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Talk: Change management in the private and public sector (36 min)

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DETAILED SLIDE INDEX

  1. 1. Introduction
  2. 2. Content of presentation
  3. 3. The literature
  4. 4. A conceptual model of the change literature
  5. 5. Research within the private sector
  6. 6. Private sector: the research area
  7. 7. Private sector: the methodology used
  8. 8. Company change initiative timeframes
  9. 9. Emergent vs. planned change
  10. 10. Internal influences
  11. 11. Outside influences
  12. 12. Summary of varying perspectives
  13. 13. The middle out change
  14. 14. EIAC model
  15. 15. Self perception of the organisation
  16. 16. Private sector: conclusions from the research
  17. 17. Research within public sector
  18. 18. Public sector: the research area
  19. 19. Public sector: the methodology used
  20. 20. Findings (1)
  21. 21. Findings (2)
  22. 22. Lewin's change model
  23. 23. The Hayes model
  24. 24. Potential consequences
  25. 25. Public sector: conclusions from the research
  26. 26. Main issues from both cases (1)
  27. 27. Main issues from both cases (2)
  28. 28. Acknowledgements
  29. 29. References
  30. 30. END

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TALK'S CITATION

Bamford, D. (2010), "Change management in the private and public sector", in Carnall, C. (ed.), Change Management: The theory and practice of strategic change; making sense of how to make effective change, The Marketing & Management Collection, Henry Stewart Talks Ltd, London (online at http://hstalks.com/?t=MM0232414)

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ABOUT THIS TALK

Speaker(s)

Dr. David Bamford Show Biography

SPEAKER BIOGRAPHY

Dr. David Bamford – Senior Lecturer in Operations Management, Manchester Business School, UK

David joined Manchester Business School in 2000. His areas of expertise include healthcare systems reform and review, strategic change management and organizational systems design. He is an experienced industrialist and academic who is currently a Lecturer in Operations Management. David has worked with various partner organizations such as the NHS, Deloitte, The Manufacturing Institute. He also leads various related modules for the executive education group, working with companies such as TATA, SITA and most recently BP. David gained his PhD from Keele University in 2001 by successfully conducting research into change management and leadership within a blue chip multi-national company.

Publication Date

May, 2010

Topics Covered

The literature... more

TOPICS COVERED IN THIS TALK

  • The literature
  • Research within the private sector
  • Some conclusions from the research
  • Research within the public sector
  • Findings
  • Conclusions
  • Main issues from both cases

Series

Change Management

OTHER TALKS IN THIS SERIES

STRATEGIC CHANGE
Play '1. A convergence model for change'
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TOPICS COVERED IN THIS TALK

  • Successful and sustainable change
  • Assessing change capability
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TOPICS COVERED IN THIS TALK

  • Levels of analysis in strategic change
  • The change map
  • Trends in strategic change at the organizational level
  • Some popular change solutions
  • Programmatic approaches
  • The change process
  • Leadership and governance
  • Role of the board and top team
  • Culture structure and knowledge
  • The organizational knowledge base
  • M&S case study
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TOPICS COVERED IN THIS TALK

  • M&A activity worldwide
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  • Cisco a best practice company
  • Systems' approach to successful M&A's
  • Differentiators
  • Options for culture change
  • Large mergers and change culture
  • Accountability
  • Openness and dialogue
  • Integration manager
  • Transition structure
  • Effective communications
  • Non-financial measures of success
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TOPICS COVERED IN THIS TALK

  • The process of delivering strategic change
  • Diagnosing context
  • The change kaleidoscope
  • Contextual features
  • Time
  • Scope
  • Preservation
  • Diversity -Capability
  • Capacity
  • Readiness
  • Power
Play '5. Building energy for change'
5. Building energy for change More info
Dr. John Potter

TOPICS COVERED IN THIS TALK

  • What is energy?
  • Models for creating sustainable change
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  • Leadership, command, management and challenges
  • Organizational culture
  • The human change process curve
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  • Emotionally intelligent leadership
  • Developing our energy toolkit
  • The SAFDOT analysis
  • Tools for personal leadership
  • Force field analysis
  • Creating a compelling future
Play '6. The 5 forces of change: a blueprint for leading successful change'
6. The 5 forces of change: a blueprint for leading successful change More info
Mr. Anthony Greenfield

TOPICS COVERED IN THIS TALK

  • The problem with change
  • People and change
  • How do people respond to major change?
  • The 5 forces of change
  • Certainty
  • Purpose
  • Control
  • Connection
  • Success
ORGANIZATIONAL INTERVENTIONS
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TOPICS COVERED IN THIS TALK

