This document discusses change management and how to effectively manage organizational change. It defines change management as an approach to transitioning individuals, teams, and organizations from their current state to a desired future state. The goal is to maximize benefits and minimize impacts on workers by using structures and tools to control change efforts. It also discusses why people resist change, steps to creating change including developing shared visions and leadership, and methods for managing resistance such as education, participation, and top management support.

1. CHANGE MANAGEMENT
Presented by G. O. OKINDA
Ag. Senior Deputy Director
Policy Planning, Research & Innovation
April, 2013
CHANGEMANAGEMENT
 Changemanagementisan approach to shifting or transitioning individuals,teams,and in
general organizations fromacurrentstate to a desired future state.
 It isan organizational processaimedat helpingchangestakeholdersto accept and embrace
changesin their businessenvironmentor individualsintheirpersonal lives.
 Changemanagementuses basicstructures and toolsto control any organizational change
effort.
 The goal isto maximizebenefitsandminimizethe changeimpacts onworkers andavoid
distractions..
 At the endof this lessonthe participants should be able to:
 Understand and apply effectivechangemanagementpractices.
 Deepen our capacityto managechangein ourprogrammes.
PERSONAL REFLECTIONS
 I welcome change :
 I don’t like change :
 Whenchange happensI usually:
First things first

2. Onlythe verywisestandthe verystupidestNeverchange” Confucius
Only a foolkeeps driving into thesame wall
Transformation beginswithinformation
Changebeginswiththe mind
(beliefs-values-actions-habits-paradigm-legacy
CHANGE DEFINED
 RosabethMoss Kanter(1984) statesthat “change is the process of analyzingthepast to elicit
the present actionrequired for the future. “
CHANGE MANAGEMENT
 Changemanagementisan approach to shifting or transitioning individuals,teams,and in
general organizations fromacurrentstate to a desired future state.
 It isan organizational processaimedat helpingchangestakeholdersto accept and embrace
changesin their businessenvironmentor individualsintheirpersonal lives.
 Changemanagementuses basicstructures and toolsto control anyorganizational change
effort.
 The goal isto maximizebenefitsandminimizethe changeimpacts onworkers andavoid
distractions..
The Dinosaur
 Slitsforeyes:Poorvision
 No earlobes:Poorlisteningskills
 Long neck – tall org structure – internal focus/poorcustomerrelations
 Slownerves:Sluggishcommunicationchannels/redtape
 Excessfat:Overstaffing
The Rabbit
 Clear,large,visible eyes?:visionary

3.  Large earlobes:keenlistener
 Short neck:flatstructure – customerfocused
 Sensitive/touchyskin –adaptable/nimble/agile
 Proportionate body –well aligned/lean&mean
FORCES OF CHANGE
 Internal forcese.g.Technology,workvalues,alternative workschedules,knowledgeexplosion
amongothers.
 Organizational level
 Individual level
 Environmental forcese.g.competition,economic,consumerism,social,political change,legal
amongothers.
THE CHANGE PROCESS
 The change processstartswiththe awarenessof the needforchange.
 A goodanalysisatthispointwouldleadtoa diagnosisof the change factorsandtheir
characteristicstoindicate the directionwhichchange shouldtake.
 Possible coursesof actionwillbe identifiedandevaluatedanda choice made of the preferred
action.
ELEMENTS OF ORGANIZATIONAL CHANGE
 Graspingquickwinopportunities;
 Organisingforchange andmaintainingmomentum;
 Maximisingseniormanagementleadershipandfrontlinerinvolvement;
 Overcomingsilothinking –becomingcustomerandprocessfocused;
Developingin-houseskillstoimprove ownershipandlongtermsustainablechange
ELEMENTS OF PEOPLE CHANGE
 Its all aboutpervasive leadership
 of attitudesandpersonal skills

4.  Modernmanagementcompetency
 Capabilityof staffs
 Empowerment
 Identifydemotivators:aclimate audit
 Rewardmanagement
WHY PEOPLE RESIST CHANGE
 Lack of trust
 Belief thatchange isunnecessary
 Belief thatthe change isnot feasible
 Economicthreats.
 Fear of personal failure.
 Loss of status andpower.
 Fear of the unknown
 Disruptionof stable friendship
 Distrustof management
SEVEN STEPS TO CREATING CHANGE
 Mobilize energyandcommitmentthroughjointidentificationof problemsandsolutions
 Developasharedvision
 Identifythe leadership
 Focuson results,noton activities
 Start at the periphery,thenletitspread
 Institutionalize successthroughpoliciesandstructures
 Monitorand adjustas you go
NB: People will quit,elementswillfail,the settingmaychange

5. METHODS OF MANAGING RESISTANCETO CHANGE
 Educationand communication
 Participation
 Negotiation
 Top managementsupport
 Coercion
THE CHANGE“JOURNEY”
Parting short
 “Change will notcome if we waitfor some otherpersonor some othertime.We are the ones
we have beenwaitingfor.We are the change we seek.”

6. - BarrackHussein Obama,2008