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Understanding, Initiating and Managing Change by Catherine Adenle

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Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.

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Published in: Business

Understanding, Initiating and Managing Change by Catherine Adenle

  1. 1. Change Management Understanding, Initiating and Managing Organizational Change By Catherine Adenle http://catherinescareercorner.com
  2. 2. 2 Aim By Catherine Adenle http://catherinescareercorner.com This presentation is a collection of ideas, approaches, tips and resources for leaders at all levels leading and driving organizational change or transformation. It lays out a clear roadmap for initiating, driving and achieving change. Leaders see, they feel, they change.
  3. 3. 3 What happens during change and what should be done? Agenda What is change and why change? How can change be introduced and managed? Managing resistance and facilitating ‘buy-in’ during organizational change Best practice and the don’ts of change management Summary, resources and further readings By Catherine Adenle http://catherinescareercorner.com
  4. 4. Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. 4 What is change management? By Catherine Adenle http://catherinescareercorner.com
  5. 5. • “It is not the strongest species that survive, nor the most intelligent, but the ones who are most responsive to change” • Charles Darwin • “Change your thoughts and you change your world” • Norman Vincent Peale 5 Change quotes By Catherine Adenle http://catherinescareercorner.com
  6. 6. • Environment – internal or external factors • Systems • Processes • Culture • Things could be better • Mergers • Acquisitions • Continuous improvement • Take over • Competition • Innovation • Upgrades • New strategy • Outsourcing • Off-shoring • Economy • New technology • Centralization • Restructuring 6 Why change? No change is without a purpose By Catherine Adenle http://catherinescareercorner.com
  7. 7. 7 Few changes over the years Nobody can go back and start a new beginning, but anyone can start today and make a new ending. By Catherine Adenle http://catherinescareercorner.com
  8. 8. 8 A changing perspective By Catherine Adenle http://catherinescareercorner.com
  9. 9. Copyright 20099 Change process Adapted from Kurt Lewin’s Model Unfreeze Stability Refreeze Stability Unfreezing/Change Chaos Unpredictability No control Confusion Loss-Attachment Fear Shock Anger Desired Situation Undesired Situation By Catherine Adenle http://catherinescareercorner.com
  10. 10. 10 Change curve …and 3 support stages Information/Communication Emotional support Guidance/Directions By Catherine Adenle http://catherinescareercorner.com
  11. 11. 11 5 phases of change Only if change managers understand these phases of change, and only if they act accordingly, they will be able to successfully manage change processes without obliterating peoples motivation and commitment. By Catherine Adenle http://catherinescareercorner.com
  12. 12. Facts about change Different people react differently to change. Change often involves a loss, and people go through the "loss curve." Most change succeeds or fails on the cooperation of the people who must implement the change. The key question asked or unasked on everybody’s mind about change is “What’s in it for me?” (known by many as WIIFM.) A “few” people and groups are almost always pivotal to a smooth and effective change implementation. Leadership is the key to successful change management Everyone has fundamental needs that have to be met . A clear plan of action is needed for each group/individual who needs to move up in their support level for the change in order for it to succeed. Communication and support are key ingredients when implementing change. By Catherine Adenle http://catherinescareercorner.com
  13. 13. • What do we need to achieve? • Why? • How? • When? • Who will be affected? • How will they react? • How do we support the people affected? • Do we have the resources to manage the change? • How do we communicate the change and facilitate buy in? • How do we deal with resistance? • What part of the change do we need help with? • How do we know what success is and how is it going to be measured? • After the change, then what? 13 Questions to ask before change By Catherine Adenle http://catherinescareercorner.com
  14. 14. 1 • Build trust – be open and honest 2 • Build a compelling, logical case for organizational change 3 • Match actions and words 4 • Involve the people affected 5 •Communicate a sense of confidence 6 • Repeat your main messages 14 Introducing change? By Catherine Adenle http://catherinescareercorner.com
  15. 15. Assemble the puzzle and walk your way through 15 8 Steps to a successful change 1. Establish a sense of urgency 2. Create a guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture By Catherine Adenle http://catherinescareercorner.com
