變革--領(lǐng)導(dǎo)能力培訓(xùn)

1、變革-領(lǐng)導(dǎo)能力培訓(xùn)知否世事常變當(dāng)然有幸有不幸始終波浪起跌變幻原是永恒變幻才是永恒不必怨世事變必將惡運(yùn)變好運(yùn)經(jīng)得風(fēng)浪起跌通過(guò)此次會(huì)議，您將能夠：界定變革領(lǐng)導(dǎo)能力了解變革過(guò)程及其對(duì)人們的影響體現(xiàn)對(duì)變革方法了解如何管理和支持公司內(nèi)部的變革第一部分人們對(duì)變革的反應(yīng)第二部分何謂“領(lǐng)導(dǎo)組織變革”第三部分如何“領(lǐng)導(dǎo)組織變革”第四部分 hr作為變革的倡導(dǎo)者第五部分總結(jié)總計(jì)：2.5小時(shí)積極聆聽(tīng)、開(kāi)放接納不作假設(shè)暢所欲言積極參與“是的，而且”與“是的，但是”對(duì)事不對(duì)人第一部分人們對(duì)變革的反應(yīng)請(qǐng)?jiān)诩埳虾炆夏拿肿兏锸且患檬?！你先?dòng)吧。dilbert的“變革”觀點(diǎn)男孩還是女孩？我要成為哥哥啦！我需要共享我的玩具、

2、巧克力媽媽最喜歡誰(shuí)？好極了，我有一個(gè)玩伴兒了?媽媽，不要說(shuō)了！我不需要持續(xù)的抵抗力及領(lǐng)導(dǎo)支持不夠是變革計(jì)劃無(wú)法達(dá)致預(yù)定目標(biāo)的最常見(jiàn)原因資料來(lái)源： deloitte cio survey領(lǐng)導(dǎo)變革問(wèn)題標(biāo)為紅色 在企業(yè)中所占的比例36%41%43%44%44%46%54%65%72%82%0%10%20%30%40%50%60%70%80%7。 協(xié)助人們觀察栩栩如生的情景旨在為他人生動(dòng)展示八個(gè)步驟中的問(wèn)題、解決方案、或在應(yīng)對(duì)自滿、策略、授權(quán)或其他關(guān)鍵問(wèn)題方面的進(jìn)展the heart of change ， kotter，john p. 與 cohen, dan s.著 波士頓：哈佛商學(xué)院出版社 觀察

3、感覺(jué)變革分析邏輯有助于創(chuàng)造栩栩如生的情景 感性想法會(huì)改變行為或強(qiáng)化已改變的行為！ 邏輯 看到新鮮事物會(huì)影響人們的情感形象化可為人們提供有益的想法，以在更深層次而非表面思想上對(duì)人們產(chǎn)生影響。該等想法會(huì)引起發(fā)自內(nèi)心的反應(yīng)，以減少阻礙變革的情緒，并增加支持變革的情緒。 借助變動(dòng)核心確定成功變革的8個(gè)步驟2. 2. 建立指導(dǎo)團(tuán)隊(duì)3. 3. 確立變革愿景4. 4.有效溝通愿景-5. 5. 授權(quán)行動(dòng)6. 6. 創(chuàng)造短期成效-7. 7. 不要放松8. 8. 鞏固變革成果1. 增強(qiáng)緊迫感營(yíng)造變革氛圍參與和推動(dòng)整個(gè)組織發(fā)展執(zhí)行并維持轉(zhuǎn)變kotter, john p. cohen, dan s. .boston:

