ChangeManVUCA時(shí)代-變革管理

ChangeManVUCA時(shí)代——變革管理

2018年7月16日

云南羅平第一頁，共37頁。70%ChangeFailureRate/失敗率第二頁，共37頁。Failuretochange/變化失敗Changeswithouttransitions/沒有過渡期的變化”Itisnotresistancewhichinhibitsdevelopmentandchange.Itistheleaderswayofhandlingtheresistance...”“并不是抗拒本身抑制了發(fā)展和變化。而是領(lǐng)導(dǎo)者處理抗拒的方式……”——RickMaurer:Beyondthewallofresistance/里克·摩爾：越過抗拒的高墻“Only20to30percentofallreengineeringprojectssucceed…”“所有的變化項(xiàng)目中，只有20%-30%的項(xiàng)目取得成功……”——HalLancaster:ReengineeringAuthorsReconsiderReengineering/哈爾·蘭卡斯特：撰寫變化的作者重新思考變化“Only23percentofallmergersandacquisitionsmakebacktheircosts…”“在所有并購和收購項(xiàng)目中，只有23%的項(xiàng)目收回了成本……”——AnneFischer:Howtomakeamergerwork/安妮·費(fèi)舍爾：如何讓并購起作用第三頁，共37頁。Failuretochange/變化失敗Changeswithouttransitions/沒有過渡期的變化75%failure(Varioustypesofchange)/75%失敗率（各種類型的變化項(xiàng)目）——McKinsey/麥肯錫90%Failureforculturalchange/企業(yè)文化的變化失敗率為90%——BainandCompany/貝恩咨詢公司70%failureforprocessreengineeringprograms/流程再造變化的失敗率為70%——HammerandChampy,1993/漢默和錢皮，1993年75%failurefortotalqualitymanagementprograms/全面質(zhì)量管理的變化失敗率為75%——PatrickMorley/派特里克·摩力70%failure/70%失敗率——Miller2002/米勒2002第四頁，共37頁。Resistancetochange對變化的抗拒Beyondthewall…穿越那面墻…第五頁，共37頁。ResistancetoChange/對變化的抗拒Resistance–Howdoesitshow?/抗拒－從哪里看出來?Confusion– So…(again)whyarewedoingthis?困惑– 哦…(再一次)為何我們要做這個(gè)?Immediatecriticism–

Whateveritis–Iamagainstit!立即批評– 不管要做什么–我都反對!Denial– Whatchange?否認(rèn)– 什么改變?MaliciousCompliance– Smileandsayyes,butdoingonlyaminimum?惡意的服從– 微笑并說好,但只做最少的努力?Sabotage– Wesendtheobvioussignal蓄意破壞– 我們發(fā)出明顯的信號Easyagreement– Letsgetstarted…隨便同意– 我們開始吧…Deflection– Importantsubject!Butletusfocusonsomethingelse!偏移方向– 這的確是個(gè)重要的課題!但讓我們先專注于其他事情吧!Silence靜默- ! In-your-face-criticism– NowletMEtellYOUsomething!當(dāng)面批評– 現(xiàn)在讓我來告訴你!RickMaurer:Beyondthewallofresistance第六頁，共37頁。ResistancetoChange/對變化的抗拒Resistance...ispredictable/抗拒...是可預(yù)測的Anunconsciousandautomaticpsychologicalmechanism,protectionusfromfeelingpainanddiscomfort.抗拒是一種下意識的、自然的心理機(jī)制，以保護(hù)我們避免痛苦和不適。

50%willbeneutralandadoptawait-and-seeattitude50%的人會保持中立，采取觀望態(tài)度

30%willsupportandcooperate30%的人會支持并配合

20%willgenerallyworkagainstachange

20%的人通常會反對變化RickMaurer:Beyondthewallofresistance第七頁，共37頁。ResistancetoChange/對變化的抗拒Resistance...isenergy/抗拒...是一種能量Holdingonwhiletheworldismoving當(dāng)世界向前進(jìn)時(shí)，卻極力固守Engagementintheexisting活在當(dāng)下Winningthebattle=loosingtheenergy贏得戰(zhàn)斗=失去能量RickMaurer:Beyondthewallofresistance第八頁，共37頁。1.Basedonlackofinformation(facts,data,theidea)LackofinformationDisagreementwiththeideainitselfTheidea/foundationoftheideaisnotcommunicated”Idon’tgetit…!”1.由于信息的缺失

