Leading Organizational Change (LOC) continue

I discussed with my old friends whom are back-benchers of a political party. In our meeting we discussed about the change of management. It was a very lengthy discussion on various aspects. In summary, we have had discussed on the application of Sigmoid Curve. Was it the best time to make the change? I further discussed on the Strategic Pressure Point (SSP), in what specific factors that the change should take place in this political party. We were fully aware on the current political landscape in Malaysia right now, most of the people are not favorable with the current government. This political party should focus on the impact of SSP which are business strategy, organization structure, organizational capability, culture and coordinating system. We realized that the culture in this organization has been changed ever since its establishment. It is to the worst. It may relate to the organization structure and its coordinating system. The new incoming president wants to make the change. We will see the change management plan (CMP) later.

Leading Organizational Change (LOC) continue

This week is the school holiday. I took my leave and spend the whole week in my home town. I met with my friends to discuss and share our view on current political situation. I applied the LOC’s approach in identifying the strategic pressure points (SPP). Well, it seems that we have command views on the SPP. In the discussion we even go further discuss on went the change should take place. I tried to apply the Sigmoid Curve theory. We agreed that the political leaders should change. The change must be done in properly manner. I elaborated on analysis and change management plan (CMP). My friend agreed on the principle and approach. We acknowledge that in any change that has been conducted there is no proper CMP or in most of the cases the CMP is overruled in order to get the immediate result.

Leading Organizational Change (LOC) continue...

This week I was approached by a Human Resource’s personnel on implementation of the merit point system for non-executive staff. The implementation is separate exercise from the existing performance appraisal system. The system is measuring the productivity of each staff on their volume of work against time and quality. It is called TiVoQ. The trial run of the system is implemented in rush without their supervisors understand on the objective and approach of the system. They take it lightly on the important of the communication, communication, communication and communication. I advised her to look back on the eight steps of Kotter’s 8 change model. It still not too late.

Leading Organizational change (LOC) continue....

This week (2^nd to 6^th March 2009), a few changes have occurred in my company. What a coincident, it happen just after I came back from LOC’s class. During the management meeting, I voiced out the necessity of organization re-structure so that each department has clear focus on their business strategy. Furthermore, it will minimize unproductive personal and the redundancy function within the department.

I stated that the association of change with resistance and mentioned about eight steps of Kotter’s change model.

Ironically, at the end of the meeting my CEO instructed all Heads of Department (HODs) to organize a meeting to rationalize the departmental organization chart in order to reduce redundancy and each department has more focus.

We gathered on Tuesday (3^rd March 2009) to discuss on the organization structure. As expected, a lot of resistance to change in the very beginning of the meeting. After a few explanations and the organizational mapping were drawn, apparently the redundancy of function has surfaced out. Nearly two hours gone to address the issue. A few HODs seem upset on the move. After three hours discussion, we managed to drawn the consolidated organizational chart to be submitted to COE for his comment.

Leading Organizational Change (LOC)

From now onward (until further notice), I will write on my Master's assignment on Leading Organizational Change. I attended the LOC course on 23 - 25 February 2009 at UEM Leadership Centre. 

Started with the fundamental of the associated word of change that is resistance. The 3 elements of change management are Content, Process and People. The resistance is obviously existence in People.

I learned great deal of the approaches and tools to deal with the resistance especially brainstorming and communication. The techniques were very well explained that I realized that my previous approaches on both tools were wrong. 

The Force Field Analysis was very interesting for me to realize the necessary areas need to gauge before identifying one out of 5 type of changes require. It really makes me wake up the Sigmoid Curve theory was explained.

The Change Equation is the given formula to gauge the readiness of change should take place. Paradigm shift is a powerful word in the change management.The Kotter’s 8 steps is the proof powerful tools to ensure the change management plan will not fail.

Pemimpin.... perkara yang perlu difikirkan

Setiap manusia adalah pemimpin bagi dirinya.


Agak wajar dan jelas untuk diperkatakan terutamanya bila tingkah-laku, pertuturan dan perwatakan kita adalah ditentukan oleh kepimpinan diri kita (kita yang membuat keputusannya) sendiri walaupun terdapat tekanan dan pengaruh luaran yang mungkin mempengaruhi keputusan kepimpinan kita.


Kurangnya pengetahuan dan seluk-beluk kepimpinan akan menyebabkan cara hidup kita tidak dipimpin dengan cara yang sebetulnya. Tambahan pula kita (seseorang itu) yang tidak mempunyai didikan agama yang sempurna akan memincangkan kepimpinan hidup kita. Lebih parah lagi, bila kita (seseorang itu) bersikap tidak mahu membetulkan apa yang kurang mengenai kepimpinan kita.


Mana salahnya?.... SIKAP (attitude) kita.


Mungkin kita terlepas pandang bila rata-rata dari kalangan kita menyatakan SIKAP adalah punca segalanya.


Bila ditafsirkan SIKAP, ia terbahagi kepada 2 dimensi iaitu baik dan buruk (jahat): (dengan ringkas)

• Kepercayaan;
• Keimanan;
• Corak pemikiran;
• Pendirian;
• Nilai diri;
• Watak; dan
• Perasaan

Apakah sisa-sisa kehidupan kita berlalu tanpa kita memperbaiki KEPIMPINAN kita disebabkan tidak hirau untuk mengubah SIKAP kita?

Apakah jalinan yang sama akan berlaku kepada KEPIMPINAN mereka-mereka ini?:

• Anak beranak;
• Suami Isteri;
• Adik beradik;
• Ibu bapa;
• Mertua;
• Ipar duai;
• Rakan taulan;
• Musuh;
• Pekerja;
• Jiran kita;
• Rakyat kita; dan
• Pemimpin.

Setiap dari kita mempunyai peranan dan tanggungjawab masing-masing. Jangan sia-siakan. Jangan abaikan. Masih belum terlewat. Buat atas kemampuan, keikhlasan, istiqamah dan tekun. Jangan gelogoh, rakus dan tamak.

Leadership... point to ponder

Every people should become leadership on his/her own. Even when you are small. We may call them co-leadership not junior leadership. It may astonish us when we realise it. At any ponint of time, if we realised that we are not to late to do something about our leadership.

You may read more about leadership in http://en.wikipedia.org/wiki/Leadership

Leadership has very wide spectruam, it is depending what is our area of concern?

My concern is the personal characteristic of leaders. The characteristics are:

· Achievement Motivation
· Authenticity
· Big Five Personality Traits
· Charisma
· Cognitive Structures
· Conformity
· Creativity
· Dominance and Submission
· Efficacy
· Ethics – Contemporary
· Ethics – Overview
· Happiness
· Hope
· Horror
· Idiosyncrasy credit
· Intelligence – Emotional
· Intelligence – Social
· Intelligence – Verbal
· Intelligence – Other
· Leading from within
· Modeling and leading by example
· Motivation, Intrinsic and Extrinsic
· Narratives
· Negative Capability
· Optimism
· Personality and Group Roles
· Resiliency
· Rhetoric
· Risk taking
· Schemata, Scripts and Mental Model
· Self interest
· Tacit knowledge
· Trust

In the characteristics of a leader, we may find certain equilibrium of characteristics that ought to have as a leadership. Which is the least required characteristics you might choose from the above? Why you said so?