Intelligent Change NCVO Annual Conference 2011 Richard Piper & Donald Ritchie
About today’s workshop <ul><li>Change and what it feels like </li></ul><ul><li>Things that we know about change </li></ul>...
What does change  feel  like? <ul><li>Get into pairs </li></ul><ul><li>Introduce yourselves </li></ul><ul><li>Think about ...
Things we know about change
3 levels of organisational change <ul><li>Developmental change  -  improving current activities or ways of working, part o...
2 ingredients of change management <ul><li>Substance   </li></ul><ul><li>The case for change, with a vision for a better f...
How people can respond to change DENIAL   The change  won't affect me RESISTANCE  I really don't want to deal with this EX...
How organisations can respond to change <ul><li>Freeze   Unfreeze  Refreeze </li></ul><ul><li>Frozen state:  before any ch...
A couple of final thoughts <ul><li>Leadership is key </li></ul><ul><li>Change is almost always a lead process </li></ul><u...
Intelligent change
Intelligent change <ul><li>See the prezi at: </li></ul><ul><li>http://prezi.com/eumwwz8bgjmf/intelligent-change/ </li></ul>
Keep in touch! <ul><li>www.ncvo-vol.org.uk/strategy-impact/learn/change </li></ul><ul><li>[email_address] </li></ul><ul><l...
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Intelligent change -workshop

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Presentation by Richard Piper and Donald Ritchie at the NCVO Annual Conference 2011.

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http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591/11/02/01/intelligent-change

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  • Intelligent change -workshop

    1. 1. Intelligent Change NCVO Annual Conference 2011 Richard Piper & Donald Ritchie
    2. 2. About today’s workshop <ul><li>Change and what it feels like </li></ul><ul><li>Things that we know about change </li></ul><ul><li>What do we mean by intelligent change? </li></ul><ul><li>Intelligent change in your organisation </li></ul><ul><li>Keep in touch! </li></ul>
    3. 3. What does change feel like? <ul><li>Get into pairs </li></ul><ul><li>Introduce yourselves </li></ul><ul><li>Think about workplace changes that you’ve experienced </li></ul><ul><li>Share with your partner what those changes felt like </li></ul><ul><li>Feedback </li></ul>
    4. 4. Things we know about change
    5. 5. 3 levels of organisational change <ul><li>Developmental change - improving current activities or ways of working, part of the evolution of the organisation </li></ul><ul><li>Transitional change - replacing current activities or ways of working, eg new (or fewer) projects, programmes, systems … in other words strategic development </li></ul><ul><li>Transformational change - changing people’s beliefs or their awareness of what is possible – new strategic direction involving change to the organisational culture </li></ul><ul><li>The greater the level of change … the greater the amount of time, planning and work required to achieve it </li></ul>
    6. 6. 2 ingredients of change management <ul><li>Substance </li></ul><ul><li>The case for change, with a vision for a better future </li></ul><ul><li>The changes that are needed, based upon good analysis </li></ul><ul><li>A clear plan for implementing the changes </li></ul><ul><li>Process </li></ul><ul><li>The people affected by change, and how to engage them </li></ul><ul><li>Gaining their input and dealing with their feelings </li></ul><ul><li>Winning them over … buy-in, ownership and commitment </li></ul><ul><li>These core ingredients are equally important, one without the other is </li></ul><ul><li>unlikely to succeed </li></ul>
    7. 7. How people can respond to change DENIAL The change won't affect me RESISTANCE I really don't want to deal with this EXPLORATION How might I cope with this? COMMITMENT I see how I can make this work for me X Ref: E. Kubler-Ross, J. Fisher, etc
    8. 8. How organisations can respond to change <ul><li>Freeze Unfreeze Refreeze </li></ul><ul><li>Frozen state: before any change </li></ul><ul><li>Unfrozen state: the process of transition and change </li></ul><ul><li>Refrozen state: commitment - embedding the change </li></ul><ul><li>Ref: K. Lewin </li></ul>
    9. 9. A couple of final thoughts <ul><li>Leadership is key </li></ul><ul><li>Change is almost always a lead process </li></ul><ul><li>It calls for consistent vision and direction that inspires people </li></ul><ul><li>Leaders embrace and champion change … to make it stick </li></ul><ul><li>Strategy and change – two sides of the same coin </li></ul><ul><li>All strategies involve change, the question is how much change </li></ul><ul><li>Sometimes organisations do strategy but don’t appreciate that it involves change - sometimes they make change and don’t appreciate that strategy is the way to approach it </li></ul><ul><li>Good leadership and strategy are foundations for intelligent change </li></ul>
    10. 10. Intelligent change
    11. 11. Intelligent change <ul><li>See the prezi at: </li></ul><ul><li>http://prezi.com/eumwwz8bgjmf/intelligent-change/ </li></ul>
    12. 12. Keep in touch! <ul><li>www.ncvo-vol.org.uk/strategy-impact/learn/change </li></ul><ul><li>[email_address] </li></ul><ul><li>[email_address] </li></ul>
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