Ontario is changing!by Toronto Training and HRApril 2013
Contents3-4 Introduction to Toronto Training and HR5-6 Types of change7-8 Methods for managing change9-10 Principles of ch...
Page 3Introduction
Introduction to Toronto Trainingand HR• Toronto Training and HR is a specialist training andhuman resources consultancy he...
Page 5Types of change
Types of change• Structure• Technology• PeoplePage 6
Page 7Methods for managingchange
Methods for managing change• Re-engineering• Total Quality Management(TQM)• Development of learningorganizationsPage 8
Page 9Principles of change
Principles of change• Vision and detailed planning• Strong executive stakeholdersupport• Continuous and variedcommunicatio...
Page 11Lewin’s three step model
Lewin’s three step model• Unfreeze• Change• RefreezePage 12
Page 13Bridge’s three stepprocess
Bridge’s three step process• Ending• Neutral zone• New beginningPage 14
Page 15Kotter’s eight step plan
Kotter’s eight step plan 1 of 2Establish a sense of urgency bycreating a compelling reason forwhy change is neededForm a c...
Kotter’s eight step plan 2 of 2Plan for, create, and rewardshort-term “wins” that move theorganization toward the newvisio...
Page 18Drill
Page 19Drill
Page 20Driving change in not forprofits
Driving change in not for profits1 of 2• High levels of satisfaction• Retention issues within fouryears• Support from the ...
Driving change in not for profits2 of 2• Key motivators to work in thesector• Remuneration not topmotivator for working in...
Page 23Change in pharmacies
Change in pharmacies 1 of 4IMPORTANT FACTORS• Communication and teamwork• Manpower and employees• Pharmacy layout• Patient...
Change in pharmacies 2 of 4CHANGE READINESS• History of past changes• Assessment of need for change• Resource availability...
Change in pharmacies 3 of 4STEPS INVOLVED• Situating and leading thechange• Triggering the motivation tochange• Planning t...
Change in pharmacies 4 of 4STEPS INVOLVED (CONTINUED)• Responding to and managingresistance to the change• Marketing the c...
Page 28Resisting change
Resisting change 1 of 2• Comply but do so reluctantly• Ignore instructions• Actively oppose and lobbyothers to do the same...
Resisting change 2 of 2TECHNIQUES TO REDUCERESISTANCE• Education and communication• Participation• Facilitation and suppor...
Page 31Social norms
Social norms• Develops gradually over timeand as newcomers aresocialized into the group• Examples• Important normsPage 32
Page 33Triggers of change
Triggers of change• External• InternalPage 34
Page 35Changing the culture
Changing the culture 1 of 2• Set the tone throughmanagement behaviour• Create new stories, symbolsand rituals• Adopting ne...
Changing the culture 2 of 2• Shake up current subcultures• Employee participation and aclimate of trustPage 37
Page 38Sustainable change
Sustainable change
Page 40Variables
Variables• Structural• Cultural• Human ResourcePage 41
Page 42Forces for change
Forces for change• External• InternalPage 43
Page 44Organizational resilience
Organizational resilience• Definition• Principles• How does it help anorganization?• What does a resilientorganization loo...
Page 46Change agents
Change agents• Responsibilities• Roles• Skills• QualitiesPage 47
Page 49Case studies
Page 50Conclusion and questions
Page 51Conclusion and questionsSummaryVideosQuestions
Upcoming SlideShare
Loading in …5
×

Change April 2013

367 views
296 views

Published on

Half day open training event on change management held in Toronto, Canada

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
367
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
9
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Change April 2013

