Q1

Business Transformation - a change strategy

Introduction To Business Transformation

Business Transformation is a change management strategy which has the aim to align
People, Process and Technology initiatives of a company more closely with its business
strategy and vision. In turn this helps to support and innovate new business strategies.

Transformation - A marked change, as in appearance or character, usually for the better.

Change in business

Transformation and change is a critical issue for most organizations. Research shows
that the failure rate of change programmes at 70-80%, many organizations are
struggling.

Enabling Transformational Change

The move from 'running the business' or project delivery to business transformation
requires action at many levels.

At a project level, five key activities are:

Focus on benefits
Start thinking of projects in terms of business-led transformation activities, spanning
many functions.
Resourcing
To realise the benefits will depend on leadership of the project, the people involved, the
effectiveness of the project team and the quality of communication and engagement with
all the various stakeholders of the project.

Expanding, developing and learning

Is there an opportunity to evolve and refocus as the project progresses? By itself this is
a huge shift for many organisations. fixed and traditional mindsets can be very
damaging and often stifle any innovation or risk-taking. risk taking and innovation

Sustainability
The project to be successful, will provide an opportunity for a continuous stream of
benefits. In many situations the focus and effort should come after the initial project has
been delivered. All too often the project team moves on as soon as the process change
is live and so the opportunity for continued benefits realisation is lost.

Skills development
Underpinning all these factors is the need for skills and knowledge development. This is
about training and education and some significant shifts in thinking are required to learn
to approach transformation in a new way and not as just another change project.
What is not business transformation?

Business transformation is not (or does not have to be):

 outsourcing
 downsizing
 change re-labelled
 expensive
 only managed by consultancy firms
 limited to IT projects

transactional change is known as 1st order change which has elements like:
structure,
systems(policies & procedures)
individual needs & values
task requirements, skill, abilities.

it has processes like

mgt practices
work unit climate
motivation
individual & org performance.

2. transformational chng is 2nd ordr chng.

it has elements like

mission & strategy
org culture

processes like
external environment
leadership
ind & org performance.
Q2) A)

EVERYTHING IS RELATIVE NOTHING IS ABSOLUTE

Nothing is as it seems to be and all things are subjective realties to the observer.
Everything is relative to each person from the viewpoint of the only ultimate reality the
First Cause, Ultimate, Divine Mind. There is no absolute time, time moves differently
from one object to the next and in one location to the next. For example, time moves
slower on massive objects like the Sun or Jupiter and faster on smaller objects like our
Earth. It moves even minutely faster in space. This is no longer a theory, but proven
fact. Extremely accurate precision atomic clocks on fast moving spacecraft have detected
this strange phenomenon and proven Einstein’s theory of relativity to be true. Stop all
the clocks in the universe and movement will continue unaffected. Stop all movement
and the illusion we call time will stop and nothing ever happen again, unless Source
again allows movement to begin again

Time is elastic with in one moment in only one direction, namely into future moment.
The twin paradox describes what happens. One twin boards a spacecraft traveling close
to the speed of light, on a voyage for Alpha Centauri, some four light years from earth.
Ten years he returns having aged only one year compared to his now twenty-year-older
twin brother. An enigmatic paradox but absolutely true and real. One exciting, but far
distant use of this effect is the real possibility of reaching any moment in the future.
Given enough speed, one could reach the Olympic Games of the year 2108, in a matter
of a few subjective days
Time is a measurement we have created to track how we move through space.

It should be obvious that something that is eternal cannot exist in three-dimensional

reality. It must exist outside of what we call time and space in an “ever-changing
moment”
Q2.B

Practitioners often view themselves and their programs as change agents, and
encourage participants to take leadership roles in their respective communities and
organizations in fostering change. Intervention programs tend to have a relatively
hopeful vision of change, grounded in optimism both about the opportunities for positive
change inherent in conflict situations and about human capacities to change and learn.

Changing Individuals

In promoting cognitive, emotional, and behavioral change, intervention programs utilize,

though rarely explicitly, a wide array of learning theories prevalent in educational and
therapeutic literatures.

