This document provides an overview of change management for new supervisors. It discusses assessing readiness for change and establishing clear objectives and expectations. It also covers implementing change through communication from supervisors, tracking progress, and managing resistance. Finally, it discusses returning to a new normal state by reviewing results and updating processes. Effective change management requires proper planning, clear goals, strong team involvement, and persistence through communication.
Change management involves managing the people side of change to achieve the desired business outcome and involves three key phases: preparing for change, managing change, and reinforcing change. It requires understanding change from both an individual and organizational perspective. At an individual level, change requires understanding how each person can successfully change. At an organizational level, tools and processes are needed to facilitate change across many individuals. Resistance to change is normal and can be reduced by communicating well, involving people, building trust and addressing concerns.
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
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.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
The document discusses various aspects of organizational change including:
1. The nature of change being vital to avoid stagnation and being a constant process rather than a single event.
2. Historical, political, management, organizational, people, and cultural components influencing change.
3. External forces like globalization and internal forces like organizational silence driving change.
4. The relationship between stability and change in organizations.
5. Reasons for resistance to change like insecurity, fear, and uncertainty.
6. Reactive versus proactive responses to change opportunities and threats.
This document discusses organizational change and development. It defines organizational change as the process by which an organization moves from its current state to a desired future state to increase effectiveness. It notes that change can be driven by internal forces like workforce issues or external forces like technological changes. The document also outlines the typical phases in a planned change process - unfreezing, moving, and refreezing. It discusses various types of resistance to change at the individual, group, and organizational levels and strategies to minimize resistance like communication, training, employee involvement, and negotiations. Finally, it defines organizational development as a continuous, planned process using behavioral science to improve communication, problem solving, and learning within an organization.
Change management involves managing the people side of change to achieve the desired business outcome and involves three key phases: preparing for change, managing change, and reinforcing change. It requires understanding change from both an individual and organizational perspective. At an individual level, change requires understanding how each person can successfully change. At an organizational level, tools and processes are needed to facilitate change across many individuals. Resistance to change is normal and can be reduced by communicating well, involving people, building trust and addressing concerns.
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
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.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
The document discusses various aspects of organizational change including:
1. The nature of change being vital to avoid stagnation and being a constant process rather than a single event.
2. Historical, political, management, organizational, people, and cultural components influencing change.
3. External forces like globalization and internal forces like organizational silence driving change.
4. The relationship between stability and change in organizations.
5. Reasons for resistance to change like insecurity, fear, and uncertainty.
6. Reactive versus proactive responses to change opportunities and threats.
This document discusses organizational change and development. It defines organizational change as the process by which an organization moves from its current state to a desired future state to increase effectiveness. It notes that change can be driven by internal forces like workforce issues or external forces like technological changes. The document also outlines the typical phases in a planned change process - unfreezing, moving, and refreezing. It discusses various types of resistance to change at the individual, group, and organizational levels and strategies to minimize resistance like communication, training, employee involvement, and negotiations. Finally, it defines organizational development as a continuous, planned process using behavioral science to improve communication, problem solving, and learning within an organization.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
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.
This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
The document discusses managing change and outlines several models for understanding and navigating change processes. It begins by defining different types of change and explaining that change management involves addressing both tangible and intangible aspects. It then covers the William Bridges transition model of endings, a neutral zone, and new beginnings. Additional sections provide an overview of roles in change management projects, challenges to change like resistance, and strategies for managing resistance.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
Change management is the process of preparing for and managing organizational change. It involves five main steps: 1) preparing the organization for change culturally and logistically, 2) crafting a vision and plan for change with goals and stakeholders, 3) implementing the planned changes, 4) embedding changes in the organizational culture, and 5) reviewing progress and analyzing results. Effective change management requires understanding the forces driving change, having a clear plan, strong communication, and addressing potential roadblocks. Quality management in projects aims to ensure consistency in meeting the customer's needs throughout a project by defining what quality means for that project.
The document outlines the purpose, methodology, and levers of change management. The purpose is to change conditions from a previous state to a perceived better state. The methodology involves creating a project team, analyzing change needs, designing a game plan to execute change, and sustaining momentum. The key levers of change are leadership, involvement, communication, learning, measurement, and reinforcement to sustain behavior change over time.
