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Four frames model for strategic change implementation Culture Strategic Intention Strategic Output Leadership & People © Cheung-Judge 44
Burke-Litwin Model (1989, 1992, 2002) External environment Mission and strategy Leadership Organisation culture Feedback Structure Management practices Work unit climate Systems (policies and procedures) Feedback Task requirement and individual skills abilities Motivation Individual needs and values Transformational Factors Individual and organisational performance 45 Transactional Factors
Page 1 and 2: The 2012 Scottish HR Conference 1.
Page 3 and 4: The edge is a risky place to
Page 5 and 6: Programme Outline 1 2 3 4 Contextua
Page 7 and 8: technological advancement fierce co
Page 9: Communication Empathetic communicat
Page 12 and 13: Three decades of ‘Hyper’ -organ
Page 14 and 15: Impact on the world of work ! Inces
Page 16 and 17: 1934-1945 Work Attitude and Motivat
Page 18 and 19: Static change - is about moving fro
Page 20 and 21: Traditional Leadership Response 1.
Page 22 and 23: The leader’s focus needs to shift
Page 24 and 25: What sort of implications for HR Ma
Page 26 and 27: Implication for HR Profession on us
Page 28 and 29: Macro level issues 1. What is the c
Page 30 and 31: 2. Why this change List all reasons
Page 32 and 33: 2. How would this change affect our
Page 34 and 35: 4. What level of gain are we aiming
Page 36 and 37: 5. What type of change Transformati
Page 38 and 39: High (Overhauling) 6. Based on th
Page 40 and 41: 7. Stocking taking Question : Has y
Page 42 and 43: System Perspective OD Arena Environ
Page 46 and 47: Vision Skills Incentives Resources
Page 48 and 49: Micro Level 1. Who are the key grou
Page 50 and 51: 2. Readiness and capability plannin
Page 52 and 53: 2. Early Adopters Champions Followe
Page 54 and 55: 3. Dovetailing benefit case / logic
Page 56 and 57: 4. For each key group, do we have e
Page 58 and 59: 6. Personal change capacity Underst
Page 60 and 61: Reluctant Player (C player) The
Page 62 and 63: What is the HR role in personal cha
Page 64 and 65: Where are we Do we need to chunk th
Page 66 and 67: Session 4 Deepening HR change capab
Page 68 and 69: Addressing resistance during change
Page 70: Change and multiple realities Multi
Page 73 and 74: A sample of reac
Page 75 and 76: Working with resistance involves ou
Page 77 and 78: Activity 4.1 © Quality & Equality
Page 79 and 80: Engagement the big factor that
Page 81 and 82: Why engagement maKers in change
Page 83 and 84: The neuroscience of engagement ! St
Page 85 and 86: Away The scarf model Towards (Thr
Page 87 and 88: Utilise engagement framework Princi
Page 89 and 90: Session Five Deepening HR change ca
Page 91 and 92: The Human Transition Process Ending
Page 93 and 94: Phases of Transition Endings Loss
Page 95 and 96:
The Tension of Transition Future re
Page 97 and 98:
The three states not only do not sh
Page 99 and 100:
Interim issues that organisation ne
Page 101 and 102:
The questions that a change leader
Page 103 and 104:
Practical implications for HR E
Page 105 and 106:
Temporary Change Structure
Page 107 and 108:
There is another important group th
Page 109 and 110:
Change Team Member Specification Bu
Page 111 and 112:
Reference group(s) (offer second op
Page 113 and 114:
Champions and Sponsors • The role
Page 115 and 116:
Activity 5.1
Page 117 and 118:
In complex and chaotic change conte
Page 119 and 120:
Is our understanding of our ‘deep
Page 121 and 122:
Change leader as an Instrument •
Page 123 and 124:
OD Practice Trademark The total sys
Page 125 and 126:
Design Premise Use of Self Living s
Page 127 and 128:
Compassion - at root, means to suff
Page 129 and 130:
Hospicing the OLD • pay aKenC
Page 131 and 132:
Easing the difficulty of change Hir
Page 133 and 134:
133
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