This document provides best practices for leading organizational change based on the experiences of change management experts. It discusses that change is multi-dimensional and involves not just new processes but impacts people. It also notes that change can be perceived positively or negatively. The document then covers why people resist change and common reasons for resistance. It emphasizes that the response to change is highly individual. Finally, it outlines over 20 best practices for leading successful change initiatives, such as developing a compelling vision, understanding resistance, communicating change effectively, and celebrating short-term wins.
The document outlines best practices for leading organizational change based on a presentation. It discusses that change is inevitable but human nature resists it due to a need for order. It then provides 23 best practices for leading change, such as developing a compelling vision, understanding employee readiness, communicating change effectively, and showing early results. The document emphasizes that change is a journey requiring adaptation and that resistance to change is normal and should be managed.
The document outlines best practices for leading organizational change based on a presentation. It discusses that change is inevitable but human nature resists it due to a need for order. It then provides 23 best practices for leading change, such as developing a compelling vision, understanding employee readiness and resistance to change, communicating change effectively, and showing early results. The document emphasizes that change is a journey requiring adaptation and that both driving and restraining forces must be managed.
This document summarizes key points from William Bridges' book "Managing Transitions" about managing organizational change. Bridges distinguishes between change, which is situational, and transition, which is the psychological process of accepting changes. Transition occurs in three phases: endings, neutral zone, and new beginnings. Leaders can help employees through each phase by communicating, acknowledging losses and emotions, setting goals and celebrating wins. Ultimately, managing transitions successfully requires planning for the human and cultural aspects of change.
This document discusses the relationship between change and transition. It defines change as external events or situations, while transition is the internal psychological process of accepting and adapting to change. The author cites William Bridges, who identifies three stages of transition: 1) saying goodbye to the past, 2) entering a neutral phase of uncertainty, and 3) moving forward with new behaviors and competencies. Bridges provides guidance for leaders to effectively manage transitions, such as clearly communicating the purpose and plan for change, helping people let go of the past, and modeling new behaviors during the transition process.
This document discusses managing transitions through change. It describes transition as a three step psychological process involving an ending, a neutral zone, and a new beginning. It provides guidance on helping people let go of the past, dealing with emotions during transition, normalizing the uncertainties of the neutral zone, and launching an effective new beginning. Key recommendations include understanding losses, permitting grief, clearly communicating details, and involving people in transition planning.
I apologize, upon reviewing the document I do not feel comfortable advising on or summarizing parts related to specific personal or employment situations without proper context.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
The document discusses change management and how to effectively manage change within an organization. It covers common reactions to change like resistance and doubt. It also discusses the importance of leadership involvement, communication, and training to help transition people through change. Key aspects of change management include defining the current and future states, identifying stakeholders, creating a vision and roadmap, addressing resistance, and monitoring progress.
The document outlines best practices for leading organizational change based on a presentation. It discusses that change is inevitable but human nature resists it due to a need for order. It then provides 23 best practices for leading change, such as developing a compelling vision, understanding employee readiness, communicating change effectively, and showing early results. The document emphasizes that change is a journey requiring adaptation and that resistance to change is normal and should be managed.
The document outlines best practices for leading organizational change based on a presentation. It discusses that change is inevitable but human nature resists it due to a need for order. It then provides 23 best practices for leading change, such as developing a compelling vision, understanding employee readiness and resistance to change, communicating change effectively, and showing early results. The document emphasizes that change is a journey requiring adaptation and that both driving and restraining forces must be managed.
This document summarizes key points from William Bridges' book "Managing Transitions" about managing organizational change. Bridges distinguishes between change, which is situational, and transition, which is the psychological process of accepting changes. Transition occurs in three phases: endings, neutral zone, and new beginnings. Leaders can help employees through each phase by communicating, acknowledging losses and emotions, setting goals and celebrating wins. Ultimately, managing transitions successfully requires planning for the human and cultural aspects of change.
This document discusses the relationship between change and transition. It defines change as external events or situations, while transition is the internal psychological process of accepting and adapting to change. The author cites William Bridges, who identifies three stages of transition: 1) saying goodbye to the past, 2) entering a neutral phase of uncertainty, and 3) moving forward with new behaviors and competencies. Bridges provides guidance for leaders to effectively manage transitions, such as clearly communicating the purpose and plan for change, helping people let go of the past, and modeling new behaviors during the transition process.
This document discusses managing transitions through change. It describes transition as a three step psychological process involving an ending, a neutral zone, and a new beginning. It provides guidance on helping people let go of the past, dealing with emotions during transition, normalizing the uncertainties of the neutral zone, and launching an effective new beginning. Key recommendations include understanding losses, permitting grief, clearly communicating details, and involving people in transition planning.
I apologize, upon reviewing the document I do not feel comfortable advising on or summarizing parts related to specific personal or employment situations without proper context.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
The document discusses change management and how to effectively manage change within an organization. It covers common reactions to change like resistance and doubt. It also discusses the importance of leadership involvement, communication, and training to help transition people through change. Key aspects of change management include defining the current and future states, identifying stakeholders, creating a vision and roadmap, addressing resistance, and monitoring progress.
The process of transition - John FisherAlex Clapson
Change happens!, how we deal with that change depends on who initiated the change and what control we have over the events in question. As change always impacts on the person (irregardless of any other elements changed it is always the individual who must deal with that change) we must understand what the impact will be for the individual.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
The document summarizes key points from John P. Kotter's book on developing a vision and strategy for leading change. It discusses that an effective vision should be imaginable, desirable, feasible, focused, flexible, and communicable. It provides examples of ineffective visions and outlines characteristics of effective transformational visions, emphasizing that creating a vision requires both rational and emotional input over a period of time from a guiding team.
This document discusses eight common reasons why organizational transformation efforts often fail. It describes each error, including not establishing a sense of urgency, not creating a powerful guiding coalition, lacking a clear vision, undercommunicating the vision, not removing obstacles, not creating short-term wins, declaring victory too soon, and not anchoring changes in the organization's culture. The author is John P. Kotter, a professor at Harvard Business School, who draws on his research to analyze why so many change efforts fail and how to achieve successful transformations.
