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Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
Change%20 Management%20 June%202005
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Change%20 Management%20 June%202005

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  • 1. How Does Change Affect Individuals? We need full commitment from employees during change…yet… It can be stressful, and signs of the affects of change on people begin to surface. Even in a positive change…. It is still hard for people to adjust and adapt. Often organizations are so intent on implementing change that they fail to pay attention to how the people are feeling. When the human side of change is left unmanaged, many effects begin to surface. People will react to change in a variety of ways. We forget that what we create we own!
  • 2. Change Management Theories Old Style of Change ….The Installation Method: Pl Ins an t- ***Fix & Repair…Frenzy Phase*** all New Style of Change…The Implementation/ Engagement Method: Plan…engage as many Implement Follow involved as possible! Together! up...check in...adjust Page 2 of 11
  • 3. New Change Theory: If there is more than one way to do it and you want high commitment from staff….then engage them in the Change Process! Dick Axelrod, author of Terms of Engagement & the Conferencing Model Be Engaging and Pro-Active …. Engage Staff: Use The Change Tools! Collaborate with staff on what the vision or ideal state for the change should be where we are now and how to get there with the least amount of noise… French and Bell Tool ….then engage staff to identify problems and develop contingencies… Action Planning Tool Check in with staff to facilitate current reality and/or further dialogue as to how well the change is going then making adjustments accordingly. Force Field Analysis Tool Page 3 of 11
  • 4. Our Changing World We hear it all the time. The amount of change in our world is almost overwhelming. The way we live and the way we work are in a constant state of flux. Advances in technology and communications, along with major shifts in political and economic climates, are forcing us to change. With change comes an increasing volume of information to absorb process and retain. At the same, we need to keep reshaping the way we do things, shifting and flexing to fit our rapidly changing world. Here are some quotes that emphasize the magnitude of the change: “There has been more information produced in the last 30 years than during the previous 5,000. A weekday edition of the New York Times contains more information than the average person was likely to come across in a lifetime in 17th century England. The information supply available to us doubles every five years.” - Richard Saul Wurman, Information Anxiety “Computer power is now 8,000 times less expensive than it was 30 years ago…if we had similar progress in automotive technology, today you could buy a Lexus for about $2. It would travel at the speed of sound and go about 600 miles on a thimble of gas. - John Naisbitt, Global Paradox. Page 4 of 11
  • 5. Types of Change: Cyclical…Structural….Transformational Cyclical Characteristics Examples Things ramp up, then Year-end budget they settle back down preparation “Flavour of the month” Reactive initiatives that changes (although never “catch on” they may not start out that way). Tax season Peak of activity then back to normal eventually Page 5 of 11
  • 6. Structural Characteristics Involve significant reorganization. Examples Solutions are found (and Re-engineering projects can be predicted) by and work process looking to the past. reviews Change often comes Downsizing initiatives from the outside to make an existing system Flattening of better. organizations. Page 6 of 11
  • 7. Transformational Characteristics No going back. Major and profound shifts in organization philosophy, direction and culture. Can’t find the solutions by looking to the past. New elements are introduced that have not existed previously. Examples Transformation of whole industries: i.e. health care, education Moving from a product- oriented to a customer- oriented business: i.e. Retail store moves to a mail order business. Page 7 of 11
  • 8. Differences between change and transition Change Transition External Internal Situational Psychological Event-based Experience-based Defined by outcome Defined by process Can occur quickly Always takes time Example…Geographical Move… The change is the relocation itself; it involves packing dishes, getting a mover, selling your home, and taking an airplane trip. The transition involves all the confusion, distress, and excitement that you and your family go through. Whereas changes are always unique to the situations in which they take place, transitions show a remarkable similarity, one to another. Page 8 of 11
  • 9. Transition often begins before the actual change takes place….. Rumours usually abound “Something is up!!” usually gets out first Results in … Increased uneasiness Gradual decrease in productivity Bad memories from previous changes We are all different with regards to where we are in managing transitions Page 9 of 11
  • 10. Stress! How Change Affects Individuals… S hell Shock T urmoil R esistance E nergy Drain S elf-Absorption S abotage Page 10 of 11
  • 11. References & Reading List: Several FHA Change Courses…See Calendar Barrentine, Pat, “When the Canary Stops Singing: Women’s Perspectives on Transforming Business”, Berrett-Koehler Publishers Inc., San Francisco, 1993. Bridges, William & Associates, “Organizations in Transition”, Summer 1992, Volume 5, No. 3. Bridges, William, “Transitions: Making Sense of Life’s Changes”, Addison- Wesley Publishing, Reading, Massachusetts, 1980. Bridges, William, “Managing Transitions: Making the Most of Change,” Addison- Wesley Publishing, Reading, Massachusetts, 1991. Bridges, William, “Surviving Corporate Transition”, William Bridges and Associates, Mill Valley, California, 1988. Conner, Daryl, “Managing at the Speed of Change:, Villard Books, New York, 1993. Covey, Stephen, “Living the Seven Habits: Applications and Insights”, 1992. Kepner-Tregoe, “ Rational Man” for Change Tools Land, George and Jarman, Beth, “Breakpoint and Beyond”, Harper Business, 1992. Mainstream Access Corporation, “Establishing You, Inc.”. Toronto, Ontario, 1992. Metcalf, C.W. “Humor, Risk and Change”, Fort Collins: C.W. Metcalf & Co., 1986. Noer, David M., “Healing the Wounds”, Jossey-Bass Publishers, San Franscisco, 1993. Smye, Marti, “You Don’t Change a Company By Memo”, Key Porter Books Limited, Toronto, 1994. The Wyatt Company, “Best Practices in Corporate Restructuring”, 1993. . Page 11 of 11

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