  16. 16. • Step 1: People start telling each other, “let’s go, we need to change things!” • Step 2: A group powerful enough to guide a big change is formed and they start to work together well. • Step 3: The guiding team develops the right vision and strategy for the change effort. • Step 4: People begin to buy into the change and this shows in their behaviour. • Step 5: More people feel able to act, and do act, on the vision. • Step 6: Momentum builds, as more and more people try to fulfill the vision, while fewer and fewer resist change. • Step 7: People make wave after wave of changes until the vision is fulfilled. • Step 8: People keep behaving in new ways despite the pull of tradition, turnover of change leaders, etc. Each of those steps will help create a new behavior toward change 16 Following the steps: Behaviours By Catherine Adenle http://catherinescareercorner.com
  17. 17. • Do you have a clear definition and vision of what needs to change, why, how and what the benefits of change will be? • Have you assemble your change management team? • Do you have the resources (technical and leadership capacity/bandwidth)to carry through and lead the change? • Have you planned the communication to all stakeholders? Communication becomes critical. • - Communicate only what you know to be true • (not what you speculate). • - Be sure your management approves of what you are communicating before you start communicating. • - Communicate what you do know as soon as you know • - Communicate with your audience in mind. Tailor communications (same facts different emphasis) to each affected group. • - Communicate using multiple mediums (one on one, small group, large group, phone conference, written information, etc.) through focus groups, discussions, presentations, blogs, postings, videos, intranet etc.. • - Be prepared to answer questions. Significant communication should be scripted accompanied by a companion set of questions and answers for all presenters. • - Once you start the communication, cycle back to listening. • - The more resistance, the more you must listen and communicate. 17 Are you ready? By Catherine Adenle http://catherinescareercorner.com
  18. 18. 1. Understand the psychology of organizational change. 2. Think strategically and make your messages clear. 3. Listen. 4. Build engagement. 5. Get the right message to the right audience. 6. Communicate, communicate, communicate. 7. Use the right communication channels. 8. Use story-telling to paint a picture. 9. Make it easy for managers to communicate effectively. 10. Measure results and celebrate success. More on change communication 10 steps to minimize negativity and resistance By Catherine Adenle http://catherinescareercorner.com
  19. 19. 19 Change communication model By Catherine Adenle http://catherinescareercorner.com
  20. 20. Questions to increase engagement • What do you think about this change? • How do you feel about this change? • What do you see your role as in this change? • What is your opinion about this change? • What is your experience with this type of change? • What are you working on and how will you be impacted by this change? • What are your ideas about this change? • Would you change anything about this change? • Why do you think this change is needed (or not)? Important note… Ask these questions and listen. No interruptions. No, “yeah, but…” Nothing. Nada. Zip it. Listen authentically. The group or person you are talking WITH will recognize your sincere intent which establishes connection — the foundation of any successful change. Melissa Dutmers, FAST COMPANY Ask your staff these questions: By Catherine Adenle http://catherinescareercorner.com
  21. 21. CHANGE • External • Organisational • Quicker • More visible • More predictable • Physical • Tangible • Internal • Personal • Slower • Less visible • Less predictable • Psychological • Intangible TRANSITION 21 Change vs. Transition Change is the shift, transition is the process of one state of being to another By Catherine Adenle http://catherinescareercorner.com
  22. 22. Barriers and resistance to change • Fear • Anger • Habits • Negative thinking • Attitude • Culture • Subjectivity • People • Emotions • Poor planning 22 (1)Parochial self interest (2)Misunderstanding (3)Low tolerance of change (4)Genuine Disagreement By Catherine Adenle http://catherinescareercorner.com “The normal reaction to change is resistance.”
  23. 23. Overcome Resistance: 1 method, 5 tools 23 Education Facilitation Cooptation Participation Coercion Negotiation By Catherine Adenle http://catherinescareercorner.com
  24. 24. Change Management Best Practice Business Case Be Specific Be Assertive Bring in an Expert 24 5 B’s of executive buy-in By Catherine Adenle http://catherinescareercorner.com
