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Change management
 

Change management

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A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.

A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.

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    Change management Change management Presentation Transcript

    • Change Management
    • Introduction...I have a Dream!
    • Paradigm Pioneers People who:  Imagine new possibilities  Spot new opportunities  Adapt old ideas and information  Change existing practices  Plan for the new order  Take the necessary action www.managementstudyguide.com3
    • It all starts with Questions.. What? Why? Why Where How? Who? Who When Where? When? What HowRemi ADESEUN 4
    • Key Questions...What? What is Change? What is Change Management? What are the Best Practices in Change Managent? Remi ADESEUN
    • Key Questions...Why? Why do we need Change? Why manage Change? Why does Change Management fail?Remi ADESEUN
    • Why Do Organizations Need Change1 To Create what is not 2 To Improve what is there through Driven there through by vision Determined by market forces www.managementstudyguide.com
    • Key Questions...How? How do we know where we are? How do we decide where we want to be? How do we get there?Remi ADESEUN
    • Getting to the “How”Outside-In (Pharmacy & Inside-Out (Pharmacy &Pharmacists) Pharmacists)• What do the People Think? • What do we know?• What do the People Want? • What Should we know?• What do the People Need? • What do we do? • What should we do?Other Climes (Pharmacy & Other Tribes (Pharmacy &Pharmacists) Pharmacists)• How do others do it? • What do we think of you?• How are they regulated? • What do we think you• How are they perceived? should do?• How are they rewarded? • What is the best way we can work together?
    • Key Questions...Who? Who will lead the change? Who will be the change agents? Who are the potential change obstacles?Remi ADESEUN
    • Key Questions...When? When is a good time? When is the right time? When is the best time? Remi ADESEUN
    • When Is Organizational Change Inevitable? Gliecher’s Equation  Organisational dissatisfaction [D]  Vision for the future [V]  Possibility of immediate tactical action/ first steps [F] When D x V x F > Resistance to change Then, organisational change becomes acceptable www.managementstudyguide.com 12
    • The Change Cycle Phase 4 Phase 1 Denial Commitment Phase 2 Phase 3 Resistance Exploration
    • In the final analysis.. Change Management is about..
    • 4 Levels of Commitment1.Political2.Intellectual3.Emotional4.Spiritual
    • 10 Leadership Competencies forWinning Commitment Intellectual  Spiritual 1. Insight 1. Rendering 2. Vision Significance 3. Story telling 2. Enacting Beliefs 4. Mobilising 3. Centering Emotional 1. Self-Awareness  Summary 2. Emotional 1. IVSM Engagement 2. SEF 3. Fostering Hope 3. REC
    • Implementing an EffectiveChange Program Agree on the  Motivate People Implementation Strategy  Be Prepared for Conflict Agree on the Time Frame  Be Willing to Negotiate Plan for Implementation  Anticipate Stress Set up a Team of  Build Skills Stakeholders  Build in Capacity for Establish Good Project Learning Management  Remember Change is Personalise the Case for Discontinuous Change  Monitor and Evaluate Promote Participation Tackle Known Blocks to Progress Remi ADESEUN
    • Dos and Don’ts of an EffectiveChange ProgramDos Don’ts Appreciate the depth of  Don’t get lost in potential resistance to change. Select priorities for change detail or lose sight of Plan to deliver early tangible the vision results and publicise successes to build momentum and  Don’t mise on support resources for training Involve key stakeholders at and communication every step of designing and implementing change Ensure Top Management sponsors, and is fully commited to, the agreed implementation Remi ADESEUN
    • Drawing Lessons from BusinessProcess Reengineering Develop the Vision-  Establish Key Think Big Performance Establish a Steering Indicators or Committee Baselines Prepare the  Redesign the Process Organisation for  Plan the Change Implementation Analyse Existing  Monitor and Evaluate Processes Progress Remi ADESEUN
    • Leading Change Establish a Sense of Urgency Create a Guiding Coalition Develop a Vision and Strategy Communicate the Change Vision Generate Short-Term Wins Consolidate Gains Anchor & Institutionalise the ChangeRemi ADESEUN
    • Change Management  ... about “getting there’  ... about “navigating the journey”  planning and designing the components of the change program  managing the implementation of the program, and the process of change, to minimise disruption and maximise benefits  continuously monitoring progress and fine-tuning the change journey as required www.managementstudyguide.com21
    • Common Causes of Failure Underestimating Peoples attachment to Status Quo Not having the right reasons for change Not making fundamental changes to the way things are done Poor redesign of processes Introducing technology in isolation Not involving Key Stakeholders at every stage
    • Paradigms are mental Paradigms and Changeboundaries built around rules, concepts, assumptions and practices The earth is a living being. The earth is a The earth is a planet. sphere The earth is flat. www.managementstudyguide.com
    • Importance of change to individual When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind:  Principle1- Different People React Differently To Change  Principle2- Everyone Has Fundamental Needs That Have To Be Met  Principle3- Change Often Involves A Loss, And People Go Through The "Loss Curve“  Principle4- Expectations Need To Be Managed Realistically  Principle5- Fears Have To Be Dealt With www.managementstudyguide.com24
    • How do people react to change? Here are some thoughts that might be expressed by someone passing through the "bad news" curve: Oh no! It cant be true! You cannot be serious!!! Can we sort this out some other way? Thats it - after 20 years of service they want me to... Am I going to be part of this? Yes, I can live with this - its not bad really. www.managementstudyguide.com25
    • Getting it Right The Right Spirit  The Right People The Right Attitude  The Right The Right Envinroment Questions  The Right Time
    • Coping with Change They see the purpose of They see the changing purpose of changing They are convinced about theare They purpose convinced about the purposeExperiments conducted by Stanfordpsychologist Leon Festinger show thatpeople change their mindset only when: 27
    • How Ready Am I For Change?28
    • Conclusion “There is nothing more difficult to take in hand, more perilous to conduct or more uncertain in its success, than to take the lead in the introduction of a new order of things.”- The Prince by Niccolo Machiavelli.
    • Thank You!Contact Information:Remi ADESEUNChairmanRodot Group.Healthcare.Water Technology.Architecture.Consulting08057713769/07065156473r.adeseun@rodot.orgkojere@yahoo.com