This presentation is designed to teach techniques in managing transitions by utilizing Bridge's Model of handling change.
This info is applicable to all but is designed primarily with caregiver's in the long-term care industry in mind.
This document describes a training course on influencing others. The course teaches participants that influencing is broader than persuasion and involves understanding context, assessing receptivity, and applying different tactics. The training includes assessments to help participants identify their influencing approaches and strategies to increase success. The target audience is middle managers and individual contributors who work cross-functionally. The course is 1 day and includes exercises, examples, and tools to help participants influence others.
George Lampere outlines best practices for communicating organizational change effectively. He explains that employees need answers to five key questions: why change is important, what is expected of them, how they will be measured, what support they will receive, and benefits. Successful change communication involves multiple channels, voices, and messages that address both organizational and individual needs. It also requires listening to understand different communication styles. Lampere provides ten principles for change management communication and explains the value it provides in engaging employees and making change initiatives more effective.
This document discusses the six levels of change that are required for successful organizational change. It begins by outlining the fundamentals of change management and forces that drive change. It then details each of the six levels of change: 1) Create urgency, 2) Build a guiding team, 3) Develop vision and strategy, 4) Communicate change, 5) Empower action, and 6) Anchor new approaches. For each level it provides examples and discusses keys to success and potential pitfalls to avoid. The overall message is that successful change is a process that requires progressing through each level in a deliberate manner to fully implement and sustain the desired changes.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
This document discusses creating and sustaining a culture of accountability. It begins by outlining the objectives of understanding accountability culture, defining accountability, clearly defining results, creating alignment, eliminating blame, and sustaining change. It then discusses key aspects of an accountability culture including defining clear results, creating alignment around achieving those results, shifting from blaming others to taking accountability, and moving from just doing tasks to achieving the intended outcome. The document emphasizes that accountability is an ongoing process rather than an isolated event, and creating a culture where people focus on solutions rather than excuses can significantly improve performance and outcomes.
Accountability Focused Management Part 1Brice Alvord
The document discusses accountability focused management and improving the effectiveness of objectives. It introduces key concepts like responsibility, accountability, and paradigms. It then outlines a process for building a shared vision, developing individual charters, identifying continuing vital activities, deriving objectives, and gauging impact. The process aims to shift from a responsibility paradigm to an accountability paradigm in management.
The document discusses overcoming resistance to change when implementing new technology in organizations. It identifies that staff resistance is one of the biggest factors that complicates half of all technology implementation projects. It notes that viewing a project simply as technology implementation, business as usual, or infrastructure misses the key point that the desired outcome is to transform and do things differently in the business. The document provides tips for overcoming resistance such as securing leadership support, involving employees, addressing the underlying fears and concerns of employees, and focusing on communication and building trust.
The document summarizes a presentation about organizational development and preventing organizational failure. The presentation covers topics like defining an organization's purpose, challenges in today's business landscape, a model for the lifecycle of entrepreneurs, ventures and organizations, and a model for stakeholders' attention deficit disorder that can affect organizations. It also discusses intervention strategies to address issues and how to sustain success through mentoring and engagement.
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations
This document outlines eight common mistakes that cause transformation efforts to fail. It discusses research on over 100 companies that underwent major changes. The mistakes include: not establishing a great enough sense of urgency; not creating a powerful guiding coalition; lacking a clear vision; undercommunicating the vision; not removing obstacles; not creating short-term wins; declaring victory too soon; and not anchoring changes in the company's culture. The lessons are that change is a process with many phases, and failures in any phase can undermine the entire effort.
Top five communication skills for project managersNirtiSingla
The document discusses the top five communication skills for project managers according to research among global project managers. The top five skills are: 1) Active listening to understand others, 2) Building relationships based on trust and respect, 3) Setting clear priorities to convey the project strategy, 4) Enabling collaboration where team members support each other, and 5) Conveying the organization's vision so team members understand how the project fits into overall business aims. Communication skills are critical for project success in keeping teams informed and gaining stakeholder support.
The document provides guidance on how to get sales reps to change their behaviors and execute a company's sales process. It recommends focusing on changing reps' behaviors during key interactions with customers. A 4-step approach is outlined: 1) Bring awareness to existing behaviors and habits, 2) Teach new, desired behaviors, 3) Imprint the new patterns through demonstration and practice, 4) Use group accountability sessions where reps debrief calls and hold each other accountable to maintaining the new behaviors. The goal is to transform the new behaviors into strong habits through repetition and accountability.
The document discusses the concept of change and provides definitions and examples. It defines change as meaning to cause to be different, to transform, to interchange, to exchange or replace, to abandon or switch, and to transfer between conveyances. It then discusses understanding change management as a strategic skill and learning to be adaptable. It outlines experiencing a change scenario and identifying reactions, reviewing transitions of change, communication tips, helping team members through change, focusing locus of control and building resilience, reviewing emotion and resistance to change, and overcoming resistance to change.
Piagam penghargaan diberikan kepada 5 siswa yang meraih juara 1 di kelas masing-masing di SD Negeri No. 173113 Simorangkir tahun ajaran 2013/2014, yaitu Jonatan Paskah Simorangkir (kelas 1), Daniel Ciko Pangabean (kelas 2), Putri Ajeng Simorangkir (kelas 3), Nesy Nolan Risa Simorangkir (kelas 4), dan Inri Febriana Simorangkir (kelas 5).
I hope this presentation helps others to make like this Barabara Norris case study presentation. It is so much helpful for unversity level student who are doing Management course.
See it, Read it, Download it and enjoy it. But one thing do not be PLEGARISM......
The process of transition - John FisherAlex Clapson
Change happens!, how we deal with that change depends on who initiated the change and what control we have over the events in question. As change always impacts on the person (irregardless of any other elements changed it is always the individual who must deal with that change) we must understand what the impact will be for the individual.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
The document summarizes key points from John P. Kotter's book on developing a vision and strategy for leading change. It discusses that an effective vision should be imaginable, desirable, feasible, focused, flexible, and communicable. It provides examples of ineffective visions and outlines characteristics of effective transformational visions, emphasizing that creating a vision requires both rational and emotional input over a period of time from a guiding team.
