To make change stick, leaders must address the powerful force of tradition and develop a supportive culture. Change is fragile, so maintaining continuity of successful behaviors over time helps embed changes more deeply. Disruptive events like employee turnover can break a fragile culture. Proactive steps like new employee orientation and promotions that reflect new cultural norms can lessen this disruption and demonstrate the importance of changes. Emotions are also powerful - getting people emotionally invested and appealing to their emotions helps drive acceptance and support for changes. Visual tools that show changes in action can also make changes more memorable.

1. 0.pptx
10 Commandments Of Present Day Manufacturing Companies
Key production units small.
Keep corporate overhead low.
Keep productivity high.
Keep production flexible.
Remain market driven.
Customize products.
Strive for margins, not volume.
Stress customer service.
Recruit from the New America.
Recruit a CEO with nonmanufacturing experience.
1
What Does The Acronym Grass Stand For ?
GRASS:
Guilt.
Resentment.
Anxiety.

2. Self-absorption.
Stress.
2
What Does It Suggest ?
GRASS suggest:
Help such people to see that not managing transition is really a
short cut that costs much more than it saves.
Help others to understand is that there are well-tested, effective
ways to avoid these difficulties.
3
The Formula For Transition
Change + Human being = Transitions

3. 4
6.18.2014.pptx
Managing Transitions
Chapters 4 & 5
By:
Hawazin Dulaimi
Abdulaziz Alyaqoub
Chapter Four: The Neutral Zone
The neutral zone is the time that occurs after the change has
been announced, but before the new process (change) is fully
functioning as it should.
Neither the old way or the new way are working correctly. The
old way has been changed and the new way isn’t yet fully
implemented.
Chapter Four: The Neutral Zone
While in the neutral zone employees experience:
High anxiety
Low motivation
Less productivity
More absenteeism
Feelings of being overloaded
Mixed signals leading to confusion and miscommunication
Poor teamwork

4. Chapter Four: The Neutral Zone
While in the neutral zone, organizations experience:
Previous weaknesses reappear
More vulnerable to attack from outside organizations
Chapter Four: The Neutral Zone
Managers/Company leaders should assist employees through
this phase by doing the following:
Create temporary procedures that keep all on the same page
Provide training that addresses the needs of the neutral zone
Show employees they are valued
Create opportunities for brainstorming sessions involving
employees to develop solutions to specific issues that arise
during this phase
Create Transition Monitoring Teams to facilitate accurate
communication
Be open to new ways of doing things
Chapter Five: The Beginning
The beginning comes after the neutral zone. It is the start of the
new process/procedure.
The transition is not yet complete and the changes are just being
started. They may not be working fully and will need
refinement.
Chapter Five: The Beginning
While in the neutral zone employees experience:

5. High anxiety
Realization that the old ways are gone and that they have to
conform to the new way
Nervousness
Many liked the slower pace of the neutral zone and are resistant
to enter the beginning phase
Chapter Five: The Beginning
Managers/Company leaders should assist employees through
this phase by doing the following:
Understanding that not all employees are in the same phase of
the transition process.
Understanding the transition process
Explaining the purpose and logic of the transition
Keep employees focused on the final outcome
Develop a step by step plan to help employees transition
Give all employees a task to contribute to the transition
Chapter Five: The Beginning
To make transitions successful, leaders need to:
Be consistent
Ensure quick success
Symbolize the new identity
Celebrate the success
Works Cited
Bridges, William. Managing Transitions. 3rd ed. New York,
NY: Perseus Books 2009. Print.

