This document provides an overview of change management concepts and models. It discusses 1) the purpose of change management as survival and evolution, 2) learning as an individual process that leads to enduring behavioral changes, and 3) how clear communication and support are important when implementing changes that affect individuals. Additionally, it summarizes models of the change process including Lewin's three-stage model of unfreezing, changing, and refreezing, as well as Kotter's eight-step method for leading change. The document also addresses organizational culture, stakeholder engagement, communication strategies, and assessing change readiness.

2. Change Management
Your Way To Success

3. 1- Change Management
2
Purpose
• Survival
• Evolution
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It is about moving from one position of stability to another, whether this is an individual learning
something or a large organization restructuring.

4. 2. Learning & Individual
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Learning is the process of
acquiring knowledge
through experience which
leads to an enduring
change in behavior”
We are learning to do
something different,
something new and we
can’t do it as well.

5. 3. Change & Individual
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❑ Communicate clearly &
consistently
❑ What will change, why and
when
❑ Don’t make change an Add-on
❑ Provide lots of support

6. 3.1 Learning & Survival Anxiety
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Anxiety
Learning Anxiety
• Not being able
to learn
something
new
• Incompetence
whilst
acquiring new
skills and
knowledge
Survival Anxiety
• Not surviving
change
• Learn and
support
change
• Low survival
anxiety equals
low success
rate
Learning
Anxiety
Survival
Anxiety

7. Organizational Culture 2
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Deeper
Surface
Deepest
• Norms & Values
• Basic Assumptions
• Artifacts & Products
• How they behave
• Commonly experienced at
office level
Trompenaars and Hampden-Turner
Visible
Organizational
Culture
• Norms & Values
• Dress codes,
• Punctuality and
• Security rules
• Use of first names
Formal
Informal

8. Organizational Culture 3
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Deeper
Surface
Deepest
• Norms & Values
• Basic Assumptions
• Artifacts & Products
Trompenaars and Hampden-Turner
'We are here for public
health, but in order to
invest in public health
we need to make a
profit'
'We need to
be profitable
• All staff are equal
• Greed is good
• We value individuals

9. Models of the Change Process – Intro.
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Kotter's model
Road map for change based on commen
errors
Lewin's Model
Break down collective mind-set to
enable change
Senge's model
links change to learning and how
learning promotes change

10. Models - Lewin Overview
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01 - Unfreeze 02 - Change 03 - Refreeze
1. Recognize the need for
change
2. Determine what needs
to change
3. Encourage the
replacement of old
behaviors & attitudes
4. Ensure there is strong
support from upper
management
5. Manage & understand
the doubts & concerns
1. Communicate often
2. Dispel rumors
3. Empower action
4. Implement the changes
5. involve people in the
process
6. Help employees to
learn new concept or
points of view
1. Changes are reinforced
2. develop ways to sustain
the change
3. Provide support &
training
4. Celebrate success
Inertia is overcome,
and existing habits &
mindsets are broken
down….
A period of confusion,
challenge & clarification
New mindsets &
habits formed &
establish.

11. Model - John Kotter's Eight Step Method
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Form a powerful
coalition
2
Create a vision for
change
3
Create a climate for change
Implementing Sustaining for
change
Engaging & enabling the
organization
Build on the change
7
Empower Action
5
8
Make it part of the
culture
Create quick wins
6
● Need for change and
its positioning
● Sufficient authority
or political power
4
Communicate
change vision
• Agreed a clear end
point
● Generate interest &
willingness
● Delegating appropriate
authority to others
● Stakeholder engagement
● Changes are
implemented
● Benefits are measured
& confirmed
Create Urgency
1
Learning
Anxiety

12. Idea-Generator
Key Roles in Organizational Change
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Sponsor
Line Managers
Targets/Implementers
Advocate
Implement change in
away that does not
stop Business as usual
Executive Leadership
Change Proposal

13. Stakeholders engagement 1
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● Delivered Capability & not changed
the way the organization works
Sudhanshu Palsule
Change
Low
High
High
High
Capacity
High
Capacity
Capacity for Change
Understanding
of
the
Change
High
Capacity
Experienced
Little
Experienced

14. Principles of Stakeholders engagement
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Identifying & segmenting
stakeholders
Managing relationships &
mobilizing stakeholders
1. You can forget important stakeholders, but
they won't forget you.
2. Identification is a continuous practice - new
stakeholders emerge during a change, old
ones can fade away.
3. Prioritizing and segmenting stakeholders is
in a moment in time. Regularly re-prioritize
4. Some stakeholders are best engaged by others.
5. Seek first to understand, and then be
understood .
6. Emotion trumps Reason.
7. Demonstration trumps argument

15. Drivers of Change – Cascading Decisions
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Drivers of Change
Strategic Objectives
Strategy
Change Portfolio
Outcomes & Benefits
• Amount possible
Change Initiatives
Implementation
• Measurable:
− Performance
− Timescale
• Subjective Statement
Vision &
Scorecard
Required
result?
Feedback Loops
Cascading Decisions

16. What is Communication?
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Did you get my
message?
Yes, it was
very clear
Communication is to succeed in conveying
information or evoking understanding
● Arrived & understood
● Use of language
● All communication mediums
Communication
Mediums

17. Cognitive Bias
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Cognitive Bias
Confirmation
Bias
Status Quo
Bias
Availability
Bias
Bandwagon
Effect
● looking for behavior that shows the
bias

18. Social Media
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Put best practice guidelines in place
about what is acceptable and what is not
3
Link social media objectives clearly to the
communications strategy for change
1
Best Practice Guidelines
5
Have dedicated resource to generate
content and interaction, to help build
momentum
2
Train people in social media use so they
are comfortable using it
4
Establish governance to monitor
adherence to a clear social media policy
6
Seek commitment from all levels of
management for use of social media
7
Put monitoring systems and processes in
place to measure its effectiveness
● Wider levels of
collaboration
● Build communities
● Deliver results.

19. Change Readiness
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Spectrum of Reaction
● How the changes may
affect people's motivation
Embracing the Change Resisting the Change

20. Building the team

21. Change Management Plan

22. Course Content
1. Change Management
Context
2. Learning & Individual 3. Change & Individual 4. Change & Organization
Part 1
5. Change & Organization
Part 2
6. Stakeholder
Engagement
7. Communication &
Engagement
8. Change Impact
9. Change Readiness 10. Exam Technique
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