This document discusses how change is inevitable but we can control our attitude towards it. It identifies four typical responses to change - deny, resist/react, explore, and commit. While denying or resisting change tends to involve negative feelings, exploring possibilities and committing to change with focus and cooperation allows one to see opportunities during times of change. The document encourages developing a willingness to learn and accepting that having the right attitude is important for dealing with change.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
Change Management for Publication DepartmentBogo Vatovec
The document provides an overview of change management for technical communicators. It discusses organizational change management and individual change management. It also covers how people react to change, principles for successful change implementation, and the role of technical communicators in change processes. Exercises are included to illustrate communicating change and identifying potential change projects.
Change management is an approach to transitioning an organization from its current state to a desired future state by managing the people side of change. It involves preparing stakeholders for change, developing and implementing a change management plan, and reinforcing the change. Key aspects of change management include defining a strategy, building a team, communicating the vision, empowering action, creating short-term wins, and making the change sustainable. Managing stakeholder reactions and resistance is also important for successful change implementation.
Change leadership, leading with less, and leading innovation in the australia...Michael Nelson
A placemat developed for a workshop on Responding to Public Sector Leadership Challenges with better Change Leadership, Leading with Less, and Leading Innovation
Change at "The Public Sector Executive Level Leadership Conference 2014" run by Liquid Learning.
This document provides an introduction to managing organizational change. It discusses how change creates uncertainty and threatens employees. Ineffective leadership of change can damage morale and commitment. Change is triggered internally by new goals and strategies or externally by policies. The most famous change model depicts change as a three stage process: unfreezing the current situation, moving to implement changes, and freezing the new situation. Anticipating and addressing employee fears and reactions can help reduce resistance to change.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
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.
This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
The document discusses managing change and outlines several models for understanding and navigating change processes. It begins by defining different types of change and explaining that change management involves addressing both tangible and intangible aspects. It then covers the William Bridges transition model of endings, a neutral zone, and new beginnings. Additional sections provide an overview of roles in change management projects, challenges to change like resistance, and strategies for managing resistance.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
Change management is the process of preparing for and managing organizational change. It involves five main steps: 1) preparing the organization for change culturally and logistically, 2) crafting a vision and plan for change with goals and stakeholders, 3) implementing the planned changes, 4) embedding changes in the organizational culture, and 5) reviewing progress and analyzing results. Effective change management requires understanding the forces driving change, having a clear plan, strong communication, and addressing potential roadblocks. Quality management in projects aims to ensure consistency in meeting the customer's needs throughout a project by defining what quality means for that project.
The document outlines the purpose, methodology, and levers of change management. The purpose is to change conditions from a previous state to a perceived better state. The methodology involves creating a project team, analyzing change needs, designing a game plan to execute change, and sustaining momentum. The key levers of change are leadership, involvement, communication, learning, measurement, and reinforcement to sustain behavior change over time.
This document discusses how change is inevitable but we can control our attitude towards it. It identifies four typical responses to change - deny, resist/react, explore, and commit. While denying or resisting change tends to involve negative feelings, exploring possibilities and committing to change with focus and cooperation allows one to see opportunities during times of change. The document encourages developing a willingness to learn and accepting that having the right attitude is important for dealing with change.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
Change Management for Publication DepartmentBogo Vatovec
The document provides an overview of change management for technical communicators. It discusses organizational change management and individual change management. It also covers how people react to change, principles for successful change implementation, and the role of technical communicators in change processes. Exercises are included to illustrate communicating change and identifying potential change projects.
Change management is an approach to transitioning an organization from its current state to a desired future state by managing the people side of change. It involves preparing stakeholders for change, developing and implementing a change management plan, and reinforcing the change. Key aspects of change management include defining a strategy, building a team, communicating the vision, empowering action, creating short-term wins, and making the change sustainable. Managing stakeholder reactions and resistance is also important for successful change implementation.
Change leadership, leading with less, and leading innovation in the australia...Michael Nelson
A placemat developed for a workshop on Responding to Public Sector Leadership Challenges with better Change Leadership, Leading with Less, and Leading Innovation
Change at "The Public Sector Executive Level Leadership Conference 2014" run by Liquid Learning.
