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Change Management Panel
1. Presented by:
Tracy Rehberg, Bull City Learning
Richard Duncan, UNICEF
Alan Brooks, GAVI
Change Management Presentation
and Panel Discussion
2. Session Overview
Review Change Management Models and Best Practices
Share Two Practical Guides for Setting the Right Course
Review WHO/UNICEF Immunization eLearning Initiative Barriers
Highlight the WHO/UNICEF Immunization eLearning Initiative
Richard Duncan, UNICEF, will Share Ongoing Change Management Efforts
Alan Brooks, GAVI will Share Recent Work Experiences
3. The Definition & Purpose of Change Management
Change management is a structured approach, transitioning an
organization from a current state to a desired future state.
Change management models are used to
1. Provide smoother implementation with more rapid results
2. Ensure change is understood, supported, and pervasive
3. Deliver sustained benefits of change
5. Kotter’s 8 Step Change Model
Harvard University Professor John Kotter in mid-late 1990s model views change as a
campaign. The goal of the 8-step process is for teams to buy into the change after
leaders convince them of the critical need for change to occur.
1 2 3 4 5 6 7 8
Creating a climate for change
Engaging and enabling the
entire organization
Sustaining the change
Creating
Urgency
Leadership
Team
Vision Buy-in
Empower
Action
Short-
term
wins
Don’t let
up
Make it
stick
6. Lewin’s Change Management Model
Psychologist Kurt Lewin’s 1950s model, recognizes that most people prefer and operate within certain zones
of safety. His model is prescribes “Unfreeze – Change – Refreeze” as three-stage process for change.
1. Determine what needs to change.
2. Ensure strong support from upper management.
3. Create the need for change.
4. Manage and understand the doubts and concerns.
1. Anchor the changes into the culture.
2. Develop ways to sustain the change.
3. Provide support and training.
4. Celebrate success!
1. Unfreeze
2. Change
3. Refreeze
1. Communicate often.
2. Dispel rumors.
3. Empower action.
4. Involve people in the process.
7. Prosci's 3-Phase Change Management Process
Prosci is an independent research company focusing on change management techniques. Its process is the sequence
of steps or activities that a change management team follows to apply change management to an initiative.
10. The Congruence Model
The Congruence Model is based on the principle that an organization's performance is derived from four elements: tasks, people,
structure, and culture. The higher the congruence, or compatibility, amongst these elements, the greater the performance.
1. Step One: Analyze each element
1. Step Two: Analyze how elements interrelate
1. Step Three: Plan to create and maintain congruence
Culture:
How does information flow around the organization?
What are the beliefs and values of individuals in the organization?
How can leadership be leveraged?
Tasks:
Does the work require specific knowledge or skill?
What are the intrinsic rewards involved in completing the work?
What sort of approach is needed to do this work best?
People:
Who interacts to get the work done?
What are these people's preferences and expectations for compensation,
reward, career progression, recognition, and organizational commitment?
Organizational Structure:
How is the company organized?
Are there distinct business units or other separations?
How standardized is the work? Rules, policies, procedures.
How is work measured and incentivized and rewarded?
11. Communication: A Practical Planning Tool
•
Stakeholder Key Interest Desired Support Barriers Message Needs Communication
Approach
12. Communications: An Effective Planning Checklist
Who will deliver the communications in your organization?
Who are the key influencers and how will you use them?
How will you answer WHY this change is needed?
What is in it for your audience?
What are their barriers to this change? How will you overcome them?
What are your key messages?
How will you deliver the message? What will be most effective?
Are your communicators prepared? Are your influencers on the same page?
Are you resisting the urge to have the communication come only from the project lead?
Will there be face-to-face communications? How will you create opportunities for two-way dialogue?
How will you repeat the message at least at eight times?
How will you celebrate short-term wins? How will you reward performance longer term?
Are reactions being gauged? Are you open to refinement?
Are the results be measured?
How will change be reinforced and rewarded over the long haul?
13. Change Management Discussion – WHO/UNICEF
The Immunization eLearning Initiative is a digital learning programme designed to help immunization staff
in all roles improve their support to MOH and government partners.
Change management is being used to
1. Achieve high levels of training participation
2. Grow acceptance of online learning as a valuable means of training
3. Strengthen staff support of immunization programmes in critical areas
14. Preparation for Change
WHO and UNICEF completed a training needs survey of all Immunization staff in the Fall of 2014.
Areas of greatest immunization training need were determined, including
1. Immunization Supply Chain Management
2. Communications
3. Programme Planning
4. Data Management and Use
Barriers to online learning acceptance were revealed
17. 1. VALUE ESTABLISHMENT
2. PROGRAMME VISION
3. INFLUENCER SUPPORT
4. GOAL SHARING
5. STEP CLARITY
6. BRANDED PROMOTION
7. SUFFICIENT REPETITION
8. URGENCY OF COMPLETION
9. INCREMENTAL WINS
10. SOCIAL SHARING
11. PARTICIPATION INCENTIVE
12. REINFORCEMENT
Change Management Elements
Given the barriers and benefits, we developed a plan to leverage 12 change management elements to reach
our goals.
18. WHO/UNICEF Change Management Activities
Jhilmil Bahl, Capacity Building Officer, Immunizations, Vaccines, Biologicals, WHO
Richard Duncan, Senior Immunization Specialist, UNICEF
24. GAVI Change Management Activities
Alan Brooks, Director for Health Systems and Immunisation Strengthening, Gavi Alliance
25. Panel Discussion Q&A
Tracy Rehberg, Change Management Strategist, Bull City Learning
Richard Duncan, Senior Immunization Specialist, UNICEF
Alan Brooks, Director for Health Systems and Immunisation Strengthening, Gavi Alliance