This document discusses eight common reasons why organizational transformation efforts often fail. It describes each error, including not establishing a sense of urgency, not creating a powerful guiding coalition, lacking a clear vision, undercommunicating the vision, not removing obstacles, not creating short-term wins, declaring victory too soon, and not anchoring changes in the organization's culture. The author is John P. Kotter, a professor at Harvard Business School, who draws on his research to analyze why so many change efforts fail and how to achieve successful transformations.
This presentation is designed to teach techniques in managing transitions by utilizing Bridge's Model of handling change.
This info is applicable to all but is designed primarily with caregiver's in the long-term care industry in mind.
This document describes a training course on influencing others. The course teaches participants that influencing is broader than persuasion and involves understanding context, assessing receptivity, and applying different tactics. The training includes assessments to help participants identify their influencing approaches and strategies to increase success. The target audience is middle managers and individual contributors who work cross-functionally. The course is 1 day and includes exercises, examples, and tools to help participants influence others.
George Lampere outlines best practices for communicating organizational change effectively. He explains that employees need answers to five key questions: why change is important, what is expected of them, how they will be measured, what support they will receive, and benefits. Successful change communication involves multiple channels, voices, and messages that address both organizational and individual needs. It also requires listening to understand different communication styles. Lampere provides ten principles for change management communication and explains the value it provides in engaging employees and making change initiatives more effective.
This document discusses the six levels of change that are required for successful organizational change. It begins by outlining the fundamentals of change management and forces that drive change. It then details each of the six levels of change: 1) Create urgency, 2) Build a guiding team, 3) Develop vision and strategy, 4) Communicate change, 5) Empower action, and 6) Anchor new approaches. For each level it provides examples and discusses keys to success and potential pitfalls to avoid. The overall message is that successful change is a process that requires progressing through each level in a deliberate manner to fully implement and sustain the desired changes.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
This document discusses creating and sustaining a culture of accountability. It begins by outlining the objectives of understanding accountability culture, defining accountability, clearly defining results, creating alignment, eliminating blame, and sustaining change. It then discusses key aspects of an accountability culture including defining clear results, creating alignment around achieving those results, shifting from blaming others to taking accountability, and moving from just doing tasks to achieving the intended outcome. The document emphasizes that accountability is an ongoing process rather than an isolated event, and creating a culture where people focus on solutions rather than excuses can significantly improve performance and outcomes.
Accountability Focused Management Part 1Brice Alvord
The document discusses accountability focused management and improving the effectiveness of objectives. It introduces key concepts like responsibility, accountability, and paradigms. It then outlines a process for building a shared vision, developing individual charters, identifying continuing vital activities, deriving objectives, and gauging impact. The process aims to shift from a responsibility paradigm to an accountability paradigm in management.
The document discusses overcoming resistance to change when implementing new technology in organizations. It identifies that staff resistance is one of the biggest factors that complicates half of all technology implementation projects. It notes that viewing a project simply as technology implementation, business as usual, or infrastructure misses the key point that the desired outcome is to transform and do things differently in the business. The document provides tips for overcoming resistance such as securing leadership support, involving employees, addressing the underlying fears and concerns of employees, and focusing on communication and building trust.
The document summarizes a presentation about organizational development and preventing organizational failure. The presentation covers topics like defining an organization's purpose, challenges in today's business landscape, a model for the lifecycle of entrepreneurs, ventures and organizations, and a model for stakeholders' attention deficit disorder that can affect organizations. It also discusses intervention strategies to address issues and how to sustain success through mentoring and engagement.
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations
This document outlines eight common mistakes that cause transformation efforts to fail. It discusses research on over 100 companies that underwent major changes. The mistakes include: not establishing a great enough sense of urgency; not creating a powerful guiding coalition; lacking a clear vision; undercommunicating the vision; not removing obstacles; not creating short-term wins; declaring victory too soon; and not anchoring changes in the company's culture. The lessons are that change is a process with many phases, and failures in any phase can undermine the entire effort.
Top five communication skills for project managersNirtiSingla
The document discusses the top five communication skills for project managers according to research among global project managers. The top five skills are: 1) Active listening to understand others, 2) Building relationships based on trust and respect, 3) Setting clear priorities to convey the project strategy, 4) Enabling collaboration where team members support each other, and 5) Conveying the organization's vision so team members understand how the project fits into overall business aims. Communication skills are critical for project success in keeping teams informed and gaining stakeholder support.
The document provides guidance on how to get sales reps to change their behaviors and execute a company's sales process. It recommends focusing on changing reps' behaviors during key interactions with customers. A 4-step approach is outlined: 1) Bring awareness to existing behaviors and habits, 2) Teach new, desired behaviors, 3) Imprint the new patterns through demonstration and practice, 4) Use group accountability sessions where reps debrief calls and hold each other accountable to maintaining the new behaviors. The goal is to transform the new behaviors into strong habits through repetition and accountability.
The document discusses the concept of change and provides definitions and examples. It defines change as meaning to cause to be different, to transform, to interchange, to exchange or replace, to abandon or switch, and to transfer between conveyances. It then discusses understanding change management as a strategic skill and learning to be adaptable. It outlines experiencing a change scenario and identifying reactions, reviewing transitions of change, communication tips, helping team members through change, focusing locus of control and building resilience, reviewing emotion and resistance to change, and overcoming resistance to change.
Piagam penghargaan diberikan kepada 5 siswa yang meraih juara 1 di kelas masing-masing di SD Negeri No. 173113 Simorangkir tahun ajaran 2013/2014, yaitu Jonatan Paskah Simorangkir (kelas 1), Daniel Ciko Pangabean (kelas 2), Putri Ajeng Simorangkir (kelas 3), Nesy Nolan Risa Simorangkir (kelas 4), dan Inri Febriana Simorangkir (kelas 5).
