Strategies for Managing Change - Adetoun Omole (mrs.)


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Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain change from these slides of mine! Take charge! - Adetoun Omole (ACIPM).

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  • Strategies for Managing Change - Adetoun Omole (mrs.)

    2. 2. LEARNING OBJECTIVESAt the end of the session, participants will be able to: explain the concept of change; discuss the phases in change management; highlight the role strategy plays in change management; mention critical factors to be considered in change management ; and highlight factors that may bring about resistance to change. STRATEGIES FOR MANAGING CHANGE
    3. 3. INTRODUCTION• Change is inevitable in all facets of life.• Change is a significant alteration in the established pattern of expectation for good or bad, positive or negative. It is equally a process that involves the movement from a present state through a transitional state to a desired state (innovation).• Change is a “state” or a “process” of being different from the former. STRATEGIES FOR MANAGING CHANGE
    4. 4. DEFINITION OF RELEVANT TERMS CONCEPT OF CHANGE “Change is a permanent part of life. No matter who we are, where we live, how old or young, we all make changes in our lives. Most of us struggle with change … The ways we change inside, the ways we grow and learn, and become transformed are because of the changes in our lives.” - Orlando & Anaam STRATEGIES FOR MANAGING CHANGE
    5. 5. STRATEGY planning in any field: acarefully devised plan ofaction to achieve a goal, orthe art of developing orcarrying out such a plan planning of war: thescience or art of planningand conducting a war or amilitary campaignadaptation important toevolutionary success: inevolutionary theory, abehaviour, structure, orother adaptation thatimproves viability. STRATEGIES FOR MANAGING CHANGE
    6. 6. STRATEGIES FOR STAKEHOLDERS• Identify the stakeholders whose commitment is required.• For each type of stakeholder, describe the needed change, perceived benefits and expected resistance.• Develop action plans including ones for the stakeholder groups that are not sufficiently committed.• One critical group often ignored is higher-level administration; they must be included one of the key groups. STRATEGIES FOR MANAGING CHANGE
    7. 7. THE ROLE OF A CHANGE AGENTan individual who takes responsibility for changing the existing pattern of behaviour of another person or social system; roles include: – develop the need for change – diagnosis the problem – establish information exchange channels – create an intent to change in the clients – translate an intent into action – stabilize adoption and prevent discontinuance STRATEGIES FOR MANAGING CHANGE
    8. 8. CHARACTERISTICS OF A CHANGE AGENT He / She is:• an analyst and developer of clear change goals and initiatives;• a facilitator;• an educator;• a marketer;• a systems integrator and coordinator ;• a monitor of change;• an effective communicator; STRATEGIES FOR MANAGING CHANGE
    9. 9. ... CONTD. Change agents possess core competence such as:• team building abilities;• communication skills;• excellent interpersonal skills;• networking skills;• personal enthusiasm;• ability to stimulate motivation commitment; and• negotiating skills. STRATEGIES FOR MANAGING CHANGE
    10. 10. Rogers: Adopter Categories• innovators - the first 2.5% to adopt the innovation• early adopters - the next 13.5% to adopt the new idea• early majority - next 34% of the adopters• late majority - the next 34% to embrace the change• laggards - the last 16% to adopt the innovation STRATEGIES FOR MANAGING CHANGE
    12. 12. Rogers: S-shaped Curve. Time as a critical factor in Change Management.a period of slow adoption before experiencing a sudden period of rapid adoption and then a gradual leveling off . STRATEGIES FOR MANAGING CHANGE
    13. 13. CHANGE MANAGEMENT Basically, this involves the process of ‘birthing’ the change, nurturing it and the eventual stability of the desired change.Three phases of Change management are:• Unfreezing phase - old ways are no longer appropriate and that change is needed• Changing/Moving phase - select an appropriate and promising approach• Refreezing phase – the new approach is implemented and it becomes established STRATEGIES FOR MANAGING CHANGE