Cognitive Change:

- Insight and Awareness: Many practitioners talk about the importance of individual
insight or the "aha" experience of discovery in raising awareness and changing attitudes.
They also use a variety of tools and methodologies to surface unconscious attitudes and
behaviors with the understanding that awareness allows for critical thinking and choice.

- Learning: Programs consistently invoke a wide variety of educational approaches to

learning. For example, practitioners frequently elicit participants' existing knowledge in
an effort to build upon it and facilitate encoding of new knowledge. They also introduce
new information in unthreatening contexts (e.g. analysis of a conflict situation different
from the one parties are in) and encourage participants to transfer that learning to their
own contexts.

- Cognitive Space and Permission: Practitioners use a variety of methods to establish

and encourage a "safe environment" that provides permission for parties to entertain
and experiment with new ways of thinking and relating to each other. This cognitive
expansion and permission allows for more complex understandings of the issues, other
parties, sources of conflict, and possibilities for resolution.

- Cognitive Reframing: Programs also use strategies to facilitate cognitive reframing or

reorganization. This often takes the form of confronting individuals with information
discrepant [or contradictory to their expressed views, attitudes or self-image to induce
cognitive dissonance and create opportunities for reframing and re-organization]. in
addition, practitioners often reframe parties' narratives in more neutral or integrative
terms to help redirect negative perceptions away from individuals and groups and
toward objects, symbols or ideas.

Emotional Change: While most programs recognize that strong emotions are an
inevitable part of ethnic conflict, they exhibit a range of views on the role of emotions in
individual change efforts.
- Emotional Control: Drawing on rational actor paradigms, many programs view the
expression of strong emotions during an intervention as an unavoidable obstacle to
resolution that needs to be effectively controlled or managed. When personal emotions
can be effectively controlled, parties are better able to make more rational situation
assessments and decisions for resolving conflict.

- Catharsis: Other programs view the expression or discharge of emotion (e.g. yelling,
crying) as an opening or a catalyst for individual change. In keeping with cathartic
therapies, practitioners believe that surfacing and expressing emotions can release
frozen psychological processes, patterns of thought and behavior, and aspects of the self
to facilitate healing.

- Emotional Literacy: Yet other programs view emotions as internal messengers about
individuals' needs and concerns. These programs focus on helping participants read and
interpret their feelings as a form of emotional literacy, promoting self-awareness.

- Emotional Contradictions: Some programs focus on the importance creating emotional

contradiction in participants to evoke change. Mirroring cognitive dissonance processes,
where parties develop empathy for members of groups that they have generally disliked,
the emotional contradiction facilitates reassessment of convictions.

Behavioral Change: A wide array of theories are invoked to promote behavioral change
and learning during interventions. A few of these are mentioned briefly below.

- Modeling and Social Learning: Most programs draw implicitly from social learning
theory in emphasizing the importance of modeling and imitation in behavior change.
For example, practitioners often mention 'walking the talk' or invoking Ghandi's precept
to 'live the change we seek to create' in providing a model of behavior for participants
during an intervention.

- Rehearsal: Invoking behaviorist theories of change, practitioners often create repetitive

opportunities for participants to practice or rehearse new skills and behaviors.
Constructive feedback about performance, the introduction of successively more complex
skill sets, and positive reinforcement also facilitates behavioral change.

- Adoption of Innovation: Programs specifically aim to create a reassuring environment

to promote adoption of innovative conflict resolution ideas and behaviors. This
sometimes involves appealing to an "innovator", "pioneer", or "leader" image that people
have about themselves. Alternately, when changes are presented as inevitable or
already adopted by many, such appeals may tap into a need for belonging.

- Learning by Doing: In keeping with a wealth of social psychological research

demonstrating that action is an effective pathway to attitude change, programs often
encourage participants to interact cooperatively and use conflict resolution skills even
when they are in deep conflict. Learning by doing invokes cognitive dissonance processes
that encourage participants to shift attitudes so that they better align with their
behaviors.

- Motivation: Many practitioners discuss the importance of fostering feelings of self-

efficacy, empowerment, responsibility, and hope in participants to increase motivation
for future, constructive action.
Q3

Resistance to Change and How to Deal With It

Sometimes the best planned change initiatives meet with resistance. Opposition to
change can railroad a project, leading to much wasted resources, recriminations and
exhaustion for all parties. What drives resisters and how can you turn them into
supporters before your program goes off the rails? Find out the ways that people resist
and some tips on what you can do about it.