(事實(shí),數(shù)據(jù),想法)缺乏信息對想法本身不同意想法(或其前提基礎(chǔ))未進(jìn)行溝通”我不理解…!”RickMaurer:Beyondthewallofresistance3levelsofresistance/抗拒的三個(gè)等級第九頁，共37頁。2.PhysiologicalandemotionalreactiontothechangeLossofpower,control,statusLoosingfaceorrespectTheideaseemsincompetentFearofisolationorabandonmentSensethattheycannottakeonanythingelse(toomuchchange)”Idon’tlikeit…!”2.對變化有生理或情緒上的排斥失去權(quán)力，控制，地位丟失面子或尊敬想法似乎不適當(dāng)害怕被孤立或遺棄感覺他們無法再承受更多(太多改變)“我不喜歡它…!”RickMaurer:Beyondthewallofresistance3levelsofresistance/抗拒的三個(gè)等級第十頁，共37頁。3.BasedonlackoftrustinthechangeleaderBasedonthestoryoftherelationshipFoundedin’whatyourepresent’(culturally,ethnic,sexorpowerdifferences)Significantdisagreementaboutvalues”Idon’tlikeyou…!”3.基于對領(lǐng)導(dǎo)者的不信任基于過去的關(guān)系基于”你代表的”(文化上,種族上,性別或權(quán)力的差異)顯著的價(jià)值觀分歧”我不喜歡你…!”RickMaurer:Beyondthewallofresistance3levelsofresistance/抗拒的三個(gè)等級第十一頁，共37頁。ResistancetoChange/對變化的抗拒Handlingtheintellectualresistance/如何應(yīng)對理性的抗拒RickMaurer:BeyondthewallofresistanceTosecureaccesstothesameinformationabouttherandomincidents(challenges,trends,financialconditions)thatarebeingobservedalongwiththerecognitionoftheneedstoact,thataredevelopedthroughthese.對于隨機(jī)事件，確保員工可以獲得一致的信息(所觀察到的挑戰(zhàn),趨勢,財(cái)務(wù)狀況)，并認(rèn)同應(yīng)根據(jù)這樣的業(yè)務(wù)現(xiàn)狀作出必要的應(yīng)對。Tosecurethesameconditionstocreatemeaningfrominformation–alsointime.確保有相同條件解讀信息–同時(shí)是及時(shí)地。Togiveaccesstoinvolveallpartiesinanalysisandplanninginthefirstthreephasesofthecycle.Everybody’svoicesareheard,currenthistoriesareendedandnewarecreatedincollaboration–onacognitiveandrationallevel.在整個(gè)過程中，使各方都有機(jī)會參與分析和規(guī)劃工作，所有人的聲音都被聽到。大家要獲得共同的認(rèn)知：現(xiàn)狀已被終結(jié)，大家要全力合作創(chuàng)造新的未來。Opendialogueswhichcreateaclearcommoncontextandcommunicationaboutbackground,purposeandperspectiveonbothshortandlongtermbasis.通過開放的對話,建立對長短期背景、目的、前景清晰一致的認(rèn)知和溝通。第十二頁，共37頁。ResistancetoChange/對變化的抗拒Handlingtheemotionalresistance/處理情緒上的抗拒RickMaurer:BeyondthewallofresistanceTocreateaforumwhereitisallowedtoexpressdoubt,insecurityandfear.創(chuàng)建一個(gè)論壇，供大家自由表達(dá)疑惑、不安和恐懼。Toactivelyseekadialogueaboutthechange–topersonallyexperiencethreatsaboutloss,fear,stress–alltheemotionshiddeninthe’stomach’.主動(dòng)尋找討論有關(guān)變化的對話，親身體驗(yàn)員工對損失、恐懼和壓力感受到的威脅。所有這些都是藏在他們心中的情緒。Togointoadialogueandongoinglistentoworrieswithrealinterest–meetingtheinvolvedpeople,wheretheyare–emotionallyontheirgrounds.親自參與對話，并不斷地以感同身受之心傾聽他們的擔(dān)憂–與相關(guān)人員面談,帶著同理心傾聽?！癟hemostdisarmingisresponsiveness”(PeterH?eg)“最能消除敵意的做法是給予回應(yīng)”(引自：PeterH?eg)Toinvolvepeopleintheplanningoffutureframeworkandpossibilities,processesandmethods.讓員工參與對未來框架、可能性及方法的規(guī)劃過程。第十三頁，共37頁。ResistancetoChange/對變化的抗拒Handlingthepersonallyorientedresistance/處理針對人的抗拒RickMaurer:BeyondthewallofresistanceTore-negotiateoldinter-personalstories;aretheremisunderstandings,anger,experiencesofbeinghurt?再次協(xié)調(diào)有關(guān)過往人際關(guān)系中的隔膜;是否有誤解，憤怒及受到傷害的感受?Toinvestigatethe’noise’intherelationshipandthebehavior:’Whenyou…whatisthatallabout?’了解以往關(guān)系中的“不和諧聲音”以及行為:“當(dāng)你…的時(shí)候，到底是因?yàn)槭裁?”Toinvestigateandexplainpreviousconnectionstotheperson–previouslosses,problems,cut-downs…了解并解釋過往和某人曾有的聯(lián)系–曾經(jīng)造成的損失,問題,削減…Ifpossible–makeacontractwiththepersonaboutprofessionalbehaviorandmutualhonesty如果可能–與他就專業(yè)行為和相互間坦誠度建立合約Toconsider(possiblytogether)toseparate–andhow!考慮放下過去，專注于現(xiàn)時(shí)的變化(一起來做出這樣的決定)–怎么做!第十四頁，共37頁。TheTrustEquation信任等式Buildingorre-buildingtrust建立或重建信任第十五頁，共37頁。Buildingtrust/建立信任Componentsoftrustworthiness/值得信賴的要素Credibility*Reliability*IntimacySelforientationTrustworthiness=可信度*可靠度*親近感自我為中心信賴感=CharlesH.Green:TrustbasedSelling第十六頁，共37頁。JohnKotterandTheCycleofChange約翰·科特和變化周期The8stepsofleadingthechange引領(lǐng)變革的8個(gè)步驟第十七頁，共37頁。RandomIncidents隨機(jī)事件Recognition意識期InitialAction初始行動(dòng)Implementation實(shí)施期Integration融合期