This document provides an introduction to managing organizational change. It discusses how change creates uncertainty and threatens employees. Ineffective leadership of change can damage morale and commitment. Change is triggered internally by new goals and strategies or externally by policies. The most famous change model depicts change as a three stage process: unfreezing the current situation, moving to implement changes, and freezing the new situation. Anticipating and addressing employee fears and reactions can help reduce resistance to change.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
MANAGEMENT 3.0 - change and innovation practicesRatekoulutus
Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
The document discusses culture hacking and change management, providing 20 ideas for bringing change to human organizations. Some of the key ideas presented include observing an organization to find opportunities for change, developing a clear vision, finding early adopters to champion the vision, providing support for early adopters, addressing emotions and identity issues related to change, and maintaining momentum over time through continued communication and leadership. The overall approach presented focuses on change as an ongoing process rather than a single event.
The document discusses Sony Corporation's history and challenges with change management. It describes Sony's evolution over time from 1946 to present day, expanding into new product areas. Problems arose from massive losses, strong competition, and a siloed culture. New CEOs implemented changes like restructuring, job cuts, and focusing on core businesses. The current CEO Kazuo Hirai's vision is to restructure the organization around mobile, entertainment and digital while building new partnerships. Recommendations include improving communication, outsourcing R&D temporarily, and focusing on a limited number of core products.
This document provides an overview of change management and the roles involved in facilitating change. It discusses:
1) How change begins with disconfirmation creating survival anxiety or guilt, which resistance to change aims to overcome by creating psychological safety.
2) The roles of a change consultant in helping organizations through change by taking on expert, doctor, or process consultant roles focused on involvement, vision, and supportive environments.
3) The functions of a facilitator in preparing groups, assessing processes, managing conflicts, and concluding meetings using techniques like sorting fields and climate reports.
4) Tools for problem solving like Edward de Bono's Six Thinking Hats and exploring different levels of thinking, as well as concepts of mental
The document discusses several common change management models:
- The ADKAR model focuses on individual change and how it must match organizational change.
- Kotter's 8-step model includes phases of unfreezing, changing, and refreezing an organization.
- Lewin's 3-phase model highlights the psychological differences between change and transition.
- The McKinsey 7S model offers a holistic approach to understand how rational and emotional components in an organization are interconnected.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
This document discusses strategies for managing organizational change. It begins with an overview of the challenges of change execution, including natural human resistance and the need to focus on realizing promised returns rather than just installation. It then provides details on managing both the change itself and the necessary transition period for people. Key factors in successful change include having a clear plan, managing the human aspects of transition, and building organizational capacity and resilience for ongoing change. The document emphasizes that change success requires managing both the external changes and internal human transitions.
This document discusses strategies for managing organizational change. It begins by outlining a syllabus for a course on organizational change that covers topics like the nature of planned change, diagnosing organizations, designing interventions, leading and managing change, and continuous change. It then discusses why executing change is so challenging, focusing on issues like resistance to change and the need to manage both the change and the transition. Finally, it provides details on steps for managing change, including identifying the need for change, assessing and defining the required change, analyzing alternatives, developing and implementing a plan, and evaluating the change. It emphasizes managing both the change itself and the transition for people.
This document discusses strategies for managing organizational change. It begins with an overview of the modules in a change management course, including the nature of planned change, organizational development, designing interventions, leading change, and continuous change. It then discusses why executing change is so challenging, noting that people resist unknown changes and focusing too much on implementation rather than results. The document provides strategies for successfully realizing results, such as decreasing resource demands and increasing organizational capacity and resilience. It distinguishes between managing change itself and managing the transition of people in response to change. Finally, it provides details on the typical steps involved in a change management process.
Engaging with organizational change can produce unpredictable outcomes as processes and individuals evolve differently. This document outlines a seven-step process for successfully managing change: 1) identify motivation for change, 2) analyze risks and opportunities, 3) carefully plan implementation, 4) launch change gradually or abruptly, 5) monitor outcomes and review progress, 6) adopt change as the new norm with ongoing review, and 7) adjust plans if needed to achieve desired results. Maintaining open communication and flexibility throughout is key to guiding change efforts.
Change Management: How to Enable Organizational Change for Real & Lasting Res...PerfectMind
Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
This is no easy task. And the pace of change is only accelerating.
Change Management offers a systematic and practical way to manage change that will lead to positive and long-lasting results. Learn to build a foundation to manage future changes more effectively.
In this webinar, change management expert, David Sawa, will share tips on how to enable organizational change for real and lasting results.
