Managing Organizational Behavior In The African Context 1st Edition David Zoogah, Constant Beugré - Solutions

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Have you assessed other changes to the business continuity plan in relation to other changes that are impacting the key processes?
Have you assessed the impacts to the core business processes in the business continuity plan?
Are you effectively communicating the change risks to senior leaders of the organization?
Have you aligned your planned change management activities with the key change risks?
Have you involved key stakeholders in the risk assessment process?
Have you aligned the impacts with the risk assessment and the business continuity planning?
Have you assessed the cumulative effects of other changes on the business and the ability of the organization to absorb change?
Have you linked the planned business benefits with all the stakeholder groups that will be required to deliver and support the changes?
What mechanisms are in place to let people know about the actions that have resulted from the feedback they provided?
How often do you plan to capture feedback during the change initiative?
How do you measure the effectiveness of the different communication channels used?
Do you have regular and varied communication activities scheduled across all the stakeholder groups identified?
How did you test whether the key messages were relevant and appropriate for the different stakeholder groups?
How much agreement is there on the communication objectives and key messages amongst your key stakeholders?
What needs to be done to make better use of the range of channels available to you?
Which channels have you found to be the most effective in recent change situations?
Which communication channels are favoured in your organization when communicating change?
What styles and approaches have you used to engage people’s hearts as well as minds?
In which ways do you segment communication to meet the needs of different audiences?
How does your organization use communication to support people going through the change journey?
What is the balance between one-way and two-way communication for your current initiative?
What biases might be occurring in your environment?
What types of ‘noise’ gets in the way of your communications for change?
Is there sufficient urgency to overcome the inertia to change?
What if a stakeholder asked, ‘So what?’ What response would you have?
How could you explain or summarize these?
Are you clear about the reasons behind the change?
How will the team update itself on what individuals are discovering?
Is everyone in the change team, and among your key influencers aware of their particular engagement role, know how to do it, and have bought into it?
Have you and your team got a manageable and usable set of personas for groups?
What is the balance of wins and losses telling you across the benefits distribution grid?
Is it clear what the current and target gaps are for stakeholders? Is there an effective engagement strategy to help bridge that gap?
How are you going to record stakeholder assessments? What are the privacy implications? Who will have access to them?
How are you going to monitor the stakeholders throughout the change? How will you know if they move positions? How will you validate stakeholder assessments?
What are the key characteristics you need to measure and track on this change? Are the measures agreed and defined in the strategy?
How extensively do you scope engagement on this change? Have you considered all the factors above in 3. Scoping engagement?
When reviewing the list of stakeholders, what segments of like stakeholders are emerging?
How are you recording all the stakeholders? How current is it?
Whom could you invite to a stakeholder identification workshop?Do you need someone else to facilitate it?
Are you aware of all individuals and groups who will be impacted by the change or its outcome? How can you be sure?What might be the risk of missing someone?
Would the workshop actually serve to engage them better in the process?
What fresh perspectives might they bring?
Are there representatives of the major segments? (See below.)
Whom could you invite to such a workshop on your change?
Could you utilize the normalized scale in reporting benefits realized on your change initiative(s)?
Do your progress reports on benefits realization clearly demonstrate the scale of strategic contribution?
How do you identify emergent benefits on your current change initiative and is there more that you could do?
On your current change initiative(s), has accountability for all required enabling and business changes been agreed with named individuals and do they have the necessary authority and information?
Think about the top five benefits of your current change initiative– what are the main threats to their realization and are there adequate mitigating actions in place?
Does your change initiative(s) have a benefits realization plan and how confident are you that benefits will be realized to the scale and timing forecast?
What mechanisms could you apply to your current change initiative(s) to ensure benefits forecasts are reliable?
Which is the bigger issue facing forecasters in your organization –cognitive bias or strategic misrepresentation?
How successful have change initiatives you have worked on in the past been in realizing the forecast benefits?
Assess your change initiative against Table 3.1 – is it more benefits-led than activity-centred?
Have your organization’s strategic objectives been defined in a sufficient degree of granularity so that the strategic contribution of your change initiative can be measured? If not, who could you work with to address this issue?
In your present change role you may not have direct control over portfolio-level benefits management – but consider, how can you extend your influence beyond your initiative to add value to other change initiatives? How can you be an ‘apostle’ for benefits management?
What techniques did you use to evaluate the ‘gap’ between the current and future state and how were stakeholder issues and concerns addressed?
What relevant knowledge and skills are needed when creating ‘future’state business activity models and change requirements and who from the organization should be involved?
When preparing and planning a change initiative in your organization did you use conceptual models to describe how the future state will look and what were the benefits?
What would be the effects of undertaking a change initiative without an agreed vision?
How did you use the vision statement to communicate the need and focus for change across the organization?
When developing a vision statement for a change programme in your organization what stakeholder viewpoints and perspectives did you consider?
What are the planning boundaries for your change?
How extensive is the change in your part of the organization? (Invent your own scale and plot a position.)
Do you understand how change cascades down through your organization?How is that cascade managed and change performance measured (governance)?
What tools do you use to analyse change in the strategic context and understand the drivers (for and against, inside the organization and outside)?
Does the strategy and supporting model provide sufficient information to define the organization’s requirements for change?
Is there a coherent business model that is capable of implementing the strategy?
What are the strategic objectives of your organization?
What actions by organizational leaders (or others) helped those changes to happen?
What changes have you experienced or observed that have had mostly ‘emergent’ characteristics?
What strengths and what weaknesses result from this culture?
What does this mean in practice?
Is the focus of your organization’s culture more task or more people?Is it more egalitarian or more hierarchical?
What contradictory evidence (if any) might the outsider see?
How would an outsider be able to see them?
What do you think are the most significant values in your organization (not necessarily the ones that it would advertise!)?
. –– How effectively were line management and change ‘targets’ engaged?
. –– How effectively did these roles function?
. Consider a recent organizational change you have experienced or led.How (and by whom) were the following roles fulfilled:●● Idea-generator?●● Sponsor?●● Change agent(s)?
How well did the approaches actually applied fit with what was needed?
What changes have you experienced that needed a highly structured approach?... and a more organic approach?
For a recent change initiative, consider which metaphors were most influential.
What metaphors do you hear from leaders in your organization?What practical impacts do they have?
Try to identify the main features of your own personality ‘type’ – if possible arrange to complete a suitable questionnaire and discuss it with the person who administers it for you. How does this affect your approach to changes in your working life?
For a change you have undergone, identify the specific ‘losses’ you experienced and the personal learning you gained from the change process.
Trace the highs and lows of your own journey through a personal experience of change that you found difficult. Repeat the exercise for a change you chose and positively wanted. Is there a common pattern?
How is your own set of preferences influencing your judgement?
What would be the risks?
What would be the advantages of each?
What information would help me to evaluate our change better?
What data do I have on the success of change initiatives in my own organization?
Can Afriland leverage ethnic diversity for a competitive advantage?
Assuming Afriland is contemplating a new structure that is uniquely African, how does the African culture limit the structural configuration of Afriland First Bank?:
Do Western models of decision making fit well within the African context?:
Discuss the environmental factors influencing Afriland First Bank.:
How easy will it be to develop indigenous OB in Africa? Discuss.:
Discuss the challenges of indigenous management.:
Using your knowledge of systems, identify the antecedents, process, and consequence of performance culture.
Identify individual-, group-, and organizational-level behaviors discussed in the case.

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Managing Organizational Behavior In The African Context 1st Edition David Zoogah, Constant Beugré - Solutions

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