Waningactivity平和期RickMaurer:BeyondthewallofresistanceCycleofChange:

MentalStatusTheCycleofChange/變化周期第十八頁，共37頁。JohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Step1/第一步Establishingasenseofurgencyor”TheBurningplatform”建立一種緊迫感或“燃燒的平臺”Examinemarketandcompetitiverealities

檢查市場和競爭現(xiàn)狀I(lǐng)dentifyanddiscusscrises,potentialcrisesormajoropportunities確定并討論企業(yè)正在面臨的危機(jī)，

潛在危機(jī)或關(guān)鍵機(jī)會Senseofurgency建立緊迫感第十九頁，共37頁。Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Step2/第二步Establishingadrivingcoalition組建領(lǐng)導(dǎo)團(tuán)隊(duì)Assembleagroupwithenoughpowertoleadthechangeeffort組建一個(gè)有足夠力量推動(dòng)創(chuàng)新變化的領(lǐng)導(dǎo)小組Encouragethegrouptoworkasateam

鼓勵(lì)他們團(tuán)隊(duì)合作Senseofurgency建立緊迫感Drivingcoalition組建領(lǐng)導(dǎo)團(tuán)隊(duì)JohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具第二十頁，共37頁。Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Step3/第三步Developvisionandstrategy確立愿景和戰(zhàn)略Createavisiontohelpdirectthechangeeffort建立愿景，以幫助公司明確創(chuàng)新變化的努力方向Developstrategiesforachievingthatvision確定戰(zhàn)略，以實(shí)現(xiàn)既定的愿景Senseofurgency建立緊迫感Drivingcoalition組建領(lǐng)導(dǎo)團(tuán)隊(duì)Developvision

