This document discusses strategies for managing resistance to change and successfully implementing change within an organization. It provides tips for developing a clear vision, educating employees, involving employees in planning and decision making, setting goals, identifying change leaders, making gradual incremental changes, assessing skills and preparing employees for future changes, standardizing changes, and creating a sense of urgency around the need for change. The overall message is that change can be successfully managed by having a vision, educating people, involving people in the process, setting clear goals and expectations, and making the transition gradual.

4. Is it a fact of life to be welcomed - or
something that occurs from time to time and
disturbs our equanimity and is to be resisted?

7. RESISTANCE to
Change????

8. • Fear of failure, of unknown &
that new way may not be
better
• Creatures of habit
• No obvious need
• Concern about support system
• Closed minded
• Unwillingness to learn

9. BE ALERT ANTICIPATE
Change in LOOK at
good times OPPORTUNITIES
NO FEAR is
Chains of NATURAL
routines
ACCOMPANY
Good PEOPLE
SUCCEEDING Is
BEYOND
surviving

11. •Vision is fundamental for
any transformation, any
change.
• With a clear vision, the
direction to move forward
will always be known
•Create a motivating
vision of the future
•Take every opportunity to
convince others for the
change

12. EDUCATE
•Educate the employees about
1. The need for change
2. Adopting change is effective
than staying where they are or
resisting.
Educate them by the ways they
prefer not how you prefer to
accept the change

13. TOTAL SYSTEM
PLANNING
•Involve inter-dependent
employees from all areas who can
make serious decisions
•Allow them to identify things
which needed change.
•Make employees to focus on the
current inescapable issues which
force them to contemplate
change.
•Make them feel a part of the
change.

15. •Be clear about the proposed change.
Break down the change into distinct
smaller set of activities.
•When one set of activities is
completed, integrate it with previous steps
and make the change homogeneous up to
that stage, before starting the next set of
activities.

17. • Goal setting by itself is introducing a change
for the organization and employees
• Consistent with the organizational goal,
prepare a set of goals (in other words
‘change’) to be achieved for each employee.
• Make him focussed on one goal at a time
before making him move on to his next goal.

19. • Involve employees in the
change. If the change
succeeds, they succeed.
• Let them become the change
and the change becomes
them
• Invite them to participate in
discussions; assign them
tasks to do that are
associated with the change.
• Make employees the owners
of the change. As owners,
they will attach high value to
it

21. • Identify employees who can stand up to be
counted rather than hide behind the group. Make
them lead the change.
• Make the employees believe that they can
succeed, and their efforts will take them to the
goal.

23. • Half the ‘change’ is done when you make a
beginning
• Make the first steps of change to be the
easiest and let the employees do the most
obvious thing.
• Make remaining steps relatively easy.

24. •When you complete one
change, assess where the
employees are at the
moment and how to make
them competent for the next
change.
•Check skills and knowledge
they need in new situation
•Pick and choose those
employees who have
motivation, aptitude and
ability to learn

25. • After the changes
1. Pause to make sure the
whole system is still
working, like before.
2. Tie loose ends if any, and
ensure the integrity of the
whole system is intact
before introducing the next
change
3. Use the pause-period to
prepare the employees
ready for next change

27. • Institutionalize and
standardise the change.
Make it a part of the
system or standards which
employees follow.
• System is not optional in
any organization.
Employees have to follow
it. If they do not
follow, they can be taken
to task.
• Once standardised, review
periodically that there is
no deviation or slippage.

30. •In their 'comfort zone', employees do
not feel need for change. Make the
employees understand that their comfort
zone has become unsafe now.
•Create instability and make them realize
the need for immediate change
•Announce the change; assure
employees that their safety security and
growth would be improved with the
change

33. Command a change when
•urgency is required and there is no time
for other methods
•employees take a change casually
•employees are not convinced about a
change which for good
•immediately after the employees are
thrown out of comfort zone and they
have no time to complain

36. "Change is the Only thing that will Never change. So better adapt to it."
"Change is Universal.
Change is Permanent..
Be ever willing to Change...
For, change alone leads you to
Success and happiness!!!"
"If one desires a change, one must be that change before
that change can take place"