This document discusses change management and outlines key aspects of managing organizational change. It begins with definitions of change management and reasons why organizations change. It then covers common reactions to change, success rates of change initiatives, and impact of change. Models of change management are presented, including those developed by Kurt Lewin, McKinsey, and Kotter. Resistance to change is examined along with reasons why change efforts fail. The conclusion emphasizes the importance of change for organizations to adapt to future challenges.

1. CHANGE MANAGEMENT
MANAGEMENT PRESENTATION

2. OUR GROUP
TALHA MAHMOOD
MAHWISH KASHIF
MUHAMMAD YUSUF

4. Contents:
 What Is Change Management?
 Why Organizations Change?
 Objective Of Change.
 Some normal reactions to change.
 Success Rate
 Internal and External Aspects.
 Change Impact
 Models Of Change (Kurt Lewin , Mckinsey , Kotter)
 Kurt Lewin’s Change Model.
 Why people resist change?
 Why Change Management Fails?
 Quotes.
 Conclusion

5. What is Change Management?
Change management is an approach to shifting/ transitioning individuals, teams, and - in
general – organizations from a current state to a desired future state.

6. Why Organizations Change?
Simple Answer
World is faster than organizations
Globalization
Technology
Information

7. Objectives
• Maximize the collective benefits for all people
involved in the change.
• Minimize the risk of failure of implementing the
change .
• The discipline of Change Management deals with
Human Aspect of Change (Psychological)

8. Normal Reactions To Change
“ This is a waste of time”
“Why Change if it was working just fine
before”
“If it isn’t broke , don’t fix it!”
“Our current system isn’t great , but what’s
so wonderful about the new one ? How will
that will be any better?”
“How soon will this happen?”
“How will this impact me?”
“Will I receive new training?”
“What’s in it for me?”
“I doubt they are really serious about this”

9. Changes aren’t difficult ,
transitions are..
Change:
• Change is situational New
Polices , New Boss , Team Roles)
•External
Transitions:
•Psychological Process people
got through to come to terms
with new situation.
•Internal

10. 9%
Very
Successful
27%
Not very
Successful
27%
Too soon
to tell
4%
Moderate
Successful
33%
Unsure
Rate of
success in
making change

11. Acceptance
•Commitment
•Focused
•High Productivity
Exploration
•Chaos
•Lack of Direction
•Test new Possibilities
Denial
•Avoidance
•Not here,Not me
•Living in Past
Resistance
• Isolation
•Make it Worse
•Low productivity
External Aspects of Change
Negative Side of Change
Positive Side of Change
Internal Aspects of Change

12. Change Impact
Organizational
Impact
First Individual
Impact
Changes starts with an individual and causes a rippling effect
in an organization.

13. Models Of Change Management
1) Kurt Lewin’s Change Model.
2) Mckinsey 7-S Model.
3) Kotter’s 8 step Change Model.

14. The Three models of change
•
•
•
•
•
•
•
•
Increase the urgency for change.
Build a team dedicated to change
Create the vision for change.
Communicate the need for
change.
Empower staff with the ability to
change.
Create short term goals.
Stay persistent.
Make the change permanent.
Kotter
•
•
•
•
•
•
Structure
System
Style
Staff
Skills
Strategy
Mckinsey
• Unfreeze
• Change
• Refreeze
Kurt
Lewin

15. Understanding
Change
If you have large cubes of
ice but realize that what
you want is a sculpture
of ice, what will you do?
Kurt Lewin’s change model

16. Stage 1: Unfreeze
Prepare the organization to
accept that change is
necessary
Involves breaking down the
existing quo before building
up a new way of operating
(creates uncertainty)

17. STAGE 2 : CHANGE
Resolving Uncertainty
Looking for new ways to do things
People start to believe and act in
ways that support the new
direction
(Time and Communication are the
two keys.)

18. STAGE 3 : REFREEZE
When the changes are taking shape and people have
embraced the new ways of thinking , the organization is
ready to REFREEZE.
With a new sense of stability , employees feel confident
and comfortable with the new ways of working.
(Celebrate Success)

19. Why people resist change?
• Feel they will suffer.
• Organization does not communicate clearly.
• Perceive more work with few opportunities.
• Change has poor introduction.
• Loss of job security
• The concept that “Change means more work”.

20. Pre Planning of change
Some pre planning that
should be made before
change are:
How to implement change
The following steps shows
that how to implement the
change in an organization:
1. Introduce change gradually.
1. Create a vision for change
2. Clarify goals , policies
, strategies.
2. Communicate the vision for
change.
3. Whenever possible , keep
the team intact and keep
the same job titles.
3. Remove fears from the
minds of those who will get
affected by the change.
4. Develop trust and
confidence.

25. Conclusion
• In conclusion it can be said that “change” is
highly needed to break the routine
continuing for a long period of time.
• Pakistani business houses must give special
importance to this issue.
• It makes the organization better equipped to
face the future challenges.