Transformational Change – Workshop 1 (About Transformation)
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To be advised.
Basic concepts and foundational pillars; what transformation is, what it isn’t, key phases and importance more than ever now to be proactive and support being an organization of increase – overview of the process for mastering transformational change from conceptual design (blueprinting) to bridging ( detailed design and overcoming gaps, resistance to implementation (building), raising awareness on the emotional journey (the change curve in predicting reactions in transformation from shock, to anger, acceptance and commitment) and how to help individuals through transition; understanding types of transformation (Harvard business review- and considerations for each), and a look at case examples of success and failure with a discussion and diagnostic on the lessons learned for participants.
01. Transformation Importance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Transformational Models: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03.Vision Process: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04.Change Readiness: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Emotional Journey: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06.Change Engagement: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Change Leadership: departmental SWOT analysis; strategy research & development. 1 Month
08.Transformational Barriers: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Resistance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Transformational Strategy: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11.Transformational Failure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Transformational Success: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
01. Transformation Importance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Transformational Models: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Vision Process: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Change Readiness: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Emotional Journey: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Change Engagement: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Change Leadership: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Transformational Barriers: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Resistance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Transformational Strategy: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Transformational Failure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Transformational Success: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
01. Create a task on your calendar, to be completed within the next month, to analyze Transformation Importance.
02. Create a task on your calendar, to be completed within the next month, to analyze Transformational Models.
03. Create a task on your calendar, to be completed within the next month, to analyze Vision Process.
04. Create a task on your calendar, to be completed within the next month, to analyze Change Readiness.
05. Create a task on your calendar, to be completed within the next month, to analyze Emotional Journey.
06. Create a task on your calendar, to be completed within the next month, to analyze Change Engagement.
07. Create a task on your calendar, to be completed within the next month, to analyze Change Leadership.
08. Create a task on your calendar, to be completed within the next month, to analyze Transformational Barriers.
09. Create a task on your calendar, to be completed within the next month, to analyze Resistance.
10. Create a task on your calendar, to be completed within the next month, to analyze Transformational Strategy.
11. Create a task on your calendar, to be completed within the next month, to analyze Transformational Failure.
12. Create a task on your calendar, to be completed within the next month, to analyze Transformational Success.
Making Transformational Change: An Introduction
In business, we frequently hear the phrase “transformational change,” but what does it actually mean and how can we implement it? We’ve included some responses to some of the more frequent queries below.
To begin with, not every shift is transformative. Transformational change is the broad-scale demolition of a company’s underlying structure, culture, or operations, as opposed to developmental or transitional change, which aims to improve current processes and structures. The objective is to produce something completely original that will contribute significantly to the future success of the business. According to common agreement, at least 40% of the company is brand-new or hardly recognizably different from what it once was. Everyone who works in the company or interacts with it will be able to tell the difference in the organization. The word “transformation” is indeed overused.
The actual procedure is unpredictable, with many turns and shocks. Transformational change is very difficult since it is both radical and disruptive. But occasionally a company needs to undergo a metamorphosis in order to ensure its future. The words of the ancient Greek philosopher Socrates come to mind when it comes to entirely reforming an organization: “The secret of change is to focus all of your energy not on battling the old but building the new.”
In light of this, we take a look at some of the queries about how to successfully implement transformational change that we frequently get asked below.
Why Do We Require Transformative Change?
Transformational change happens in episodes. It frequently happens in expectation or response to drastic or unexpected market shifts. It might also take place in the wake of a crisis. Transformational change can also be brought about for less sinister reasons, such as when new technologies are adopted. Similar to this, organizational reform could be required to benefit from new business models. Key leadership changes within an organization might result in transformation on a human level. A new spearhead could spark significant changes from the top down to realize a brand-new corporate vision. Despite the fact that it could be daunting, successful transformation is frequently essential to the long-term survival of businesses and even entire industries.
What Happens During A Transformational Change?
A paradigm shift is the only thing that constitutes transformational change. It requires a considerable, if not complete, rethink of the business strategy of a company. Usually, this entails changing internal systems and procedures to support a bold new course. A worldwide corporate hub may be established, new technology adopted, or activities may need to be centralized. Changes of this magnitude inevitably affect corporate culture, changing the basic foundation of the organization. With transformative change, the company’s future condition is sometimes unknowable at first. Through a process of trial and error, as new information is learned, a new landscape is carved out. Although there may be a general strategy in place, the actual change process frequently develops naturally. This means that for a while, everyone—executives, managers, and senior leaders—must function in an uncharted environment. The only route to a point where the organization emerges wholly new, or unrecognizably different from the past, is to do this, which can be intimidating.
