A course on how important organizational change is to the company and the employees

1. Organizational Change
Steven Sunder, BS
Sunder Vision Solutions

2. Organizational Change
 Change would be easy if it weren’t
for all the people.
 People don’t resist change; they
resist being changed.

3. Changes You’ve Experienced
CHANGE What did you do to manage the change?
1.
2.

4. Giving Others Control Is
Accomplished By A
Number Of Ways
 Involvement in decision making
 Communication, communication,
communication
 Consistency and alignment between values
and actions by leadership
 Recognition of the contributions and efforts
people make
 Making it safe for people to take risk, to
voice concerns and to speak the truth

5. Managing change
is enabling others
to have a sense of
control in the
process of change.

6. The vision, goals and values in
the strategic plan are the
starting point for change.
•The goals are the path.
•The vision is the destination.

7. The Value Of Having A
Vision Is That It Can
Lead People Toward
Their Future
 Discuss the vision frequently.
 Define steps toward the vision.
 Identify how individuals can make a
difference and contribute to
achieving the vision.

8. Motivating People
 People at work want to do their best.
Yet many leaders assume the opposite.
They assume that people basically don’t
care, and that they need to be watched
carefully to make sure they work.
 The new leader motivates people by
getting them involved in the tasks that
need to be done. He or she uses the
desire of people to do their best.

9. What Motivates People
VALIDATION
 Respect for employees
 Flexibility to meet personal needs
 Encouraging learning, growth and new skills
INFORMATION
 Knowing “why” things are being done
 Inside information about the company
PARTICIPATION
 Having control over how they do their work
 Involvement in decisions that affect them

10. Add New Motivators To Your
Workplace
Validation:
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____________________________________________________
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Information:
____________________________________________________
________
____________________________________________________
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Participation:
____________________________________________________
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11. Current
State
Transition
State
New
State
 Equilibrium
 Comfortable
 See need for
change
 In conflict with
need for
change
 Uncomfortable
 Chaotic feeling
 Emotional
stress
 Undirected
energy
 Past highly
valued
 Conflict
increases
 Loss of control
 Question value
of the change
 Abiguity
 Uncertainty
 Renewed
Energy
 Sense of
direction
 Future
 Recognize
value of
the change



12. How to Lead and Support Others
Through The Process of Change
Everyone is in different stages of change.
Condition Approach
Denial Listen. Prevent isolation;
provide/develop stress
management approaches.
Anger Listen. Acknowledge
grounds for anger, move to
problem solving.
Sense of chaos Listen. Acknowledge chaotic
state.
Depression Listen. Focus on future and
letting go of past.
Resignation Allow to move at own pace.
Readiness to accept change Provide direction and
guidelines. Redefine career,
roles and identities.

13. Reward Attempts, Not Just
Achievements.
There will be mistakes made during changes. How you respond to them will be
important in maintaining employee involvement. Each mistake represents a
potential for learning. Your job is to focus employees on the learning aspect of
the mistake. Ask what they will do in the future to prevent the mistake from
happening again. Provide positive reinforcement to their ideas and give them
your support to try again.
One way to reduce damage from mistakes is to have regular debriefs. This is
especially important during changes.

14. The vision, goals and values in the strategic
plan are the starting point for change.
•The goals are the path.
•The vision is the destination.
Managing Change

15. Managing Change
The Value Of Having A Vision Is That It
Can Lead People Toward Their Future
• Discuss the vision frequently.
• Define steps toward the vision.
• Identify how individuals can make a difference
and contribute to achieving the vision.

16. Managing Change
Managing change is enabling others
to have a sense of control in the
process of change.

17. Managing Change
Giving Others Control Is Accomplished
By A Number Of Ways
• Involvement in decision making
• Communication, communication, communication
• Consistency and alignment between values and
actions by leadership
• Recognition of the contributions and efforts
people make
• Making it safe for people to take risk, to voice
concerns and to speak the truth

18. Managing Change
Steve Sunder can be contacted at:
C: 602.524.1169
E: steve@sundervisionsolutions.com
W: http://sundervisionsolutions.com/