確立愿景JohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具第二十一頁，共37頁。Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Step4/第四步Communicateforbuy-in溝通愿景尋求認(rèn)同Useeveryvehiclepossibletocommunicatethenewvisionandstrategies使用各種可能的手段,溝通新的愿景和戰(zhàn)略TeachnewbehaviorsbytheexampleoftheGuidingCoalition以推動(dòng)小組為楷模來培養(yǎng)新的正確行為Senseofurgency建立緊迫感Drivingcoalition組建領(lǐng)導(dǎo)團(tuán)隊(duì)Developvision

確立愿景Communicateforbuy-in溝通愿景尋求認(rèn)同JohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具第二十二頁，共37頁。Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Step5／第五步Empowerothers授權(quán)賦能Removeobstaclestochange消除變化的阻礙Changesystemsorstructuresthatseriouslyunderminethevision改變那些嚴(yán)重削弱愿景的系統(tǒng)或結(jié)構(gòu)Encouragetherisk-takingandnontraditionalideas,activities,andactions敢于承擔(dān)風(fēng)險(xiǎn)、和以往不同的想法的觀點(diǎn)，業(yè)務(wù)活動(dòng)和行為Senseofurgency建立緊迫感Drivingcoalition組建領(lǐng)導(dǎo)團(tuán)隊(duì)Developvision

確立愿景Communicateforbuy-in溝通愿景尋求認(rèn)同Empowerothers授權(quán)賦能JohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具第二十三頁，共37頁。Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Step6／第六步Shorttermgains短期效果Planforvisibleperformanceimprovements認(rèn)真規(guī)劃看得到的績效提升Createthoseimprovements去創(chuàng)造出那些績效的提升Recognizeandrewardemployeesinvolvedintheimprovements認(rèn)可并獎(jiǎng)勵(lì)那些參與績效提升的員工Shorttermgains短期效果JohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具第二十四頁，共37頁。Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Step7／第七步Consolidategains鞏固獲益Useincreasedcredibilitytochangesystems,structuresandpoliciesthatdon'tfitthevision通過不斷增長的可信度來改變那些與愿景不符的系統(tǒng)，結(jié)構(gòu)以及政策Hire,promote,anddevelopemployeeswhocanimplementthevision招聘，提拔和培養(yǎng)那些能夠?qū)崿F(xiàn)愿景的員工Reinvigoratetheprocesswithnewprojects,themes,andchangeagents通過新的項(xiàng)目，主題及變化因子來重新振奮變化過程Shorttermgains短期效果Consolidategains鞏固獲益JohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具第二十五頁，共37頁。Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Step8Anchorinculture融入文化Articulatetheconnectionsbetweenthenewbehaviorsandorganizationalsuccess明確新的行為和組織成功間的關(guān)系Developthemeanstoensureleadershipdevelopmentandsuccession制定保證領(lǐng)導(dǎo)力發(fā)展和培育繼任者的有效手段Shorttermgains短期效果Consolidategains鞏固獲益Anchorinculture融入文化JohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具第二十六頁，共37頁。Randomincidents隨機(jī)事件Recognition意識期Initialactions初始行動(dòng)Implementation實(shí)施期Integration融合期Waningactivities平和期Shorttermgains短期效果Consolidategains鞏固獲益Anchorinculture融入文化Empowerothers授權(quán)員工Developvision

確立愿景Drivingcoalition組建領(lǐng)導(dǎo)團(tuán)隊(duì)Senseofurgency緊迫感Communicateforbuy-in溝通愿景尋求認(rèn)同8StepsofLeadingChangeJohnKotter:8stepsinmajorchanges約翰·科特：引領(lǐng)變化的8個(gè)工具第二十七頁，共37頁。Leavitt’sdiamond萊維特的鉆石模型Theorganizationalinteractionmodel組織互動(dòng)模型第二十八頁，共37頁。Leavitt’sdiamondmodel/萊維特的鉆石模型Interdependentchangevariables/相互依賴的變化要素Structure架構(gòu)

