Why would we want to make a difference? How do we go about it? With this interactive talk Plamen's goal is to inspire the audience to decide on and start planning a change initiative in their organization or community

1. How to Make A Difference
Using the Change Management 3.0
model to change anything

2. Introduction – work in pairs
First
• Introduce yourself
Or
• share a little known fact about yourself
Then
• Discuss: What change strategies or practices
have you used in the past?
Time – 3 minutes

3. How to Make A Difference
Using the Change Management 3.0
model to change anything

4. Why discuss change?
• Prosci study (2009) - met or exceeded
project objectives
• Excellent change management – 95%
• Good change management - 80%
• Fair change management - 51%
• Poor change management - 16%

5. How important is the approach?
“How we go about introducing
change is usually more
important than the change
itself!”
Geoffrey M. Bellman [2001]

6. Why change the world?
• “It’s no secret that the world is in need of
change.“ - Stephen Denning
• “Stop Stealing Dreams. “ - Seth Godin
• "My friends, love is better than anger. Hope is better than
fear. Optimism is better than despair. So let us be loving,
hopeful and optimistic. And we'll change the world.“
Jack Layton (1950-2011)

7. W. Edwards Deming
Bonuses are bad for business
[Deming 1986].

8. Peter F. Drucker
Knowledge workers cannot
be subordinates of
managers [Drucker 1974]

9. Dan Bobinski
Performance appraisals
don’t work [Bobinski 2010]

10. Science vs. Business
“There is a mismatch between
what science knows … and
what business does …”

11. It’s not all bad
Agile Manifesto (2001)
Agile adoption survey 2011

12. How did we get here?
Management 1.0 = Hierarchies
At the top – high salaries, big egos
At the bottom – little money + no
motivation
Old, outdated + needs an upgrade

13. Management 2.0 = Fads
Add-ons - Balanced Scorecard, Six Sigma, TOC,
and TQM.
Helping to better “design” the organizations
Same architecture

14. The Age of complexity (Stephen Hawking)
• All organizations are
networks
• Management is about people
and their relationships
• Organizations are living
systems, not machines

15. Complexity (according to Complexity Theory)

16. Complexity theory is about change
“Complexity theory is […] about the dynamics of
change in a system.”
– Irene Sanders The Interaction of Complexity and Management
“[…] a new theory of business that places people
and relationships into dramatic relief.”
– Roger Lewin, Birute Regine The Interaction of Complexity and Management
“Complexity and Agile is a marriage made in
heaven.”
– Dave Snowden http://vimeo.com/30596502

17. So far..
• Change is important
• Mismatch between business &
science
• Management needs upgrade
• Complexity theory

18. The Management 3.0 Model
View #1: Energize People

19. The Management 3.0 Model
View #2: Empower Teams

20. The Management 3.0 Model
View #3: Align Constraints

21. The Management 3.0 Model
View #4: Develop Competence

22. The Management 3.0 Model
View #5: Grow Structure

23. The Management 3.0 Model
View #6: Improve Everything

24. Exercise #1
Pick a index card and write two ideas or
interesting facts that you’ve just learned…
… and then give it to someone else!
Time: 1 minute

25.  
The Feedback
Door/Wall  


27. 1. Dance with the System
• Inspect
• Adapt
• ...and Anticipate
• and Explore

28. PDCA
• Plan
– What Is Your Goal?
– Where is it going well?
• Do
– What are the crucial steps?
– When & Where do you start?

29. PDCA
• Check
– How Do You Get Feedback?
– How Do You Measure Results
• Act
– How long is the Feedback cycle?
– How Do You Accelerate Results?

30. 2. Mind the People
• Remove barriers
• The ADKAR model

31. ADKAR model - Awareness
• How Will You
Communicate?
• How Will You Set an
Example?

32. ADKAR model - Desire
• How Do You Make It
Urgent?
• How Do You Make It
Desirable?

33. ADKAR model - Knowledge
• Who Will Be Teaching?
• How Will You Teach
Them?

34. ADKAR model - Ability
• What Makes It Easy?
• How Can They Practice?

35. ADKAR model - Reinforcement
• What Are the Short-Term
Wins?
• What Makes It Sustainable?

36. 3. Stimulate the Network

37. The Innovation Adoption curve
• Initiators
• Innovators
• Early Adopters

38. The Innovation Adoption curve
• Early Majority
• Late Majority
• Laggards

39. Change the Environment

40. The 5 I’s model
• Make Information Available
• What is the group’s identity
• Can you incentivise good behaviour?

41. The 5 I’s model
• What barriers can you remove?
• How can you make it easier?
• Who makes the rules?

42. Summary
• Change is important
• Mismatch between business &
science
• Management needs upgrade
• Management 3.0/Complexity theory
• Change Management 3.0 model

43. Exercise #2
On the index card you’ve been given write one
or two ideas or interesting facts that you’ve
learned from the last section
… and then give it to someone else!
Time: 2 minutes

44. Short break
• Coming up… Become a change agent

45. Become a Change Agent
We will be designing our own change strategy
- To make a difference in your organisation,
community, etc.
- To introduce some kind of change
- To.. ?

47. Conclusion
• Partner with the person sitting next to you to
answer one or more of these questions
– How do I feel about what I learned?
– What do I remember from this presentation?
– Can I use what I learned?
– How does my organisation benefit from what I
learned?