This document discusses the need for organizations to change and adapt in order to survive in times of rapid change. It outlines several factors that influence an organization's ability to change, including leadership, structure, culture, and openness to new ideas. The document also describes common barriers to change, such as resistance to new approaches and a preference for the status quo. Finally, it provides a framework for successfully managing the change process through establishing urgency, building vision, empowering others, and institutionalizing new approaches.

1. CHANGE
TO
SURVIVE

2. We live to work in times of extraordinary
change
- Cascading information flows
– Global interconnectedness
– Technological shifts

3. CHANGE
Collision with the future

4. • Perspective shift from new questions to new KINDS of questions
• Need to learn to be comfortable with uncertainty

5. It’s not the strongest of the species that survive, nor the most
intelligent, but the most responsive to change

6. Remington Rand Typewriter Standard Model #5

7. FORD MODEL A-189

10. Future directions will be influenced by
core strengths and uniqueness

11. Change process depends on -
• Global Trends
• Leadership Readiness
- Responsiveness to leadership
- Personal motivation and people
- Non-hierarchical structure / Collaborative work
• Roadmap for transformation

12. Rate of change
has greater impact
on people than the
direction of change.

13. Resistance to change
- Love for status quo
- Emotional equity
- Social DNA

14. Tendencies that block change –
• A culture of “no”.
• The dog and pony show must go on.
• The grass is always greener on the other
side.
• After the meeting ends, debate begins.
• Ready, aim, aim …
• This, too, shall pass.

15. KEEP INDECISION AT BAY
Social operative mechanisms of decisive cultures includes :
- Openness
- Candor
- Informality
- Closure

16. Obstacles to change
– Dangling dialogue.
– Information clogs.
– Piecemeal perspectives.
– Free for all discussions.

17. STAGES OF CHANGE PROCESS:
1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for and Creating Short-Term Wins
7. Consolidating Improvements and Producing Still More Change
8. Institutionalizing New Approaches

18. The Relationship of Leadership and Management
Transformation efforts can
be successful for a while,
but often fail after short-term
results become
erratic.
Transformation efforts go
nowhere.
All highly successful transformation
efforts combine good leadership
with good management
Short-term results are possible,
especially through cost cutting or
mergers and acquisitions. But real
transformation programs have
trouble getting started and major,
long-term change is rarely achieved.
+ Management ++
+ International Leadership ++

19. Transformation
efforts can be
successful for a while,
but often fail after
short-term results
become erratic.
Transformation
efforts go nowhere.
All highly successful
transformation efforts
combine good leadership
with good management
Short-term results are
possible, especially through
cost cutting or mergers and
acquisitions. But real
transformation programs
have trouble getting started
and major, long-term change
is rarely achieved.
+ District-level Leadership
++
+ International Leadership ++

20. Change Initiatives
Do’s
• Clarity regarding nature &
reasons of change.
• Explain how people would
be rewarded for success and
how it will be measured.
• Repeat and repeat your
message to the people.
• Use a communication style
that is appropriate for the
audience.
• Use consultants.
Don’ts
Try to impose a canned
solution.
• Try solutions only from
the top.
• Look for technical
solutions alone.
• Try to change
everything at once.

21. Stages of change process –
• Shock
• Defensive Retreat
• Management
• Acceptance and Adaptation

22. Possible change processes –
• A strategic plan for membership growth on a 3 – 5 year basis.
• Continuous leadership development programs for members.
• Public Relations initiative with focused target groups, including
government sector.
• Projection of certain focused service programs as the
representative face of the Association.
• Making the Association more environment-responsive.

23. Without question, the most desirable skill is the
ability to manage change. This is one of the rarest
and most difficult skills to learn.
Survive the Change Process.