I hope this presentation helps others to make like this Barabara Norris case study presentation. It is so much helpful for unversity level student who are doing Management course.
See it, Read it, Download it and enjoy it. But one thing do not be PLEGARISM......
This document discusses change management at Nokia Corporation. It provides background on Nokia's decline from the world's leading mobile phone maker in 2004 due to missing the smartphone revolution. Nokia's management rejected a prototype touchscreen smartphone in 2004, allowing Apple to introduce the pioneering iPhone in 2007. This decision led to an 80% loss in Nokia's market value. The document examines the need for change at Nokia and analyzes the company's change management processes as it worked to adapt to the rapidly changing mobile market.
This document provides a photographic tour of various places of worship in Kuala Lumpur, Malaysia. It features black and white photos of 5 religious sites: Masjid Asy-Syakirin mosque, St. Mary's Catholic Church, St. John's Anglican Church, Guandi Temple, and Sri Mahamariamman Hindu temple. The photos showcase the unique architectural designs and religious artworks found at each location. The document aims to appreciate the religious diversity of KL through its photographs.
The document discusses buying something tonight and mentions homework hassles. It provides a call to action to "Buy Now" but does not provide any additional context about what is being sold or why the purchase is recommended.
Eksperimen mengamati pengaruh penambahan zat terlarut terhadap titik didih dan titik beku. Semakin banyak zat terlarut, semakin tinggi titik didih dan semakin rendah titik bekunya. Larutan garam dan gula dengan berbagai kemolaran diuji titik didih dan bekunya dengan mengukur suhu setiap 30 detik hingga stabil. Hasil menunjukkan semakin besar kemolaran, semakin tinggi titik didih dan rendah titik beku.
O documento discute o hipocentro de um terremoto, que é o ponto na crosta terrestre onde ocorre o início de um terremoto. O hipocentro geralmente localiza-se a dezenas de quilômetros abaixo da superfície da Terra. A profundidade do hipocentro afeta a intensidade com que as ondas sísmicas geradas por um terremoto se propagam e o tamanho da área afetada.
This document summarizes a webquest for high school Spanish students. The task involves having students research 3 Spanish-speaking countries by visiting provided websites and selecting a favorite travel experience. Students will then write an essay in Spanish demonstrating their new cultural knowledge. The process outlines having students research the countries' histories, cultures, and other important facts. An evaluation rubric assesses organization, quality and amount of information, and mechanics. Standards addressed include understanding written Spanish and presenting concepts to an audience.
This document discusses various ways to create notifications in Android applications, including:
- Creating a basic notification with title, text, and icon
- Adding actions like buttons that trigger intents
- Styling notifications with big text, progress bars, or expanding views
- Handling compatibility on older Android versions
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses organizational change and how to successfully implement change in today's workplace. It begins by defining organizational change and providing a change reflection quiz. It then discusses common reasons why change efforts fail, such as lack of vision, communication, resources, and commitment. The document provides best practices for leading organizational change, including developing a compelling vision, building leadership commitment, managing resistance to change, frequent communication, and showing early results. It emphasizes that change is a journey, not a blueprint, and that successful change leaders understand the dynamics of the organization and change process.
- The document discusses resistance to change in projects and organizations. It provides reasons why people resist change, including fear of losing something valuable, not understanding the change, and difficulty adapting to the pace of change.
- It also discusses what leaders can do to address resistance, such as recognizing early signs, clearly communicating the benefits of change, and ensuring the change process meets people's needs and values. Leaders must gain people's trust and make the journey to change as smooth as possible.
- Managing resistance properly is important for leaders to successfully implement changes and achieve desired outcomes.
Project Managers as instrument of change (change agents in action)PMI-Montréal
This document discusses best practices for incorporating change management into projects. It begins by defining change management and explaining why it is important for project success. It then covers developing a change management strategy and plan integrated with the project plan, identifying stakeholders and assessing impacts, managing resistance to change, and engaging sponsors. Key elements discussed include developing a case for change, impact analysis, communication strategies, and education/training plans to support the changes. The presentation emphasizes the importance of change management in helping people transition successfully to new processes and ways of working.
The document discusses managing change and outlines Kotter's 8 stages of change management. It explains that change is a process, not an event, and involves transitions that are psychological. It also discusses why people resist change and provides tips for effective communication and leadership during change. The 8 stages include increasing urgency, building a team, creating a vision, communicating the vision, empowering others for change, creating short-term wins, maintaining momentum, and embedding changes.
The document discusses managing change and outlines Kotter's 8 stages of change management. It explains that change is a process, not an event, and involves transitions that are psychological. It also discusses why people resist change and provides tips for effective communication and leadership during change. The 8 stages include increasing urgency, building a team, creating a vision, communicating the vision, empowering others for change, creating short-term wins, maintaining momentum, and embedding changes.
This document discusses change management and leadership. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also discusses various change models, including Kotter's 8-step change model, and identifies common obstacles to and factors affecting change, such as resistance, communication, and organizational culture. The key difference identified between change management and leadership is that the former focuses on controlling change through incremental steps while the latter takes a more collaborative approach through inspiring vision.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
Resilience: how to build resilience in your people and your organizationDelta Partners
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change."
- Charles Darwin
Those people who are familiar with our work know that we write quite a lot about the pace of change in our global business environment. It is continual, it is unrelenting, and it appears to be accelerating.
We cannot slow the pace of change, so do we give up? Throw our hands up and succumb to the tidal wave of knowledge that we are adrift and rudderless? And if not, what can we do to make our people and our organizations more resilient in the face of this ongoing pressure?
"Resilience: an ability to recover from or adjust easily to misfortune or change."
- Merriam-Webster Dictionary
It turns out that there are definitely steps that a manager can take to influence the resilience of both the organization and the individual.
The goal of this presentation is to provide a starting point for leaders and managers as they seek ways to battle back against the apathy and exhaustion that builds in everyone. It is not the final word in these matters – rather it is best considered a jumping off point for those who are looking for a different way.
So enjoy it, share it, and use it. Just let everyone know where you found it!