Culture文化Task任務(wù)Strategy戰(zhàn)略Technology技術(shù)

Systems系統(tǒng)People人

Competence勝任力

HaroldLeavitt:Organizationalsystemsmodel哈羅德·萊維特：組織系統(tǒng)模型第二十九頁，共37頁。Organizationalinterpendence/組織的相互依賴性Standards標(biāo)準(zhǔn)Roles角色Systems系統(tǒng)Organization組織Marketfocus市場焦點(diǎn)Customerfocus客戶焦點(diǎn)Targets目標(biāo)Typesoftasks任務(wù)類型Processes流程Methods方式Tools工具Information信息Competences勝任力Knowledge

知識Relations關(guān)系A(chǔ)ttitudes態(tài)度Structure架構(gòu)

Culture文化Task任務(wù)Strategy戰(zhàn)略Technology技術(shù)

Systems系統(tǒng)People人

Competence勝任力

HaroldLeavitt:Organizationalsystemsmodel哈羅德·萊維特：組織系統(tǒng)模型第三十頁，共37頁。Leadershipstylethroughchange透過變化看領(lǐng)導(dǎo)力風(fēng)格Theroleofdifferentstylesfordifferentphases…不同階段所使用的風(fēng)格應(yīng)有所不同第三十一頁，共37頁。Inspiration:DanielGolemanetalThevisionaryleadershipstyle愿景型領(lǐng)導(dǎo)風(fēng)格Comewithme!和我一起！Theaffiliativeleadershipstyle和諧型領(lǐng)導(dǎo)風(fēng)格Peoplecomefirst以人為先Thedemocraticleadershipstyle民主型領(lǐng)導(dǎo)風(fēng)格Whatdoyouthink?你們怎么認(rèn)為？Thepacesettingleadershipstyle領(lǐng)跑型領(lǐng)導(dǎo)風(fēng)格DoasIdo.Now!照我做的?，F(xiàn)在！Thecoachingleadershipstyle導(dǎo)師型領(lǐng)導(dǎo)風(fēng)格Let’stryit…我們來試試……Thecommandingleadershipstyle命令型領(lǐng)導(dǎo)風(fēng)格DoasIsay!按我說的做！Leadershipstyle/你的領(lǐng)導(dǎo)力風(fēng)格第三十二頁，共37頁。Source:GolemanetalAimingat/目標(biāo)Clearguidelines/明確的方針Execution/執(zhí)行Control/控制Results/結(jié)果Problemsolving/解決問題Risking/風(fēng)險(xiǎn)Notempathic/沒有同理心Coercive

/壓迫的Powerful/有權(quán)威的Dependentonothers/依賴他人Noresponsibilityfortheorganisation/對組織沒有責(zé)任心Distancetotheleader與領(lǐng)導(dǎo)產(chǎn)生距離Aimingat/目標(biāo)Employees’perspectives員工的觀點(diǎn)Participation/參與Agreement/達(dá)成一致Buy-in/信服Responsibility/責(zé)任感Involvement/參與Risking/風(fēng)險(xiǎn)Tooyielding/過度讓步Toohesitant/過于猶豫Notmakingdecisions/不做決定

Powerlessness/權(quán)力架空Lackingexecution/缺少執(zhí)行力Conflicts/矛盾Democraticleadershipstyle/民主型領(lǐng)導(dǎo)風(fēng)格Commandingleadershipstyle/命令型領(lǐng)導(dǎo)風(fēng)格Decisions決策CentralisedSharedThestylesonanaxis/領(lǐng)導(dǎo)風(fēng)格坐標(biāo)權(quán)力集中度權(quán)力共享度第三十三頁，共37頁。Source:GolemanetalRisking/風(fēng)險(xiǎn)Toolittleeffortsandresult投入太少，成效太小Too’soft’Hinderedbyrelations為關(guān)系所累而過于軟弱Unclearroles/角色不明確Dependentonothers/依賴他人Ai