    14. 14. Everett Rogers:Innovation/Decision Process Model STRATEGIES FOR MANAGING CHANGE
    16. 16. Useful Strategies to employ while ‘managing’ Change.• establish a sense of urgency• create a guiding coalition• develop a compelling vision and strategy• communicate the change vision widely• empower stakeholders for broad-based action on the vision• generate short-term wins• consolidate gains and produce more change• anchor new approaches in organizational culture STRATEGIES FOR MANAGING CHANGE
    17. 17. LEADERSHIP AND CHANGE The responsibility is on Leaders to: initiate (conceive) change; communicate change; influence (direct) change; inspire change; handle resistance to change; and sustain (manage) change. STRATEGIES FOR MANAGING CHANGE
    18. 18. EXERCISE 1• Think of one successful change in your work environment. List the successful change variables that were in place. What was the critical factor(s) for the success of the change?• Think of some unsuccessful change from your environment. List the resistance to change variables that were present. What was the critical factor(s) that thwarted the change? STRATEGIES FOR MANAGING CHANGE
    19. 19. EXERCISE 2 With the benefit of hindsight, list some potential resistance to change factors in your organization. STRATEGIES FOR MANAGING CHANGE
    20. 20. CAUTION Consequences of innovation caninclude:– direct or immediate results– indirect or undesirable consequences that are a result of the innovation– anticipated or recognized/intended changes– unanticipated consequences that are neither intended or recognized STRATEGIES FOR MANAGING CHANGE
    21. 21. CRITICAL FACTORS TO CONSIDER . . .• Dynamic equilibrium – Change occurs at a rate that the institution can cope with it – System can adapt to the change – The organization is not overloaded with too rapid change that leads to an inability to adjust or disequilibrium – Can this be achieved within your organization? STRATEGIES FOR MANAGING CHANGE
    22. 22. LIKELY CAUSES OF RESISTANCE TO CHANGE• lack of trust• perception that change is not necessary• perception that change is not possible• relatively high cost• fear of personal failure• loss of status or power• threats to values and ideas• social, cultural or organizational disagreements• resentment of interference STRATEGIES FOR MANAGING CHANGE
    23. 23. HANDLING RESISTANCE TO CHANGE Leadership Commitment Knowledge of Change Effective Communication Active Participation Building the Requisite Technical Capacity Coercion Negotiation . . . STRATEGIES FOR MANAGING CHANGE
    24. 24. CONDITIONS FOR SUCCESSFUL CHANGE• dissatisfaction with the status quo• people have the necessary knowledge and skills• tools needed to effect and sustain change are available• implementers have time to learn, adapt, integrate and reflect on change• rewards or incentives exist for participants• participation in process is expected and encouraged• have support for innovation by key players and stakeholders STRATEGIES FOR MANAGING CHANGE
    25. 25. BENEFITS OF SUCCESSFUL CHANGE MANAGEMENT enhances institutional best practices projects the organization as progressive, forward looking and proactive ensures quality service delivery earns the institution public goodwill and support creates an enabling work environment increases employee morale, attitudes and effectiveness . . . STRATEGIES FOR MANAGING CHANGE
    26. 26. TEAM ACTIVITY  Case Studies  Discussion  Critical Analysis  Questions STRATEGIES FOR MANAGING CHANGE
    27. 27. SUMMARY / CONCLUSION Change is the permanent thing in life. Therefore, critical factors necessary for successful Change Management should be holistically considered and measures to ensure sustainability be put in place. STRATEGIES FOR MANAGING CHANGE
    28. 28. FURTHER READING LISTS References: HINARI – Access to Research: W.H.O Rogers, Everett M. (2003) Diffusion of Innovations, 5th Edition, Simon & Schuster. Orlando A.& Anaam C. The Change Agent Microsoft® Encarta® 2009. © 1993-2008 Microsoft Corporation. All rights reserved. STRATEGIES FOR MANAGING CHANGE