What Is A Transformational Change Leader’s Approach?
Leaders who want to bring about transformative change shouldn’t undervalue the importance of showing a passion for their objectives. But it’s also crucial to maintain realism. Company frontrunners must be aware of the amount of work necessary to implement transformational change for it to be successful. A strong leader should constantly assess their organization’s ability to make the necessary adjustments and gauge the degree to which their staff is engaged in the transition. Although there may be a necessity for certain decision-making to be centralized at the top, barring lower-level employees from communication and even some decision-making on the transformation process can be very harmful because it immediately impacts everyone. Try to make sure this is taken into account whenever feasible because we all need to feel in control of our own fate. Creating a feeling of urgency to get everyone on board with the initial idea, reducing resistance by providing reassurance frequently, and being open about accomplishments and mistakes along the road are some elements to engaging people in transformative change. The overarching goal is to foster a strong sense of confidence in the change program and those in charge of it.
If unsure, there are several helpful change management models you may use as a guide, but remember that, as with all effective tools, it’s how you use them that makes the difference. With revolutionary change, this is unquestionably true.
Why Is Transformative Change Challenging?
Individual humans have a built-in resistance to change. Because the amygdala in our brains perceives severe, disruptive change as a threat and signals us to run or fight, we have trouble adjusting to it. Concerns regarding job security may arise in the workplace due to transformation. The more the change, the greater our level of uncertainty and worry. As a leader, you must be committed to integrating and using your new strategy and procedures if you want to successfully implement transformational change. Making the appropriate strategic decisions at the appropriate moment is essential to ensuring that disruption results in new, constructive behaviors and values. Engage every employee you can, pay attention to what they have to say, and do your best to address their issues. Once a new mindset has been cultivated, you will have achieved half of your goals since attitudes will lay the foundation for sustained organizational success. It takes competence to manage such behavioral adjustments. You will be on the verge of success once your personnel is in line with your talents and environment.
Which Four Phases Of Transformative Change Are There?
The idea that there are four stages to prepare for during times of significant change and transition is supported by bodies of scholarly research. These phases apply to significant changes in one’s personal life, but they can also be useful in comprehending how transformative change is accepted in a professional situation. The initial phase is denial (when individuals withdraw and focus on the past). Resistance is the second (the most difficult stage when feelings of anger and anxiety are expressed). Exploration is the third (when employees begin accepting the process and optimism and morale gradually increases). Commitment, the fourth step, is when you’ll finally notice cooperation, sharper focus, and a higher degree of trust. Your transformative shift can proceed as smoothly as possible if you are ready for each stage, remove obstacles, and respond to each phase early rather than late.
How Do You Handle A Stubborn Team?
As a leader, you must be conscious of the fact that everyone adapts to change at a different rate while considering the four shifts of transformational change. Each adjustment phase necessitates a significant investment of each person’s time and energy. The change may need your teams to relearn their existing role, and the psychological resistance it causes may be catalyzed. Resistance frequently manifests as a shift in performance. You or your leadership team might observe some people abruptly halting their output. They may perform daily duties with less care and attention than usual, making more blunders than usual. In order to support your employees while you alter your organization, it can be important to try to understand the fundamentals of behavioral science. The propensity for resistance can be influenced by a variety of variables, including personality, demography, and hierarchical position. Before things get going, you can ensure that the right assistance is in place to enable the people who are the most resistant to change adjust more easily and avoid any performance problems by anticipatorily identifying these people. Learn more about coping with opposing teams by reading.
How Is Transformational Change Implemented?
It is useless to claim that “we are doing our best,” as Winston Churchill famously observed. You must be successful in taking the essential action. In transformative change situations, time is frequently of the importance. The rapidity of new advancements can be extremely important if a crisis or unforeseen market adjustments cause a major shift. Pay attention to the things that require your immediate attention and act quickly and broadly on them. You must respond quickly if your surroundings have changed dramatically or if technology has evolved greatly. Traditional behaviors and skills will be firmly relegated to the past thanks to strong leadership and quick decision-making, creating the foundation for a brand-new tomorrow. Additionally, incentives can assist foster dedication. Bonuses, incentive programs, financial arrangements, and performance assessments can help guide cherished staff in the correct direction.