4、 harvard business school press績(jī)效差距 狀況報(bào)告事宜客戶稱贊信函 股東肯定信給予令人信服的做事原因確定適宜人選明確目標(biāo)和成功要素界定評(píng)估方法和進(jìn)度與其它團(tuán)隊(duì)和組織相互整合樹(shù)立目標(biāo)和衡量描繪未來(lái)發(fā)展的清晰藍(lán)圖聚焦長(zhǎng)遠(yuǎn)利益排除超越變革范圍的可能性指定需要變革的特定領(lǐng)域多重信息將所有信息與愿景相連接借助暗喻和類比描述戰(zhàn)略方向整合有效溝通的領(lǐng)導(dǎo)行動(dòng)消除不利于人們行事的障礙定界和培訓(xùn)需要新技術(shù)的利益相關(guān)人員改變違背新愿景的體系應(yīng)對(duì)個(gè)人阻力尋求穩(wěn)固業(yè)績(jī)解決人們關(guān)心的小問(wèn)題計(jì)劃和溝通可見(jiàn)勝利解決其它較大變革構(gòu)建支援架構(gòu)轉(zhuǎn)變資源維持領(lǐng)導(dǎo)介入快速實(shí)現(xiàn)有形業(yè)績(jī)憑借新行為與結(jié)果掛鉤支持

5、持續(xù)不變的績(jī)效體系、基礎(chǔ)架構(gòu)和非正式程序促進(jìn)項(xiàng)目角色更新第一部分人們對(duì)變革的反應(yīng)第二部分何謂“領(lǐng)導(dǎo)組織變革”第三部分如何“領(lǐng)導(dǎo)組織變革”第四部分 hr作為變革的倡導(dǎo)者第五部分總結(jié)第三部分如何“領(lǐng)導(dǎo)組織變革”持久的轉(zhuǎn)變沒(méi)有行動(dòng)相應(yīng)的組織架構(gòu)和工作流程轉(zhuǎn)變的 需要清晰的愿景共識(shí)管理層的支持和行動(dòng)員工參與業(yè)績(jī)?cè)u(píng)估沒(méi)有方向沒(méi)有歸屬感沒(méi)有系統(tǒng)的解決方案沒(méi)有結(jié)果持久的轉(zhuǎn)變沒(méi)有帶頭人德勤融合變革促動(dòng)的六大要素，了解變革過(guò)程會(huì)遇到的阻力與助力，有效擬定完善的變革策略與計(jì)劃組織設(shè)計(jì)與 績(jī)效管理架構(gòu)變革促動(dòng)結(jié)構(gòu)與計(jì)劃領(lǐng)導(dǎo)團(tuán)隊(duì)的領(lǐng)導(dǎo)力與承諾組織溝通策略個(gè)人與團(tuán)隊(duì)能力組織文化與變革流程變革促動(dòng)結(jié)構(gòu)與計(jì)劃 指組織具有明

6、確的策略與結(jié)構(gòu)，并計(jì)劃促成變革所需指特定活動(dòng)及資源 組織設(shè)計(jì)與績(jī)效管理架構(gòu) 指組織機(jī)構(gòu)與職位設(shè)計(jì)、人力資源相關(guān)議題、人員訓(xùn)練及獎(jiǎng)酬系統(tǒng)均能依循方案目標(biāo)與組織愿景進(jìn)行校準(zhǔn) 組織溝通策略 指組織具備良好的溝通與訊息傳達(dá)管道，可促進(jìn)人員共識(shí)及隨時(shí)保持對(duì)方案的理解與參與，有效促成變革的發(fā)生組織文化與變革流程 指針對(duì)達(dá)成變革目標(biāo)所需之文化及組織價(jià)值進(jìn)行評(píng)估，并確保目前的組織文化得以針對(duì)愿景進(jìn)行必要之校準(zhǔn) 領(lǐng)導(dǎo)團(tuán)隊(duì)的能力與承諾 指領(lǐng)導(dǎo)層的價(jià)值觀與行為模式與組織愿景是一致的，且領(lǐng)導(dǎo)層具有驅(qū)動(dòng)變革之行的能力、權(quán)責(zé)、承諾及參與 個(gè)人及團(tuán)隊(duì)能力 指組織是否采取行動(dòng)增進(jìn)個(gè)人或團(tuán)隊(duì)的能力或?qū)I(yè)技術(shù)，以有效的面對(duì)未來(lái)的

