The document outlines a change management plan for an organization called CCW involving weavers. It discusses analyzing the weavers' behaviors and motivating them through the change process. It identifies early adopters and provides strategies to diffuse the change through social networks over multiple phases, including recognizing needs, building commitment, and addressing power dynamics. The plan aims to make the weavers more productive and profitable through behavioral changes to ensure the long-term viability of CCW.

1. Pro Bono Consulting project Tanushree Jana

2. Table of contents Objectives Pricing Analysis Organizational Behavior Analysis Financial Analysis Conclusion

4. Identify operational or structural difficulties

5. Present mitigation alternatives

6. 3 approaches:Pricing Strategy Behavioral Analysis Financial Statements

7. 3. ORGANIZATIONAL BEHAVIOR

8. Are you ready to lead a change? Desirable state of mind for the change leader

9. The cycle of change 1 Random incidents Waning activities Integration Recognition Initial actions Implementation

11. It started with the intension of bringing about a change in the way the weavers have been working all this while.

12. You as a leader put thought into it to find out why this change it needed. You realized thatWeavers need to adapt their weaving style and patterns to the new styles of the market Weavers need to adhere to quality control mechanisms to get a better margin in the market

14. You need to study and understand your weavers before you build a caseWhat is the pattern of your change agents and where is your tipping point? What kind of potential resistance exits? What kind of social network exists in your organization? What are the weavers’ intrinsic and extrinsic motivations to weave with CCW and in general? Do they identify with CCW? What are your and their sources of power ? How can you influence your employees?

16. The XL sheet has details of which weaver belongs to which class.

17. How to diffuse the change across these categories of change agents?

18. We recommend you start with appreciative enquiry. Ask the weavers ‘When was it that you were at your best’ and the his answer should make you say and feel ‘Oh wow, is that so’.

19. Be ready to hear a lot of lashing out as the change takes place. The leader like Lord Shiva will need to digest a lot of poison before the Amrut comes out.

20. Innovators:+ Love new things. Any new idea excites them. + Start with them. + Speak to them individually in an informal setting about the change + Get them involved in planning the change and pilots.

25. Show them the dream (Intrinsic)

28. Start with the weavers whose goals are aligned and those who are innovators or early adopters.

29. Give them resources and ability to achieve the common goals.

31. Influence: process by which one party attempts to change the attitudes and beliefs of others+ This and the next two slides analyze your and the weavers’ powers. + It also gives insights into how can you build your power, fight their power and influence them

41. Determine how will you measure success, based on what parameters. Examples: no. of sarees woven in x number of days, of y number of knots, with z number of defects.

44. Keep enough time and space for contingencies

46. Showcase the wins in public

47. Follow up on targets

48. Create a structured, consistent environment

49. Make clear decisions / contracts

50. Make the key stake holders feel the ownership

52. Observe if the change is no longer new but is now a norm

54. 5. CONCLUSIONS

56. Use both intrinsic and extrinsic motivation techniques. The former are more effective

57. Build your power base

59. This, combined with some structural and financial adjustments, could lead to the viability of the organization.

60. The entire change management process will take a longer time perhaps 2-3 years.