What Causes Successful Transformational Change?
It takes a lot of work to implement radical new structures and procedures. Developing a new culture is quite difficult. But it is possible. A dramatic shift in perspective must be accepted by leaders and employees for transformational change to succeed. Securing a fresh future requires involving everyone on board since only then can your company run efficiently. For the sake of the organization as a whole, transformational change requires everyone to temporarily set aside personal goals. Learn from transformational change tales to inspire people to accept your vision and innovative methods of operation. Utilize knowledge from other successful organizations (and those that have emerged utter failures).
The most prevalent message is typically that organizational change is a difficult process that takes a long time. The most compelling narratives typically emphasize that real revolutionary change is nonlinear. Instead, it’s a process that involves several stages, and setbacks are expected along the way. The goal is to swiftly remove obstacles while methodically planning for and generating rapid victories. Make sure no steps are omitted; while fast-tracking may provide the impression of speed, it is unlikely to produce a satisfactory outcome. Every step of the journey requires strong leadership, and the finest ones never declare victory too soon.
It’s important to know how ready you are for change, ideally before you start and along the road. The success of the change will be greatly influenced by how those involved feel about and view it. Start with a high-quality dialogue and, ideally, a well-thought-out change readiness assessment so you can monitor how those talks are going.
Something To Ponder
For transformational change to be truly successful, each and every one of the participants must embark on a personal transformational journey, let go of the past, and imagine a new future for both themselves and the company. Creating the conditions for people to be able to achieve it, as well as directing, motivating, and ensuring them along the way, is the goal of change leadership.
You now have all the information you require to bring about dramatic change. Due to the fact that change involves individuals, the subject is both fascinating and constantly unexpected, and we continue to learn a lot about it. Although we can’t always control when change occurs, we can at least prepare for it.
Chapter 1: Transformation Importance
A transformation is a profound change in one’s perspective, thoughts, and actions. It refers to a considerable shift in an individual’s perception of the world and relationship to internal representations, a shift that prevents a reversion to earlier mental models and causes significant changes in behavior on the outside. On the other hand, change typically refers to a gradual change in how one thinks, feels, and behaves.
Transformational change is the process of changing the fundamental components of an organization’s culture, such as the rules, ideals, and presumptions that guide its operations. (Transactional change, on the other hand, refers to the alteration and redesign of the systems and processes that govern interactions within the organization.) People’s perceptions of their positions, obligations, and interpersonal relationships inside the business are impacted by this type of transformation. And it is precisely this alteration in personal views that causes adjustments in organizational behavior.
Transformational change occurs through the process of transformative learning. Transformative learning was described in the following fashion by Jack Mezirow, who was long regarded as the field’s first prominent proponent:
In order to make problematic frames of reference—sets of rigid assumptions and expectations (habits of mind, meaning perspectives, mindsets)—more inclusive, discriminating, open, introspective, and emotionally able to change, transformative learning entails changing these frames of reference. Such frames of reference are preferable to others because they are more likely to produce beliefs and opinions that will turn out to be more accurate or valid and serve as a framework for decision-making.
According to Brown and Posner, “the process of construing and appropriating a new or revised interpretation of meaning of one’s experience as a guide to action.” is what transformative learning entails. According to them, this method of teaching and learning is focused on “a dramatic and fundamental shift in the way we view ourselves and the world in which we live”.
G. Henderson noted the following contrast between the theories of transformative learning and transformative change:
Transformative learning theory contains adult learning theory at its foundation, which explains why it emphasizes the adult learner’s cognitive processes. On the other hand, transformational change theory has its roots in social sciences, which research the impact of external societal factors on individuals.
Chapter 2: Transformational Models
The past year has demonstrated the crucial capability that businesses must have for change. Numerous firms were compelled by the COVID-19 problem to modify their corporate strategies, adopt fresh methods of operation, and develop a more digital culture attitude. Organizations should concentrate on creating a resilient approach to transformative change management that outlasts the pandemic and enables continued transformation as we approach the end of the tunnel. Therefore, in order to ensure that they have the agility to reinvent themselves more regularly in this disruptive era, businesses need to adopt a more sophisticated approach to change management.