6. 6.18.20144.pptx
Managing Transitions: Making the Most of Change
Chapter 6: Transition, Development, and Renewal
Cory Kemp
Saad Al-Kuwari
Seven Stages of Organizational Life
4. Making It
5. Becoming an Institution
1. Dreaming the Dream
2. Launching the Venture
3. Getting Organized
6. Closing In
7. Dying

7. 5 Laws of Organizational Developement
First Law
Those who were most at home with the necessary activities and
arrangements of one phase are the ones who are the most likely
to experience the subsequent phase as a severe personal attack
5 Laws of Organizational Developement
Second Law
The successful outcome of any phase of organizational
development triggers its demise by creating challenges that it is
not equipped to handle
5 Laws of Organizational Developement
Third Law
In any significant transition, the thing that the organization
needs to let go of is the very thing that got it this far
5 Laws of Organizational Developement
Fourth Law
Whenever there is a painful, troubled time in the organization, a
developmental transition is probably going on
5 Laws of Organizational Developement
Fifth Law
During the first half of the life cycle – through the Making-It
stage – not to make a transition when the time is ripe for one to
occur will cause a developmental “retardation” in the
organization
Organization Renewal

8. 6(a). Path of Renewal
7(a). Beginning Anew
4. Making It
5. Becoming an Institution
1. Dreaming the Dream
2. Launching the Venture
3. Getting Organized
6(b). Closing In
7(b). Dying
Organization Renewal
1. Redreaming the Dream
2. Recapturing the Venture Spirit

9. 3. Getting Reorganized
Choosing the Path of Renewal
3 Questions
1. What is it time for us to let go of?
2. How will we spend our time in the neutral zone?
3. What is this new beginning going to require of us and of
others in the organization?
Key Points Summary
Seven stages of organizational life cycle
Organization renewal
5 laws of organizational development
3 Questions to ask when choosing renewal
6.18.201444.pptx
MANAGING TRANSITIONS
Sara Mohamed
Naif Alyazeedy
What is the different between change and transition?
Change: is situational
Transition: is psychological
when change happens without a transition it is just
rearrangement of the chairs.

10. How to manage transition?
The three phases of transition.
Briefly explain the three phases of transitions?
First Step
1- Letting go of the old ways and the old identity people had.
This first phase of transition is an ending, and the time when
you need to help people to deal with their losses. to deal
successfully with transition, you need to understand what
change in their existing behavior and attitude people will have
to make.
Second Step
2-Natural Zone: going through in between time when the old is
gone but the new it is not fully operational. The time between
the end of old ways and the beginning of the new ones is
dangerous period.
Third step
3-The new beginning: when people develop the new identity,
experience, the new energy, and discover the new sense of
purpose that make the change begin to work.
6.25.14.pptx

11. MGMT 4350
Leading Organizational Change
STEP 5 EMPOWER ACTION
Moayad Alhodaithy – Elizabeth Colleen
6/25/2014
introduction
Empower Action
Empowerment is all about removing the barriers.
People with vision often face barriers during their course of
employment.
Empowerment action means taking a pessimistic individual and
turning them into a optimistic leader.
There are a number of barriers that face these persons.
BARRIERs
1. THE BOSS BARRIER
Immediate manager, supervisor, director or the executive is
sometimes the biggest barrier for vision.

12. The bosses tend to shut down everyone who proposes an idea.
The unintelligent ways of handling this issue include;
a). Ignore the issue
b). Short training course
c). Try to fire, demote or transfer.
There are other ways of getting rid of the boss barrier.
ways of getting rid of the boss barrier.
Retooling of the boss
The experience of changing a job can be really powerful.
The leaders have a number of condescending and pessimistic
ideas of the other people lower in management.
There are a number of steps that can be followed in the re-
tooling process.
StEeps of re-tooling a boss
Step one: Seeing
In a new temporary job and system, an individual sees many
different problems.