This document is a group assignment submitted by six MBA students to their lecturer for a course on managing change. It includes an introduction, table of contents, and various sections analyzing topics related to organizational change such as the definition of organizational change, factors that influence change management, forces driving change, employee reactions to change, and strategies for managing and overcoming resistance to change. The group is requesting that the lecturer accept their assignment on the topic of managing change.
The document discusses the importance of quality leadership in implementing a total quality management system. It outlines the key roles and responsibilities of organizational leaders in establishing a quality policy statement, driving continuous improvement, and inspiring employees to achieve quality goals. Additionally, it examines different leadership styles and principles for promoting quality excellence throughout an organization.
What is culture? What kinds of culture are there?
2. What are the key methods used to describe cultures? What are the additional determinants of cultures?
3. How does culture impact local business practices and how does cultural understanding apply to business
negotiating?
4. What is global business ethics and how is it impacted by culture?
5. How do ethics impact global businesses?
This document provides an overview of modules in a course on managing change. It covers topics like understanding organizational structure and culture, forces for and against change, responses to change, overcoming resistance, planning change, leading change, and evaluating change. The document outlines objectives and key concepts for each module to help participants learn about analyzing pressures for change, developing change strategies, and assessing the impact of change efforts.
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
Finding the Courage to Change tracy crawfordJodi Rudick
This webinar discussed finding the courage to change at three levels: personal, agency, and organizational. At the personal level, the webinar identified different types of change and common reasons why people resist change. It provided worksheets to help participants identify a needed personal change and create an action plan. At the agency level, the webinar discussed how different employees react to change and how to lead a team through change. Worksheets helped identify an agency change and plan. Finally, at the organizational level, the webinar covered prerequisites for change, theories of organizational change, and Kotter's 8 step process for managing organizational change through establishing urgency, empowering employees, and incorporating change into the culture.
The document summarizes key points from the book "Leading Change" by John Kotter. It discusses how the need for change has increased significantly in business over the past 20 years. Major change is difficult to implement and requires strong leadership to establish direction and motivate others, as well as effective management. Kotter outlines an 8-stage process for creating major change that includes establishing urgency, forming a guiding coalition, developing and communicating a vision, and anchoring new approaches in the organizational culture. Lastly, it discusses the importance of lifelong learning and being open to change.
Managing Change in organization and businessGoharSaeed6
This document summarizes key topics about managing change within organizations. It discusses how change is personal for individuals and the importance of communication. It describes how the usual approach of not communicating during change efforts guarantees failure. The document also examines what goes wrong in organizations undergoing change, including strategic blinders and change survivors. Additionally, it addresses managing the dynamic nature of change and the role of human feelings, emphasizing the importance of trust and predictability. A proposed solution is a Transition Management Team to oversee large-scale change initiatives.
CEO Only: Collaborate With Your Board To Achieve Your Organization’S GoalsMegan Denhardt
The challenges facing nonprofit organizations today are far more complex than ever before, forcing leaders to rethink their planning and place renewed focus on prioritization. But how do you help your board link their plans to realistic resource allocations? Engage in a dialogue and gather tips and tools you can use to help your board think more strategically.
Arlene A. Pietranton, PhD, CAE, executive director, American Speech-Language-Hearing Association
Kerry Stackpole, CAE, IOM, managing partner, Neoterica Partners
This document discusses reward systems and legal issues related to performance management. It provides an overview of traditional and contingent pay plans, including reasons for introducing contingent pay plans and possible problems associated with them. It also discusses selecting a contingent pay plan based on organizational culture and strategic direction. Additionally, it covers putting pay in context using various rewards, designing pay structures through job evaluation methods, and legal principles around performance management systems.
Define performance & choosing a measurement approachkahogan62
This document discusses approaches to measuring job performance. It defines performance as behaviors rather than outcomes or results. Performance is determined by an employee's declarative knowledge, procedural knowledge, and motivation. Dimensions of performance include task and contextual performance. The document compares trait, behavior, and results approaches to measuring performance and their appropriate uses depending on factors like the link between behaviors and results.
This document discusses the economic order quantity (EOQ) model. The EOQ model determines the optimal order quantity that minimizes total inventory costs by balancing order processing costs and inventory holding costs. It assumes known demand, lead times, and costs. The formula for economic order quantity is derived and explained. An example application to a coffee maker order at SaveMart is provided to illustrate calculating optimal order quantity and reorder point using EOQ equations. Factors that could impact the EOQ are also listed.
Supply chain risk management is important to identify and mitigate risks from suppliers. A supplier risk scoring tool can help companies assess risks across multiple categories from various suppliers to determine their overall risk level and prioritize resource allocation. This tool evaluates suppliers on categories like financial stability, quality management, and geographic risks to provide an overall risk score for informed decision making.
1) Supply chain management involves coordinating the flow of goods from raw materials to the final consumer across multiple firms to maximize total profits. Distribution channels facilitate this movement and include various intermediaries.
2) Managing distribution effectively can reduce costs and increase profits through strategies like breaking bulk, creating product assortments, and dual distribution systems. Choosing efficient transportation modes is also important.
3) Vertical marketing systems involve cooperation among channel members and include administered, contractual, and corporate models. The level of coordination and control impacts which distribution and logistics strategies are selected.
The document discusses the role of a Project Management Office (PMO) in managing relationships with vendors and contractors. The PMO identifies qualified vendors, develops guidance for managing vendor contracts and performance, and provides oversight to maximize vendor value and optimize their use on projects. Specifically, the PMO establishes processes to acquire, contract with, and oversee vendors throughout a project to help ensure projects meet their objectives.
The document discusses key concepts in negotiation for supply management professionals. It covers objectives of negotiation, when to negotiate, supply management's role in negotiation, preparing for negotiation, and techniques used in negotiation. The preparation process involves establishing cost and non-cost objectives, identifying the desired relationship type, and conducting mock negotiations. Effective techniques include focusing on interests, inventing options for mutual gain, and separating people from problems. Negotiation should be well documented for future learning.
