CHANGE MANAGEMENT IOR3
Teacher : H. Vanhoe
STORM CUYT
IOR301A
2019 - 2020
,Chapter 1 - An introduction to the six batteries of change : the sources of organizational
energy. 6
1.1 Really? Another model for change? 6
1.2 Energy as the main driver of change. 7
1.3 Six sources of organizational energy. 8
1.4 New insights on change management. 9
1.4.1 Change involves marshalling energy throughout the organization. 9
1.4.2 Change is multidimensional. 9
1.4.3 Change is integrative. 10
1.4.4 Change is not one-size-fits-all. 10
1.4.5 Change is inclusive. 10
1.5 The mythical 70%. 10
Chapter 2 – An ambitious top team. 11
2.1 Top team: unity is strength, unity is energy. 11
2.2 Characteristics of an empty top team battery. 11
2.2.1 Energy ruled by the ego. 11
2.2.2 Destructive energy output due to a dysfunctional team. 11
2.2.3 Blocked energy: no license to operate. 11
2.2.4 Lack of change energy: no drive for change. 12
2.2.5 Dragging energy: goals without aspiration. 12
2.3 The top team battery and change effectiveness : what does our research say? 12
2.4 How to charge your top team battery? 12
2.4.1 Be the change energy role model. 13
A. Build emotional agility. 13
B. Talk openly about negative emotions. 13
2.4.2 Create a ‘band of brothers and sisters’. 14
A. A working group is not a team. 14
B. Define the team. 14
C. Find the time to build a team. 14
2.4.3 Increase potential energy with a compelling aspiration. 14
A. Divine discontent gets you moving. 14
B. Define where you’re going. 15
C. Create an inspiring aspiration. 15
2.5 Key messages of this chapter. 16
Chapter 3 – A clear strategic direction. 17
3.1 The role of strategy in change. 17
3.2 Characteristics of an empty strategy battery. 17
3.2.1 SWOT energy (strategic waste of time) of a quick fix. 17
3.2.2 Short-sighted energy. 17
3.2.3 Strategy-obesity. 17
3.2.4 Slogan parade 18
3.2.5 Strategy is planning. 18
3.3 The strategy battery and change effectiveness : what does our research say? 19
1
, 3.4 How to charge your strategy battery? 19
3.4.1 Create clarity. 19
A. Strategy is choice. 19
B. Choose and align. 20
3.4.2 Use three phases to build strategic energy. 20
A. Organize several strategy sessions. 20
3.4.3 Understand the past to create the future. 21
A. Looking back : understanding your past and current performance. 21
B. Looking forward : from managing the present to creating the future. 21
C. Volatility or disruption. 22
3.4.4 Use strategic energy as innovative energy. 22
A. Exploit and explore. 22
B. Separate, but don’t isolate. 23
3.5 Key messages of this chapter. 24
Chapter 4 - A powerful management infrastructure : the systematic energy. 25
4.1 Change and management infrastructure. 25
4.2 Characteristics of an empty infrastructure battery. 25
4.2.1 Running the business. 25
4.2.2 “Managing-the-holes” energy. 26
4.2.3 Cooking without ingredients. 26
4.2.4 ‘Checking-the-box’ energy. 26
4.2.5 Wasted energy of reinventing the wheel. 26
4.3 A powerful change management infrastructure and change effectiveness : what does our
research say? 27
4.4 How to charge your management infrastructure battery. 27
4.4.1 Build a sound management infrastructure. 27
A. Define the essential elements of a powerful management infrastructure. 27
B. Dare to invest in a sound management infrastructure. 27
4.4.2 Manage the whole. 28
A. Clear strategic goals : the power of strategy mapping. 28
B. Define measures, targets and initiatives for your strategic goals. 28
C. Make it a core element of your communication. 28
4.4.3 Dedicate time for change. 28
A. Start by listing all your change initiatives. 29
B. Manage the pipeline of the selected initiatives. 29
C. Check whether you have capable change leaders. 30
4.4.4 Install proactive reporting. 30
A. Do measure change progress … 30
B. … But do it efficiently and effectively. 30
C. Standardize where possible. 30
D. Assess your reporting and meeting efforts periodically. 30
4.4.5 Learn from mistakes. 30
A. Take the best to the rest. 30
B. Build a knowledge base and spread the message. 31
C. Create a social system for learning. 31
4.5 Key messages of this chapter. 32
Chapter 5 - A healthy culture : the social energy. 33
2
, 5.1 Lessons learned from Baywatch. 33
