实施变革

实施变革ImplementingChangeChangeisConstant“Everythingthatcanbeinventedhasbeeninvented”CharlesH.Duell,DirectorofU.S.PatentOffice,1899“Thereisnolikelihoodmancanevertapthepoweroftheatom”RobertMillikan,NobelPrizeinPhysics,1923“Butwhat–isitgoodfor?”EngineerattheAdvancedComputingSystemsDivisionofIBMcommentingonthemicrochip,1968“所有可以发明的东西都已经发明出来了”CharlesH.Duell美国专利署主管,1899“人类是永远无法控制原子能的威力的”RobertMillikan,诺贝尔物理学奖金获得者,1923“但是它有什么好处呢?”IBM高级计算机系统分部的工程师于1968年对微芯片所做的评论变革是持续的ExamplesOfChangeGDP:RussiaversusChina1970’s:China½ofRussia2002:China2.5XRussiaRetailSceneinChinaShanghaiLianHuaBeijingLianHuaCRCandWanJiaWalmartCarrefourTele-CommunicationsAdventofMobilephonesandchangeonallsocietyworldwideSpaceExplorationAirlines国民生产宗旨:俄罗斯与中国对比1970年中国是俄罗斯的二分之一2002年中国是俄罗斯的2.5倍中国零售业情况上海联华北京联华华润万佳沃尔玛家乐福电讯移动电话的出现在全世界引起的变革太空探索定期航线变革的例子ExamplesOfChangeAthleticCompetitionsbecomeaccessiblerealtime(Communications).Havemajorimpactonhostcities.OlympicsWorldCupComputers1970’s•LargeandExpensive•UsedbyGovernmentsandMajorCompanies1980’s•FirstPC’s•Expensive•LimitedSoftware1990’s•Pricesdrop•BecomesmajorIndustry•DevelopmentofInternet运动竞赛的实况直播(通讯)能力对主办城市有主要的影响奥林匹克运动会世界杯赛计算机70年代•又大又贵•只有政府部门和大型公司才用80年代•第一代个人电脑•昂贵•可用的软件有限90年代•价格回落•成为主要产业•因特网的发展变革的例子ChangeImplementationThepaceofchangehasincreasedsosignificantlythatmanyestimatethattheamountofchangetobeencounteredinthenext10yearswillbeequivalenttotheamountofchangeexperiencedduringthepast75!Toremainaviableentity,organizationsmustchangethewaytheyimplementchange变革的速度有了显著的提高,许多预测表明接下来10年的变革会超过以往75年的总数要保持公司实体的活力,组织必须改变其实施变革的方式变革的实施ChangeisConstantWhatChangeshaveoccurredrecently(past5years)…1.Inyourpersonallife2.InYourCareer3.AtHengAn4.InChinaxxxxTheDilemma…..MovingfromTalkingAboutChangeto……..ImplementingChange从讨论变革到…………实施变革变革是持续的ImplementingChangeisNotEasyComplicatedbytheassumptionthatchangeistheresponsibilityofSeniorManagementManyinitiativesstartthere…BUT……..TheactualworkformostchangesisdonebyMiddleManagersThisPresentationexploresthechallengesfacedbyMiddleManagerswhoaretaskedwithimplementingChangeInitiatives.由于认为变革是高层的责任,变革的实施变得复杂化很多的行动从那里开始…但是………..大多数变革的实际工作都是由中层管理人员来完成的这个演示将探讨实施变革的中层管理人员所要面对的挑战实施变革并不是容易的事ImplementingChangeFocusMustmaintaintheworkanddirectionoftheorganizationwhileimplementingchangeTheLeaderfacestwoFundamentalChallengesinImplementingChange1.Identifychangesrequiredtodevelopnewprocessesthataddressthechange2.Second(arguablymoreimportant)Determinehowtoimplementchangeandovercomeresistance.重点在实施变革的过程中必须保证日常工作和组织的方向在实施变革的过程中,领导者将面对两个基本挑战1.确定在建立变革流程时所需的变革2.