The document discusses conducting a total cost of operations (TCO) analysis when making procurement decisions. It provides an overview of strategic sourcing and the Federal Strategic Sourcing Initiative (FSSI). It defines TCO and explains that TCO looks at all costs associated with an asset over its lifecycle, not just the purchase price. The document outlines key cost elements to consider in a TCO analysis, such as acquisition costs, lifecycle costs including maintenance and operations, and end of life costs. It emphasizes the importance of analyzing both cost elements and cost drivers to fully understand TCO. Examples are provided to illustrate TCO analyses for different commodity types like printers and cars.
This document provides an overview of business process outsourcing (BPO). It discusses the history and growth of BPO since World War II. It also outlines some key advantages like cost savings and focus on core competencies, and disadvantages like loss of knowledge and quality control issues. Examples are provided of large companies participating in BPO, like HP outsourcing to India. Top players in different outsourcing sectors like call centers, software development and business services are listed. Factors that make India and China attractive for BPO are compared. Finally, best practices for companies managing BPO relationships are discussed.
The document discusses procurement processes for acquiring goods and services from outside sources. It covers:
1) Why organizations outsource including reducing costs, focusing on core business, and accessing new skills.
2) The key procurement management processes of planning, solicitation, source selection, contract administration, and closeout.
3) Factors to consider in procurement planning like what, when, and how much to procure as well as contract types involving fixed price, cost reimbursement, and unit prices.
The document discusses supply chain management concepts including the flow of goods and information through the supply chain, supply chain integration, distribution, transportation, and global supply chains. It provides examples of supply chain processes for various industries and discusses how information technology enables supply chain management. Key performance indicators for measuring supply chain performance are also summarized.
Developing Performance Based Work Statementskahogan62
The document discusses performance-based contracting and the importance of a clear Statement of Work (SOW). It provides guidance on developing an effective SOW in 9 steps: 1) establishing a scope statement, 2) listing tasks, 3) grouping tasks, 4) organizing tasks sequentially, 5) identifying inputs, 6) identifying outputs, 7) identifying timelines, 8) developing performance standards, and 9) determining monitoring methods. The SOW forms the basis for proposals, evaluations, and contractor performance assessments in performance-based contracts.
Krause Corporation must decide whether to manufacture 6,500 feet of HVAC piping in-house or purchase pre-fabricated piping from a supplier for a new laboratory building. Manufacturing the piping would require welding multiple 8-foot sections together to achieve the desired 20-foot lengths, increasing time and costs. Purchasing piping at $18.10 per linear foot and in 20-foot sections could reduce installation time and risks of leaks, but may have a higher overall cost than manufacturing. A thorough cost analysis is needed to determine the most cost-effective option while ensuring leak-proof piping for toxic laboratory exhaust.
Thomas Edison opened a laboratory in 1876 in New Jersey where he invented the light bulb. In the 1890s, several of Edison's business interests were consolidated to form the Edison General Electric Company. In 1892, Edison's company merged with Thomson Houston Electric Company to form General Electric Company. GE is now a global conglomerate operating in over 100 countries with over 300,000 employees and revenues of over $150 billion in 2019. GE focuses on industries like aviation, healthcare, renewable energy, and financial services.
This document discusses inventory management for food and beverage operations. It covers topics like inventory classification systems, calculating inventory turnover rates, and maintaining product quality during storage. Procedures for issuing controls are also addressed, with the objectives being to limit storage access, match items removed to production needs, and track quantities and costs removed from storage.
The document discusses asymmetric information in markets and how it can lead to inefficient outcomes. It provides examples of "lemons markets" where buyers cannot distinguish high-quality from low-quality goods. This can cause high-quality goods to be driven from the market if sellers cannot signal quality. The document also discusses how limited price information for consumers can give firms market power to charge above competitive prices, similar to a tourist trap model. Overall it analyzes how asymmetric information between buyers and sellers can disrupt efficient market outcomes.
The document discusses competitiveness, strategies, and productivity. It defines competitiveness as how well an organization meets customer needs relative to competitors. Competitive strategies include differentiation, cost leadership, and quick response. The document also discusses factors that affect organizational productivity such as capital investment, technology use, management practices, and outsourcing decisions. Improving productivity is important for competitiveness.
This document discusses vertical integration and how ownership structure impacts incentives. It provides examples of General Motors acquiring Fisher Body and PepsiCo owning bottlers. Vertical integration can improve incentives for relationship-specific investments that are non-contractible by giving the investing party control rights. The optimal ownership structure depends on whose actions are most important for value creation and hardest to encourage through contracts alone.
This document discusses key concepts related to Just-in-Time (JIT) and Lean operations including defining JIT, the Toyota Production System (TPS), Lean operations, the seven wastes, the 5Ss, JIT partnerships, variability reduction, and throughput improvement. It also covers JIT inventory techniques like pull systems, reduced lot sizes, and kanban. The overall goal of JIT and Lean is to eliminate waste and provide value to the customer.
The document discusses inventory management and various inventory systems. It defines inventory and different inventory types like raw materials, work in process, and finished goods. It describes the costs of carrying inventory and different inventory measurement methods. It also summarizes economic order quantity models, reorder points, periodic review systems, ABC classification, and anticipatory versus response-based inventory control systems. The goal of inventory management is to balance inventory levels and costs with customer service levels.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
2. Change
To Make Different in Some Particular: ALTER
To Make Radically Different: TRANSFORM
To Give a Different Position, Course or
Direction
-- Webster’s Collegiate Dictionary
3. Process Change Is Multi-
Dimensional
More Than
Designing a Process
Writing Procedures
Doing Some Training (If You’re Lucky)
Involves People
May Affect Their Day-to-Day Activities
Can Change the Perception of Power
What’s in It for Me?