  • Do executive change management programs address change management?
  • Adjusting to change through executive development: proactive versus reactive scenarios
  • A learner centred approach to executive development
  • What types of change can we expect from executive development interventions?
  • Adult learning theory
  • The role of executive development as a change agent
  • Executive education delivery trends that encourage change
  • Adult learning via action based projects
  • Designing a change orientated executive program
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TOPICS COVERED IN THIS TALK

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SUSTAINABLE CHANGE IN COMPLEX ORGANIZATIONS
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10. Unleashing change in public services More info
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TOPICS COVERED IN THIS TALK

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  • Initiation
  • Initial support for procurement reform
  • Change vanguard
  • Consolidation
Now Playing
11. Change management in the private and public sector
Dr. David Bamford
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TOPICS COVERED IN THIS TALK

  • Complicated and complex systems
  • How complex systems evolve with examples from the banking sector
  • Complexity dynamics and their implications
  • Why conventional management is ill-equipped to deal with those implications
  • An alternative approach which may be better suited
  • Two key threats in times of rapid change
  • Failure to adapt
  • Not all emergence is desirable
  • Suggestions for managers and regulators.
MAKING THE PEOPLE AGENDA WORK EFFECTIVELY
Play '13. Behavioral issues in change'
13. Behavioral issues in change More info
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TOPICS COVERED IN THIS TALK

  • Reactions to change
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  • Understanding and managing change
  • A planned approach
  • Workgroup behavior
  • Action research
  • Three step model
  • Planned change
  • Emergent change
  • Creating a climate for change
  • Changing managerial behavior
  • The emergent approach
  • Contingency approach
  • The scope for choice
  • The role of managers
Play '14. Change and the individual: expectations and triggers'
14. Change and the individual: expectations and triggers More info
Dr. Ann Parkinson

TOPICS COVERED IN THIS TALK

  • Change and the individual: outline
  • Individual differences
  • Personality and change
  • Psychological contract
  • Psychological contract types
  • Four stages of psychological contracting
  • Role of HR practices
  • The employment relationship: a map of the psychological contract
  • Shocks and triggers
  • Trigger event types
  • Change triggers in action
  • Rebalancing the psychological contract
  • Role of the line manager
  • Implications for managing change
  • Conclusions
  • References
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15. Facilitating individual and personal change More info
Dr. Suzanne Pollack

TOPICS COVERED IN THIS TALK

  • Why do we need to take account of how individuals learn to change?
  • The law of requisite variety
  • The 2 keys for unlocking personal change
  • Internal representations
  • Physiology
  • A coaching approach
  • A methodology for coaching
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16. Change and its leadership More info
Prof. Malcolm Higgs

TOPICS COVERED IN THIS TALK

  • The challenge of change
  • Drivers of change
  • Why does change fail?
  • People are the problem
  • Classic change
  • Basic assumptions
  • What really happens?
  • Change approaches
  • Directive
  • Self-assembly
  • Master
  • Emergent
  • Leadership and change
  • Leadership behaviors
  • Impact of leadership
  • Changing the world?
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Dr. Tom Karp

TOPICS COVERED IN THIS TALK

  • The case for change
  • Top down, management science, direction and control theories
  • Human resources and organizational development theories
  • Organizational learning theories
  • Living theories, spiritual, ideological theories
  • Important premises of change management
  • Common approaches to change management and everyday reality
  • The organization
  • People and expression of identity in organizations
  • Macro and micro perspectives on change
  • Cognitive, emotional and behavioral challenges
  • The organizational iceberg
  • What can leaders of change do?
Play '18. Leadership transitions'
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Mr. Richard DiGeorgio

TOPICS COVERED IN THIS TALK

  • The STaRS model
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  • Keys to a successful leadership transition
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  • Build and align your team
  • What are the key take aways from President Obama's transition?
Play '19. Talent: the secret to being world class'
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Mr. Chris Roebuck

TOPICS COVERED IN THIS TALK

  • Why good talent management and development is vital
  • What benefits does it bring?
  • What are most organizations doing?
  • How can you make it effective?
  • What are the roles of CEO and line management?
  • How can they be engaged in the implementation?
  • What do human resources do?
  • Strategic issues
Play '20. Managing talent during times of uncertainty'
20. Managing talent during times of uncertainty More info
Mr. Stuart McAdam

TOPICS COVERED IN THIS TALK

  • Defining talent management
  • Talent management and the global recession
  • Employer and employee responses
  • The talent pipeline
  • Individual reactions
  • Responses to the downturn
  • Government perspectives
  • Key factors determining success
  • Performance and succession management
  • What will success look like?
  • Corporate approaches
  • The role of the line manager
Play '21. The role of supervisors for change acceptance'
21. The role of supervisors for change acceptance More info
Dr. Pedro Neves