The document discusses organizational change and provides information on defining organizational change, the importance of organizational change, different types of organizational change (strategic transformational change, structural change, remedial change, people-centric change, technological change, and unplanned change), the change process which includes preparing for change and having the right management skills, drivers of change, reasons for resistance to change, and ways to ensure successful organizational change such as having a clear vision and goals, prioritizing changes, securing buy-in, creating an implementation plan, and providing training and support.
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
5 Simple Steps to Master Change Management.pdfalinamadar1
In today's dynamic and competitive business landscape, the ability to manage projects effectively is paramount. Whether you're an aspiring entrepreneur, a seasoned professional, or simply seeking to enhance your skillset, a solid understanding of project management principles is indispensable.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
The document outlines an agenda for a workshop on change management methodologies and approaches for successful IT-healthcare projects. The workshop will cover understanding change management, Prosci and CAP change management methodologies, the relationship between change management and project management, and real-life use cases from MOH hospitals. It will define change management and discuss states of change, reasons for managing change, and choices individuals can make at different stages of a change process to have positive or negative outcomes. The goal is to provide guidance on successful change management.
The document outlines a framework for managing organizational change. It discusses six key stages in the change process: 1) recognizing the need for change, 2) starting the change process, 3) diagnosing problems and envisioning solutions, 4) planning and preparing for implementation, 5) implementing the change, and 6) sustaining the change. It emphasizes that successful change requires addressing people issues like communication, motivation, and managing stakeholders at each stage of the process.
In this module, participants will be introduced to the contributing factors for implementing a successful change management initiative within an organization. By the end of this module, participants will be able to create a draft change management strategy and plan.
Change is a constant reality that must be managed effectively. There are several key aspects to successful change management:
1. Establish a clear vision for the desired future state and ensure staff understands how the change benefits them.
2. Gain commitment from senior leadership to prioritize and support the change.
3. Create a team of change agents to develop and implement the change plan. Identify those opposed and address concerns.
4. Continuously communicate with staff, measure progress, and reinforce the changes to ensure long-term adoption. Managing change takes ongoing efforts to guide people through uncertainty.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
The document discusses organizational change management. It defines organizational change as changes to an organization's culture, processes, environment, job roles, skills, knowledge, and policies on an organization-wide scale. Examples of organizational changes include implementing new systems or transitioning to electronic or paperless processes. Resistance to change is common and stems from people moving through stages of denial, resistance, exploration, and renewal, which can result in a productivity dip. Managing organizational change effectively requires gaining employee acceptance and addressing the sources of resistance. The key is focusing on people as the agents of transformation.
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Change Management Introduction for New Supervisors
1. Change Management
Overview for new
Supervisors
Readiness
Change
Work
Return to
New NormalUpdated July, 2016
RobinWeldon Cope
2. Summary
This is a quick look at change management for supervisors without
previous experience of formal change management processes.
1. Convince of
Urgency
2. Build Helpful
Teams
3. GetVision Right
4. Communicate
Individually
5. Authority =
Responsibility
6. Create wins early
7. Persistent
Change
8. Sticky LearningCreate Climate
Engage
Implement & Sustain
John P. Kotter, 8 Steps for Change
3. Common ChangeTypes
Type Definition
Organizational
Change
Largely people focused, manages enterprise change such as reorgs, culture shifts,
sweeping process change or M&A. Communicating change reduces resistance
persistence and can result in faster change.
Program Change
Management
Controls changes to ongoing project(s) ensuring overall program goal attainment.
There may be specific projects under a program.
Project Change
Management
Controls change integration specifically into different project phases. Usually
includes reporting and control of scope and schedules, cost, quality and risk
assessments.
Departmental/Team
Change Management
Manages desired improvements or changes such as changing priorities, new
product introduction, changes to budgets and resources.
Individual Change
Management
Enhance or correct specific employee behaviors using communication, feedback.
Supervisors commonly use performance or peer reviews as one tool.
These change types work together and can result in lasting, positive change for an organization and its
employees. Supervisors are SO important to a positive outcome!
4. Readiness
• Assess Scope and Objectives
• Assess Readiness & Expectations
• Plan Communications
• Establish Sponsorships &Teams
• Train About Change Management
• Plan ChangeTraining Development and Delivery
• Identify Pre and Post-Change Measurements
Yes.We need to
change, especially
that other
department.