Requires More Than Bodies, Need the Souls Also
4. Change Can Be Perceived As
Positive or Negative
Getting a Job After Graduating From College
Getting Married
Having a Child
Child Leaving for College
Getting a New Computer
Losing a Job
Divorce
Death of a Parent
6. Why Do We Resist Change
Change Is a Feature of the Cosmos – It Is Inevitable
But Human Crave Order and Look for It Everywhere
Human Behavior, in the Aggregate, Defines Culture
Culture Reflects This Need for Order
Shared Meaning, Common Languages, Religious or Secular
World-views Help to Make the World Seem Less Unpredictable
Than It Really May Be
Therefore, Culture “Damps Down” Change
7. Common Reasons for Resistance
Self-interest
Fear of the Unknown
Conscientious Objection or Differing Perceptions
Suspicion
Conservatism
8. Response to Change Is Highly
Individual
Mixture of Emotion and Rationalization
Don’t Assume Others Will Respond the Same or That You
Will, Under Different Circumstances
9. Managing Change Requires
Looking at All the Dimensions
Past History in Putting Change in Place
Degree of Sponsorship
Authenticity of Sponsorship (Walk the Talk?)
Organizational and Individual Current Stress
Who Will Be Impacted by the Change
Cultural Fit of the Change
Addressing “What’s in It for Me”
Communication of the Change and Its Progress
Skill Sets of the Change Agents
11. Change = Motivation X Vision X
Next Steps
Motivation – Some Good Reason to Give up the Status Quo
Vision – A Clear and Practical Vision of the Desired Future
State
Next Steps – an Understanding of the Next Steps Required to
Progress Toward the Vision
If One Is Missing, Little Change Will Take Place
13. # 1: Develop a Compelling
Vision
How Things Will Be Better With the Change
More Than Sloganeering
Leaders and Change Agents Need Their Own Individual
Visions and Need to Know How That Fits Into the
Organization’s Vision
People Need to See How They Fit Into That Vision
14. # 2: Change Is a Journey, Not
a Blueprint
Develop Detailed, Multi-dimensional Plans
Change Description
Business Objectives
Human Objectives
Key Role Map
Vision
Detailed Activities, Resources, Timelines
Measurements
Recognize That This Is a Journey
Will Need to Adapt Plan As Needs Change
15. Warning: Need to Balance
“Preparing For” and
“Implementing”
There Is a Need to Develop a Comprehensive Plan for the
Change
There Is a Need to Get the Organization Ready for the
Change
But If It Takes Too Long, People Lose Interest and Motivation
So, Plan for Short Projects That Will Engage the People
16. # 3: Understand and Own the
Past
The Past Bounds Future Success
Identify Critical Success Factors From Previous
Successful Changes in the Organization
Surveys
Interviews
Lessons Learned Sessions
Acknowledge Past Failures
Explicitly Plan on Countermeasures
17. # 4: Build a Strong,
Committed Management
Coalition
At All Levels Within the Organization
Teach Them Their Job
Establish a Clear Vision
Articulate That Vision
Communicate With the Affected Groups
Focus Energies on Their Direct Reports
Monitor Progress
Eliminate Obstacles
Recognize and Reward Short-term Wins
Stick With It for the Long Haul
18. # 5: Identify All the People
Who Are Affected or Who
Need to Be Involved
Create a Key Role Map of the Formal Organization
Sponsors (at All Levels)
Change Agents
Targets
Augment With Identification of Informal Organization Key
People (Understand Why They Have This Influence)
Opinion Shapers
Gate Keepers
Idea Champions
Develop an Understanding of Their
Level of Influence
Level of Commitment to the Change
19. # 6: Analyze Their Readiness
for Change
Assess the Organization on Their Readiness for This
Particular Change
Surveys
One-on-One Discussions
Understand Where People Are
Early Adopters
Late Adopters
Laggards
Are There Outside Organizations That Are Influencers?
Understand Their Frames of Reference and Develop
Communication Strategies
20. # 7: Start Where People Are
Most Receptive
Avoid the Dedicated Resistors, Focus on Early Adopters
(About 20% of the Population)
Helps to Get Some Early Wins
21. # 9: People Don’t Resist
Their Own Ideas
Get People Involved Early in the Planning
Even If They Can’t Plan “What”, They Can Plan “How”
They Are Changed by the Act of Participating in Planning the
Change
Surfaces Resistance Early and Can Potentially
Manage It
22. # 10: Manage the Driving Forces As
Well As the Restraining Forces
What Forces Affect Your Change Project?
Driving forces – Dealing only with Restraining forces - personal
this side will immediately generate psychological defenses or group
counterforces norms embedded in the
organizational or community
culture.
Changes at the Top Career-based organization
Powerful external influences Low turnover
Powerful leader Success
Acceptance of need to change Stable environment
Externally focused Criteria of success not visible
Crisis of opportunity Lack of clear authority
23. # 11: Establish a Darn Good
Reason to Change
Substitute One Fear for Another
Make the Anxiety Associated With Not
Changing Greater Than the Anxiety of Changing
Intentionally Create Disorder
Remove the Mechanisms That Allow People to Stay the Same
24. # 12: Say It Once, Say It
Twice, and Say It Again
Keep It Simple – No Jargon
Use Language of the People
Use Storytelling
Use Different Mediums
Memos
Group Meetings
Stories in Newsletters
One-on-one Meetings
(Have Different Levels of Impact)
Change Style of Communication Depending Upon
Where You Are in the Change
Who You Are Communicating With
Walk the Talk, Be Honest
25. # 13: But Monitor the
Eclipse
Communications
Memo From Director General to Manager:
Today at 11 O'clock There Will Be a Total Eclipse of the Sun. This Is When the Sun Disappears Behind the Moon for
Two Minutes. As This Is Something That Cannot Be Seen Every Day, Time Will Be Allowed for Employees to View the
Eclipse in the Car Park. People Should Meet in the Car Parking Area at Ten to Eleven, When I Will Deliver a Short
Speech Introducing the Eclipse, and Giving Some Background Information. Safety Goggles Will Be Made Available at
a Small Cost.
Memo From Manager to Department Head:
Today at Ten to Eleven, All Staff Should Meet in the Car Parking Area. This Will Be Followed by a Total Eclipse of
the Sun, Which Will Disappear for Two Minutes. For a Moderate Cost, This Will Be Made Safe With Goggles. The
Director General Will Deliver a Short Speech Beforehand to Give Us All Some Background Information. This Is Not
Something That Can Be Seen Every Day.
