Chasing Change E-Book

Bob Thames

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Veröffentlichungsjahr: 2009

Beschreibung

Robust organizational capacity is a company s potential to apply its skills and resources to accomplish goals and exceed stakeholders expectations. This book provides readers with the ability to diagnose both the drivers of change in their organization and the type of change response needed. In addition to the traditional tangible dimension of change, it presents a framework to leverage the cultural and personal dimensions of change to sustain successful change initiatives. As well, it presents an organizational capability self-assessment process to derive the maximum return on change efforts and investments. CEOs and executives will benefit from the ability to link demands for change to organizational capabilities in strategic initiatives.

Leseprobe

Table of Contents

Title Page

Copyright Page

Epigraph

Acknowledgements

Introduction

Part One - AWARENESS

Chapter 1 - The Hurricane and the Earthquake

Chapter 2 - Importance of Mindset

Definition

Core Elements

Impact

Chapter 3 - Change Challenge Framework

In the Beginning . . .

Internal Change

External Change

First-Order Change

Second-Order Change

Missing Soft Side of Change

Chapter 4 - Crafting the Change Response

Incremental or Developmental Change

Transitional Change

Transformational Change

Defining Your Change Strategy

Creating an Agile Organization

Part Two - ASSESSMENT

Chapter 5 - Assessing Capabilities for Change

Chapter 6 - Leadership

Background

Definition

Core Elements

Impact

Relationships

Capability Assessment Table

Chapter 7 - Commitment

Background

Definition

Core Elements

Impact

Relationships

Chapter 8 - Accountability

Background

Definition

Core Elements

Impact

Relationships

Chapter 9 - Forward Thinking

Background

Definition

Core Elements

Impact

Relationships

Chapter 10 - Innovation

Background

Definition

Common Areas of Innovation

Core Elements

Impact

Relationships

Chapter 11 - Communication

Background

Definition

Core Elements

Impact

Relationships

Chapter 12 - Risk Tolerance

Background

Definitions

Core Elements

Impact

Relationships

Chapter 13 - Organizational Learning

Background

Definition

Core Elements: Organizational Learning Skills, Language, and Practices

Impact

Relationships to Other Capabilities

Capability Assessment Table

Chapter 14 - Trust

Background

Definition

Core Elements

Impact

Relationships

Chapter 15 - Diversity

Background

Definition

Diversity and Change

Core Elements

Impact

Relationships

Chapter 16 - Empowerment

Background

Definition

Core Elements

Impact

Relationships

Chapter 17 - Adaptation

Background

Definition

Core Elements

Impact

Relationships

Chapter 18 - Dynamic Stability

Background

Definition

Core Elements

Impact

Relationships

Chapter 19 - Change Journey and the Orchestration Process

Part Three - ASSIMILATION

Chapter 20 - Executing the Change Plan

Case for Change: First-Order Change

Defining the Scope: Targeted Change Gap

Closing the Gap: Second-Order Change

The “Big Picture”

Chapter 21 - Candor Bank

Definition

Core Elements

Case Study: Linking Change Management to Strategic Planning

Chapter 22 - 2005 Hurricane Katrina Catastrophe in New Orleans

Infrastructure Dimension

Organizational or Cultural Mindset Dimension

Personal Mindset Dimension

What Will the Legacy of Katrina Be?

Chapter 23 - Conclusion

About CAM-I

Index

Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials.The advice and strategies contained herein may not be suitable for your situation.You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services, or technical support, please contact our Customer Care Department within the United States at 800-762-2974, outside the United States at 317-572-3993 or fax [phone].

Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

For more information about Wiley products, visit our Web site at http://www.wiley.com.

Library of Congress Cataloging-in-Publication Data

Thames, Robert C., 1946- Chasing change : building organizational capacity in a turbulent environment / Robert C.Thames, Douglas W. Webster. p. cm. Includes index.

eISBN : 978-0-470-48114-1

1. Organizational change—Management. I. Webster, Douglas W. , 1948- II. Title. HD58.8.T.4’06—dc22 2008032161

All things change, nothing is extinguished.... There is nothingin the whole world which is permanent. Everything flows onward;all things are brought into being with a changing nature; the agesthemselves glide by in a constant movement.”

—Ovid (43 BC-AD 17), Roman poet

Acknowledgments

Organizational change has a massive effect on millions of organizations and puts the careers, livelihood, and well-being of billions of employees and executives at stake.What could be more important?

ERIC ABRAHAMSON, CHANGE WITHOUT PAIN

Let me set the scene for you. It was a beautiful and sunny fall Monday morning in Jackson Hole,Wyoming.The air was crisp, and I was excited about the official launch of our new interest group on change at CAM-I.

CAM-I is an international collaborative research consortium comprised of sponsor organizations from all industry sectors, academicians, and consultancies. Research focuses primarily on cost, process, and performance management issues, and participants meet quarterly at various locations.

For the past 35 years, CAM-I member collaborations resulted in best practices, rich methodologies, and invaluable personal relationships along the way. However, much like other performance initiatives, these practices were not being sustained at a high success rate. Roughly 75% of cost management initiatives failed—essentially no different from enterprise resource planning or reengineering projects. Several of us at CAM-I had concluded that success with a performance initiative was minimally dependent on the technical aspects of the implementation and much more about the nontechnical, or people, side.

