The document discusses change management and reasons for resistance to change. It defines change management as a set of processes used to implement significant organizational changes in an orderly, controlled manner. The goal is to overcome resistance to change and get employees to buy into and support the transformation. A common change management process has three phases: preparing for change, managing change through detailed planning and implementation, and reinforcing change through data gathering and recognition. The ADKAR model identifies five stages - awareness, desire, knowledge, ability, and reinforcement - needed for successful individual and organizational change. Common reasons for resisting change include fear of leaving one's comfort zone, clinging to old habits and routines, loss of authority or status, lack of trust, economic threats,

3. Change is something that
presses us out of our comfort
zone. Change is for the better or
for the worst, depending on
where you view it. Change has an
adjustment period which varies
on the individual.
It is uncomfortable, for changing
from one state to the next upsets
your control over outcomes.

4. Want to Change?
You want to change?
Your situation
You want to change?
Your circumstances
You have to take risk
No change without risk
Initially change yourself
Lastly change the world
First learn from yesterday
Than believe in tomorrow
Syed Imtiaz Hussain

5. What Is Change Management?
A common definition used for change management is a
set of processes that is employed to ensure that
significant changes are implemented in an orderly,
controlled and systematic fashion to effect
organizational change.
One of the goals of change management is with
regards to the human aspects of overcoming
resistance to change in order for organizational
members to buy into change and achieve the
organization’s goal of an orderly and effective
transformation.

6. 4 Key Features of Change Management
 Change is the result of dissatisfaction with the
present strategies
 It is essential to develop a vision for a better
alternative
 It is necessary to develop strategies to
implement change
 There will be resistance to the proposals at
some stage

7. Change Often Arises
 The development of new products
 The entry of new competition
 Changes in consumer tastes & preferences
 Changes in the cultural, political, economic,
legal and social framework
 Changes in technology leading to technological
obsolescence or new product opportunities

8. Forces for Change In Business
 Internal forces
 Desire to increase profitability
 Reorganization to increase efficiency
 Conflict between departments
 To change Organizational culture
 External forces
 Customer demand
 Competition
 Cost of inputs
 Legislation
 Tax changes
 New technology
 Political
 Ethics
 Technological obsolescence

9. Change Management Process
The Change Management process is the sequence of
steps or activities that a change management team or
project leader would follow to apply change
management to a project or change.
Based on Prosci's research of the most effective and
commonly applied change, most change management
processes contain the following three phases:

10. Change Management Process

11. Change Management Process
Phase 1
Preparing for Change
(Preparation, assessment and strategy
development)
Phase 2
Managing Change
(Detailed planning and change management
implementation)
Phase 3
Reinforcing Change
(Data gathering, corrective action and
recognition)

12. The ADKAR Model
ADKAR is a goal-oriented Change Management model
that allows Change management teams to focus their
activities on specific business results.
The model was initially used as a tool for determining
if change management activities like communications
and training were having the desired results during
organizational change.
The model has its origins in aligning traditional change
management activities to a given result or goal.

13. The ADKAR Model
Change management has been
developed over a period of time and
one of the models that have played an
influence in change management is the
ADKAR model.
ADKAR was a model developed by
Prosci. In this model, there are five
specific stages that must be realized in
order for an organization or an
individual to successfully change.

14. The ADKAR Model
Awareness:
An individual or organization must know why a specific change or series of changes
are needed.
Desire:
Either the individual or organizational members must have the motivation and desire
to participate in the called for change or changes.
Knowledge:
Knowing why one must change is not enough; an individual or organization must
know how to change.
Ability:
Every individual and organization that truly wants to change must implement new
skills and behaviors to make the necessary changes happen.
Reinforcement:
Individuals and organizations must be reinforced to sustain any changes making
them the new behavior, if not; an individual or organization will probably revert back
to their old behavior.

15. “If we do not Change, we do not Grow. If we
do not grow, we are not really living.”
Gail Sheehy

16. Why People Resist Change?
Our natural reaction to change, even in the best
circumstances, is to resist. People will express
resistance differently based on how they
perceive the change. The distinction is whether
or not they like the change.
The tendency to resist change is evident in the
human experience. Some personalities resist
change more than others. How has your
capacity for adapting to change affected your
opportunities and your happiness?
There are 10 common reasons why people
resist change:

17. Why People Resist Change?
Comfort Zone
The number one reason why people resist
change is because it removes them from their
routine and most times out of their comfort
zone, which results in fear.
Routine is a very comfortable place to live and
when it is disturbed on purpose or by chance,
you can get thrown off balance. When people
have it good, they are reluctant to give that up.
This is most common when an improvement
effort in one area requires additional work in
another area.

18. Why People Resist Change?
Old Habits
People like routine, it is easy and familiar,
and making a change can take a lot of
energy. Although some people love
experimentation and challenge, many hate
it.

19. Why People Resist Change?
Personal Preference
Some people have a personal style that
makes it hard for them to accept
change. This is basically the ‘other’
category of resistance.
Some people just like things the way
they are.

20. Why People Resist Change?
Loss of Authority
New change strategies often require
expertise that is not possessed by
some of the people currently enjoying
high status as problem solvers.
Those who are threatened with a loss
of authority will frequently oppose the
change.

21. Why People Resist Change?
Fear
People also resist change because they
fear they will not be able to develop new
skills and/or make behavioral changes
that will be required of them.
Some people are much more limited than
others in their ability to change.

22. Why People Resist Change?
Lack of Trust
People also resist change when they
do not understand its implications
and perceive that it might cost them
much more than they will gain.
Such situations often occur when
trust is lacking between the person
initiating the change and the
employees.

23. Why People Resist Change?
Economic Threats
Even if a change will benefit the
organization people who would suffer
personal loss of income, benefits, job
security or seniority will likely resist it.

24. Why People Resist Change?
No Sense of Urgency
Unless leaders communicate a sense
of urgency, people may agree with the
change but put it off. There must be
motivation to act now.

25. Why People Resist Change?
Lack of Communication
Leaders need to communicate and
provide information. Yet often they do
not give the right information, at the
right time to the right people.
Some people withhold information
deliberately, others unintentionally,
while others do not even know the full
story themselves.

26. Why People Resist Change?
Organizational Politics
Some resist change as a political
strategy to "prove" that the decision
is wrong. They may also resist
showing that the person leading the
change is not up to the task.
They are committed to seeing the
change effort fail.

27. Why People Resist Change?
Conclusion
In conclusion, the key to overcoming
resistance to change is to help
employees cope with the scope of
change, overcome the fear of the
unknown, control the pace of change,
tap into the previous personal
experiences, provide adequate
information, and clearly communicate
the vision so people understand,
accept, and support the change
process.

28. “Sometimes it is the smallest decisions that
can change your life forever.”
Keri Russell

29. Change It
Change is the only element of life
Which is constant?
Nothing is lasting but change
Nothing is constant but death
Change starts when someone
Sees the next step
Thinking is the most powerful weapon
Which you can use to change the world
If you do not like something change it
Change the way you think about it
Change does not necessarily assure progress
But progress implacably requires change
Not everything that is faced can be changed
But nothing can be changed until it is faced
Everyone thinks of changing the world
But no one thinks of changing himself
If you have no will to change it
You have no right to criticize it
Syed Imtiaz Hussain

30. Change is Won by Victors NOT Victims; and
that Choice is YOURS!