1.
Ground Rules

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Keep Phones ON!

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Agenda Agenda Presentation

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Feedback

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Introduction to Technologies

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Photo/Video Introduction to Technologies

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Introduction to Social Media “Nameshapers model”

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the Steps

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ConfusionConcerns

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Create

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Customise

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Communicate

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Communicate

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Control

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Confusion ConcernsControl Create Communicate Customise

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Why use it?

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Why use it?

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retweet tweet CommunicatePhoto #hashtag link

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Control

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Control

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My organization must change/adapt/dothings differently to remain competitive.

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My organization must change/adapt/dothings differently to remain competitive.My organization will become irrelevant if itdoes not change.

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My organization must change/adapt/dothings differently to remain competitive.My organization will become irrelevant if itdoes not change.My organization approaches changeeffectively.

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My organization must change/adapt/dothings differently to remain competitive.My organization will become irrelevant if itdoes not change.My organization approaches changeeffectively.I will become irrelevant if I do not change.

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My organization must change/adapt/dothings differently to remain competitive.My organization will become irrelevant if itdoes not change.My organization approaches changeeffectively.I will become irrelevant if I do not change.I will be less competitive as a doctor if I donot change.

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My organization must change/adapt/dothings differently to remain competitive.My organization will become irrelevant if itdoes not change.My organization approaches changeeffectively.I will become irrelevant if I do not change.I will be less competitive as a doctor if I donot change.I manage change effectively.

27.
Resisting Change?

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Why does change occur?

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Why does change occur? Change =(Dissatisfaction x Vision x Process) (Collins & Devanna 1992)

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Kotters 8 Elements

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Create UrgencyIdentify potential threats, and developscenarios showing what could happen in thefuture.Examine opportunities that should be, orcould be, exploited.Start honest discussions, and give dynamicand convincing reasons to get people talkingand thinking.Request support from customers, outsidestakeholders and industry people tostrengthen your argument.

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Form a Powerful Coalition Identify the true leaders in your organization. Ask for an emotional commitment from these key people. Work on team building within your change coalition. Check your team for weak areas, and ensure that you have a good mix of people from

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Create a Vision for Change Determine the values that are central to the change. Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization. Create a strategy to execute that vision. Ensure that your change coalition can describe the vision in five minutes or less. Practice your "vision speech" often.

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Communicate the Vision Talk often about your change vision. Openly and honestly address peoples concerns and anxieties. Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision. Lead by example.

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Remove ObstaclesIdentify, or hire, change leaders whosemain roles are to deliver the change.Look at your organizational structure, jobdescriptions, and performance andcompensation systems to ensure theyre inline with your vision.Recognize and reward people for makingchange happen.Identify people who are resisting thechange, and help them see whats needed.Take action to quickly remove barriers

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Create Short-term Wins Look for sure-fire projects that you can implement without help from any strong critics of the change. Dont choose early targets that are expensive. You want to be able to justify the investment in each project. Thoroughly analyze the potential pros and cons of your targets. If you dont succeed with an early goal, it can hurt your entire change initiative.

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Build on the ChangeAfter every win, analyze what went rightand what needs improving.Set goals to continue building on themomentum youve achieved.Learn about kaizen, the idea of continuousimprovement.Keep ideas fresh by bringing in new changeagents and leaders for your change coalition.

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Anchor the ChangesTalk about progress every chance you get.Tell success stories about the changeprocess, and repeat other stories that youhear.Include the change ideals and values whenhiring and training new staff.Publicly recognize key members of youroriginal change coalition, and make sure therest of the staff - new and old - rememberstheir contributions.

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Human behavior and phases in change Process

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Why are people“Stability Seeking?”

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4 phases of a Change ProcessAlertnessUnderstandingAcceptance you need to focus on becoming a manager of each phaseAction

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The Change ProcessInformation ConcernsPersonal ConcernsManagement/Implementation ConcernsImpact ConcernsCollaboration ConcernsRefinement Concerns

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Information concernsWhat is the change?Why is it needed?What is wrong with the way things are now?How much and how fast does the institutionneed to change

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Personal ConcernsHow will the change impact me personallyWhats in it for me?How will i find the time to implement thechange?How it will affect my role in the institutionDo i have to learn new skills

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Management/ ImplementationWhat do i need to do? (in what sequence)Do we have the resources?What happened if it doesn’t work out asplanned? (who can help?)What other processes and systems willchange?Is what we are experiencing typical?Is the timeline appropriate?

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Impact ConcernsAre we making progress? Are things gettingbetter? In which areas?Is the effort worth it?

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Collaboration ConcernsWho else should be involved?What more can I do to help implementchange?How can we involve others in what we aredoing?

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Refinement ConcernsHow can we make the change even better?What else can we change to get even morebenefits?

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Successful Change Happens when....

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Successful Change Happens when....People have an opportunity to express their concerns and influence how the change is

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Your Role?

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Your Role?Information ProviderRole ModelFacilitatorAssessorPlannerResource Developer

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and one more....

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and one more....Change Agent ;o)

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Members of a Change team Problem knowers Problem Solvers Resource Controllers Decision Makers

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Problem KnowersIndividuals familiar with the people andprocesses, situations, history etc.Critical in helping define and clarify theprecise nature of the problem that requireschangeOften intimately invested in what needs tobe changed, so they may not always besupportive of change

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Problem SolversPeople with creativity and innovative thinkingGenerate ideas and possibilities-BrainstormingOften valuable to have people from outsidethe domain

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Resource ControllersPeople with access to or control overresources needed for implementing a solution teachers, space, money, expertise, technology, coordination

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Decision makersthe people who have final authority orapprovalCan kill months of works in a few minutesKeep them involved and informed

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Leading the ChangeGet the right people on the teamPay attention to the interpersonal dynamicsof the teamCommunicate communicate, communicate