The Flaws in Older Change Management Models
Since the beginning of change management 25 years ago, companies have had to contend with the fact that change is a multifaceted challenge. It is now clear that for enterprises to succeed in this environment, the relentless assault and acceleration of technical innovation call for a fresh viewpoint. Even today, most change models (like Kotter and ADKAR) assume some level of return to stasis and call for their implementation in unending waves of programmed change. There must be an easier method.
A Contemporary Framework for Organizational Fitness and Transformational Change Management
What should we do? How can we create the organizational resilience needed to actively engage in a growth mindset rather than simply “handle change”? The forces of remote work, climate change, environmental sustainability, stakeholder capitalism, and social justice movements are also factors we need to be ready for since we know they will have an impact on us for years to come. However, others will unavoidably exist. How can we manage the numerous uncontrollable forces that the modern firm will encounter?
No matter how digital an organization becomes, it is crucial to understand that it is still fundamentally a human endeavor, which is why it is necessary to take a human-centered approach to transformation.
How can we create the organizational resilience necessary to actively engage in a growth mindset rather than just “handle change”?
As we have considered the shortcomings of outmoded theories and techniques for change management, we have started to realize that a new discipline—transformational change management—is emerging in our area of work. Where traditional change management ends, transformational change management starts. It accepts as basic the idea that there are numerous milestones to reach rather than a single one. As a result, the process of transformative change is seen as a continuous journey that frequently has a higher altitude, strategic destination. As a result, the capacity to adapt to change has emerged as a crucial cultural quality for organizational development.
Chapter 3: Vision Process
The Spectrum Of Organizational Change
There are various sorts of organizational transformation, despite the fact that it is frequently presented as a single idea. There might be five to twelve different types of organizational change, depending on the particular change approach.
One of the best ways to approach organizational change is to see it as a spectrum that gauges the degree of change a company is undergoing. Adaptive change is at one end of the spectrum, and transformational change is at the other.
Organizations and managers implement adaptive changes as minor, gradual tweaks to address daily, weekly, and monthly business difficulties. These adjustments don’t substantially alter the corporation as a whole, unlike transformational changes, which often include fine-tuning current procedures, products, and business cultures.
Iterating on an existing product to address customer complaints or better meet customer needs are some examples of adaptive changes. These include:
• adding a new payment option for customers who complete an online order,
• implementing a new intake form for clients or vendors, adding a new page to an existing website
• upgrading software or equipment from one version to another without noticing significant changes in functionality
• hiring a new employee to fill a position that has opened up as a result of someone else leaving the company without retiring existing products or otherwise changing the existing brand structure
Managers must lead and direct the change process in order to manage adaptive changes efficiently.
They must first consider the larger picture and comprehend why minor adjustments are essential for the organization’s long-term performance. Then, in order to secure the buy-in required for success, they must persuade their staff and important stakeholders that what may initially appear to be a minor adjustment would benefit the company as a whole. To guarantee that the adaptive change was successful, lasting, and valuable, managers must be systematic in how they plan, carry out, and evaluate these phases. If it wasn’t, they must make the necessary adjustments.
On the other end of the spectrum, transformational change refers to changes that often have a considerably larger scope than incremental, adaptive modifications. Transformational change frequently refers to a dramatic evolution of any element of the business itself, such as its supply chain, strategy, culture, organization, or processes.
Transformational change frequently occurs suddenly and dramatically, in contrast to adaptive change, which occurs gradually over time. Transformational change is frequently attempted to address a significant issue or difficulty the firm is facing, though this is not always the case.
Examples of transformational change include: transforming an existing brick-and-mortar company into an e-commerce or omnichannel company; rethinking the client or vendor onboarding process; redesigning and starting over with a company’s website; retiring an existing product to focus resources on the creation of a new product; and switching from one major software to another to take advantage of new capabilities.
Transformational change is frequently required as a result of a significant external force, like the entry of a new competitor or acquisition. Managers must be systematic and analytical for adaptive changes, but persuasive and visionary for transformative ones. The manager’s main task while implementing such a significant shift is to inspire staff to embrace the new direction, align them with the new vision, and drive them toward success.
The Space Between
It’s doubtful that the vast bulk of change will fall under the transformative or adaptive categories. Thinking of organizational change as a spectrum has the major advantage of allowing you to consider anything that falls between transformational and adaptive change.
