Half day open training event on change management held in Toronto, Canada

1. Ontario is changing!
by Toronto Training and HR
April 2013

2. Contents
3-4 Introduction to Toronto Training and HR
5-6 Types of change
7-8 Methods for managing change
9-10 Principles of change
11-12 Lewin’s three step model
13-14 Bridge’s three step process
15-17 Kotter’s eight step plan
18-19 Drill
20-22 Driving change in not for profits
23-27 Change in pharmacies
28-30 Resisting change
31-32 Social norms
33-34 Triggers of change
35-37 Changing the culture
38-39 Sustainable change
40-41 Variables
42-43 Forces for change
44-45 Organizational resilience
46-47 Change agents
48 Case studies
49-50 Conclusion and questions

3. Page 3
Introduction

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy
Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR
are:
• Training event design
• Training event delivery
• Reducing costs, saving time plus improving
employee engagement and morale
• Services for job seekers

5. Page 5
Types of change

6. Types of change
• Structure
• Technology
• People
Page 6

7. Page 7
Methods for managing
change

8. Methods for managing change
• Re-engineering
• Total Quality Management
(TQM)
• Development of learning
organizations
Page 8

9. Page 9
Principles of change

10. Principles of change
• Vision and detailed planning
• Strong executive stakeholder
support
• Continuous and varied
communication
• Assessments to gauge
successful milestones
• Many training approaches and
informational activities
• Reinforcement until the
process becomes part of the
new culture
Page 10

11. Page 11
Lewin’s three step model

12. Lewin’s three step model
• Unfreeze
• Change
• Refreeze
Page 12

13. Page 13
Bridge’s three step
process

14. Bridge’s three step process
• Ending
• Neutral zone
• New beginning
Page 14

15. Page 15
Kotter’s eight step plan

16. Kotter’s eight step plan 1 of 2
Establish a sense of urgency by
creating a compelling reason for
why change is needed
Form a coalition with enough
power to lead the change
Create strategies for achieving
the vision
Communicate the vision
throughout the organization
Empower others to act on the
vision by removing barriers to
change and encouraging risk-
taking and creative problem-
solving

17. Kotter’s eight step plan 2 of 2
Plan for, create, and reward
short-term “wins” that move the
organization toward the new
vision
Consolidate
improvements, reassess
changes, and make necessary
adjustments in the new programs
Reinforce the changes by
demonstrating the relationship
between new behaviours and
organizational success
Page 17

18. Page 18
Drill

19. Page 19
Drill

20. Page 20
Driving change in not for
profits

21. Driving change in not for profits
1 of 2
• High levels of satisfaction
• Retention issues within four
years
• Support from the board
• More support for challenging
tasks
• High levels of stress
• 60% exiting the sector
completely
Page 21

22. Driving change in not for profits
2 of 2
• Key motivators to work in the
sector
• Remuneration not top
motivator for working in the
sector but is important for
retention
• Leadership skills
Page 22

23. Page 23
Change in pharmacies

24. Change in pharmacies 1 of 4
IMPORTANT FACTORS
• Communication and teamwork
• Manpower and employees
• Pharmacy layout
• Patient expectation
• Relationship with physicians
• Remuneration
• External support and
assistance
Page 24

25. Change in pharmacies 2 of 4
CHANGE READINESS
• History of past changes
• Assessment of need for change
• Resource availability
• Measurements and metrics
• Assessing risk
• Change orientation
• Information and knowledge
• Skills audit
• Time availability and timing
• Profitability perspective
Page 25

26. Change in pharmacies 3 of 4
STEPS INVOLVED
• Situating and leading the
change
• Triggering the motivation to
change
• Planning the change
• Helping and assisting the
change
• Allocating resources for the
change
Page 26

27. Change in pharmacies 4 of 4
STEPS INVOLVED (CONTINUED)
• Responding to and managing
resistance to the change
• Marketing the change
• Aligning the change
• Communicating the vision and
change
• Integrating and consolidating
Page 27

28. Page 28
Resisting change

29. Resisting change 1 of 2
• Comply but do so reluctantly
• Ignore instructions
• Actively oppose and lobby
others to do the same
Page 29

30. Resisting change 2 of 2
TECHNIQUES TO REDUCE
RESISTANCE
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Manipulation and co-optation
• Coercion
Page 30

31. Page 31
Social norms

32. Social norms
• Develops gradually over time
and as newcomers are
socialized into the group
• Examples
• Important norms
Page 32

33. Page 33
Triggers of change

34. Triggers of change
• External
• Internal
Page 34

35. Page 35
Changing the culture

36. Changing the culture 1 of 2
• Set the tone through
management behaviour
• Create new stories, symbols
and rituals
• Adopting new values
• Redesigning socialization
processes
• Changing the reward system
• Replace unwritten norms with
clearly specified expectations
Page 36

37. Changing the culture 2 of 2
• Shake up current subcultures
• Employee participation and a
climate of trust
Page 37

38. Page 38
Sustainable change

39. Sustainable change

40. Page 40
Variables

41. Variables
• Structural
• Cultural
• Human Resource
Page 41

42. Page 42
Forces for change

43. Forces for change
• External
• Internal
Page 43

44. Page 44
Organizational resilience

45. Organizational resilience
• Definition
• Principles
• How does it help an
organization?
• What does a resilient
organization look like?
Page 45

46. Page 46
Change agents

47. Change agents
• Responsibilities
• Roles
• Skills
• Qualities
Page 47

48. Page 49
Case studies

49. Page 50
Conclusion and questions

50. Page 51
Conclusion and questions
Summary
Videos
Questions