Lessons learnt from change management research and practice Maria Vakola, PhD Assistant Professor Athens University of Economics and Business

You have to be the change you want to see ( Mahatma Gandhi ) His actions spoke much louder than any words How do you communicate change in your organization? Publications, communication campaigns and training programs can certainly introduce and explain the change

His actions spoke much louder than any words

How do you communicate change in your organization?

Publications, communication campaigns and training programs can certainly introduce and explain the change

You have to be the change you want to see ( Mahatma Gandhi ) But only when top management “become s the change they want to see” in the organization will anybody else believe the change message The concept of ‘ rolled up my sleeves ’ As a leader, manager, or HR specialist, ask yourself: “Have I become the change I want to see in this organization?” Has our postgraduate course transformed you in a change agent?

But only when top management “become s the change they want to see” in the organization will anybody else believe the change message

The concept of ‘ rolled up my sleeves ’

As a leader, manager, or HR specialist, ask yourself: “Have I become the change I want to see in this organization?”

Has our postgraduate course transformed you in a change agent?

Lewin’s model

The ‘silence’ factor When your opinion is not valued When nothing is changing When your supervisor thinks you are a troublemaker When your supervisor thinks that you are after his/her position When you talk about the hard facts in the corridor

When your opinion is not valued

When nothing is changing

When your supervisor thinks you are a troublemaker

When your supervisor thinks that you are after his/her position

When you talk about the hard facts in the corridor

Arrogance The big ‘ego’ problem If you don’t listen, you don’t learn Therefore, you don’t change Think of the organizations that their branding will carry them on forever The rest of the people has to change, not me

The big ‘ego’ problem

If you don’t listen, you don’t learn

Therefore, you don’t change

Think of the organizations that their branding will carry them on forever

The rest of the people has to change, not me

A very common excuse… Think of a change in your organization. R epeat the following 5 words out loud without thinking about it too much: "We can’t do that here” Listen carefully to which of the five words you or your people stress – if it ’ s: We – you/ they are worried about your/ their Identity Can’t – you/ they are worried about their beliefs and values Do – you/ they are worried about their skills That – you/ they are worried about th is change Here – you/ they are worried about your/their organization (culture, processes, values etc)

Think of a change in your organization. R epeat the following 5 words out loud without thinking about it too much:

"We can’t do that here”

Listen carefully to which of the five words you or your people stress – if it ’ s:

We – you/ they are worried about your/ their Identity

Can’t – you/ they are worried about their beliefs and values

Do – you/ they are worried about their skills

That – you/ they are worried about th is change

Here – you/ they are worried about your/their organization (culture, processes, values etc)

The three Hs Their heads - share with them the facts, why there is a need for change, what are the advantages, what’s the plan etc. Their hearts - remember that people share their knowledge and creativity in a trusted environment; they need to feel that they are valued, that they belong, and that they have joined the right company etc. Their hands - share with them what their role will be in the new organisation, what behaviours will be expected from them, how will the change a ffect their daily lives etc.

Their heads - share with them the facts, why there is a need for change, what are the advantages, what’s the plan etc.

Their hearts - remember that people share their knowledge and creativity in a trusted environment; they need to feel that they are valued, that they belong, and that they have joined the right company etc.

Their hands - share with them what their role will be in the new organisation, what behaviours will be expected from them, how will the change a ffect their daily lives etc.

Thanks for your attention