13. Step two: Feeling
Due to being in a new job, the feeling of fear is seen which
turns to surprise and shock.
Step three: Changing
Individual starts to identify and solve the issues. His fear and
anger starts to reduce and he is able to change. When he goes
back to his old job, there is a significant change.
Barrier
2. The ‘System’ barrier.
The system is another common source of disempowerment.
The system was once in reference to bureaucracy.
Bureaucracy is still a major problem in the public sector.
The evaluation and rewards system is most significant issue in
relation to the ‘system.’
World-wide competition
The lack of sufficient economic rewards makes this a very
powerful barrier.
Bonuses and raises also do not make a significant impact or
motivation.
World-wide competition has a number of differences

14. a). Evaluation is not done by a single boss.
b).proof of performance is not supplied only by reports.
Although competitions can be manipulations, sincerity is always
crucial.
Barriers
3- Barriers in the mind
This is the greatest disempowering barrier of all.
People tend to internalize the concept and idea that they are not
capable of achievements.
This is based on failed attempts.
Rule one: never underestimate the power of the mind to acts of
disempowering.
Rule two: never underestimate the power of other clever people
to help others see the possibilities.
barriers
4-Information barriers:
Information is a source of power.
Lack of information is disempowering.

15. Feedback on our actions is one of the biggest source of
information.
Feedbacks may feel subjective and biased as they come from
other persons.
The use of visual-mechanisms (e.g. Cameras) to help people get
their own feedback is one of the ways of getting rid of the
information barriers.
Not doing everything at once
People empower others when they understand the idea.
Courage and self-confidence enables the empowerment of
others.
People however tend to face a different number of barriers at
the same time. This could be a boss problem, a reward system
problem, information system problem e.t.c
The solution: Do not try to do everything at once.
QUESTIONS

16. 6.25.2014.pptx
By: Abdulrahman Almunazel and Hibba Sassi
Step 6
Create short-term wins
While some people are enthusiastic about new projects and
concepts, others can be pessimistic about it without seeing any
short-term results
When making efforts to change it is important to have sufficient
wins that are visible.
As indicated in the text, one group who had good projects going
but no “wins” were falling behind a group who only had a few
projects, but a successful website to show for it
Important points
These short-term wins are essential, serving four important
purposes:
1. Wins provide feedback to change leaders about the validity of
their visions and strategies
2. Wins give those working hard to achieve a vision a pat on the
back, an emotional uplift
3. Wins build faith in the effort, attracting those who are not yet

17. actively helping
4. Wins take power away from cynics
Without these achievements large-scale change rarely happens
Four important purposes
Early wins that come fast
Wins that are as visible as possible to as many people as
possible
Wins that penetrate emotional defenses by being unambiguous
Wins that are meaningful to others – the more deeply
meaningful the better
Early wins that speak to powerful players whose support you
need and do not yet have
Wins that can be achieved cheaply and easily, even if they seem
small compared with the grand vision
What works
Launching many projects all at once means losing focus
Losing focus means slower achievements
Causing the first win to come slowly
Stretching the truth because you have no wins to show, you are
tempted to making yourself look better
What does not work

18. 6.30.14.pptx
Chapter 8 : Make Change Stick
By:
Jeffrey Simpson and Saleh Alqubaisi
Why is it Important for change to stick and how do you go
about doing this?
Tradition is a Powerful force
Because transitioning to the future can contribute to sliding
back into the past it is important to have these attributes:
Maintaining a culture that is helpful in creating a new,
sufficiently strong and one that is supportive of the transition
This creates and gives the supportive culture the foundation for
the new ways of operating, allowing the globalized organization
to stay on top of groundbreaking technological advancements
and new and innovated strategies of doing business
Developing more efficient processes which aid in providing and

19. working in a way that will make the organization a winner
Change can be Fragile
Being able to make change stick is not only difficult in
business, it is a challenge we face on a daily basis in life. If the
challenge is not met with positive attitudes and a optimistic
outlook, lots of time and energy can and will be wasted.
The Boss went to Switzerland
The company had lean three levels of hierarchy instead of the
usual five, which gave the company the ability to react in a
timely manner to problems and it gave employees a sense of
empowerment and accountability.
After three years of mandated further development for the boss
at the headquarters in Switzerland the company now had a new
boss iat the Califorina who had transformed the company into
five levels of hierarchy instead of three, resulting in two VP
being added to the organization. This meant more and more
employees being added to the company, resulting in a much
slower pace of operations and a different style of operating.
When the boss returned, he cut the hirearchy back down to just
three levels again and realized that his philosophy and vision
had to be driven into each employee deeper than before. He
needed everybody to be on board with his way of operating to
keep it for devolving like it did when he was away for three
years.