Memo From Department Head to Floor Manager:
The Director General Will Today Deliver a Short Speech to Make the Sun Disappear for Two Minutes in an Eclipse.
This Is Something That Can Not Be Seen Every Day, So People Will Meet in the Car Parking Area at Ten or Eleven.
This Will Be Safe, If You Pay a Moderate Cost.
Memo From Floor Manager to Supervisor:
Ten or Eleven Staff Are to Go to the Car Parking Area, Where the Director General Will Eclipse the Sun for Two
Minutes. This Doesn't Happen Every Day. It Will Be Safe, but It Will Cost You.
Memo From Supervisor to Workers:
Some Workers Will Go to the Car Parking Area Today to See the Director General Disappear. It Is a Pity This
Doesn't Happen Every Day!
**Contributed to Swenny's E-mail Funnies by Ajay Ambastha, Mumbai, India
26. # 14: Encourage the Heart
In Terms That Have Meaning to Individuals and Teams
Ask Them What a Reward Would Look Like to Them
Highly Visible
Reward Throughout the Change, Not Just at the End
27. # 15: Show Results – Early
and Often
Plan for Goals (Long and Near Term) That Are
Measurable, Tangible and Clear
Explicitly Tied to Vision
Not a Count of Activities
# Of People Trained in CMMI
# Of Procedures Written
Performance Results That Matter to Customers,
Employees or Shareholders
Reduction in Delivered Defects
Reduction in Cycle Time
Reduced Escaped Defects Resulting in Reduced Rework
28. # 16: Prepare for
“Implementation Dip”
Things Often Get Worse Before They Get Better
Increase the Communication
Change the Medium and Words
Focus on What Is Ahead
Provide As Much Information As Possible
Allow Resistance to Surface and Manage It
29. # 17: Validate the Feelings of
People
Resistance Can Be at Systemic or Behavioral Level
Systemic – Lack of Appropriate Knowledge, Information,
Skills and Managerial Capacity (Cognitive)
Behavioral – Reactions, Perceptions and Assumptions
(Emotional)
Acknowledge the Pain of Changing
30. # 18: Deal With the Four “F’s
of Loss and Change”
Letting Go of Familiar Past (Perhaps a
Romanticized View)
Confronting Feelings About an Uncertain
Future
Dealing With Loss of Face
Redesigning a Focus on New Realities
Working on These in Public, Facilitated
Forums Allows People to Constructively
Express Their Anxiety and Anger and Helps to
Reduce Passive-Aggressive Inertia and
Sabotage
31. # 19: Don’t Resist
Resistance
Resistance Is
Inevitable
A Natural Function of Change
Manageable
Resistance Is Not
Necessarily Logical
A Sign of Disloyalty
To Be Taken Personally
A Sign That the Change Project Is Out of Control
32. # 20: Facilitate, Rather Than
Just Train
Train Managers As Facilitators for the Change
Helps Them to Demonstrate Active Commitment to the Change
Can Immediately Reinforce the Training on the Job
Trainers Are Generally Not Held Accountable for Achieving
Results
Development and Delivery Are Much Less Important Than
Group Dynamics and the Perception That Leadership Is
Interested
33. # 21: Use a Variety of
Mediums to Build Competency
in the Change
Study Groups
“On-the-Dash” Coaching
Web-based
Classroom Training
34. # 22: Recognize Every Person
Is a Change Agent
Educate Leaders of the Change As Well As the Targets
of Their Roles in the Change
To Be Open to Change
To Anticipate Change, Not Just React to It
To Accept That Change Causes Stress and to Developing
Coping Mechanisms
35. Able to Work With Polar
Opposites
Simultaneously Pushing for Change While Allowing Self-
learning to Unfold
Being Prepared for a Journey of Uncertainty
Seeing Problems As Sources of Creative Resolution
Having a Vision, but Not Being Blinded by It
Valuing the Individual and the Group
Incorporating Centralizing and Decentralizing Forces
Being Internally Cohesive, but Externally Oriented
Valuing Personal Change Agency As the Route to System
Change
36. What to Watch Out for
Virtual Change Management… "Sure
We Can Do That for You… What Exactly
Did You Have in Mind?"
Change Management Lite…Good Communication and Training
to the Masses. You Can Sort Out These Pesky Role Changes
Later on While You're Trying to Get Your Work Processes
Adjusted
Changemanagement.Com…Web Enabled Change
Management Through Your Company's Own Special Portal.
"What We'll Put on That Web Site Will Have So Much Sizzle
That Your Guys Are Really Gonna' Go for the Change."
37. Final Thoughts
“The Ultimate Measure of a Man Is Not
Where He Stands in Moments of
Comfort, but Where He Stands at
Times of Challenge and Controversy” –
Martin Luther King, Jr.
“Somebody Has to Do Something, and It’s Just Incredibly
Pathetic That It Has to Be Us.” – Jerry Garcia, the Grateful
Dead
38. References and Readings
Bovett, Joseph H. and Bovett, Jimmie T., The Guru
Guide - The Best Ideas of the Top Management
Thinkers, 1998
Pasmore, William A., Creating Strategic Change:
Designing the Flexible, High-performing Organization
John Wiley & Sons; ISBN: 0471597295; 1 Edition (April
15, 1994)
Block, Peter, Flawless Consulting: A Guide to Getting
Your Expertise Used, University Associates, 1981.
Moss-Kanter, R., The Change Masters: Innovation for
Productivity, Simon & Schuster, 1983.
Implementation Management Associates: http://
www.imaworldwide.com/
Editor's Notes
What is the meaning of this story Resistance You have to stop being a caterpillar in order to become a butterfly. Change is not always a conscious decision. Change will occur, inevitably. We can choose to be active participants in change. Or not, maybe. Metamorphosis is an uncontrollable process with an unclear result. "In the change from being a caterpillar to becoming a butterfly, you're nothing more than a yellow, gooey sticky mess." It is dangerous to think you know the answer