• Fear of failure, of unknown & that new way may not be better• Creatures of habit• No obvious need• Concern about support system• Closed minded• Unwillingness to learn
BE ALERT ANTICIPATE Change in LOOK at good times OPPORTUNITIES NO FEAR is Chains of NATURAL routines ACCOMPANY Good PEOPLE SUCCEEDING Is BEYOND surviving
•Vision is fundamental forany transformation, anychange.• With a clear vision, thedirection to move forwardwill always be known•Create a motivatingvision of the future•Take every opportunity toconvince others for thechange
EDUCATE •Educate the employees about 1. The need for change 2. Adopting change is effective than staying where they are or resisting. Educate them by the ways they prefer not how you prefer to accept the change
TOTAL SYSTEM PLANNING •Involve inter-dependent employees from all areas who can make serious decisions •Allow them to identify things which needed change. •Make employees to focus on the current inescapable issues which force them to contemplate change. •Make them feel a part of the change.
•Be clear about the proposed change.Break down the change into distinctsmaller set of activities.•When one set of activities iscompleted, integrate it with previous stepsand make the change homogeneous up tothat stage, before starting the next set ofactivities.
• Goal setting by itself is introducing a change for the organization and employees• Consistent with the organizational goal, prepare a set of goals (in other words ‘change’) to be achieved for each employee.• Make him focussed on one goal at a time before making him move on to his next goal.
• Involve employees in the change. If the change succeeds, they succeed.• Let them become the change and the change becomes them• Invite them to participate in discussions; assign them tasks to do that are associated with the change.• Make employees the owners of the change. As owners, they will attach high value to it
• Identify employees who can stand up to be counted rather than hide behind the group. Make them lead the change.• Make the employees believe that they can succeed, and their efforts will take them to the goal.
• Half the ‘change’ is done when you make a beginning• Make the first steps of change to be the easiest and let the employees do the most obvious thing.• Make remaining steps relatively easy.
•When you complete onechange, assess where theemployees are at themoment and how to makethem competent for the nextchange.•Check skills and knowledgethey need in new situation•Pick and choose thoseemployees who havemotivation, aptitude andability to learn
• After the changes1. Pause to make sure the whole system is still working, like before.2. Tie loose ends if any, and ensure the integrity of the whole system is intact before introducing the next change3. Use the pause-period to prepare the employees ready for next change
• Institutionalize and standardise the change. Make it a part of the system or standards which employees follow.• System is not optional in any organization. Employees have to follow it. If they do not follow, they can be taken to task.• Once standardised, review periodically that there is no deviation or slippage.
•In their comfort zone, employees donot feel need for change. Make theemployees understand that their comfortzone has become unsafe now.•Create instability and make them realizethe need for immediate change•Announce the change; assureemployees that their safety security andgrowth would be improved with thechange
Command a change when •urgency is required and there is no time for other methods •employees take a change casually •employees are not convinced about a change which for good •immediately after the employees are thrown out of comfort zone and they have no time to complain
"Change is the Only thing that will Never change. So better adapt to it." "Change is Universal. Change is Permanent.. Be ever willing to Change... For, change alone leads you to Success and happiness!!!" "If one desires a change, one must be that change before that change can take place"