Transformation Planning and Organizational Change. Definition: Transformation planning is a process of developing a . MITRE SEs are expected to recommend interfaces and interactions with other organizations, lead change, collaborate, build consensus across the MITRE support and other stakeholders for the transformation, and to assist in communicating the changes. To execute these roles and meet these expectations, MITRE system engineers are expected to understand the complex, open- systems nature of how organizations change, and the importance of developing the workforce transformation strategies as a critical, fundamental, and essential activity in framing a project plan. Systems engineers must understand the social processes and other factors (e. Context. The objective of organizational change management is to enable organization members and other stakeholders to adapt to a sponsor's new vision, mission, and systems, as well as to identify sources of resistance to the changes and minimize resistance to them. Organizations are almost always in a state of change, whether the change is continuous or episodic. Change creates tension and strain in a sponsor's social system that the sponsor must adapt to so that it can evolve. Transformational planning and organizational change is the coordinated management of change activities affecting users, as imposed by new or altered business processes, policies, or procedures and related systems implemented by the sponsor. The objectives are to effectively transfer knowledge and skills that enable users to adopt the sponsor's new vision, mission, and systems and to identify and minimize sources of resistance to the sponsor's changes. Best Practices and Lessons Learned. Implementation of a large- scale informational technology (IT) transformation project affects the entire organization. In a technology- based transformation project, an organization often focuses solely on acquiring and installing the right hardware and software. But the people who are going to use the new technologies—and the processes that will guide their use—are even more important. As critical as the new technologies may be, they are only tools for people to use in carrying out the agency's work. Figure 1. Organizational Transition Model. As shown in Figure 1, the discipline of organizational change management (OCM) is intended to help move an organization's people, processes, and technology from the current . To ensure effective, long- term, and sustainable results, there must be a transition during which the required changes are introduced, tested, understood, and accepted. People have to let go of existing behaviors and attitudes and move to new behaviors and attitudes that achieve and sustain the desired business outcomes. That is why OCM is a critical component of any enterprise transformation program: It provides a systematic approach that supports both the organization and the individuals within it as they plan, accept, implement, and transition from the present state to the future state. Studies have found that the lack of effective OCM in an IT modernization project leads to a higher percentage of failure. According to a 2. Gartner survey on . This demonstrates the importance of integrating OCM principles into every aspect of an IT modernization or business transformation program. Navigating the Change Process. MITRE systems engineers need to assess change as a process and work in partnership with our sponsors to develop appraisals and recommendations to identify and resolve complex organizational issues. The change process depicted in Figure 2 is designed to help assess where an organization is in the change process and to determine what it needs to do as it moves through the process. Figure 2. An Organizational Change Process. By defining and completing a change process, an organization can better define and document the activities that must be managed during the transition phase. Moving through these stages will help ensure effective, long- term, and sustainable results. These stages unfold as an organization moves through the transition phase in which the required transformational changes are introduced, tested, understood, and accepted in a manner that enables individuals to let go of their existing behaviors and attitudes and develop any new skills needed to sustain desired business outcomes. It is very common for organizations to lose focus or create new initiatives without ever completing the change process for a specific program or project. It is critical to the success of a transformation program that the organization recognizes this fact and is prepared to continue through the process and not lose focus as the organizational change initiative is implemented. Commitment to completing the change process is vital to a successful outcome. Information on forming a transition strategy to document and assist with maintaining focus can be found in the SEG article . These variables range from Congressional mandates to the organization's culture and leadership to the attitude and behavior of the lowest- ranking employee. At MITRE, social scientists use the Burke- Litwin Model of Organizational Performance and Change, or other approaches in line with the sponsor's environment and culture, to assess readiness and plan to implement change. The Burke- Litwin Model identifies critical transformational and transactional factors that may impact the successful adoption of the planned change. In most government transformation efforts, the external environment (such as Congressional mandates), strategy, leadership, and culture can be the most powerful drivers for creating organizational change. Further information on performing organizational assessments is found in the SEG article . The type of approach is related to the culture and type of organization (e. Experts, either internal or external to the sponsor, are contracted to analyze the system with the goal of making it more efficient (leveling costs vs. Systems science theories are employed to view the social system from a wide- angle perspective and to account for inputs, outputs, and transformation processes. The effectiveness of a sponsor's datadriven change strategy will be dependent upon (a) a well- researched analysis that the transformation is feasible, (b) a demonstration that illustrates how the transformation has been successful in similar situations, and (c) a clear description of the results of the transformation. People will adopt the transform when they understand the results of the transformation and the rationale behind it. Why is diagnosis so vital in organizational change programs? Thus change is an example of organizational. The first step organizational change is the diagnosis. Transformation Planning and Organizational Change. It should be noted that large organizational change programs. Organizational change management employs a structured approach. Participative change strategies assume that change will occur if impacted units and individuals modify their perspective from old behavior patterns in favor of new behaviors and business/work practices. Participative change typically involves not just changes in rationales for action, but changes in the attitudes, values, skills, and percepts of the organization. For this change strategy to be successful, it is dependent on all impacted organizational units and individuals participating both in the change (including system design, development, and implementation of the change) and their change . The sponsor assumes that the unit or individual will change because they are dependent on those with authority. Typically, the change agent does not attempt to gain insight into possible resistance to the change and does not consult with impacted units or individuals. Change