20. Change can be fragile
Culture is a huge contributing facture in making change stick
and can be easy at times, other times it is very problematic .
When a new culture is evolving naturally, if there is continuity
of behavior and success of a period of time, it can be easy
A good way to see if something is embedded in a culture is if
our peers, without thinking, get things back on track once they
go astray
It becomes extremely difficult at times because creating new
norms means getting rid of deeply embedded views and old
ways of operating
Sometimes you can be too successful in creating a new culture
For example, when entrepreneurs leave concrete norms and
values it can be very challenging for organizations to adapt to
world changes and advancements in technology and innovative
ways of operating. However this is very rare
Disruptive crises, employee turnover and business pressures are
the main contributing factors in breaking a fragile culture at an
organization, resulting in a culture that can never develop
strong roots.
New Employee Orientation
Employee turnover is and can be disruptive

21. When employees who exemplify what the culture is all about
leave, it leaves with them. New employees bring there own or
past cultures with them
Either way, the new way of doing business remains fragile or it
can fall apart, unless proactive actions are taken to lessen this
from happening
One proactive step that can be taken is getting people to come
out of there “silos” or own little worlds of operating in a
company. If they can see the value in getting out of there
“silos”, it can be a huge help in getting things done efficiently
and effectively
The Path’s 4 key characteristics
1. Introduced the R & D group’s new way of operating
2. Relied heavely on video. New hires could see real employees
talking about there work and her real stories about what they
were doing
3. Used creative animation to show concretely what is usually
discussed in an abstract ways. It was memerorable for new hires
because it was done well and in a memorable way
4. The video showed the core value of the new culture heartfelt
messages from real customers in a dramatic way
Continuity of action and success help embed the new business
behavior deeper into the culture
The Promotions Process
According to this chapter, a culture experiencing change and
thus has a fragile culture, can be helped through the promotions
process.
Company leaders can create the right environment for the new
change by promoting people within the company that reflect the

22. new norms that the company is trying to achieve
the employees being promoted must also have the skills and
leadership necessary for their new position
The author states that other employees may be surprised by the
choices in terms of promotions, but when the rational for the
promotions match the company’s goals in terms of what they are
trying to achieve, then most employees will understand and
support the choices.
In addition, making these type of promotions demonstrates that
the focus on the upcoming changes are real and important
These promotions help to create a new company culture and also
lead to better advancement choices in terms of applicable
behavior and business success.
The power of emotion
For change to work, people must be emotionally involved
The story that the customer presented to the staff made people
see and feel, which created employee buy in and belief in the
value of the change.
Emotions can also be used to get people to create their own
change
When people see a problem, they can then use visualization to
help others see the problem and to get them to visualize a
solution. However, emotions are also what keeps people from
being accepting of change
Company leaders must appeal to the emotions of employees in
order to get support for change.

23. The Power of Emotion
People respond via their emotions strongly and often more so
than using their intelligence
Initial reactions almost always start out as being emotional
reactions and then common sense and logical thinking come
later.
These visualizations then bring on feelings. People may
develop a sense of urgency to get the problem changed
They may have a renewed sense of optimism and faith in the
company in terms of the possibility that changes will be made
for the better
They are more eager to be involved in organizational change
when they are positively involved emotionally.
A Controversial but Very Important Point
The controversial, but very important point in the chapter is the
idea that during the change process, culture comes last, not
first.
The author says that a culture can only change when the new
way of operating has proven to be successful for a reasonable
amount of time
It does not work to attempt to change the culture and then
change the processes
In practice, culture is viewed the same as behavior