Yay! Someone is
going to fix
things.
I reached 120% of
my goal why
would I want to
change?
Yes.Things need
to change around
here. I could do
so much more.
I want the organization to
change.
I do not need to change.
5. ChangeWork
• Change & Corrective Activities
• Solicit Feedback throughout change work
• Communicate to staff from Immediate Supervisors
• Tracking and Reporting
• Review and track completely
• Be honest and thorough
• Accuracy is key
• Incorporate a few on-the-fly Executive needs but retain control
• Resistance Management
• Resistance is normal
• Know what to do with persistent resistance
• Communicate through Immediate Supervisors andTop Executives
CommonTerms
Change Control Board (CCB) : Committee formed from various business areas with authority/responsibility to control change process.
Project Management Office (PMO): A specific group of people or a vendor who provides oversight and control of a project.
6. Return to New Normal
• Recognition of Progress and Acceptance
• After Project Review – How was the project run?
• Process Changes – Update procedures, documents, etc.
• Post Change Review – Results
Employee
Change Design
Involvement
Peer &
Supervisor
Communication
& Persistence
WIFM and
Training
Employees
support
change they
help create
Don’t forget!
7. Organizational Change Individual Change
Org + Individual = Best Change
Change
Introduced
GroupWIFM
New Hierarchy
Role Reviews &
TrainingProjected
Change to
Groups
Management
Commitment &
Control
Individual
Communication
Identity
Impact
Role
Commitment
Emotional
Reaction
Behavioral
Reaction
Whether or not the organization follows a clear
change management process, Individuals react
when change happens.
Impact can be positive or negative. An organization
and its supervisors can plan to influence the
emotional and behavioral outcome.
8. Resistance Persistence
• Planning is a Priority – Prepare for
Resistance
• Combining individual, program,
project, and organizational change
plans can close the shift the
adoption curve bringing about
change faster
• Change takes time, money, and
effort
• Innovators and Early Adopters are
different, not better – shape plans
that give all employees
opportunities for success.
(Change Adoption Portion - Everett Rogers, StanfordUniversity (1995).)
Innovator
Early Adopter
Early Majority
Late Majority
Laggard
Early Adopter
Early Majority
Late Majority
Laggard
Change and Resistance Persistence
Adoption Resistance
9. Conclusion
In conclusion, change management can be effective with
proper planning, clear objectives, and clear expectations.
Just like anything a business does successfully,
understanding goals, creating the right team, applying
proper controls, and communicating at the right time in the
write way can make the difference.
Supervisors are pivotal players to change management. Be
prepared to give your time to the process if you want to be
successful. Be courageous and voice your ideas and
concerns when you have them. Communicate!
For more information about this presentation, contact:
RobinWeldon Cope
808.457.2779
robin@weldoncope.com
https://www.linkedin.com/in/robinwc
Readiness
Change
Work
Return to
New Normal
10. References
Cable, D. M. &Welbourne,T. M. (1994). Organizational change and the identity cycle: Understanding the
effect of change on individual attitudes and behaviors through a combined social identity theory/identity theory
perspective
Kotter, John P., (2012). Leading Change
Rogers, Everett, (1995). Diffusion of Innovations
Editor's Notes
Preso to help management understand the general steps that must be undertaken to complete a change.
Could be organizational only but often a combo of organizational and individual with one or more departments affected.
Give a few examples of each (suggestions included in notes).
This is a combo of Individual and Organizational Change dependent upon complexity.
Readiness – Takes a lot of effort by knowledgeable people
Assess Scope and Objectives
Assess Readiness
Communication Planning
Sponsorships
Train About Change Management
Plan Change Training Development and Delivery
Identify Pre and Post-Change Measurements
Change Work – Takes commitment and involvement at all levels of the organization
Change & Corrective Activities
Solicit Feedback throughout change work
Communicate from Immediate Supervisors not the CCB or PMO
Tracking and Reporting
Review and track completely
Be honest and thorough
Accuracy is key
Incorporate a few on-the-fly Executive needs but retain control
Resistance Management
Resistance is normal
What to do with persistent resistance
Communicate through Immediate Supervisors
Return to “New” Normal
Recognition
After Project Review
Process Changes
Post Change Review
“New” Normal requires commitment by staff to ensure the change stuck, that its working for the organization and the results are what is needed.