5.2 Characteristics of an empty culture battery. 33
5.2.1 Fluffy culture. 33
5.2.2 Conformance-oriented culture. 33
5.2.3 Toxic culture. 33
5.2.4 Defensive culture of ‘me’ 34
5.2.5 Risk-avoidant culture. 34
5.3 The culture battery and change effectiveness : what does our research say? 34
5.4 How to charge the culture battery? 35
5.4.1 Become culturally competent. 35
A. Create cultural awareness – measure it! 35
B. Changing your culture. 35
i. Honor the strengths. 35
ii. Choose your bright spots. 35
iii. Change the context first, then spread the message. 35
iv. Act your way into new thinking. 35
v. Make new behaviour the standard. 36
vi. Anchor the culture in your management infrastructure. 36
vii. Use informal interventions to reinforce the required behaviour. 36
viii. Empower the ambassadors. 36
ix. Use story-telling to ritualize the performance of key habits and routines. 36
x. Organize parties and ceremonies. 36
xi. Stimulate, don’t tolerate. 36
5.4.2 Become a performance-oriented culture. 36
5.4.3 Create a culture of courage. 37
5.4.4 Establish a culture of ‘we’. 37
5.4.5 Create a culture of possibilities. 37
5.5 Key messages of this chapter. 38
Chapter 6 – Clear action planning & implementation : the physical energy. 39
6.1 The role of action planning and implementation in change. 39
6.2 Characteristics of an empty action planning and implementation battery. 39
6.2.1 More is better. 39
6.2.2 Suddenly you have it. 39
6.2.3 Herculean energy. 39
6.2.4 Big bang energy. 39
6.2.5 Sunrise followed by sunset. 39
6.3 The implementation battery and change effectiveness : what does our research say? 40
6.4 How to charge your action planning and implementation battery? 41
6.4.1 Insist on why, who and when. 41
A. Starts with the end in mind. 41
6.4.2 Create clear project charters. 41
A. Every project needs an energized champion. 41
B. Make a project charter. 41
6.4.3 Organize team events. 42
A. Bring the right people together. 42
B. Find your team a pleasant spot to work from. 42
6.4.4 Learn from the Odysseus approach. 42
A. Develop solutions based on sound data analysis. 42
3
Teacher : H. Vanhoe
STORM CUYT
IOR301A
2019 - 2020
,Chapter 1 - An introduction to the six batteries of change : the sources of organizational
energy. 6
1.1 Really? Another model for change? 6
1.2 Energy as the main driver of change. 7
1.3 Six sources of organizational energy. 8
1.4 New insights on change management. 9
1.4.1 Change involves marshalling energy throughout the organization. 9
1.4.2 Change is multidimensional. 9
1.4.3 Change is integrative. 10
1.4.4 Change is not one-size-fits-all. 10
1.4.5 Change is inclusive. 10
1.5 The mythical 70%. 10
Chapter 2 – An ambitious top team. 11
2.1 Top team: unity is strength, unity is energy. 11
2.2 Characteristics of an empty top team battery. 11
2.2.1 Energy ruled by the ego. 11
2.2.2 Destructive energy output due to a dysfunctional team. 11
2.2.3 Blocked energy: no license to operate. 11
2.2.4 Lack of change energy: no drive for change. 12
2.2.5 Dragging energy: goals without aspiration. 12
2.3 The top team battery and change effectiveness : what does our research say? 12
2.4 How to charge your top team battery? 12
2.4.1 Be the change energy role model. 13
A. Build emotional agility. 13
B. Talk openly about negative emotions. 13
2.4.2 Create a ‘band of brothers and sisters’. 14
A. A working group is not a team. 14
B. Define the team. 14
C. Find the time to build a team. 14
2.4.3 Increase potential energy with a compelling aspiration. 14
A. Divine discontent gets you moving. 14
B. Define where you’re going. 15
C. Create an inspiring aspiration. 15
2.5 Key messages of this chapter. 16
Chapter 3 – A clear strategic direction. 17
3.1 The role of strategy in change. 17
3.2 Characteristics of an empty strategy battery. 17
3.2.1 SWOT energy (strategic waste of time) of a quick fix. 17
3.2.2 Short-sighted energy. 17
3.2.3 Strategy-obesity. 17
3.2.4 Slogan parade 18
3.2.5 Strategy is planning. 18
3.3 The strategy battery and change effectiveness : what does our research say? 19
1
, 3.4 How to charge your strategy battery? 19
3.4.1 Create clarity. 19
A. Strategy is choice. 19
B. Choose and align. 20