Overcoming Resistance to Change

Immunity generally refers to your physical well being (particularly in the current H1N1
epidemic); but Robert Kegan and Lisa Laskow Lahey have written a book that deals with
psychological rather than physical immunity.

Managing corporate Change Resistance

In 1492 when Columbus set out across the Atlantic Ocean and landed in a new world, his
voyage changed the perspective and literally broadened the horizon of mankind. Almost
overnight, trade routes had to be redrawn, power began shifting from the Mediterranean
to the countries on the Atlantic seaboard closest to the Americas, and great riches began
flowing onto the continent from places with unusual sounding names that nobody had
ever heard of them before Columbus.

Resistance to Change Is a Fact of Life.

It has been astutely noted that the difference between a recession and a depression is
this: in a recession, your next door neighbor loses his job, in a depression, you lose your
job. Impersonal change is an abstract concept. We can't be adequately prepared for the
future until we realize that the changes impacting others will almost certainly affect us
as well. This article provides information on resistance to change and how to do a better
job of coping with change.

Social Status And Resistance To Change

Why do people so often resist change? Issues of social status may be at the root of much
resistance.

Dealing with Sales Objections: Resistance to Change

When I talk here about the ” Resistance to Change” objection I do not mean a
competitor objection. I say this because it can sometimes prove very difficult to tell the
difference. The prospect may choose to verbalise both objections by giving the
salesperson very similar answers i.e. “I am happy with my current supplier”.

Resistance to change: inexplicable, irrational, and real

When it's time for us to change, we must make sure that we somehow integrate the new
with the decisions and behaviors we've already created and maintain daily. Until or
unless we are able to figure out how to reconfigure our rules and roles and relationship
and ego issues, we will take no action at all - even if it means sticking with something
that's less than successful. That's right: even with a 7% closing ratio, many many sales
professionals would prefer to continue doing what they are doing rather than change and
mess up what they have grown accustomed to and have rationalized and internalized.

“Got Resistance To Change? Then Get Strategic Thinking Business Coaching!”

We live in a rapidly changing world and individuals, businesses and other organizations
are struggling to adapt to and keep up with that rapid change. And I believe it is fair to
say that the attempts to adapt to change are not working or not working very well in
many cases. Why is that? The major reason is resistance to adapting to change that
basically lies within individuals. So, if this is the case, what can be done? How can we
convert the energy being used in resisting and convert that energy to grab the
opportunities that lie within change? One major response to the question of converting
that energy is how we look at change. So, if you have resistance to change, what can a
strategic thinking business coach advise you to do? Here are eleven (11) coaching tips to
help you deal with resistance to change.

Accelerating Organizational Change

Accelerating organizational change saves money for businesses and schools by
decreasing the time that it takes for an organization to conclude a required change
process.

Organizational Change and How Goal Setting Can Help

Many change programs seem to meander along with no clear purpose or direction. These
are the programs that usually fail. In the end, vast resources are consumed and people
are left burned out and confused. Don’t let this happen to your change program. Find out
how you can use the powerful technique of goal setting to help ensure that your change
initiative meets success.
Q 4-A

INVESTIGATED INDIVIDUAL DIFFERENCES IN CREATIVE FUNCTIONING IN RELATION TO

LEVEL OF COGNITIVE ORGANIZATION. HYPOTHESIZED THAT HIGH-CREATIVE SS
WOULD PERFORM MORE EFFECTIVELY THAN LOW-CREATIVE SS WHEN REQUIRED TO
USE DEVELOPMENTALLY EARLY COGNITIVE OPERATIONS IN A TASK WHICH
INTRODUCES INTERFERENCE EFFECTS OF HIGHER LEVEL (SYMBOLIC) FUNCTIONS.
ALSO PREDICTED THAT HIGH-CREATIVE SS SHOW LESS PERFORMANCE DISPARITY
BETWEEN SUBCLASSES OF COGNITIVE FUNCTIONS

The Deliberate Pathway

The deliberate pathway handles problem solving, planning, reasoning. You use this
pathway when you’re actively focused on a problem or task. For those interested in brain
anatomy, this pathway primarily uses the prefrontal cortex, the most frontal portion the
brain.