24. In order to change behavior, one must know the processes and
routines that they are to engage in while they are at work.
Once those become common practice and accepted by the
majority of employees, then there can be a focus on developing
a positive company culture.
Have any of you been subject to organizational change in past
or present? If so, what was it and how did it affect you
personally?
Key Topic Summary
Change Can be Fragile
The Boss Went to Switzerland
New Employee Orientation
The Path
The Promotions Process
The Power of Emotion
A Controversial but Very Important Point

25. Questions?
Work Cited
Cohen, Dan S., Kotter, John P.; The Heart of Change, Real-Life
Stories of How People Change Their Organizations; Harvard
Business School Press; Copyright 2002 John P. Kotter and
Deloitte Consulting LLC
7.21.14.pptx
Change Simulation
Team #1
Leader: Danielle Worthman
Team Members: Elizabeth Lyda, Cody Nelson, Saleh Alqubaisi

27. Summary: Change Plan & Results
Planned tactic strategy around Experience Change Model and
each of the seven steps.
First phase focused on aligning key stakeholders, teams.
Used stakeholder interview information to make team decisions.
Stakeholder mapping: most of the stakeholders were bystanders
Appointed Guy as change team agent
-in

28. Summary: Change Plan & Results
Second phase emphasized engaging the organization,
communication
Programs to share competitive and financial information about
the company.
Identification of major changes and challenges
Organized a product improvement team
Emphasis on team mentoring
-in
Tactics: Beneficial

29. The first four steps: competitive and financial, focus group
-in
Stakeholder map -in
Jennifer Smith= champion
Guy Tremblay as change agent
Identified lack of vision and mission and lack of cohesiveness.
-in
Tactics: Beneficial
Developed visio

30. increase
Disaster Scenario Video contributed to strong sense of urgency.
Team mentoring, reinforce team behavior
Celebrated suc -in
Tactics: Harmful
Briefing on vision and strategy, should be stage 5, communicate
Quality improvement seminar led to confusion

31. -4%
Benchmarking, should be stage 1, un
Postponement of the implementation of the Develop Training
Infrastructure.
-2%
Kotter’s Model
Fits closely with Experience Change Model
Eight steps spot-on

32. Additional step, ‘establishing a sense of urgency’ would have
been beneficial
Bridges’ Transitions Model
Psychological processes individuals go through
Focus on emotional impact of change
Bridges’ idea of the neutral zone was useful:
Stakeholders floundering in the neutral zone between vision
communication and action stage

33. Experience Change Model
Our framework for choosing tactics and timing
Enabled and supported change stimulation planning.
Assigned simulation tactics to the appropriate stages.
Two phases (1) aligning key stakeholders and (2) engaging the
organization.
“Change occurs at an individual and organizational level”
The incremental approach of effective change management
benefited planning process.

34. Greatest Challenge
Plan adjustment ‘on the fly’
Ability to adjust plan without notice

35. Greatest Lesson Learned
Importance of proper timing
People will react differently to the same event at a different
time
Save time and money

36. Team Assessment, Effectiveness
Exemplary effectiveness and efficiency in planning and
implementation
An open and interactive team, focus on one current goal
Benefits of Key Topic presentations
Great leadership skills and effective team collaboration

37. Conclusion
Kotter’s Model instead of Experience Change Model to develop
the stimulation plan
Establishing a sense of urgency multiple times
If using Experience Change again: focus more on teambuilding
throughout each of the stages
Considering people’s emotional reactions to change is crucial
Avoid information overload
Great learning experience overall

38. Thank You!
Questions ?

39. 7.23.14.pptx
Team Six
Jennifer Kirby, Moayad Alhodaithy, Ahmad Al Marri, Hawazin
Dulaimi, Abdulrahman Almunazel
Our results
Stage One: Understand
Tactic 2: “My colleagues are wondering if you haven't
identified secondary issues instead of the core issue. “
-Sam
Stage two: Enlist

40. Tactic 5: “I think you've been a little extreme in your
characterization of our stakeholders. In my experience, most
folks are fence-sitters, or as you say, 'bystanders'.”
- John Simons
Stage three: envisage
Tactic 8: Fail… The company was not ready for this. Would
have been more successful in stage 7
Stage four: motivate
Tactic 10: “I'm not sure what they were trying to accomplish
with this meeting. To some it may feel as though 'the sky is
falling…”
- Ganesh Seth
Tactic 11: Would have been more appropriate during stage 1

41. Stage five: communicate
Stage six: act
Tactic 16 feed back: Must be implemented before the company
is re-structured into teams…
Stage seven: Consolidate
Tactic 25:
Wrong stage.. Would have been more effective during stage 5.