7、任務(wù)需求下圖簡(jiǎn)單描繪了轉(zhuǎn)變促成的關(guān)鍵因素如何成功運(yùn)用以達(dá)成轉(zhuǎn)變促成的主要工作目標(biāo)。持續(xù)發(fā)展業(yè)績(jī)時(shí)間開(kāi)始推行企業(yè)文化和領(lǐng)導(dǎo)承諾將貫穿整個(gè)變革的推行過(guò)程ab 通過(guò)有效的交流溝通使a最小化設(shè)計(jì)完善的轉(zhuǎn)變架構(gòu)和流程，建立項(xiàng)目績(jī)效考核體系使8c/d最大化通過(guò)深入的培訓(xùn)提高個(gè)人及團(tuán)隊(duì)能力使b最小化cd組織戰(zhàn)略管治原則整合領(lǐng)導(dǎo)負(fù)責(zé)變革的高層領(lǐng)導(dǎo)授權(quán)作出決策和采取行動(dòng)的雇員理解戰(zhàn)略目標(biāo)和達(dá)致目標(biāo)所必須采取行動(dòng)的個(gè)人簡(jiǎn)化流程消除不必要的流程積極有效的工作規(guī)劃授權(quán)團(tuán)隊(duì)執(zhí)行有效的跨部門(mén)流程變動(dòng)界定并達(dá)到具突破性的目標(biāo)組織設(shè)計(jì)、相關(guān)要素和流程整合清晰的溝通主線清晰的角色、職責(zé)和應(yīng)付責(zé)任經(jīng)驗(yàn)證和可行的政策積極勞動(dòng)力在工

8、作場(chǎng)所中需要適當(dāng)?shù)幕A(chǔ)建設(shè)虛擬團(tuán)隊(duì)行政管理報(bào)告界定并整合領(lǐng)導(dǎo)能力、團(tuán)隊(duì)和個(gè)人衡量標(biāo)準(zhǔn)績(jī)效管理與整體獎(jiǎng)酬妥為連接 業(yè)務(wù)個(gè)案以績(jī)效改進(jìn)為基準(zhǔn)評(píng)估”平衡計(jì)分卡”整合流程知識(shí)管理組織設(shè)計(jì)文化和行為績(jī)效管理組織戰(zhàn)略推動(dòng)組織愿景和業(yè)務(wù)目標(biāo)得以實(shí)現(xiàn)的戰(zhàn)略管治原則給予行政領(lǐng)導(dǎo)和組織決策制定以導(dǎo)向的基礎(chǔ)和原理第一部分人們對(duì)變革的反應(yīng)第二部分何謂“領(lǐng)導(dǎo)組織變革”第三部分如何“領(lǐng)導(dǎo)組織變革”第四部分 hr作為變革的倡導(dǎo)第五部分總結(jié)第四部分 hr作為變革的倡導(dǎo)者戰(zhàn)略合伙人連接人力資源至公司業(yè)務(wù)戰(zhàn)略變革倡導(dǎo)者幫助管理日常人力和變革，以提高業(yè)務(wù)業(yè)績(jī)服務(wù)供應(yīng)商傳遞管理服務(wù)雇員擁護(hù)者確保雇員得到公平待遇，有能力為德勤成功作出

9、貢獻(xiàn)協(xié)助雇員通過(guò)組織網(wǎng)絡(luò)執(zhí)行、實(shí)施并管理變革，以提高企業(yè)績(jī)效協(xié)助雇員走出“舒適地帶”(comfort zone)，以促動(dòng)組織變革持續(xù)評(píng)估組織事宜，并致力于確定改善機(jī)遇全面營(yíng)造鼓勵(lì)與支持參與、嘗試并謹(jǐn)慎冒險(xiǎn)的氛圍支持組織上下制定并共享最佳實(shí)務(wù)尋求并鼓勵(lì)新的觀點(diǎn)與意見(jiàn)，以激勵(lì)創(chuàng)新和變革確定并應(yīng)對(duì)變革阻力11 - change agent material adapted from “the manager as change agent,” jerry w. gilley你我都是變革領(lǐng)導(dǎo)者。 你是否適應(yīng)該角色？按以下8個(gè)步驟設(shè)計(jì)并實(shí)施針對(duì)不同與會(huì)小組所開(kāi)展的活動(dòng)“efforts that driv