3.4.2 Use three phases to build strategic energy. 20
A. Organize several strategy sessions. 20
3.4.3 Understand the past to create the future. 21
A. Looking back : understanding your past and current performance. 21
B. Looking forward : from managing the present to creating the future. 21
C. Volatility or disruption. 22
3.4.4 Use strategic energy as innovative energy. 22
A. Exploit and explore. 22
B. Separate, but don’t isolate. 23
3.5 Key messages of this chapter. 24
Chapter 4 - A powerful management infrastructure : the systematic energy. 25
4.1 Change and management infrastructure. 25
4.2 Characteristics of an empty infrastructure battery. 25
4.2.1 Running the business. 25
4.2.2 “Managing-the-holes” energy. 26
4.2.3 Cooking without ingredients. 26
4.2.4 ‘Checking-the-box’ energy. 26
4.2.5 Wasted energy of reinventing the wheel. 26
4.3 A powerful change management infrastructure and change effectiveness : what does our
research say? 27
4.4 How to charge your management infrastructure battery. 27
4.4.1 Build a sound management infrastructure. 27
A. Define the essential elements of a powerful management infrastructure. 27
B. Dare to invest in a sound management infrastructure. 27
4.4.2 Manage the whole. 28
A. Clear strategic goals : the power of strategy mapping. 28
B. Define measures, targets and initiatives for your strategic goals. 28
C. Make it a core element of your communication. 28
4.4.3 Dedicate time for change. 28
A. Start by listing all your change initiatives. 29
B. Manage the pipeline of the selected initiatives. 29
C. Check whether you have capable change leaders. 30
4.4.4 Install proactive reporting. 30
A. Do measure change progress … 30
B. … But do it efficiently and effectively. 30
C. Standardize where possible. 30
D. Assess your reporting and meeting efforts periodically. 30
4.4.5 Learn from mistakes. 30
A. Take the best to the rest. 30
B. Build a knowledge base and spread the message. 31
C. Create a social system for learning. 31
4.5 Key messages of this chapter. 32
Chapter 5 - A healthy culture : the social energy. 33
2
, 5.1 Lessons learned from Baywatch. 33
5.2 Characteristics of an empty culture battery. 33
5.2.1 Fluffy culture. 33
5.2.2 Conformance-oriented culture. 33
5.2.3 Toxic culture. 33
5.2.4 Defensive culture of ‘me’ 34
5.2.5 Risk-avoidant culture. 34
5.3 The culture battery and change effectiveness : what does our research say? 34
5.4 How to charge the culture battery? 35
5.4.1 Become culturally competent. 35
A. Create cultural awareness – measure it! 35
B. Changing your culture. 35
i. Honor the strengths. 35
ii. Choose your bright spots. 35
iii. Change the context first, then spread the message. 35
iv. Act your way into new thinking. 35
v. Make new behaviour the standard. 36
vi. Anchor the culture in your management infrastructure. 36
vii. Use informal interventions to reinforce the required behaviour. 36
viii. Empower the ambassadors. 36
ix. Use story-telling to ritualize the performance of key habits and routines. 36
x. Organize parties and ceremonies. 36
xi. Stimulate, don’t tolerate. 36
5.4.2 Become a performance-oriented culture. 36
5.4.3 Create a culture of courage. 37
5.4.4 Establish a culture of ‘we’. 37
5.4.5 Create a culture of possibilities. 37
5.5 Key messages of this chapter. 38
Chapter 6 – Clear action planning & implementation : the physical energy. 39
6.1 The role of action planning and implementation in change. 39
6.2 Characteristics of an empty action planning and implementation battery. 39
6.2.1 More is better. 39
6.2.2 Suddenly you have it. 39
6.2.3 Herculean energy. 39
6.2.4 Big bang energy. 39
6.2.5 Sunrise followed by sunset. 39
6.3 The implementation battery and change effectiveness : what does our research say? 40
6.4 How to charge your action planning and implementation battery? 41
6.4.1 Insist on why, who and when. 41
A. Starts with the end in mind. 41
6.4.2 Create clear project charters. 41
A. Every project needs an energized champion. 41
B. Make a project charter. 41
6.4.3 Organize team events. 42
A. Bring the right people together. 42
B. Find your team a pleasant spot to work from. 42
6.4.4 Learn from the Odysseus approach. 42
A. Develop solutions based on sound data analysis. 42
3