The prior summer had afforded the entire CAM-I organization an opportunity to hear from Daryl R. Conner, author of Managing at the Speed of Change and Leading at the Edge of Chaos. Daryl had graciously spent the better part of four hours helping us understand the concept of the change-resilient organization and how, on a personal level, each of us needed to build greater change capacity. He likened his change analogy to a sponge saturated with liquid, unable to absorb any more. When people in organizations become saturated with change and feel that they cannot cope with any more, they need to build more “sponge-space,” Daryl explained.

I was reflecting on that day and those concepts as I walked into the lodge for our first session. The room was full of people energized and eager to talk about the topic. It was September 10, 2001. We had a lively and energetic first session. Little did we know how the world as we knew it was about to change forever.

In the years since that day, each of us has come to view the world as more fragile. We see a deeper need for nurturing the relationships that bind us together and healing those that divide us.The challenge of change accelerates ever faster, and building the capability to adapt and learn has never been more important.

The interest group at CAM-I eventually decided to call itself the Change, Adaptation, and Learning Interest Group (CAL). Over the years, many CAM-I members from all sectors of public and private practice stopped by; some stayed awhile, and all freely gave of their time in contributing to the work you are reading. The following individuals have made significant contributions to the body of work you are about to read. Their enthusiasm and tenacity as an army of volunteers is without measure. We thank them for their contributions.

Shahid Ansari, Babson College Emily Asmus, Grant Thornton Rick Brusky, U.S. Air Force Gail Buck, U.S. Navy Laura Cole, Naval Postgraduate School James Cook, Institute for Management Accountants Tommie Davis, U.S. Marine Corps (Retired) Kathryn East, Grant Thornton Ken Euske, Naval Postgraduate School Lori Feller, IBM Global Services John Hawkins, I4cast John Heller, U.S. Coast Guard Howard L’Heureux, CACI Jonathan Hornby, SAS Institute Ambrosio Ilagan, U.S. Navy Jim Jensen, Boeing John Kittredge, Focused Management David Koehn, DJ Koehn Consulting Services, Inc. Paul Larson,Vision Heidi Lutz, U.S. Navy Jerry Maatta, U.S. Air Force John Miller, Arkonas Mitchell Palmquist, U.S. Navy Jim Patton, Bearing Point Andrew Price, KPMG David Robinson, Royal Australian Navy Colonel Jim Russell, U.S. Air Force (Retired) Derek Sandison, Performance Measurement & Management Srikant Sastry, Grant Thornton Sheila Sheinberg, Center for Life Cycle Sciences Lew Soloway, Jet Propulsion Lab Catherine and Joe Stenzel, Genesis Alan Stratton, Stratton Associates David Veech, Institute for Lean Systems Maria Villaflor, Federal Trade Commission Larry White, U.S. Coast Guard Frank Wood, U.S. Coast Guard Pete Zampino, Former CAM-I Program Director

John Miller of Arkonas was instrumental in assisting the team in moving down the home stretch, by performing early edits and writing a couple of open capability sections. David Veech ignited the team with a powerful story on hurricanes and earthquakes and provided us with an understanding of dynamic stability. Alan Vercio, of Barclays Bank PLC, was helpful in providing an early critique of the document. Colonel Ray Naworol, U.S. Army, provided significant insight into the value of this work in the public sector environment. Frank Pollack, CEO of Pentagon Federal Credit Union, reviewed the Candor Bank case study and provided insightful comments.Thanks also to Jane Saly and Patricia R. Hedberg, associate professors from the University of St. Thomas in Minneapolis, for an early sanity check on the content.

After all the collaboration, research, and discussions, getting down to the final deliverable tends to thin a group out and crystallize the team into a core group that gets things done. Those hearty souls who hung in there with us and helped deepen and polish the ideas were Emily Asmus of Grant Thornton, Lori Feller of IBM Global Services, and Jim Jensen of Boeing. Their work in scrubbing the deliverable and initially authoring several capability sections is deeply appreciated.

Scott Isaacs, vice president of Global Professional Services and Delivery at SAS, has graciously supported my attendance and development at CAM-I over the years, and this book would not have seen the light of day without his encouragement and understanding.

Special appreciation goes out to Ashok Vadgama, president of CAM-I, who has supported the efforts of this team in reaching this point. He believes that without proper consideration of change, no initiative can be effectively sustained over time.

Finally, I would like to especially thank coauthor Doug Webster, previously of Grant Thornton and who recently served as the chief financial officer for the U.S. Department of Labor. Doug rejoined our group after an excursion to Iraq, where he served in the Coalition Provisional Authority as the Principal Finance Advisor to the Iraq Ministry of Transportation. Besides authoring the Change Challenge Framework section of the book, Doug provided thought leadership that was instrumental in developing a new model for change that was much easier to understand and apply to our work. He also gently nudged me out of my own fixed mindset at the appropriate times. Doug was also instrumental in writing several capability sections and helping scrub the final manuscript.Without his tenacity and commitment, we would have never reached the finish line.

Bob ThamesDecember 2008

Introduction

The real voyage of discovery begins not in seeking new landscapes but in having new eyes.

MARCEL PROUST

Are you a change leader or an internal change consultant? Or do you often find yourself to be a victim of change? For most of us, it’s easy to identify with each of these labels, as we play different and multiple roles within an organization at various times.

If you feel you need to strengthen your knowledge about change so that you are more effective at dealing with it, this book is written for you. If you believe that with the right structure and leadership, change will take care of itself—this book is written for you.