TOPICS COVERED IN THIS TALK

  • Scientific approaches to change
  • Importance of a micro-level approach to change
  • Employees' reactions to change
  • Consequences of employees' reactions to change for organizations
  • Supervisory tasks
  • Supervisor responsibilities' during change
  • The importance of supervisors
  • Case study
Play '22. Management consultants'
22. Management consultants More info
Prof. Stuart Macdonald

TOPICS COVERED IN THIS TALK

  • Change in organisations often means bringing in management consultants
  • Managers may have little choice
  • Failure to hire consultants suggests that managers are less than serious about change
  • Yet, expectations are raised when the consultants arrive, especially if they are expensive consultants
  • How managers can become dependent on management consultants and their methods
RE-THINKING CHANGE
Play '23. Stimulating organizational learning through networks and communities'
23. Stimulating organizational learning through networks and communities More info
Dr. Alison Donaldson
Ms. Elizabeth Lank
Prof. Jane Maher

TOPICS COVERED IN THIS TALK

  • Understanding learning and change as social and emergent processes
  • What are communities and networks?
  • How do communities of practice contribute to organizational performance?
  • Extending the organization's reach
  • Macmillan case study
  • What it takes to make communities work
  • Challenges of working through communities
  • Challenges of evaluating the contribution of communities
  • Benefits of working through communities
Play '24. Organizational and transformational change'
24. Organizational and transformational change More info
Prof. Jaap Boonstra

TOPICS COVERED IN THIS TALK

  • Perspectives on why change is difficult
  • Most important barriers for change
  • Issues in managing organizational change
  • Planned change and development
  • Choosing change strategies
  • Success in change
  • Issues
  • Choosing deliberately
  • Contextualizing
  • Learning
Play '25. Organizational culture and change'
25. Organizational culture and change More info
Dr. Michael Phelan

TOPICS COVERED IN THIS TALK

  • What is culture?
  • Organizational culture versus corporate culture
  • Integrating within the organization
  • Disfunctional organizational cultures
  • Changing organizational culture
  • Successful change
  • Kotter and Heskett's model of culture change
  • Revitalization
  • Successful leadership
Play '26. The moral foundations for change management'
26. The moral foundations for change management More info
Prof. Roger Steare

TOPICS COVERED IN THIS TALK

  • You can change anything you like except fundamental organizational moral values -Organizations that behave in a way that undermines trust have and will risk everything -The ongoing destruction of corporate value is a consequence of a cynical destruction of moral values for short-term financial gain
  • Leading a culture of integrity isn't rocket science, its part of old wisdom and human nature
Play '27. Managing organizational change: a philosophies of change approach '
27. Managing organizational change: a philosophies of change approach  More info
Dr. Fiona Graetz

TOPICS COVERED IN THIS TALK

  • The traditional change agenda
  • Questioning the traditional change approach
  • Change philosophies
  • The biological philosophy
  • The rational philosophy
  • The institutional philosophy
  • The resource philosophy
  • The contingency philosophy
  • The psychology philosophy
  • The political philosophy
  • The cultural philosophy
  • The systems philosophy
  • The postmodern philosophy
Play '28. Culture change'
28. Culture change More info
Mr. Michael Maynard

TOPICS COVERED IN THIS TALK

  • What is culture?
  • Individual requirements
  • Transitional pain
  • Responses to change
  • What supports individual behavioral change?
  • Complex adaptive change
  • Implications for culture change
Play '29. Re-imaging and re-imagining approaches to organizational change'
29. Re-imaging and re-imagining approaches to organizational change More info
Prof. Cliff Oswick

TOPICS COVERED IN THIS TALK

  • Metaphors and change
  • Change as a three stage process
  • Analogical perspectives on change diagnosis
  • Dominant metaphors of organizational change
  • The health metaphor
  • The journey metaphor
  • The change equation
  • Comparing and contrasting processes
  • Summary of meta-framings of change
  • Inferences for managing change
Play '30. Organizational change: transformation from e-government'
30. Organizational change: transformation from e-government More info
Dr. Roland Yeo

TOPICS COVERED IN THIS TALK

  • e-Government as a change catalyst in organizational processes
  • Manifestations of change in organizational strategy, structure and performance
  • Employees as carriers of meanings and actions that facilitate change
  • Behavioral and motivational aspects of individuals during change
  • Socio-cognitive perspective of change leading to unlearning and relearning
Play '31. Change management'
31. Change management More info
Prof. David Lewin

TOPICS COVERED IN THIS TALK

  • Why change management is pervasive
  • Resistance
  • Ambidextrous organizations
  • Organizational evolution
  • Organizational alignment
  • Change drivers and traps
  • Organizational ambidexterity
  • Successful organizational change
  • Leading change
  • Errors in organizational change
  • Eight steps to successful organizational change

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