42. Greatest Challenge:
Making changes out of emotion
Sticking with the plan vs. changing because of a result
What we learned
Timing is key- following the stages with the correct tactics is
huge
Don’t keep pushing the vision
Our team was overloaded with vision and not enough action.
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43. ATT00009
“The Last Duchess
By
Robert Browning
That’s my last Duchess painted on the wall,
Looking as if she were alive. I call
That piece a wonder, now: Frà Pandolf’s hands
Worked busily a day, and there she stands.
Will ‘t please you sit and look at her? I said
‘Frà Pandolf’ by design, for never read
Strangers like you that pictured countenance,
The depth and passion of its earnest glance,
But to myself they turned (since none puts by
The curtain I have drawn for you, but I)
And seemed as they would ask me, if they durst,
How such a glance came there; so, not the first
Are you to turn and ask thus. Sir, ‘t was not
Her husband’s presence only, called that spot

44. Of joy into the Duchess’ cheek: perhaps
Frà Pandolf chanced to say, ‘Her mantle laps
Over my lady’s wrist too much,' or ‘Paint
Must never hope to reproduce the faint
Half-flush that dies along her throat:' such stuff
Was courtesy, she thought, and cause enough
For calling up that spot of joy. She had
A heart -- how shall I say? -- too soon made glad,
Too easily impressed; she liked whate’er
She looked on, and her looks went everywhere.
Sir, ‘t was all one! My favour at her breast,
The dropping of the daylight in the West,
The bough of cherries some officious fool
Broke in the orchard for her, the white mule
She rode with round the terrace -- all and each
Would draw from her alike the approving speech,
Or blush, at least. She thanked men, -- good! but thanked
Somehow -- I know not how -- as if she ranked

45. My gift of a nine-hundred-years-old name
With anybody’s gift. Who’d stoop to blame
This sort of trifling? Even had you skill
In speech -- (which I have not) -- to make your will
Quite clear to such an one, and say, ‘Just this
Or that in you disgusts me; here you miss,
Or there exceed the mark’ -- and if she let
Herself be lessoned so, nor plainly set
Her wits to yours, forsooth, and made excuse,
-- E’en then would be some stooping; and I choose
Never to stoop. Oh, sir, she smiled, no doubt,
Whene’er I passed her; but who passed without
Much the same smile? This grew; I gave commands;
Then all smiles stopped together. There she stands
As if alive. Will ‘t please you rise? We’ll meet
The company below then. I repeat,
The Count your master’s known munificence
Is ample warrant that no just pretence

46. Of mine for dowry will be disallowed;
Though his fair daughter’s self, as I avowed
At starting, is my object. Nay, we’ll go
Together down, sir. Notice Neptune, though,
Taming a sea-horse, thought a rarity,
Which Claus of Innsbruck cast in bronze for me!
Analysis homework due 07/31/2014
Review the YouTube video on “The Last Duchess” Poem
Analysis (Home Page) and the reading of it. Then, write a 2-3
page summary on a few points of analysis the instructor
discussed in the video. Do create your own perspective on the
analysis, with your own thesis sentence, which would also
include all components (introduction, body, and conclusion) of
an essay. Remember that you are doing a summary analysis of
the poem itself and the YouTube video was used as a tutorial
for your analysis.
An Outline is required:
“Analysis”
http://www.youtube.com/watch?v=prt2pX8ojXM
“The Last Duchess”
http://www.youtube.com/watch?v=DZxq3r7TlHo