10、e and make change happen”!領(lǐng)導(dǎo)力整合組織轉(zhuǎn)變團(tuán)隊(duì)績(jī)效學(xué)習(xí)和發(fā)展溝通領(lǐng)導(dǎo)能力整合活動(dòng)側(cè)重于構(gòu)建和維持變革的領(lǐng)導(dǎo)支持關(guān)鍵活動(dòng)進(jìn)行“領(lǐng)導(dǎo)訪談”以發(fā)現(xiàn)領(lǐng)導(dǎo)的疑慮和觀點(diǎn)，并確立個(gè)別領(lǐng)導(dǎo)的整合計(jì)劃界定并構(gòu)建新的領(lǐng)導(dǎo)風(fēng)格和領(lǐng)導(dǎo)行為進(jìn)行利益相關(guān)者分析為領(lǐng)導(dǎo)提供定期的匯報(bào)溝通活動(dòng)旨在確保我們的員工與業(yè)務(wù)伙伴了解并支持變革關(guān)鍵活動(dòng)進(jìn)行一致的雙向溝通開(kāi)發(fā)溝通材料 某項(xiàng)目管理層啟動(dòng)會(huì)某項(xiàng)目員工開(kāi)放日關(guān)鍵活動(dòng)進(jìn)行有關(guān)變革管理的經(jīng)理培訓(xùn)課程進(jìn)行組織影響分析建議新組織架構(gòu)包括原則和指導(dǎo)方針識(shí)別并支持組織和勞動(dòng)力過(guò)渡活動(dòng)組織轉(zhuǎn)變活動(dòng)將確保組織設(shè)計(jì)活動(dòng)將確保組織架構(gòu)、角色和績(jī)效指標(biāo)支持變革關(guān)鍵活動(dòng)開(kāi)發(fā)

11、員工的變革能力（策略性和戰(zhàn)略性）提供技能培訓(xùn)和輔助工具已發(fā)展新的能力學(xué)習(xí)和開(kāi)發(fā)活動(dòng)確保員工擁有在新組織達(dá)至成功的技術(shù)和能力團(tuán)隊(duì)績(jī)效活動(dòng)旨在建立具核心價(jià)值和行為規(guī)范的高績(jī)效團(tuán)隊(duì)。關(guān)鍵活動(dòng)開(kāi)發(fā)并溝通團(tuán)隊(duì)獎(jiǎng)勵(lì)制度以推動(dòng)和挽留團(tuán)隊(duì)人才定期進(jìn)行檢討會(huì)（開(kāi)始/停止/繼續(xù)）進(jìn)行團(tuán)隊(duì)效率調(diào)研團(tuán)隊(duì)活動(dòng)和群體活動(dòng)概要回答：變革領(lǐng)導(dǎo)能力可做到以下幾點(diǎn)：降低項(xiàng)目總成本減少生產(chǎn)力虧損提高組織總績(jī)效和生產(chǎn)力加速?zèng)Q策制定和高效適宜的作出回應(yīng)避免利益變現(xiàn)延誤積極提高承諾和參與第六部分 總結(jié)您學(xué)到哪些內(nèi)容？如何在工作中使用變革領(lǐng)導(dǎo)能力？通過(guò)此次會(huì)議，您將能夠：界定變革領(lǐng)導(dǎo)能力了解變革過(guò)程及其對(duì)人們的影響體現(xiàn)對(duì)變革方法和工具的了

12、解了解如何管理和支持公司內(nèi)部的變革推廣德勤的人力與變革服務(wù)謝謝*notes:the following session ground rules are our expectations of how the group should be operating as a team over the next 3 hours.*we often hear about change “change is good” or “we have to keep changing to be successful”the truth is that most people see change as go

13、od only when it impacts someone elsepersonal change is difficult and many people feel like victims of the change process*2 min individual reflectionreport your reaction to changewrite down a few words.sad, unbalanced, silent,*people have two general reactions to change:a rational reactionand an emot

