SUSTAINING CHANGE: DOES DESIGN SUSTAINING CHANGE: DOES DESIGN AND IMPLEMENTATION WORK EVER AND IMPLEMENTATION WORK EVER

END?END?PRESENTED BY:

Dumisani NtombelaTel: 011 844 1100 Cell: 082 872 0000

E-mail: dumisani@worldsviewacademy.com

PRESENTATION OUTLINEPRESENTATION OUTLINE

• Introduction

• Who is Guilty?

• Who Moved My Cheese?

• Understanding change?

• Change, Design and Implementation.

INTRODUCTION: DumisaniINTRODUCTION: Dumisani

INTRODUCTION: INTRODUCTION: WORLDSVIEW ACADEMYWORLDSVIEW ACADEMY

WHO IS GUILTY?WHO IS GUILTY?

• A wife is dreaming in the middle of the night and suddenly shouts: “Up! Quick! My husband is back!”

• Man jumps out of the window, hurts his ass, then realise:

• “Damn, I’m the husband.”

• Who is guilty in this situation?

WHO IS GUILTY?WHO IS GUILTY?

• The appropriate response should be: “Who is guilty of what?”

• Thereby being able to identify or define your Unit(s) of Analysis or the Issue(s).

• It is only after exhausting the issue that we can begin to think of appropriate interventions.

KNOWLEDGE MANAGEMENTKNOWLEDGE MANAGEMENT

• DATA

• INFORMATION

• KNOWLEDGE

• WISDOM

DATADATA

• Is about operating at an ADMINISTRATIVE level.

INFORMATIONINFORMATION

• It is about operating at an OPERATIONAL level.

KNOWLEDGEKNOWLEDGE

• Is about operating at a TACTICAL level.

WISDOMWISDOM

• It is about operating at a STRATEGIC and INNOVATIVE level.

THE WAY YOU THINK IS LINKED THE WAY YOU THINK IS LINKED TO THE WAY YOU LEADTO THE WAY YOU LEAD

• Level 1 leaders think about problems

• Level 2 leaders think about puzzles to

solve

• Level 3 leaders think about polarity

• Level 4 leaders think about paradoxes

• OPERATE AS A LEVEL 4 LEADER TO INSPIRE YOUR TEAM!!!

TOWARDS SUSTAINING TOWARDS SUSTAINING CHANGECHANGE

• Using action research and action learning

• From data to information to knowledge and wisdom

• From problems to purpose

• Using evidence and experience towards learning leadership for performance

• Being a learning organization.

TYPOLOGY OF CHANGETYPOLOGY OF CHANGEHOW IT HAPPENS

•Planned•Emergent •Contigency

MAGNITUDE

•Incremental•Transformation•Punctuated Equilibrium

FOCUS

•Strategic •Operational

LEVEL

•Individual•Team •Organisation

COMPLEXITY THEORYCOMPLEXITY THEORY

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