n) type af læring kan accellerere de fire typer af forandringer? • Hvilke(n) type af læring kan udgøre en hindring? • Forslag til modeller: • SECI (Nonaka et al) • I-Space (Boisot) • 1/2/3 loop learning (Argyris) • DIKW hierarchy (Ackoff)

14. The Organisation’s Life Cycle Organisational size a Time b

15. Dysfunctional Consequences of Decline • Centralisation • Participation decreases • Control emphasised • No long-term planning • Crisis drives out strategic planning • Scapegoating • Leaders blamed for pain and uncertainty • Turnover • Competent leaders tend to leave first causing leadership anaemia • Low morale • Few needs are met • Infighting is rampant • Loss of slack • Uncommitted resources are used to cover operating expenses • Loss of credibility • Leaders lose confidence of subordinates • Non-prioritised cuts • Conflict • Competition for resources

16. Changes faced by Companies

17. Figure 10.1 Key factors in achieving change

18. Ranges of Organisational Change

19. Mintzberg’s Change Cube

20. Mintzberg’s Map of Change Methods

21. John Kotter: Kendetegn ved succesfulde forandringer

22. Krisestemning • Krisestemning giver mulighed for at skabe konsensus omkring forandringsbehovet • MEN: Krisestemning skaber også frygt og paralyserer kreativiteten • En forandringsparat kultur er at foretrække

23. En stærk koalition... • Interessentperspektivet på organisationer er relevant og vigtigt i en hver forandring • MEN interessentperspektivet bliver selvforstærkende, hvis forandringsledelsen bliver bygget omkring få “udvalgte” • Bred involvering er en bedre vej til forankring

24. Visionen klart formuleret og formidlet • En fælles vision er vigtigt • MEN en vision er intet værd, hvis der ikke er ejerskab for den i organisationen! • En god start er at involvere i udarbejdelsen af visionen

25. Forandringskommunikation • Kommunikation er nødvendigt for at skabe buy-in • MEN Interne PR-kampagner bliver ofte undermineret af den langt mere effektive “Djungletromme” • Åben dialog omkring forandringen skaber troværdighed og tillid

26. Skab handlingsrum • Et nøglepunkt er at skabe handlingsrum i organisationen • MEN det er ubetinget nemmere, hvis ledelsesstilen generelt understøtter individuel ansvarlighed og selvledelse

27. Short term wins • Det er vigtigt at løbende gøre opmærksom på fremdriften • MEN en alt for ensidig kommunikation af fremskridt - på bekostning af seriøs håndtering af de reelle udfordringer, som medarbejderne står overfor - bliver hurtig utroværdig

28. Hold fast • Ledelsen er - rent mentalt - meget længere fremme end medarbejderne, som ofte hører om forandringerne flere måneder eller endda år efter at ledelsen har konceptualiseret disse. • Men hvis ledelsen ikke løbende gør opmærksom på forandringen, risikerer man at organisationen falder tilbage • MEN netop derfor bør ledelsen involvere tidligt i forløbet, og sikre at ejerskabet for forandringen ikke blive hængende på direktionsgangen

29. Øvelse • Fra et videns/læringsperspektiv: Reflekter over følgende værktøjer, som er at finde i mange forandringsprojekter inspireret af Kotter • Forandringsvision - video med direktøren • Nyhedsbrev - information til medarbejdere om forandringsprojektet, herunder milepæle og fremdrift • FAQ - ofte stillede spørgsmål og svar herpå • E-learning • Klasserumsundervisning

30. Øvelse • Reflekter over forholdet mellem individuel og organisatorisk læring i forbindelse med organisatoriske forandringer • Hvad er jeres vigtigste tommelfingerregler for forandringsledere? • Forslag til teori • Cook, Scott D. N & Yanow, Dvora

31. 7-S Framework Better known as McKinsey 7-S, as the authors Tom Peters and Robert Waterman, have been consultants at McKinsey & Co (1981/82) A key point is, that organizations are not just about structures. There is several (according to these two: six) other aspects of organization

32. 7-S Framework

33. The hard S’s Strategy - Actions a company plans in response to or anticipation of changes in its external environment. Structure - Basis for specialization and co-ordination influenced primarily by strategy and by organization size and diversity. Systems - Formal and informal procedures that support the strategy and structure. (Systems are more powerful than they are given credit)

34. Table 10.1 The 7S strategic framework and its application to e-business management

35. The soft S’s Style / Culture Staff Skills Shared Values / Superordinate Goals

36. Table 10.1 The 7S strategic framework and its application to e-business management (Continued)

37. Staff The people/human resource management Processes used to develop managers Socialization processes Ways of shaping basic values of management cadre Ways of introducing young recruits to the company Ways of helping to manage the careers of employees

38. Style /Culture The culture of the organization, consisting of two components: Organizational Culture: the dominant values and beliefs, and norms, which develop over time and become relatively enduring features of organizational life. (Management) Style: more a matter of what managers do than what they say; How do a company’s managers spend their time? What are they focusing attention on? Symbolism – the creation and maintenance (or sometimes deconstruction) of meaning is a fundamental responsibility of managers.

39. Skills The distinctive competences What the company does best Ways of expanding or shifting competences

40. Shared Values / Superordinate Goals Guiding concepts Fundamental ideas around which a business is built – must be simple, usually stated at abstract level Have great meaning inside the organization even though outsiders may not see or understand them.

41. Source: The middle column is based on a summary of the commentary in Hayes (2002)

42. Change in ANT (Callon 1986)

43. Tactics for Dealing with Resistance to Change • Education and communication • Help employees see the logic of the changes • Participation • Involve employees in change decisions • Facilitation and support • Paid leave of absence, new skills training • Try to minimise the anxiety levels of the staff • Negotiation • Offer reward packages even during downturns • Manipulation and co-optation • Twisting and distorting facts to make them appear more attractive, withholding undesirable information, rumour mill • Coercion • Application of direct threats to the resistors, e.g. loss of promotion • Realigning staff profiles • Dismissal of trouble makers or introduction of change managers

44. Discuss… How does Lewin perceive change? How does Kotter perceive change? How does 7’s perceive change? How does Hayes (transition model) perceive change? How does ANT perceive change? How do you perceive change? How is change linked to the leadership/management models we discussed?

45. Key change management issues Schedule – what are the suitable stages for introducing change? Budget – how do we cost e-business? Resources needed – what type of resources do we need, what are their responsibilities and where do we obtain them? Organizational structures – do we need to revise organizational structure? Managing the human impact of change – what is the best way to introduce large-scale e-business change to employees? Technologies to support e-business change – the role of knowledge management, groupware and intranets are explored Risk management approaches to e-business led change

46. Leadership and Management

47. Competing Values (Quinn et al.)

48. Competing Values - Roles

49. Task vs. Relationship Philosophies Blake, Mouton, Blake and McCanse CONCERN FOR PEOPLE CONCERN FOR PRODUCTION Country Club Management Team Management Thoughtful attention to the needs of people for satisfying relationships, friendly atmosphere Middle of the Road Management Impoverished Management Authority Compliance Work accomplishment is from committed people, interdependence through a common stake in organization purpose leads to trust and respect Adequate organization performance is possible through balancing the necessity to get out the work with maintaining morale of people at a satisfactory level Exertion of minimum effort to get required work done is appropriate to sustain organization membership. Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

50. MIT DL Framework