New  8 steps approach to change management effectiveness
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New 8 steps approach to change management effectiveness

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ocm , this is original creation.like all new creative act it can be killed or made popular . please send to all your contacts,leave a comment

ocm , this is original creation.like all new creative act it can be killed or made popular . please send to all your contacts,leave a comment

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New  8 steps approach to change management effectiveness New 8 steps approach to change management effectiveness Presentation Transcript

  • Dr.E.J.Sarma April-9-2014
  • Attention Awareness Interest desire Comprehension conviction Action Result 4/12/2014 Dr.E.J.Sarma/ocm/2014 2
  •  In any change effort there has to be a compelling reason  It is not enough if this remains in the mind of the CEO  That reason has to be powerfully communicated to catch the attention of every one who can influence change process and acceleration  How to do- ?  Communicate directly  Use the story telling  abundant seminars  Multiple channels  Repeat and repeat the message 4/12/2014 Dr.E.J.Sarma/ocm/2014 3
  •  How do we know it caught the attention of everyone?  Impact review – quick surveys will tell reach and registration of the message  Once the attention is caught – continuous communication effort- more effort is required to create an impact that will enable the need to be aware of change imperatives,  This can trigger the next move 4/12/2014 Dr.E.J.Sarma/ocm/2014 4
  •  The power of the story and the reasons for change should be compelling to create enough interest  no change imperatives must be high lighted Out come of change must be conveyed powerfully Echo what people said in the one on meetings - One Can kindle enough interest that will propel the persons impacted by change to act if people connect with the reasons This is the first step in motivation 4/12/2014 Dr.E.J.Sarma/ocm/2014 5
  •  Desire is urge to do one step –when you are at the fork which road to choose will depend on where it is leading  if the interest is like “fatal attraction “ then you want to get into the act strongly  Once interest is created there will be intense desire to take steps to act  This is critical step to ensure that people align and signup for the process  Unless there is a strong urge that is created in majority  The late adopters will be more thereby escalating project time line  Have target as to how many you wish to reach and have in this bucket.  ,Measure often this category 4/12/2014 Dr.E.J.Sarma/ocm/2014 6
  •  Comprehension happens in the minds of people who have the desire to change,  If you wanted to buy lexus and visited the dealer you may go home and research everything about lexus ES350 and try to convince yourself why Lexus ES 350 is the right car  People just do not change instantly  they think about the possible benefits and effort vs rewards 4/12/2014 Dr.E.J.Sarma/ocm/2014 7
  •  Conviction is strong belief that this is good for me  Once people think through, the determination  to change happens  Unless there is conviction that change will impact positively there will not be any action  It may be good to have over 70% in this category to begin with when the project is few months of initiation 4/12/2014 Dr.E.J.Sarma/ocm/2014 8
  •  Depending on the conviction people take steps to act  To participate in change  Have the list of things expected of people  Is it new skilling, behavior modification, cultural change enterprise wide etc  And bucket people in each category and have action steps for each category  This will ensure acceleration 4/12/2014 Dr.E.J.Sarma/ocm/2014 9
  •  The out come then is in seeing the change process being accelerated and absorbed by everyone 4/12/2014 Dr.E.J.Sarma/ocm/2014 10
  •  Level 1-High-involvement - includes those commit unquestionably. engaged fully, lead the efforts  Level2-moderate involvement - still having some doubts. But will commit once there is some visibility of positive outcome of changes that were projected in step 1 through 5  Level3- low involvement- still unsure hesitating and waiting 4/12/2014 Dr.E.J.Sarma/ocm/2014 11
  • 4/12/2014 Dr.E.J.Sarma/ocm/2014 12