CHANGE MANAGEMENT was the focus of a workshop for family business owners conducted by Atlanta based Family Business Institute and their Internet organization Family Business Experts. Managing Director Don Schwerzler introduced Professor Ken Mackenzie, an Associate of the Family Business Institute and one of the world's leading experts in the field of Organizational Theory. In his opening remarks, Schwerzler noted that when Professor Mackenzie developed the Theory of the Organizational Hologram, his research indicated that organizations can suffer from learning disabilities that can ruin the proformance of an entire organization. The good news is that organizational learning impairments can be corrected.
CHANGE MANAGEMENT was the main topic at a recent workshop conducted by Atlanta based Family Business Institute and their Internet organization, Family Business Experts.
In his opening remarks, family business consulting pioneer Don Schwerzler noted that when Professor Mackenzie was developing the Theory of the Organizational Hologram, his research indicated that organizations can have learning disabilities that can ruin the performance of an organization. The good news is that these learning impairments can be corrected.
Professor Mackenzie opened the workshop presentation by talking about the five stages of organizational problem solving:
Finding the problem
Formulating the problem
Making the choice of the solution
Implementing the solution
Audit and review of results of the implementation.
"The problem of organizational learning disabilities is a widespread generic organizational problem. These are solvable man-made problems" stated Professor Mackenzie.
In his research, Mackenzie identified 29 Leadership Practices that are apparent in well-organized organizations - and all 29 leadership Practices are interconnected. The Theory of the Organizational Hologram is considered by many to be the biggest break through in the field of organizational theory in the past 25 years.
Mackenzie identified and explained the 29 Leadership Practices:
LP1. Understanding Environmental Changes
LP2. Developing and Using Stratgic Direction
LP3. Ensuring Unit-level Strategic Direction
LP4. Using Strategic Long-range and Tactical
Plans
LP5. Updating Organizational Assumptions
LP6. Linking Organizational Rewards to
Performance
LP7. Updating the Organizational Logic
LP8. Updating the Organizational Architecture
LP9. Ensuring Consistency of Organizational
Rewards
LP10. Ensuring Results Consistency With Strategic
Direction
LP11. Ensuring Successful Goal Achievement
LP12. Ensuring Compatible Interests of Results
LP13. Using Tough and Realistic Standards
LP14. Ensuring Job Performance Standards
LP15. Applying Total Compensation Process
LP16. Integrating Job With The Organization
LP17. Ensuring Comptible Interests
LP18. Develping Associates
LP19. Aligning Associates With The Strategic
Direction
LP20. Encouraging Best Decision-Making
LP21. Ensuring Ethical Decision-Making
LP22. Using Organizational Forums
LP23. Ensuring Healthy Problem Solving
LP24. Ensuring Results Oriented Problem Solving
LP25. Nurturing and Rewarding Innovation
LP26. Ensuring Quality
LP27. Ensuring Improvements in Technology
LP28. Managing The New Technologies
LP29. New Technologies Integration
"Accurately finding the right problem to solve is the first and most important stage in the Organizationl Diagnosis Problem Solving Process" concluded Professor Mackenzie.
In his closing remarks, Schwerzler reported that the CHANGE MANAGEMENT section on their web site now includes two organizational assessment tools -one is a "Top Down" assessment tool and the other is a "Bottom Up" assessment tool. Both assessment tools are extracted from Professor Mackenzie's book: The Practitioner's Guide for Organizing an Organization. Copies can be ordered from the web site (www.family-business-experts.com).
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