The Spontaneous Pathway

The spontaneous pathway, on the other hand, comes into play during idea incubation,
immersion, and free association. You’re in this brain state when you defocus your
attention: when you’re sleeping, in the shower, in a boring meeting, etc. The
spontaneous pathway uses posterior portions of the brain.

To take advantage of spontaneous creativity, keep an idea journal and write down ideas
as they occur to you throughout the day. It’s very important to have paper available to
write things down. Because the deliberate part of your brain is also in charge of working
memory, ideas you get spontaneously are very easily forgotten. Carson also
recommends keeping track of when you get your insights. Perhaps you’ll notice a
pattern.

Once you have your ideas, it’s time to switch to the deliberate pathway. To optimize this
pathway, use the traditional strategies for focused productivity. Free yourself from
distractions. Set mini goals and reward yourself after accomplishing them. Some writers
also prefer rituals, like specific music or a specific beverage that gets you into the zone.

Q4-B

Max Weber (1947), distinguished between the bureaucratic and the heroic charismatic
leader, as well as the traditional (feudal) leader. For James MacGregor Burns (1978)
Princely political leaders and Bureaucratic leaders were engaged in transaction behaviors
and modal moral values (means instead of ends). For Burns, Weber's charismatic Heroic
leader was the epitome of transformational behaviors and transcendent moral values
(ends over means). Burns had less to say about the Princes or what Weber termed the
Sultans of his Traditional (Feudal) leader. Burns did not believe great men should be
driven by ambition or the need for power. Machiavelli (1610) disagreed. The Prince is the
première text on ambitious leadership, and treating people as objects, as means to ends.
This dualism of being against or for ambition has split the leadership into half, as
depicted in Figure two (top versus bottom theories of leadership). Nietzsche thought that
leadership was beyond simple choices of good versus evil. The novel I am reading
captures this point:

All the great men of history were driven by ambition. It goes hand in hand with power.
Contrary to public opinion, the world is not divided by good and evil, but between those
who do and those who do not, the visionaries and the blind, the realists and the
romanticists. The world does not turn on good deeds and sentiments... but on
achievements (Cussler, 1997: 281, Flood Tide).

A bureaucracy is also quite a modal (mean-become-ends) institution, in which both

leaders and followers become objects and become servants to others (it is supposed to
work that way, but doesn't). In bureaucratic leadership, the Prince intrudes, and the
ends of serving the people become displaced by the means, survival at all costs and
fiefdoms develop everywhere. Even in Alfred Chandler's M-Form (multidivisional
professional bureaucracy) this means-ends displacement happens. Contemporary
leadership theories of transaction (Bureaucracy and Prince) and transformation (Quest
for the Hero) have had very little to say about Niccolo Machiavelli's or Frederick
Nietzsche's leadership theory, the Prince and the Superman/ Superwoman.
Q5-A

The essential role of leadership is to formulate an integrating vision and general

strategy, build a coalition of supporters who endorse the strategy, then guide and
coordinate the process by which the strategy will be implemented. Rather than
specifying exact and detailed guidelines for change at all levels of the organization, it is
much better to encourage middle- and lower-level managers to change their own units in
a way that is consistent with the overall vision and strategy. The leaders should provide
encouragement, support, suggestions, and the necessary resources to facilitate change,
but should not try to dictate exactly how to do it.

Successful implementation of change requires a wide range of leadership behaviors that

involve both organizational actions and people-oriented actions. In “Leading Change,”
John Kotter presents an eight-stage model of planned change. This model includes both
kinds of actions, and to successfully implement change, leaders must pay careful
attention to each stage. Skipping stages or making critical mistakes at any stage can
cause the change process to fail.

The Eight-Stage Model of Planned Organizational Change:

1. Establish a sense of urgency.

2. Create a guiding coalition.

3. Develop a compelling vision and strategy.

4. Communicate the change vision widely.

5. Empower constituents for broad-based action on the vision.

6. Generate short-term wins.

7. Consolidate gains and produce more change.

8. Anchor new approaches in the organizational culture.