商业管理ppt模板之如何改变管理模式changemanage

CHANGEMANAGEMENTMODULE1SETTINGTHECONTEXTModule1Part1TheChange/LearningProcessHowdoeslearning/changebegin?•Disconfirmation–informationthatthingsarenotworking,expectationsarenotbeingmetcreates…•Survivalanxietyorguilt.Thefear,shameorguiltassociatedwithnotlearningsomethingnew.Buttheprospectoflearningsomethingnewcreates…•Learninganxiety.Thefeelingsassociatedwithaninabilityorunwillingnesstolearnsomethingnewbecause(1)itrequiresunlearningandtemporaryincompetence,(2)lossofpowerorstatus,(3)lossofgroupmembership,(4)lossofidentity.•Henceresistancetochange.Basicpropositionaboutlearning•Survivalanxietymustbelearninganxiety.•Learningmethod1:Escalatesurvivalanxietyuntilitisgreaterthanlearninganxiety.•Learningmethod2:Reducelearninganxietyuntilitislessthansurvivalanxiety–create“psychologicalsafety”.Howtoreducelearninganxietyandcreate“psychologicalsafety”•Involvethe“changetargets”inallthestepsofthelearningprocess.•Provideavisionofapath.•Provideasafeenvironmentforlearning(practicefield).•Providethetimeandresourcesnecessaryforlearning.•Providefirststepsandadirection.•Workingroups.•Providecoachingandhelp.•Rewardsmallstepsintherightdirection.•Workinasupportiveclimate(normsthatsupporterrorembracing).CHANGEMANAGEMENTINTERVENTIONSAIMTOCREATEPSYCHOLOGICALSAFETYWhatisChangeManagement?•GainingamutualunderstandingofwhatwethinkChangeManagementis…Discussionofthekeyconcepts•Conscious/unconscious•Primary/secondaryprocess•StrategicImprovisation•DialogueModule1Part2TheChangeConsultantWhatisachangeconsultant?•Whatcharacteristicsunderpintherolethatwehavetoperform?•Whatfunctiondoweperforminorganisations?•Whatisourstrategicrelevanceinorganisations?Thedifferenthelpingroles:1.TheExpert(InformationPower)2.TheDoctor(DiagnosticPower)3.TheProcessConsultant(ProcessPower)Thestrategicgoalsofprocessconsultation1.Providehelpi.e.createasituationwheretheclientwillgethelp.2.Createasituationinwhichinformationwillsurfacethatwillpermitbothconsultantandclienttounderstandbetterwhatmaybegoingon–“diagnosticintervention.”3.Createasituationinwhichtheclientwillatalltimesfeelownershipoftheproblem.Clientandconsultantbecomeaninterventionteam.TenPrinciplesofProcessConsultation1.Alwaystrytobehelpful.ObviouslyifIhavenointentionofbeinghelpfulandworkingatit,itisunlikelytoleadtoahelpingrelationship.Ingeneral,Ihavefoundinallhumanrelationshipsthattheintentiontobehelpfulisthebestguaranteeofarelationshipthatisrewardingandleadstomutuallearning.TenPrinciplesofProcessConsultation2.Alwaysstayintouchwiththecurrentreality.IcannotbehelpfulifIcannotdecipherwhatisgoingoninme,thesituationandintheclient.TenPrinciplesofProcessConsultation3.AccessyourignoranceTheonlywayIcandiscovermyowninnerrealityistolearntodistinguishwhatIknow,fromwhatIassumeIknow,fromwhatItrulydonotknow.ItisgenerallymosthelpfultoworkonthoseareaswhereItrulydonotknow.Accessingisthekey,andImustmakeanefforttolocatewithinmyselfwhatIreallydonotknowbyscanningmyowninnerdatabaseandgainingaccesstoemptycompartments.IfItrulydonotknowtheanswer,IammorelikelytosoundcongruentandsincerewhenItalkaboutit.TenPrinciplesofProcessConsultation4.Everythingyoudoisanintervention.Justaseveryinterventionrevealsdiagnosticinformation,sodoeseveryinteractionhaveconsequencesforboththeclientandforme.IthereforehavetoowneverythingIdoandassesstheconsequencestobesurethattheyfitmygoalsofcreatingahelpingrelationship.TenPrinciplesofProcessConsultation5.Theclientownstheproblemandthesolution.Myjobistocreatearelationshipinwhichtheclientcangethelp.Itisnotmyjobtotaketheclient’sproblemsontomyownshoulders,norisitmyjobtoofferadviceandsolutionsinasituationthatIdonotliveinmyself.TenPrinciplesofProcessConsultation6.Gowiththeflow.InasmuchasIdonotknowtheclient’sreality,Imustrespectasmuchaspossiblethenaturalflowinthatrealityandnotimposemysenseofflowonanunknownsituation.Oncetherelationshipreachesacertainleveloftrust,andoncetheclientandhelperhaveasharedsetofinsightsintowhatisgoingon,flowbecomesitselfasharedprocess.TenPrinciplesofProcessConsultation7.Timingiscrucial.OverandoverIhavelearnedthattheintroductionofmyperspective,theaskingofaclarifyingquestion,thesuggestionofalternatives,orwhateverelseIwanttointroducefrommyownpointofviewhastobetimedtothosemomentswhentheclient’sattentionisavailable.Thesameremarkutteredattwodifferenttimescanhavecompletelydifferentresults.TenPrinciplesofProcessConsultation8.Beconstructivelyopportunisticwithconfrontiveinterventions.Whentheclientsignalsamomentofopenness,amomentwhenhisorherattentiontoanewinputappearstobeavailable,IfindIseizethosemomentsandtrytomakethemostofthem.Thosemomentsoccurwhentheclienthasrevealedsomedatasignifyingreadinesstopayattentiontoanewpointofview.TenPrinciplesofProcessConsultation9.Everythingisasourceofdata;errorsareinevitable–learnfromthem.NomatterhowwellIobservetheaboveprinciples,Iwillsayanddothingsthatproduceunexpectedandundesirablereactionsintheclient.Imustlearnfromthemandatallcostsavoiddefensiveness,shameorguilt.Icanneverknowenoughoftheclient’srealitytoavoiderrors,buteacherrorproducesreactionsfromwhichIcanlearnagreatdealaboutmy