Change-it’s good for you!
by Toronto Training and HR
June 2014
CONTENTS
3-4 Introduction
5-6 Definitions
7-9 Phases of change
10-11 Topics for change
12-13 Different schools of thought
...
Page 3
Introduction
Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consul...
Page 5
Definitions
Definitions • Change
• Successful change
• Transition
Page 6
Page 7
Phases of change
Phases of
change 1 of 2
• Current phase
• Action phase
• New phase
Page 8
Phases of
change 2 of 2
HELPING PEOPLE MOVE
THROUGH THE PHASES
• Create a clear view
• Move quickly
• Communicate continuo...
Page 10
Topics for change
Topics for
change
• Benefits management
• Stakeholders and
communication
• Risk management
• Soft skills
• Business change...
Page 12
Different schools of
thought
Different
schools of
thought
• Behavioural approach
• Cognitive approach
• Psychodynamic approach
• Humanistic psychologic...
Page 14
Are we complacent?
Are we
complacent?
1 of 2
YES, IF…
• discussions focus inward and
not on markets, emerging
technology, or competitors
• ca...
Are we
complacent?
2 of 2
YES, IF…(CONT.)
• assignments around critical
issues are rarely completed
on time or with qualit...
Page 17
Urgency-true or false?
Urgency-true
or false?
• What is false urgency?
• You have a culture of false
urgency if…
• What is true urgency?
• You ha...
Page 19
Overcoming barriers
caused by culture
Overcoming
barriers
caused by
culture
• Understand readiness for
change
• Focus on leadership
• WII-FM
• Imparting transfo...
Page 21
Changing a culture
Changing a
culture 1 of 2
• Communicate then
communicate again
• Clarify the story for
yourself; the
organization is movin...
Changing a
culture 2 of 2
• In your communication,
clarify that this is a
break from the past and
what the future will loo...
Page 24
Issues in the change
management process
Issues in the
change
management
process
• Organizational issues
• Individual or group
resistance to change
Page 25
Page 26
Change agents
Change
agents
• What makes a change
agent
• Predictors of success
• What change agents are
not
• Tactics employed by
chang...
Page 28
Middle managers in the
front line of change
Middle
managers in
the front line
of change
• How do middle managers
contribute?
• Properties and in practice
• Key capabi...
Page 30
Training for change
Training for
change
• Timeliness
• Need and application
• Commitment
• Key training topics
• Characterizing available
capa...
Page 32
Focus on the people side
of change
Focus on the
people side of
change 1 of 2
• Don’t judge individuals by
their initial reaction
• Realize that much of what
...
Focus on the
people side of
change 2 of 2
• Allow your key managers
to have time to process
and accept change
themselves, ...
Page 35
Building communication
confidence
Building
communication
confidence
• Context
• Personalization
• Practice
• Productivity tools
• Availability
• The extra m...
Page 37
Factors influencing
individual response to
change
Factors
influencing
individual
response to
change
• Nature of the change
• Consequences of the
change
• Organizational his...
Page 39
Levels of engagement
Levels of
engagement
• Real commitment
• Supportive enrolment
• Genuine compliance
• Formal compliance
• Grudging complian...
Page 41
Appreciative inquiry
Appreciative
inquiry
• What is it?
• What does it cover?
• The volunteer model
Page 42
Page 43
Climbing the career ladder
Climbing the
career ladder
1 of 2
• Add value to your position
• Let others know what you
want to do
• Ask others for supp...
Climbing the
career ladder
2 of 2
• Enhance your personal
image
• Embrace change
Page 45
Page 46
Must-haves of an effective
change management
program
Must-haves of
a change
management
program
• Gain support with the
right pitch
• Manage the risks
• Prioritize
• Set the pa...
Page 48
Before, during and after
the change process
Before,
during and
after the
change
process
• Questions to ask
• Managing oneself
• Achieving successful
cultural change
P...
Page 50
Conclusion, summary and
questions
Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
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Change June 2014

