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Change April 2013

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

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

Published in: Business

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  • 1. Ontario is changing!by Toronto Training and HRApril 2013
  • 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. Page 3Introduction
  • 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. Page 5Types of change
  • 6. Types of change• Structure• Technology• PeoplePage 6
  • 7. Page 7Methods for managingchange
  • 8. Methods for managing change• Re-engineering• Total Quality Management(TQM)• Development of learningorganizationsPage 8
  • 9. Page 9Principles of change
  • 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. Page 11Lewin’s three step model
  • 12. Lewin’s three step model• Unfreeze• Change• RefreezePage 12
  • 13. Page 13Bridge’s three stepprocess
  • 14. Bridge’s three step process• Ending• Neutral zone• New beginningPage 14
  • 15. Page 15Kotter’s eight step plan
  • 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. 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. Page 18Drill
  • 19. Page 19Drill
  • 20. Page 20Driving change in not forprofits
  • 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. 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. Page 23Change in pharmacies
  • 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. 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. 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. 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. Page 28Resisting change
  • 29. Resisting change 1 of 2• Comply but do so reluctantly• Ignore instructions• Actively oppose and lobbyothers to do the samePage 29
  • 30. Resisting change 2 of 2TECHNIQUES TO REDUCERESISTANCE• Education and communication• Participation• Facilitation and support• Negotiation• Manipulation and co-optation• CoercionPage 30
  • 31. Page 31Social norms
  • 32. Social norms• Develops gradually over timeand as newcomers aresocialized into the group• Examples• Important normsPage 32
  • 33. Page 33Triggers of change
  • 34. Triggers of change• External• InternalPage 34
  • 35. Page 35Changing the culture
  • 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. Changing the culture 2 of 2• Shake up current subcultures• Employee participation and aclimate of trustPage 37
  • 38. Page 38Sustainable change
  • 39. Sustainable change
  • 40. Page 40Variables
  • 41. Variables• Structural• Cultural• Human ResourcePage 41
  • 42. Page 42Forces for change
  • 43. Forces for change• External• InternalPage 43
  • 44. Page 44Organizational resilience
  • 45. Organizational resilience• Definition• Principles• How does it help anorganization?• What does a resilientorganization look like?Page 45
  • 46. Page 46Change agents
  • 47. Change agents• Responsibilities• Roles• Skills• QualitiesPage 47
  • 48. Page 49Case studies
  • 49. Page 50Conclusion and questions
  • 50. Page 51Conclusion and questionsSummaryVideosQuestions