The document discusses the challenges of change management in organizations, highlighting resistance to change as a common human condition linked to fear and discomfort. It outlines the importance of structured change management approaches, including communication, support, and training, to facilitate successful transitions. Additionally, it presents models and methodologies for managing change effectively, emphasizing the need for executive support and stakeholder involvement.

1. survive & thrive

2. “The Only Thing
That Is Constant
Is Change”
Heraclitus

4. Nestle executive in a 2002 interview with CIO magazine the
executive summarized what the company had learned.
“No major software implementation is really about software. It’s
about change management… When you move to SAP, you are
changing the way people work… You are challenging principles,
their beliefs and the way they have done things for many years”
Jon Madonna, CEO KPMG Marwick in Jumping the Curve
“Nothing stops an organization faster than people who believe
that the way they work yesterday is the best way to work
tomorrow. To succeed, not only do your people have to change
the way they act, they’ve got to change the way they think
about the past.”
“Supportive Quotes ©”

7. 1976-1990
*90% market
share in film
*One of the Most
valuable brands

9. What do you think happened?
Resistance
It’s a human condition
Hard to change norms and habits
People fear change and leaving their comfort zones
Resistance can be your friend

10. Reasons why people resist change in the workplace
1. Loss of Job
2. Bad Communication Strategy
3. Shock and Fear of the Unknown
4. Loss of Control
5. Lack of Competence
6. Poor Timing
7. Lack of Reward
8. Office Politics
9. Loss of Support System
10. Former Change Experience

11. Change management is a structured approach for ensuring that changes are
thoroughly and smoothly implemented, and that the lasting benefits of change
are achieved.
Definition
The focus is on the wider impacts of change, particularly on people and how they,
as individuals and teams, move from the current situation to the new one.
Types of change include:
• Process change
• Organizational restructure / Join merge
• Culture change
• Facilities / location change
• IT / System implementation
• Management change

13. The change curve
psychiatrist Elisabeth Kubler-Ross

15. Denial
• How good things were in the past
• It can't happen here
• Refusing to hear new information
• Fear of leaving comfort zone
• Numbness
Resistance
• Anger
• Stubbornness
• Blaming others
• Complaining
• Getting sick or lost
• Doubting ability
Signs of each phase

16. Exploration
• What's going to happen
• Seeing possibilities
• Chaos / Unfocused work
• Indecisiveness
• Positive energy
• exploring alternatives
Commitment
• Where I am headed
• Focus
• Teamwork
• Vision
• Cooperation
• Balance
Signs of each phase

17. Guidelines
• Why do I feel like this
• Anger management
• Less reactivity
• Where to focus my energy
• Enhance self awareness
• Notice automatic thoughts
• Reach out for help
• Be solution focused
• Be open and flexible
• Accept that some things
are out of your control

18. How to tackle negative resistance?
Think strategically and make your message clear
Listen – Feedback channel
Build engagement - Committees
Communicate – communicate – communicate
Training for everyone
Measure results and celebrate success

20. Change Management Methodologies

22. Lewin's Change Management Model
Stage Specific activity
Unfreeze
1. Determine what needs to change
2. Ensure there is strong support from
upper management
3. Create the need for change
4. Manage and understand the doubts
and concerns
Change
1. Communicate often
2. Dispel rumors
3. Empower action
4. Involve people in the process
Refreeze
1. Anchor the changes into the culture
2. Develop ways to sustain the change
3. Provide support and training
4. Celebrate success!

23. Beckhard and Harris' Change Equation
Dissatisfaction Desirability Practicality Resistance to Change

24. Change management should typically cover:
1.Sponsorship: Ensuring there is active sponsorship for the
change at a senior executive level within the organization, and
engaging this sponsorship to achieve the desired results.
2.Buy-in: Gaining buy-in for the changes from those involved
and affected, directly or indirectly.
3.Involvement: Involving the right people in the design and
implementation of changes, to make sure the right changes are
made.
4.Impact: Assessing and addressing how the changes will affect
people.
5.Communication: Telling everyone who's affected about the
changes.
6.Readiness: Getting people ready to adapt to the changes, by
ensuring they have the right information, training and help.
7.Measure results: Celebrate success.

25. Haitham Fansa
03-422478
hf@kiwinology.com
Thank You