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

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Change June 2014

  1. 1. Change-it’s good for you! by Toronto Training and HR June 2014
  2. 2. CONTENTS 3-4 Introduction 5-6 Definitions 7-9 Phases of change 10-11 Topics for change 12-13 Different schools of thought 14-16 Are we complacent? 17-18 Urgency-true or false? 19-20 Overcoming barriers caused by culture 21-23 Changing a culture 24-25 Issues in the change management process 26-27 Change agents 28-29 Middle managers in the front line of change 30-31 Training for change 32-34 Focus on the people side of change 35-36 Building communication confidence 37-38 Factors influencing individual response to change 39-40 Levels of engagement 41-42 Appreciative Inquiry 43-45 Climbing the career ladder 46-47 Must haves of an effective change management program 49-50 Before, during and after the change process 50-51 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Definitions
  6. 6. Definitions • Change • Successful change • Transition Page 6
  7. 7. Page 7 Phases of change
  8. 8. Phases of change 1 of 2 • Current phase • Action phase • New phase Page 8
  9. 9. Phases of change 2 of 2 HELPING PEOPLE MOVE THROUGH THE PHASES • Create a clear view • Move quickly • Communicate continuously • Recognize early achievements Page 9
  10. 10. Page 10 Topics for change
  11. 11. Topics for change • Benefits management • Stakeholders and communication • Risk management • Soft skills • Business change manager Page 11
  12. 12. Page 12 Different schools of thought
  13. 13. Different schools of thought • Behavioural approach • Cognitive approach • Psychodynamic approach • Humanistic psychological approach Page 13
  14. 14. Page 14 Are we complacent?
  15. 15. Are we complacent? 1 of 2 YES, IF… • discussions focus inward and not on markets, emerging technology, or competitors • candour is lacking in confronting bureaucracy and politics that slow things down • people regularly blame others for problems instead of taking responsibility • past failures are discussed not to learn, but to stall new initiatives
  16. 16. Are we complacent? 2 of 2 YES, IF…(CONT.) • assignments around critical issues are rarely completed on time or with quality • cynical jokes undermine important discussions • meetings on key issues end with no decisions about what must happen now • passive aggression exists around big issues • people say, "we must act now”, but then don’t act
  17. 17. Page 17 Urgency-true or false?
  18. 18. Urgency-true or false? • What is false urgency? • You have a culture of false urgency if… • What is true urgency? • You have a culture of true urgency if… • Guarantees Page 18
  19. 19. Page 19 Overcoming barriers caused by culture
  20. 20. Overcoming barriers caused by culture • Understand readiness for change • Focus on leadership • WII-FM • Imparting transformation skills to all employees • Right metrics drive the right behaviour Page 20
  21. 21. Page 21 Changing a culture
  22. 22. Changing a culture 1 of 2 • Communicate then communicate again • Clarify the story for yourself; the organization is moving from what to what exactly • Consider a new job title; think logo, tagline and headline Page 22
  23. 23. Changing a culture 2 of 2 • In your communication, clarify that this is a break from the past and what the future will look and feel like • Live the new cultural values and norms impeccably Page 23
  24. 24. Page 24 Issues in the change management process
  25. 25. Issues in the change management process • Organizational issues • Individual or group resistance to change Page 25
  26. 26. Page 26 Change agents
  27. 27. Change agents • What makes a change agent • Predictors of success • What change agents are not • Tactics employed by change agents to create cultures ripe for change Page 27
  28. 28. Page 28 Middle managers in the front line of change
  29. 29. Middle managers in the front line of change • How do middle managers contribute? • Properties and in practice • Key capabilities which carry a premium in the current context Page 29
  30. 30. Page 30 Training for change
  31. 31. Training for change • Timeliness • Need and application • Commitment • Key training topics • Characterizing available capacity for change Page 31
  32. 32. Page 32 Focus on the people side of change
  33. 33. Focus on the people side of change 1 of 2 • Don’t judge individuals by their initial reaction • Realize that much of what you say immediately after making the announcement may not be heard • Ask your people how they feel about the change Page 33
  34. 34. Focus on the people side of change 2 of 2 • Allow your key managers to have time to process and accept change themselves, before they meet with their team members • Identify and bring key opinion leaders onboard first Page 34
  35. 35. Page 35 Building communication confidence
  36. 36. Building communication confidence • Context • Personalization • Practice • Productivity tools • Availability • The extra mile • Support and encouragement • Evaluation strategy • Partnership Page 36
  37. 37. Page 37 Factors influencing individual response to change
  38. 38. Factors influencing individual response to change • Nature of the change • Consequences of the change • Organizational history • Type of individual • Individual’s history • Additional questions to ask Page 38
  39. 39. Page 39 Levels of engagement
  40. 40. Levels of engagement • Real commitment • Supportive enrolment • Genuine compliance • Formal compliance • Grudging compliance • Non-compliance • Apathy Page 40
  41. 41. Page 41 Appreciative inquiry
  42. 42. Appreciative inquiry • What is it? • What does it cover? • The volunteer model Page 42
  43. 43. Page 43 Climbing the career ladder
  44. 44. Climbing the career ladder 1 of 2 • Add value to your position • Let others know what you want to do • Ask others for support • Develop a strategy for success • Learn new skills • Make yourself indispensable • Don’t underestimate the competition • Keep on networking Page 44
  45. 45. Climbing the career ladder 2 of 2 • Enhance your personal image • Embrace change Page 45
  46. 46. Page 46 Must-haves of an effective change management program
  47. 47. Must-haves of a change management program • Gain support with the right pitch • Manage the risks • Prioritize • Set the pace • Pre-empt change fatigue • Choose the right people • Keep leaders visible • Measure success Page 47
  48. 48. Page 48 Before, during and after the change process
  49. 49. Before, during and after the change process • Questions to ask • Managing oneself • Achieving successful cultural change Page 49
  50. 50. Page 50 Conclusion, summary and questions
  51. 51. Page 51 Conclusion, summary and questions Conclusion Summary Videos Questions
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