  25. 25. Best Practice of change management 25 By Catherine Adenle http://catherinescareercorner.com • Have a reason for change, build a business case • Have a roadmap, set stage for change – plan • Be open, honest and transparent – don’t hide bad news • Be generous with the time and effort on handling change correctly • Plan your communications properly : keep the information flow frequent to all stakeholders and listen • Form a steering committee comprising of representatives of all the parties to be affected by the change and involve them in its planning and implementation at the earliest stages • Leverage employee knowledge and empower • Visible leadership, out of the boardroom to the shop floor, be available and keep an open door policy • Explore resistance to change and derive solutions accordingly • Motivate and gain commitment • Coach and support people • Recognise and reward achievements • Make change stick - Incorporate new values and attitudes and weave into culture
  26. 26. • Lack of proactive leadership or strategy • Not managing the people side of change or change resistance • Lack of consistent leadership • Poor communication, planning, support and monitoring • Insensitive, brash approach and lack of recognition or reward • Apathy • De-motivated staff kept in the dark • Lack of time, capacity, budget etc. • Short-term approach to change, stressed out staff • Lack of staff buy-in • Lack of initiative to “do something different”. These factors for failure then lead to the ‘tread-mill effect’, setting up a vicious circle • No time for reflection, planning and learning • No improvement in idea, design and implementation • Increasing need to do something • Increasing failure and unplanned consequences 26 Factors for failure By Catherine Adenle http://catherinescareercorner.com
  27. 27. 27 Don'ts of change management Don’t just think that change will automatically happen – it needs work. Don’t ignore rationale concerns, address and derive solutions. Do not do a management high up selling alone. You need to sell change to all your staff and stakeholders. Don’t start any change management without a business case and a roadmap. Don’t do it on your own, you need supporters! By Catherine Adenle http://catherinescareercorner.com Don’t ignore communication and support. You need both for change to stick.
  28. 28. 28 Change management summary Change is difficult because of emotions People will react differently but generally follow the same pattern Accept that fear, denial, anger, resistance is normal and do things to help (yourself or your staff) Carefully look for the opportunities: they will be there Focus on removing fear: most other behaviours seems to stem from this Good information and communication is essential: people are good at dealing with change if they know what is changing By Catherine Adenle http://catherinescareercorner.com
  29. 29. 29 Resources and further readings By Catherine Adenle http://catherinescareercorner.com • Fast Company Change Management and Organizational Change Read the latest in content related to Change Management and Organizational Change from Fast Company magazine. • AHS Communication plan and example: http://www.ahscommunications.com/images/Communication_Plan_T emplate_and_Example.pdf • AHS Change Communication, key messages and persuations: http://www.ahscommunications.com/images/Communication_Brief_1 0-08_.pdf • Making sense of change management: a complete guide to the models, ...Esther Cameron, Mike Green - • Change management: the people side of change Jeff Hiatt, Timothy J. Creasey • Change Management: A Guide to Effective Implementation Rob Paton, James McCalman • Change management excellence: using the four intelligences for ... Sarah Cook, Steve Macaulay, Hilary Coldicott • Change Management Stella Louise Cowan
  30. 30. 30 Resources and further readings contd. Leading Change : Overcoming the Ideology of Comfort and the Tyranny of Custom, by James O'Toole, 302pp., Jossey-Bass, April 1995 Leading Change: Why Transformation Efforts Fail, by John P. Kotter, 187pp., Harvard Business School Press, September 1996 The Heart of Change: Real-Life Stories of How People Change Their Organizations, by John P. Kotter and Dan S. Cohen, 208pp., Harvard Business School Press, August 2002 The First 90 Days: Critical Success Strategies for New Leaders at All Levels, by Michael Watkins, Harvard Business School Press, 2003 Good to Great: Why Some Companies Make the Leap, and Others Don't, By Jim Collins, 320pp., Harper Collins Publishers, Incorporated, October 2002 Useful website with free tools: http://www.businessballs.com/changemanagement.htm http://www.changr-management-toolbook.com sign up for its free monthly newsletter! By Catherine Adenle http://catherinescareercorner.com
  31. 31. 31 Copyright 2009 Questions? By Catherine Adenle http://catherinescareercorner.com catherinescareercorner

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