14、ional reactionas we provide knowledge we address the rational reaction to change.as we discuss and act on feelings and attitudes, we address the emotional reaction people have to change.by responding to both reactions to change, we can address most employees acceptance concerns and provide for a smo

15、other transition to the end state for the business and employees.*jungle ask participants the question.*change management is to support you to overcome the gap in the curve.*resistance should be expected during an erp implementation, so its better to be prepared for it than surprised by it.the best

16、things you can do to prepare yourself for dealing with resistance are to: recognize resistance around you, and get smart to different ways people “resist”understand the reasons people resistidentify potential tactics that you may use to address someones resistancediscuss the tactics with the project

17、 team; keep others informed* people discount new information that is inconsistent with their assumptions - people stay with what they know; there is comfort in certainty and discomfort with the unknownpeople conceal individual resistance by raising organization issues - this can send us down the wro

18、ng path, working to resolve an issue that isnt really the problemif resistance is not addressed early on - it tends to spread. there is nothing worse that inaccurate rumors spreading or poor attitudes spreading among employees.hidden resistance can be very damaging, so encourage visible resistance.

19、its much better to be told what the issue is that to assume we know. encourage people to be open about their concerns. overt resistance (which usually takes the form of boycott -i.e. absenteeism, gossiping, etc.) could be very damaging to the company.*one challenge we all face, is how we react to pe

20、ople who are resisting change.we can choose to react any number of ways, but many people choose to react in ways that dont help the situation. for example:control - (read bullets)manipulation - (read bullets)ignore it - (read bullets)give up - (read bullets)i know how i respond to resisters . how do

21、 you typically respond to resisters?being aware of our typical reaction allows us the opportunity to change our reaction to help others get more comfortable not more resistant.*you wont be able to help others deal with their anxiety until you understand and deal with your own anxiety and concerns.st

22、op from time to time and ask yourself how you feel about this change. being aware of how you are feeling is a huge step toward managing your emotionsattitude focus.*pair of *facilitators instructionsa: give directions. id like you to stand up and face a partner. for one minute, there is to be no tal

23、king. the task is to observe your partners physical characteristics: body, face, clothes. allow 1 minute.b: continue. now turn around so you and your partner are back to back. you are to change five things in your appearance. allow 1-2 minutesc: tell participants. now turn around and face your partn

24、er, and each of you tell the other what things you think were changed.d: say: now, please turn your back to your partner once again. this time you are changing ten more things about the way you look. these changes must be different from the first set of changes. that will make it 15 in all. allow an

25、other 2-3 minutes and have them review the changes.e: to finish the exercise, tell participants:how many of you are ready for another 10 changes ?how many of you could not even do 10 changes ?*in a business context, change is best understood as an alteration within the business, properly originating

26、 in business strategy, which will be felt as an impact on the organizations people, process and/or technology.*change management is to support you to overcome the gap in the curve.*do & donottable discussioneach table discuss each stage.how to do*presenters to add personal stories for each step

27、and id passages in book would like attendees to readincrease urgencyhighlight performance gapsobtain customer and shareholder testimoniesset stretch goalsbombard with future opportunities and rewards2. build the guiding teamfind the right people clarify program goals and critical success factorsdefi

28、ne measurements for key milestones and progress integrate with other teams and initiatives3. get the right visionpaint a clear picture of the future stateappeal to long-term interests of all stakeholderseliminate out of scope possibilities for the organizationpoint to specific areas that need to cha

29、ngeheart of change: actions for engaging & enabling the whole organization4. communicate for buy-incascade messages link all messages to the visionuse metaphors & analogies to describe strategic directionalign leadership actions to communications5. empower actionremove barriers that make it

30、difficult for people to actdefine & train stakeholders for new skillschange systems that contradict new visionconfront individual resistance6. create short-term winsplan for visible performance improvementssolve small problems dear to the heart of people to boost moraleseek consistent results (e

31、very few months)communicate wins visiblyheart of change: actions for implementing and sustaining change7. dont let uptackle additional and bigger changescreate the supporting organizational infrastructuretransition resourcessustain leadership involvement8. make it stickachieve tangible results quick

