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New approach to change management

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this is version 1.1 of the new methodology on change management. more versions as i research more and pick my brain …

this is version 1.1 of the new methodology on change management. more versions as i research more and pick my brain
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  • 1. D R . E . J . S A R M A A P R I L - 9 - 2 0 1 4 New model for managing change
  • 2. 8-step-AAiDCCAR- organization change model 4/17/2014Dr.E.J.Sarma/ocm/2014 Attention Awareness Interest desire Comprehension conviction Action Result
  • 3. Attention 4/17/2014Dr.E.J.Sarma/ocm/2014 3  In any change effort there has to be a compelling reason  It is not enough if this remains in the mind of the CEO  Let us create some rules:  Rule no 1:  If you want other's to pay more attention to you, you have to have a strong reason and be interesting, Arouse curiosity  Rule no 2:  That reason has to be powerfully communicated to catch the attention of every one who can influence change process and acceleration  Rule no 3: • Communicate directly • Use the story telling • Abundant seminars • Use Multiple channels • Repeat and repeat the message
  • 4. Awareness 4/17/2014Dr.E.J.Sarma/ocm/2014 4  What is awareness?  Awareness is the state or ability to perceive, to feel, or to be conscious of events, objects, or sensory patterns. In this level of consciousness, sense data can be confirmed by an observer without necessarily implying understanding. More broadly, it is the state or quality of being aware of something.
  • 5. Awareness 4/17/2014Dr.E.J.Sarma/ocm/2014 5  Fundamentally, engaging people on complex concepts and information is difficult!  Picking a single „hook‟ or outstanding benefit can be challenging.  Large groups of people are unlikely to be interested – so by keeping the target pool smaller easier to get attention and awareness  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
  • 6. Paradigm shift-Here is what makes people suddenly change their behavior 4/17/2014Dr.E.J.Sarma/ocm/2014 6  I was travelling in local train in Mumbai with my 3 young kids at night  This last train had few travelers returning home and immediately they tried to sleep once they entered  The kids were jumping all over making noise  Few passengers told me to silence the kids as they were disturbing the sleep. Some even shouted at me, saying how incompetent father I am and was unable to discipline the kids
  • 7. Paradigm shift 4/17/2014Dr.E.J.Sarma/ocm/2014 7  That is when I told them that I can‟t scold the kids because I was in grief as we had just returned from the hospital where my wife died and the kids were not able to comprehend the tragedy  This had dramatic effect on the very same people and they started asking me if I needed help.Anger vanished and compassion came in  This paradigm shift happened because of the vital information that I shared.  Lesson-Let us not assume that people have the necessary data and information. let us provide it
  • 8. Interest 4/17/2014Dr.E.J.Sarma/ocm/2014 8 • Interest is a feeling or emotion that causes attention to focus on an object, event, or process –includes curiosity and to a much lesser degree surprise. • The power of the story and the reasons for change should be compelling to create enough interest • “Not- changing” attitude 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
  • 9. Desire 4/17/2014Dr.E.J.Sarma/ocm/2014 9  Desire is a sense of longing for a person or object or hoping for an outcome.  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
  • 10. comprehension 4/17/2014Dr.E.J.Sarma/ocm/2014 10   It is hardly a secret that people find most documents very difficult to comprehend and that there are several reasons for these difficulties. The narration is loaded with technical terms that need to be deciphered and memorized. There are complex  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 for next few days and try to convince yourself why Lexus ES 350 is the right car for you.  People just do not buy “change “ instantly  they think about the possible benefits and effort vs rewards
  • 11. conviction 4/17/2014Dr.E.J.Sarma/ocm/2014 11  “if you hold a moral conviction, you believe that this conviction as to what is right vs. wrong is not mere personal preference. You believe that EVERYBODY must conform to the criterion you believe in.-- Skitka et al. (2005, p. 896) cite a quote from psychologists Haidt, Rosenberg, and Hom:  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
  • 12. Action 4/17/2014Dr.E.J.Sarma/ocm/2014 12  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
  • 13. Result 4/17/2014Dr.E.J.Sarma/ocm/2014 13  The out come then is in seeing the change process being accelerated and absorbed by everyone
  • 14. More work to be done ? at 3 levels of engagement 4/17/2014Dr.E.J.Sarma/ocm/2014 14  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
  • 15. 4/17/2014Dr.E.J.Sarma/ocm/2014 15