Change Management principles
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The document outlines 10 principles for managing change: 1) Change now to avoid problems worsening, 2) Stay focused on business interests during change, 3) View change as good and empower creativity, 4) Communicate regularly and consistently about change in a positive tone, 5) Adapt the organization to be flexible and able to move quickly. It then provides a quiz to assess if these principles are being followed.
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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.
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The document discusses several common change management models:
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- 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.
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The document discusses key principles and activities for leading corporate transformation and managing change effectively. It identifies five key activities for change management: 1) motivating change, 2) creating a vision, 3) developing political support, 4) managing the transition, and 5) sustaining momentum. It also discusses principles of change, types of resistance to change, and elements needed to enable change like change architecture, communication, and developing leadership, team, cultural and individual capacities.
Change Management Models- a comparison
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
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Mike: Welcome to Coventry University and for taking part in this collaboration. Can you start by telling us a bit about yourself, what you do, what is your experience in business, about what role you take and where does it fit in the business?
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Reflective Writing Help GuideCan you give me some examples of .docx
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
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Do your employees ever have difficulties executing your strategies which leads to your company not being able to achieve its key targets?
... Then here's a solution!
As a Strategic Communication Consultant with 16 years of success in the creation and delivery of communication training, tools, guidelines and evaluations for multinational companies, I can make sure your company and senior executive strategies are executed successfully and on time by creating tailor-made solutions to help employees to bridge the gaps in the fastest and most effective way.
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Reflective Writing Help GuideCan you give me some examples of .docx
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- 1. Change Management: the 10 principles* * Inspired by the Harvard business school press book: managing change
- 3. C1: Change now C2: Stay focused C3: Change is good C4: Communicate effectively C5: Adapt C6: Be simple C7: Empower creativity C8: Re invent your organization C9: Know when to fold your hand C10: Monitor your environment
- 4. The quiz…
- 5. ? Do I monitor continuously my environment? Are the contingency plans in place and accurate? C10: Monitor your environment ? Do I still fit within the business? C9: Know when to fold your hand ? Is my organization flexible? Able to move out of its borders quickly? C8: Re invent your organization ? Have I promoted creativity and risk in my organization? C7: Empower creativity ? Have I simplified the situation? Have I implemented core fundamentals of project management? C6: Be simple ? Have I identified people with positive and can do attitude in my organization? Are they geared to support the change? C5: Adapt ? Do I communicate: regularly, consistently (same set of indicators) and positively? C4: Communicate effectively ? Have you set the tone in your organization that change is good C3: Change is good ? Have you negotiated flexibility and ability to test/challenge the organization with your sponsors? C2: Stay focused ? Do I act in the interest of the business? Am I avoiding problems to get worse? C1: Change now Y/N Question Principle
- 6. If you respond “no” to one of the previous questions
- 7. You should act quickly…
- 8. Meet SEB http://www.linkedin.com/in/meetseb