Assess Scope and Objectives:
Sweeping change? Needs Individual and Organizational changes?
Which people types, departments, internal/external are affected?
Is it a gradual or radical change?
What mission or vision of the company, department, project, cohorts? Does this change conflict with any of those? Is this change PERCEIVED as conflicted with any of those?
Risks of not changing?
Assess Readiness:
Impact on groups – what they believe what they want what they have now, what they think about this change
Concurrent change – is there change in other business areas? How much? Does it squeeze resources, affect morale, affect Sponsorship?
Resistance – Who will resist and likely when? How will change team and Sponsors mitigate this risk? What resistance is helpful?
P&L and Cost Analysis
Human Resources
Death Nell to a successful project? Not understanding what success means. Do concrete measures of success exist and are they reasonable?
Communication Planning:
WIFM (What’s In It For Me) in all communication
The audience
What is communicated – Building Awareness and Desire, Status, Effect
When it is communicated. Planned, crisis
By whom it is communicated
Easing Coconut Wireless
What non-change communications must continue despite squeezed availability of HR, managers, staff?
How will communication be monitored?
How will feedback be recognized and incorporated especially when squeezed availability?
How will communication be tailored to individual types – independent, passive, aggressive
Budgets and finance changes; vendor charges and contracts
Communicate from the top and from immediate supervisors for sure
Checklist
Client Override – How will a CCB or SI handle a critical override or approval reversal during change by a client? That is, what things might happen that a CCB or SI will stop working until resolution over such as legal, HIPAA….
Sponsorships:
Direct
CCB? (Change Control Board)
Authority
Approval
Responsibility
Time
Budget
Indirect
Board/Governing Body support?
Legislative/government support?
Client/Partner support?
CEO/Exec Dir support?
Exec Team support?
Management support?
Coconut wireless support?
CFO - Cost Analysis/Show-Back
Plan to drive active and visible participation by leaders (from all parts of org) throughout the process for coalition.
This guy has time so s/he is on the CCB. No! Qualifications ability to get it done, viewpoint, influence, knowledge of subject matter, business intelligence.
Training about Change Management:
Managers and supervisors are key before, during, after. Likely resistors (direct and indirect). Identify personality types and communication plan between CCB leader or Executive Sponsor and these managers/supervisors!
Give management what it needs to coach employees. DON’T make fatal mistake of ignoring training and reporting! DON’T just direct managers to dry text. DO incorporate training in a variety of ways throughout the process.
Put managers on CCB for Management and Employee training
Identify Downstream training for change acceptance
Plan Change Training Development and Delivery:
Required skills for the changed environment/process/structure
Awareness that change will come and why.
Thorough and complete skills assessment to handle the change.
Training offer for gaps.
Forms and activities used during change.
Consider alternatives for abilities schism. Some employees’ skills or personality types will no longer match the new way of doing business. How will you deal with them respectfully and with their needs in mind?
Create training materials based upon skills, behaviors, knowledge needed to 1) make the change, 2) retain the change and 3) recognize when the change isn’t working or is detrimental.
DON’T WAIT UNTIL THE LAST MINUTE and BE OPEN TO CHANGE
Identify Pre and Post-Change Measurements
The change means what in a tangible way?
How do you know the change is good for your business and how would you measure it?
How long will it take before you 1) expect to see a change, 2) expect to see progress toward a change, 3) believe a change isn’t effective, 4) believe a change should be reverted (disaster)
Post reviews of change management
Reporting and statistical data
Change and Corrective Activities
Which employees are involved?
How to solicit feedback? Face-to-face – don’t get busy and ignore this. People communicate in different ways.
How to implement corrective action to ensure adoption?
DO involve key stakeholders (not managers – hear organizational leader which could be a receptionist dependent upon the change!)
Does a project plan need to be changed and what are the downstream and upstream effects
Involve Finance as an integrated partner!
Potential exceptions handling
Document, document, document
Review, review, review,
Approve or deny quickly – CCB may not be 100% sure but take the decision
Begin recognizing change success
Probability, risk, impact of a change to the plan
Track all changes to the project or change documents and CCB should review them. Executive team should review them.
Report honestly
Communicate changes from immediate supervisors and top dog – DON’T make the critical mistake of communicating from a PMO or CCB to staff directly.