agents simply announce the change and specify what organizational units and impacted personnel must do to implement the change. The effectiveness of a sponsor's compliance- based change strategy is dependent on the discipline within the sponsor's chain of command, processes, and culture and the capability of directly and indirectly impacted stakeholders to impact sponsor executives. Research demonstrates that compliance- based strategies are the least effective. Regardless of the extent of the organizational change, it is critical that organizational impact and risk assessments be performed to allow sponsor executives to identify the resources necessary to successfully implement the change effort and to determine the impact of the change on the organization. The Importance of Correct Diagnosis in Organizational Change. Diagnosis in Organizational Change Programs. Organizational Diagnosis How to Change Change is. Change Frameworks for Organizational Diagnosis. Why is diagnosis so vital in organizational change programs? The diagnosis of present and. How is the appreciative inquiry approach to organizational change. Further information on change strategies and organizational assessments is found in the SEG article . Sponsor executives may or may not be change leaders. Change leaders: Typically, the change leader is the sponsor's executive or committee of executives assigned to manage and implement the prescribed change. Change leaders must be empowered to make sponsor business process change decisions, to formulate and transmit the vision for the change, and to resolve resistance issues and concerns. The Change Management Program including Organizational Culture. Management Program including Organizational Culture.The Certificate in Organizational Consulting and Change Leadership is grounded in. Organizational Assessment & Diagnosis Organizational. Degrees & Programs. Certificate Programs; Courses. Organizational Diagnosis And Intervention. 1) Why is diagnosis so vital in organizational change programs? 2) Might some managers attempt to implement a particular intervention, such as TQM, without first. Stakeholders: Typically, stakeholders are internal and external entities that may be directly (such as participants) or indirectly impacted by the change. A business unit's dependence on a technology application to meet critical mission requirements is an example of a directly impacted stakeholder. An external (public/private, civil, or federal) entity's dependence on a data interface without direct participation in the change is an example of an indirect stakeholder. Note: Both directly and indirectly impacted stakeholders can be sources of resistance to a sponsor's transformation plan. Further information on communicating to stakeholders is found in the SEG articles . Resistance may be a unifying organizational force that resolves the tension between conflicts that are occurring as the result of organizational change. Resistance feedback occurs in three dimensions: Cognitive resistance occurs as the unit or individual perceives how the change will affect its likelihood of voicing ideas about organizational change. Signals of cognitive resistance may include limited or no willingness to communicate about or participate in change activities (such as those involving planning, resources, or implementation). Organizational Consulting and Change Leadership. Georgetown University School of Continuing Studies. Organizational Consulting and Change Leadership. Ideal for. Organizational leaders and other professionals responsible for guiding organizations through periods of change as well as consultants and coaches looking to develop new consulting skills. Program Format. This cohort program teaches students the skills of consulting through experiential activities in a laboratory- type setting. Courses typically meet for three consecutive days—Thursday through Saturday—once per month at our downtown Washington, D. C. A required Client Project Practicum is completed outside of class. Program Length. Seven courses completed over seven months. Program Cost. Total program tuition including all seven courses is $6,9. Textbooks are not included in tuition. Learn more about funding or financing your certificate > > Start Date. Now accepting applications for Spring 2. Priority deadline is December 1. Classes begin in January. Program Overview. The Certificate in Organizational Consulting and Change Leadership is grounded in organizational and leadership theory with a strong emphasis on practical skills and application. This is a cohort- based program where students practice the skills of consulting and change leadership through practicums, external “real- world” projects and experiential simulations in a laboratory- type setting. The cohort environment provides an exciting and safe accelerated learning lab in which students practice new behaviors and quickly develop new skills based on direct, real- time feedback from fellow students and faculty. The program faculty, all of whom are senior practitioners in the field, also provide coaching and developmental guidance as needed. Program Objectives Upon successful completion of the program, participants will be able to: Understand the dynamics and underlying drivers in group, organizational and large system behavior. Build collaborative partnerships and negotiate agreements with organizational leaders. Apply best- practice tools and strategies to build highly engaged organizations and to improve business performance. Lead and facilitate diverse groups to ensure productive conversations and truly collaborative solutions. Demonstrate strong leadership presence in volatile situations. Design successful interventions and project plans to accelerate change and minimize organizational resistance. Certificate Requirements. To receive the Certificate in Organizational Consulting and Change Leadership from Georgetown University, students must successfully complete seven (7) required courses for a total of 1. Continuing Education Units (CEUs), which is equivalent to 1. The program must be completed in sequence as a cohort over seven months. For more information, please see our Frequently Asked Questions. A TOEFL examination for non- native speakers of English is not required but students are expected to read, write and comprehend English at the graduate level to fully participate in and gain from the program. Application Process. The program has a competitive admissions process. For each cohort, an admissions selection committee chooses a group of students who represent a variety of backgrounds, occupations, and goals for the program to enrich the classroom experience. Students must be open to feedback and personal growth, have a capacity for self- examination, and have a willingness to challenge one’s own beliefs. Applications and supporting materials must be submitted online through the My. SCS Portal. Applicants are responsible for uploading all required application materials by the posted deadline for their desired semester of entry. Students will be notified of their admission decision via e- mail within 2- 4 weeks after the application deadline. Required: Basic Foundations: Organizational Consulting and Change Leadership. Designing Interventions: Intention, Impact & Results. Essential Facilitation Skills for Consultants and Leaders. Group Dynamics: Leading & Sustaining Change. Organization & Change Theory. Organizational Assessment & Diagnosis. Organizational Consulting Capstone. Course Schedule. Course Name. Semester and Section. Required. Spring 2. Basic Foundations: Organizational Consulting and Change Leadership. Not currently scheduled. Section 0. 1. . Wed/Thu/Fri/Sat, 9: 0. AM - 5: 0. 0 PMJan 2. Jan 2. 8, 2. 01. 7.
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