32、lytie results to new behaviorssupport sustained performance of systems, infrastructures, and informal processesinitiate turnover of program roles*heart of change: actions for creating a climate for changeincrease urgencyhighlight performance gapsobtain customer and shareholder testimoniesset stretch

33、 goalsbombard with future opportunities and rewardsdiscussion: raise issues / problems with the past (mads, sads and glads) - do this with the individual / group - ask rather than tell - this will get them thinking about the past more realisticallyanalyse the current situation - who does what and ho

34、w, linked with the issues - strengths and weaknesses with current situationaddress issue of blame if it arises - “they” - and reframe as what can we do about it?encourage people to take responsibilitystretch thinking by looking at how it is happening elsewhere - competitors, similar industries, etc.

35、share the thinking on goals and objectives - what the possibilities are - inspirational message*david to cover section2. build the guiding teamfind the right people clarify program goals and critical success factorsdefine measurements for key milestones and progress integrate with other teams and in

36、itiativessamplegive people balanced, realistic feedback on how you / your team/ managers have seen things working - acknowledging the past successes as well as areas for improvementestablish with group / individual concrete steps agree review datesput in place formal and informal feedback mechanisms

37、*david to cover section 3. get the right visionpaint a clear picture of the future stateappeal to long-term interests of all stakeholderseliminate out of scope possibilities for the organizationpoint to specific areas that need to changevisionhow does the change / new introduction fit in with and su

38、pportthe companys vision and valuesthe business goals and objectivespersonal goals and career planhelp group / individual see their role in the big picture - this is how you contribute to the company being successful.identify with individuals the change benefits to them at a personal level e.g., per

39、sonal stretch and development, being part of a successful organisation, making work easier, opportunity to learn new skills, etc.establish with groups / individuals how big the change is - what is the scope of the gap, who / what does change impact - and plan together how to bridge gap given busines

40、s-specific context and individual needsmake sure the implementation plan - how change is made - reflects the companys value propositionidentify with groups / individuals what as a result of the change or new introductionwill be lost and gained what will continuewhy what worked in the past is no long

41、er appropriate for the futurewhat the major improvement is and why it will work going forward dont discount what was done before out of hand - this reinforces a sense of futility*communicate for buy-incascade messages link all messages to the visionuse metaphors & analogies to describe strategic

42、 directionalign leadership actions to communicationssamples:you are leadership - you need to live out your role appropriately as your actions will send messages to your staff about what is actually acceptableshare the regional / corporate strategic 6view in business languagelink the vision with some

43、 of the issues people have with the current processsurfacing concerns about the change - particularly relating to the impact it has on “me” and “us”actively encourage and listen to peoples concerns, opinions and frustrationsbased on what you have heard clarify individual sense of loss and expectatio

44、nsexplain change (goals) and match with concerns - be honest and supportive where you cannot give good newshome in on issues of import to the individuals satisfactionrestate process of change, accommodating individual concernsshare or create a vision and implementation plan with groups and individua

45、ls to inspire and enable positive actiondeal with inappropriate behaviour through feedback- (subtle) sabotage, avoidance, vocal negativity, etc. engage with group/individual - dialogue e,g, testing out what they know / dont know and how this matches with realitygive additional information where requ

46、estedelicit and suggest ideas on how to accomplish goalssupport and build energy of the individualinvolve the group/individual directly in change planning and implementationset a plan of action jointly with the group/individualset specific goals and obtain agreementacknowledge skills and knowledge r

47、equired - give training where requiredallow for mistakes that may occur and their impact on performance - make sure learnings are captured in a non-threatening way organise follow-up sessionsseija ozawa was born to japanese parents in china. he is one of the preeminent conductors of the world. he is

48、 a good choice because (1) images of him convey the idea of synchronized communication amongst the team; (2) he is a recognizable, well-know personality; and (3) as a musician, he is less political than most other figures. biography seiji ozawa born in 1935 in shenyang, china, seiji ozawa studied music from an early age and graduated with first prizes in compos