Tracking and Reporting
Track honestly and completely
Don’t know the answer? Say so
Isn’t yours to answer? Say so and get it to the right person then FUP to be sure s/he responded
Can’t get the data figure out another way or STOP until you decide if the data is necessary
Do what you said you would do to be trustworthy
Report regularly to meet the business need not to justify your existence. Too much reporting loses its value.
Accuracy is key to the project
Be prepared for Executive needs
Workarounds and defect management (IT or process)
Resistance Management
Immediate supervisors, managers, and even the CEO who approved the plan can be resist.
Time constraints
Money constraints
Threat to position, power
Change resistance
Confusion
Keep an eye out and use specific processes and tools to support change team with resistance
Signs of resistance: Approvals are sluggish, funding is sluggish, managers don’t want to communicate directly to their staff (leave it to project leader for example)
Management training up front to identify, report, and manage resistance
A bell curve similar to new product introduction applies to change management. You will have innovators who accept the change immediately, early adopters, late adopters and laggards. What’s really important is not to let too much time exist between these stages as this could effect acceptance momentum. If you can shift the early adopters closer to innovators you will close the gap (referred to as a chasm) sooner.
Recognition
Used both during and after the change
Recognize early adoption
Recognize small successes
Recognize long term changes
Recognize adjustments to the change (helps employees see change is monitored for success and keeps them mindful)
Individual and Team
Sponsors
Vendors
Clients
Praise effort and achievement not just achievement
Use pre-determined change communications including performance reviews.
Keep awareness among managers of equal contributions from early adopters, early and late majority etc. Tendency to think of early adopters as superstars or the norm (thus judging others poorly) but these are people with different change tolerances. Beware!
After Project Review
Formal pre-planned process
For clients, an after project review could be tied to vendor bonuses etc. but only if a non-vendor is on the review team and was on the approval team during the change process (such as CCB primary member).
Process Changes
Look back at all those change documents and make sure all documentation is updated, distributed, trained
Keep tabs for a specified period of time on processes and change to ensure:
All changes complete
Changes working as expected
Staff are not deploying unapproved workarounds
No new resistance observed
All workarounds or defects managed or closed
Post Change Review
Use standard documents to review and gain feedback from all teams directly or indirectly affected by the change
Formal process
Report review summary top-down
Update the change process for the organization as appropriate
Implement any required changes for effectiveness
Establish long term reporting and tracking
Formally close the project
If you don’t understand the possible effect of change on individuals the change will fail. If you don’t work with employees before and after the change – same result.
WIFM leads everything – what’s in it for me.
Organizational change, combined with massive societal change, has resulted in not only new roles but also an increased number of roles that each person must internalize and act upon (Drucker, 1992).
Social identity theory concentrates on individual roles within a
group context so for change, you can generally treat the same group such as Finance, the same way. You can expect similar norm in responses from the group and concerns from the group.
Whereas organizational change includes a typical set of reactions, so do individual reactions.
Individual reactions differ in that an emotional reaction results in a behavioral reaction (such as more sick days) and this drives a reaction within the organization (increased call handle time due to absenteeism, increased human resource costs, etc.)
The change management process must include organizational change features but also identify groups and, reliant upon those groups supervisors, identify individual change plans for each person affected.
Change we are talking about is innovation but in fact any change results in disruption and requires a change or adoption, by others.
It may seem that planning takes forever but its critical to project success. Often management gets antsy before reporting and training is complete during the planning process. Schedule the timeline for planning and stick to it.
In my experience I’ll be honest, I don’t prefer to let technology drive the planning timeline even if its for an IT project because downstream and indirect change may be missed and, again in my humble experience reporting and training are often skipped over or saved until later, given the “we don’t know what we need yet” statement.
Don’t let the CCB or PMO communicate a change projects progress. If an immediate supervisor can’t communicate what is happening then the organizational change structure isn’t working.
Be prepared to stick with the time, money, and effort needed to identify, flesh out, and implement a change.
Diffusion of Innovations, by Everett Rogers (1995)
In my experience resistance to change often correlates with the person’s time needed to accept change. A laggard is not “bad” or “undesirable”. They are people who need more to feel comfortable with the change. Sometimes some employees simply will not accept change because of their circumstances; that’s OK. Just help them through transition to their next opportunity and don’t blame them. This could just be the last straw.