第二(更加重要)确定如何实施变革并且克服抵制实施变革ImplementingChangeRequires…EffectivelymanagingplannedchangeMinimizeddisruptionwhenchangeoccursunexpectedlySuccessfulImplementation…IsPredicatedon:(1)Acceptingchangeasaprocess(2)AcceptingchangeasaRequirementofaHealthyBusiness(2)Understandingthenaturalresistancetochange(3)Developingstrategiesforsuccessfulchange要求有效管理变革计划当意料之外的变革出现时,如何将干扰因素最小化成功的实施…是基于:1.将变革当作一个流程2.将变革当作健康企业的需求3.理解对变革的自然抵制4.制定策略来成功实施变革实施变革Change……..TakesTimeRequiresTrainingDocumentedProcessesandProceduresRequiresRisk需要时间需要培训将流程和程序记录备案会有风险变革……ViewofChange…..HowoneviewschangehasagreatimpactonthetransitionPeopletypicallyviewchangeaseither…opportunityorasloss如何看待变革对转型有巨大的影响力人们通常把变革看作….机会或者损失变革的观念……HowEmployeesviewchangeisdependentonmanythings…..1.Thenumberofchangesoccurringatonce•Individualscanonlyhandlesomuchchange.•Thegreaterthenumberofchangesoccurringsimultaneously,themorelikelythattheywillbeviewednegatively•Askemployeestomakeonlyafewchangesatonce2.Thepaceatwhichchangeisoccurring•Thefasterthechangescome,themoredifficultywehaveinadjustingtothemAnd…themorelikelywearetoviewchangeasloss.Giveemployeestimetoadjust.1.马上出现的变革数量每个人只能同时处理一定数量的变革同时出现的变革数量越多就越有可能产生负面影响只让员工马上进行为数不多的变革2.变革的速度变革的速度越快,我们就越难对它们进行调整而且我们很可能把变革看成损失让员工有时间进行调整员工如何看待变革是取决于许多方面……HowEmployeesviewchangeisdependentonmanythings…..3.Anindividual'sperceptionofchange.•Thegreaterthemeaningoneplacesonthechange,thegreaterthesenseofloss.Trytoviewchangeintheeyesofeachindividualimpactedandhowthechangeaffectshimorher4.Theamountofcontrolintimesofchange•Thegreatertheinvolvementindividualshaveinmakingchange,thegreatertheirsenseofcontrol.•Thegreaterthesenseofcontrol,themorelikelythechangewillbeviewedasanopportunity.•Opencommunicationandinvolvementrequired3.个人对变革的看法对变革的期望越大,失望的感觉越大•找出每个受变革影响的人的观点4.变革时间上的控制个人参与变革越多,掌控意识就越强掌控意识就越强,变革就越可能被看做机会需要开诚布公的沟通和参与员工如何看待变革是取决于许多方面……HowEmployeesviewchangeisdependentonmanythings…..5.ChangeasLossWhenchangeisviewedasaloss,theyusuallygothrougha5stepprocessinordertoeffectivelymakethechange.1.ShockandDenial•Peopleoftendenythatachangehasevenoccurred•Theyblameothersanddonotrecognizetheneedtomakedecisions.2.Anger,Frustration,andAnxiety•Somuchenergyisplacedinnegativeemotionsatthisstagethatthereisnoenergytomakecriticaldecisions.3.Depression•Lackofenergy•Poorornodecisionmaking•Thisisastagewhereindividualsneedthehelpoftheirmanagers5.变革被认为是损失当变革被看作是损失,为了有效地进行变革,通常要经过5步流程1.震惊和否定人们经常否定曾经出现他们责备别人没有意识到决策的必要性2.愤怒、挫折和忧虑在这个阶段太多的精力放在否定的情绪上，以至于没有足够的精力来做重要决策3.沮丧无精打采很少或没有作出决策这个阶段需要他们主管人员的帮助员工如何看待变革是取决于许多方面……Ho