due in less than 24 hours. answer these questions about real estate startup, example- we work- managing change hw




Workbook 2 Prof Anat Lechner Change Plan

No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.

CHANGE PLAN

INSTRUCTIONS: • PAGE LIMIT IS 10 PAGES W/OR PREFERRED FORMAT • INCLUDE SOURCES (REFERENCES, LINKS ETC) WHEN RELEVANT • SUBMIT BY DECEMBER 19, 2016 @4PM (VIA E-MAIL TO [email protected])

CHANGE MANAGEMENT WORKBOOK 2 PROFESSOR ANAT LECHNER

A. Competency Analysis

Q1: Complete a SWOT – what are the company strengths that can be leveraged to pursue AI opportunities identified? What challenges need to be addressed?

Q2: Calibrate the direction for change proposed in your ‘WB 1 - Future View’ discussion, based on your competency analysis – what seem to be a feasible AI-related change trajectory for the company?

Workbook 2 Prof Anat Lechner Change Plan

No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.

B. Feasibility Analysis Q1: To determine the likelihood of success implementing the ideas developed in Section A above, you’ll need to conduct a Force Field Analysis. This method lists, discusses, and evaluates the various forces for and against a proposed change. When a change is planned, Force Field Analysis helps you look at the big picture by analyzing all of the forces impacting the change and weighing the pros and cons.

Terms: Driving Forces: forces affecting a situation that are pushing in a particular direction; they tend to initiate a change and keep it going. In terms of improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be examples of driving forces.

Restraining Forces: forces acting to restrain or decrease the driving forces. Apathy, hostility, and poor maintenance of equipment may be examples of restraining forces against increased production. Equilibrium: reached when the sum of the driving forces equals the sum of the restraining forces. In our example, equilibrium represents the present level of productivity. By knowing the pros and cons, you can develop strategies to reduce the impact of the opposing forces and strengthen the supporting forces.

Types of forces to consider

Available Resources; Traditions; Vested interests; Organizational structures; Relationships; Social or organizational trends; Attitudes of people; Regulations; Personal or group needs; Present or past practices; Institutional policies or norms; Values; Desires; Costs; People capacity; Events / opportunities to initiate or redirect the course of things

The Process Start with a well-defined goal or change to be implemented. Draw a force field diagram (see ex below). At the top of a large sheet of paper write the goal or change to be implemented. Divide the paper into two columns "Driving Forces” / "Restraining Forces" Brainstorm a list of driving and restraining forces and record them on the chart in the appropriate column.

Source: http://www.accel-team.com/techniques/force_field_analysis.html

Workbook 2 Prof Anat Lechner Change Plan

No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.

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Workbook 2 Prof Anat Lechner Change Plan

No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.

C. Change Plan Q1: Develop a step-by-step change plan (2-3 year horizon) to pursue the justified direction outlined in Section A above, taking into account the force-field assessment conducted (section B above). Do you have good enough solutions to handle the restraining forces identified and leverage supportive ones? Your change plan has to address two sets of issues: one related to the content (direction and actual initiatives) of change and another that addresses the process (steps, sequence, intensity etc) of change – see below:

CONTENT NOTES PROCESS NOTES

Effectively assessed Congruence

What aspects of the org are aligned, what’s missing, what are the strengths etc

Urgency / awareness and credibility building for change

Vision communication/buy-in plan? Quick wins – (what to start with?) what’s your plan to make the pendulum start swinging?

Solution focus - Capability? - Gaps? - Future view? - Decision of leader/follower?

Direction of planned change

Top-down: Guiding coalition aspects: people on the bus, people of the bus? Bottom-up: Engagement of employees across the org Inside-out: Communicating to outside constituents Outside-in: Engaging outside constituents

Feasibility How is the change direction mapped against future view, industry dynamics and internal competencies?

Pace /speed of planned change

Change load (too much / too little) pace (too fast / too slow) and timing (when to start / when to move to the next step)

Ingenuity How inventive is the change direction and plan Initiative sequence 1. 2. …n

Measurements Are there measurements and milestones in place to asses change progress/sucess? 


Institutionalization How do you plan to institutionalize the change as well as the capacity to adopt?

Workbook 2 Prof Anat Lechner Change Plan

No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.

It is also advisable to follow the Kotter 8-steps methodology detailing in great granularity solutions for each stage/step (i.e. - how would you generate a sense of urgency, who would be included in the guiding coalition, what is your vision proposal, what is the communication plan you’d offer, what are the quick wins you’d implement, what is the measurement system you suggest to employ to make your proposed changes stick, etc).

And lastly - provide a detailed 2-3 years timeline for your change program w/specific initiatives.

Workbook 2 Prof Anat Lechner Change Plan

No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.