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Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
Behave For A Change Presentation For Web
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Behave For A Change Presentation For Web

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  • Transcript

    • 1. Behave for A Change Office of State Personnel
    • 2. Today’s Discussion
      • The Change Situation
      • Change and Transition
      • Why People Resist Change
      • Kotter’s 8 Stages
      • Popular Mistakes
    • 3. The Change Situation
      • Change hasn’t changed
      • Change upsets our understanding of the the reality of things
      • Change requires risks
      • Change unhinges us – it requires new behaviors
      • Change threatens us on all levels
    • 4. Change…
      • Is a process, not an event
      • Is made by individuals, then organizations
      • Is a highly personal experience for those involved
      • Involves gradual growth in feelings and skills
    • 5. It Isn’t the Changes That Do You In... It’s the Transitions
      • Change is situational
        • Move to a new site
        • Reorganization of roles on the team
        • Revisions to the pension plan
      • Transition is psychological
        • Has an emotional, feeling component
    • 6.
      • The Ending
        • Begin with the ending
        • Letting go; identify and acknowledge the loss
        • Give people something to take with them
      • The Neutral Zone
        • Opportunity, creativity, learning, involvement
      • The New Beginning
        • Develop new identity
      3 Phases of Transition
    • 7. Why Do People Resist?
      • Feel they will suffer
      • Organization does not communicate clearly
      • Perceive more work with few opportunities
      • Required to give up ingrained habits
      • Organization lacks adequate rewards
      • Organization lacks sufficient resources
      • Solicit employee input
      • Script a clear, logical message
      • Provide rewards and incentives
      • Identify new behaviors to support the change
      • Develop rewards aligned with the change
      • Prioritize work based on available resources
    • 8. Why Do People Resist?
      • Loss of job security
      • Employees harbor unresolved resentments
      • Change has poor introduction
      • Organization has poor internal communication
      • Communicate how employees and the organization will benefit from renewed relevance
      • Allow employees to express their grief
      • Acknowledge missteps; reaffirm commitment and clarify expectations & timeline
      • Delegate communication tasks to one person/team
    • 9. Producing change
      • Is 80 percent leadership- establishing direction, aligning, motivating, and inspiring people-
      • And 20 percent management - planning, budgeting, organizing, and problem solving
      Unfortunately, in most of the change efforts, these percentages are reversed
    • 10. What is change management?
      • A structured process and set of tools
      • for leading the people side of change.
    • 11. Change Management Improves Your Odds
      • More than 70% of change efforts fail because of failure to focus on people issues
      • Why change efforts fail:
        • Resistance to change 82%
        • Inadequate sponsorship 72%
        • Unrealistic expectations 65%
        • Poor project management 54%
        • Inadequate business case 46%
        • No change management program 43%
    • 12. Kotter’s 8 Stages of Change Management
      • Increase Urgency
      • Build the Guiding Team
      • Get the Vision Right
      • Communicate for Buy-In
      • Empower Action
      • Create Short Term Wins
      • Don’t Let Up
      • Make Changes Stick
    • 13. Stage 1: Increase Urgency
      • Raise a feeling of urgency so folks say-
      • “let’s go”!
      • What Works:
      • Show others the need for change [use valid information and data]
      • Never underestimate how much complacency, fear and anger may exist
    • 14. Stage 2: Build the Guiding Team
      • Form a group that has the capability
      • to guide the change process
      • What Works:
      • Showing enthusiasm and commitment
      • Modeling trust and teamwork
    • 15. Team Functions
      • Task Orientation – Set clear and simple goals.
      • Roles - Assign a unique job to each team member.
      • Share Ideas – Brainstorm methods
      • Feedback – Share positive, frequent feedback on progress
      • High Expectations – Challenge team members to produce the best work possible
    • 16. Managing Team Meetings
      • Call meetings only when they are needed
      • Invite only only those persons needed
      • Keep meetings on track
      • Prepare an agenda
      • Make your goal a short meeting
    • 17. Stage 3: Get The Vision Right
      • Create the right vision and strategies
      • to guide action
      • What Works:
      • Trying to see -literally- possible futures
      • Vision so clear- it can be articulated in one minute or written on 1 page
    • 18. Stage 4: Communicate for Buy-In
      • Communicate change vision and strategies to
      • create understanding and buy-in
      • What Works:
      • Keeping communication simple and heartfelt- not complex and technical
      • Know what your folks are “feeling”
      • Speak to anxieties, fear, confusion, anger
    • 19. Communicating the Change
      • Identify the what and why of the change.
      • Target specific results.
      • Don’t dump information on people.
      • Welcome questions and feedback.
      • Acknowledge the feelings associated with the change
    • 20. Communication Tips
      • Give constructive feedback. 
      • Be tolerant of mistakes.
      • Praise in public, criticize in private.
      • Once you've delegated, never take it back (except in impending disaster!)
    • 21. Remember this… SHOW ME I might remember INVOLVE ME I will never forget TELL ME I will forget
    • 22. Stage 5: Empower Action
      • Deal effectively with obstacles that block
      • action.
      • What Works:
      • Find folks with change experience who can state “we won and you can too”
    • 23. Stage 6: Create Short-Term Wins
      • Produce short-term wins to energize the change
      • helpers, enlighten pessimists, defuse cynics
      • and build momentum
      • What Works:
      • Early wins that come fast
      • Wins that are visible to as many people as possible
      • Wins that speak to powerful players whose support you need but do not yet have
    • 24. Stage 7: Don’t Let Up
      • Continue with wave after wave of change,
      • not stopping until the vision is a reality
      • What Works:
      • Looking for ways to keep the urgency up
      • As always- show ‘em, show ‘em, show ‘em
    • 25. Stage 8: Make Change Stick
      • Be sure the changes are embedded so
      • that the new way of operating will stick
      • What Works:
      • Not stopping at Step 7- it isn’t over until the changes have roots
    • 26.
      • The Four Most Popular Mistakes for Failure
    • 27. Writing A Memo Instead of Lighting A Fire
      • Change efforts fail at the first critical step - establishing a sense of urgency
      • Too often leaders launch their initiatives by calling a meeting then expect people to “buy-in”
    • 28. Talking Too Much and Saying Too Little
      • Most leaders under-communicate their change vision by a factor of 10
      • An effective change vision must include new, aligned behaviors on the part of senior executives
      • Leading by example
      • People watch their bosses very closely
      • Inconsistent behavior by a manager fuel the cynicism and frustration
    • 29. Declaring Victory Before the War Is Over
      • It is important to celebrate results but underestimating the difficulty and duration of organizational transformation can be catastrophic
      • If you settle for too little too soon, you will probably lose it all
      • Celebrating incremental improvements is good to mark progress and sustain commitment - but don't forget how much work is still needed
    • 30. Looking For Villains In All The Wrong Places
      • The perception that organizations are filled with managers who resist all change is not only unfair but untrue
      • People at every level are engaged in change processes
      • That's why it is crucial to build a guiding coalition that represents all levels of the organization
    • 31. Points to Remember
      • Change takes time and persistence
      • Individuals go through stages in the change process
      • Individuals have different needs at different stages
      • Successful change efforts require planning, organization, resources and action
      • Change is more likely to occur when a team is given responsibility for managing implementation
    • 32. References
      • Kotter, John P., (2002) The Heart of Change , Real Life Stories of How people Change Their Organizations
      • Bridges, William (2003) Managing Transitions: Making the Most of Change 2 nd edition
    • 33. Good Luck !

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