  1. 1. Ontario is changing!by Toronto Training and HRApril 2013
  2. 2. Contents3-4 Introduction to Toronto Training and HR5-6 Types of change7-8 Methods for managing change9-10 Principles of change11-12 Lewin’s three step model13-14 Bridge’s three step process15-17 Kotter’s eight step plan18-19 Drill20-22 Driving change in not for profits23-27 Change in pharmacies28-30 Resisting change31-32 Social norms33-34 Triggers of change35-37 Changing the culture38-39 Sustainable change40-41 Variables42-43 Forces for change44-45 Organizational resilience46-47 Change agents48 Case studies49-50 Conclusion and questions
  3. 3. Page 3Introduction
  4. 4. Introduction to Toronto Trainingand HR• Toronto Training and HR is a specialist training andhuman resources consultancy headed by TimothyHolden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HRare:• Training event design• Training event delivery• Reducing costs, saving time plus improvingemployee engagement and morale• Services for job seekers
  5. 5. Page 5Types of change
  6. 6. Types of change• Structure• Technology• PeoplePage 6
  7. 7. Page 7Methods for managingchange
  8. 8. Methods for managing change• Re-engineering• Total Quality Management(TQM)• Development of learningorganizationsPage 8
  9. 9. Page 9Principles of change
  10. 10. Principles of change• Vision and detailed planning• Strong executive stakeholdersupport• Continuous and variedcommunication• Assessments to gaugesuccessful milestones• Many training approaches andinformational activities• Reinforcement until theprocess becomes part of thenew culturePage 10
  11. 11. Page 11Lewin’s three step model
  12. 12. Lewin’s three step model• Unfreeze• Change• RefreezePage 12
  13. 13. Page 13Bridge’s three stepprocess
  14. 14. Bridge’s three step process• Ending• Neutral zone• New beginningPage 14
  15. 15. Page 15Kotter’s eight step plan
  16. 16. Kotter’s eight step plan 1 of 2Establish a sense of urgency bycreating a compelling reason forwhy change is neededForm a coalition with enoughpower to lead the changeCreate strategies for achievingthe visionCommunicate the visionthroughout the organizationEmpower others to act on thevision by removing barriers tochange and encouraging risk-taking and creative problem-solving
  17. 17. Kotter’s eight step plan 2 of 2Plan for, create, and rewardshort-term “wins” that move theorganization toward the newvisionConsolidateimprovements, reassesschanges, and make necessaryadjustments in the new programsReinforce the changes bydemonstrating the relationshipbetween new behaviours andorganizational successPage 17
  18. 18. Page 18Drill
  19. 19. Page 19Drill
  20. 20. Page 20Driving change in not forprofits
  21. 21. Driving change in not for profits1 of 2• High levels of satisfaction• Retention issues within fouryears• Support from the board• More support for challengingtasks• High levels of stress• 60% exiting the sectorcompletelyPage 21
  22. 22. Driving change in not for profits2 of 2• Key motivators to work in thesector• Remuneration not topmotivator for working in thesector but is important forretention• Leadership skillsPage 22
  23. 23. Page 23Change in pharmacies
  24. 24. Change in pharmacies 1 of 4IMPORTANT FACTORS• Communication and teamwork• Manpower and employees• Pharmacy layout• Patient expectation• Relationship with physicians• Remuneration• External support andassistancePage 24
  25. 25. Change in pharmacies 2 of 4CHANGE READINESS• History of past changes• Assessment of need for change• Resource availability• Measurements and metrics• Assessing risk• Change orientation• Information and knowledge• Skills audit• Time availability and timing• Profitability perspectivePage 25
  26. 26. Change in pharmacies 3 of 4STEPS INVOLVED• Situating and leading thechange• Triggering the motivation tochange• Planning the change• Helping and assisting thechange• Allocating resources for thechangePage 26
  27. 27. Change in pharmacies 4 of 4STEPS INVOLVED (CONTINUED)• Responding to and managingresistance to the change• Marketing the change• Aligning the change• Communicating the vision andchange• Integrating and consolidatingPage 27
  28. 28. Page 28Resisting change
  29. 29. Resisting change 1 of 2• Comply but do so reluctantly• Ignore instructions• Actively oppose and lobbyothers to do the samePage 29
  30. 30. Resisting change 2 of 2TECHNIQUES TO REDUCERESISTANCE• Education and communication• Participation• Facilitation and support• Negotiation• Manipulation and co-optation• CoercionPage 30
  31. 31. Page 31Social norms
  32. 32. Social norms• Develops gradually over timeand as newcomers aresocialized into the group• Examples• Important normsPage 32
  33. 33. Page 33Triggers of change
  34. 34. Triggers of change• External• InternalPage 34
  35. 35. Page 35Changing the culture
  36. 36. Changing the culture 1 of 2• Set the tone throughmanagement behaviour• Create new stories, symbolsand rituals• Adopting new values• Redesigning socializationprocesses• Changing the reward system• Replace unwritten norms withclearly specified expectationsPage 36
  37. 37. Changing the culture 2 of 2• Shake up current subcultures• Employee participation and aclimate of trustPage 37
  38. 38. Page 38Sustainable change
  39. 39. Sustainable change
  40. 40. Page 40Variables
  41. 41. Variables• Structural• Cultural• Human ResourcePage 41
  42. 42. Page 42Forces for change
  43. 43. Forces for change• External• InternalPage 43
  44. 44. Page 44Organizational resilience
  45. 45. Organizational resilience• Definition• Principles• How does it help anorganization?• What does a resilientorganization look like?Page 45
  46. 46. Page 46Change agents
  47. 47. Change agents• Responsibilities• Roles• Skills• QualitiesPage 47
  48. 48. Page 49Case studies
  49. 49. Page 50Conclusion and questions
  50. 50. Page 51Conclusion and questionsSummaryVideosQuestions

×