As a firm expands, it may undergo various changes that are both transformational and predictable and incremental. One such shift that every startup must make in order to develop into a mature business is from informal to formal management. The company’s strategy might not alter, but managing the shift well will take a lot of work.
Then, managers need to strike a balance between methodicalness and vision. Employees could be afraid of such a change in strategy or standard operating procedures even though the transition isn’t as radical as a transformative change. Changes must be done in a measurable and flexible manner after inspiring personnel to support the new course.
Chapter 4: Change Readiness
A fundamental transition from change management to change leadership is being marked by all of this. It necessitates some degree of decentralization, giving employees more control.
However, we don’t yet need to toss the manual.
The characteristics of a dynamic, change-ready culture are fluidity and immediateness. But order must be maintained and advancement must be ensured, so a framework is required.
To help us navigate our work and increase our chances of success, we use the following 5 essential components (presented as questions):
• Motivation – Does everyone engaged truly see why, in their own eyes, they must be a part of the change and feel emotionally invested in realizing the vision? Do you actually feel that everyone is on the same team, to put it another way? We refer to it fueling the transformation.
• Obstacles – Do we know everything that would make people hesitate or fight the change? Exist any aspects in the organization that will make the transformation more challenging? Do we have a plan in place for removing the obstacles or “friction” that will stand in its way? We refer to it allowing for the modification.
• Travel – Does everyone understand the route and feel like they can complete it? Are there any early successes or obvious indicators of advancement to keep everyone inspired when times are tough? Can everyone observe the progress as it is made and does everyone know what to do? This is known as executing the change.
• Making it stick – Do we have a plan for maintaining the improvements after initial adoption and forming them into enduring habits? Are we setting a good example at the top, rewarding positive behaviors and actively discouraging negative ones? We refer to it embedding the adjustment.
• Thinking back and making adjustments – Do we really comprehend how we’re doing as we go? How does everyone feel about it, for instance? What do we discover? What can we do better? And is there anything else that needs to be considered in the larger context that might have an impact on the necessity of change or the manner in which it is implemented? We refer to that as evaluating.
Chapter 5: Emotional Journey
How To Make Change Less Painful
For many of us, the last few years have been an emotional roller coaster as we’ve gone through one of the biggest global upheavals most of us have ever seen in our lifetimes. Looking back on the year, there have undoubtedly been some incredible improvements (like the tremendous work on the vaccine), but I’m sure there have also been those that may not have felt so good.
Any significant shift entails an emotional journey that may be thrilling, painful, or even both. It can be challenging to maintain perspective during periods of fast change, but understanding that there is a natural cycle and that everyone experiences it at various times may be beneficial in some tiny way.
Grieving And Change
Elisabeth Kübler-Ross, a psychiatrist, spent a lot of time in the 1960s interacting intimately with the dying and bereaved. She observed that humans frequently go through a range of emotions while grieving, and that these feelings frequently have a similar pattern. These discoveries were later refined into the “grief curve” in her book “On Death and Dying,” which outlined five essential phases of the emotional journey we frequently go through in those circumstances. It’s also widely acknowledged that loss and change exhibit a lot of the same characteristics, particularly when the change was imposed on us.
For changes like the ones we’ve witnessed this year, it might be helpful to understand that these feelings are entirely normal. If we can comprehend them, we might be able to get a little more perspective, which might, in turn, help to smooth the process a little.
A Five-Stage Process
Communication is the first step in preparing an organization for change. Having a plan that addresses communications to all stakeholders is crucial, even if there are limitations on when specific people or departments can be notified for operational reasons.
The Kubler-Ross Change Curve has shown us that change is not always immediately accepted. People require time to move through the stages of the change curve, so we need to give them that.
Any change we are going through can be categorized into one of the stages of the Kübler-Ross grief curve, but this is especially true when the change has been imposed upon us. We don’t all proceed through the stages in precisely the same order, thus this model, like all others, is only an estimate. We may go through some stages extremely rapidly, perhaps even without being aware of them, or we may linger there for a while. Along the curve, we may also do back-and-forth motions.
Chapter 6: Change Engagement
Any transformational change program’s success is unquestionably dependent on the commitment and buy-in of the individuals who will be involved in the change and accountable for “living” it going forward. Our years of experience collaborating with organizations on change management initiatives have shown us that there