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.
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 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.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
This document provides an overview of a workshop on change leadership, focusing on the people side of change. It defines different types of change and models for how individuals experience and respond to change. The workshop agenda covers defining change, managing change through the ADKAR model of raising Awareness, building Desire, increasing Knowledge, developing Ability, and providing Reinforcement. It also discusses leading change using Kotter's eight steps of creating urgency, building a guiding coalition, developing a vision, communicating the vision, empowering others, creating short-term wins, building on improvements, and anchoring changes in the organizational culture. Templates are provided to help with change impact analysis, communication planning, and managing resistance to change initiatives.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
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 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 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.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
This document provides an overview of a workshop on change leadership, focusing on the people side of change. It defines different types of change and models for how individuals experience and respond to change. The workshop agenda covers defining change, managing change through the ADKAR model of raising Awareness, building Desire, increasing Knowledge, developing Ability, and providing Reinforcement. It also discusses leading change using Kotter's eight steps of creating urgency, building a guiding coalition, developing a vision, communicating the vision, empowering others, creating short-term wins, building on improvements, and anchoring changes in the organizational culture. Templates are provided to help with change impact analysis, communication planning, and managing resistance to change initiatives.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
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 provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
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.
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
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.
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.
The document discusses change management and the differences between change (objective facts with timelines) and transition (subjective internal experiences). It notes that transition starts with individual awareness of ending and can be supported through understanding individual behaviors when faced with change. Resistance is a natural reaction to change, and performance over time follows a pattern from unawareness to acceptance as change is implemented. An organization's approach to transformation and transition support impacts how quickly it can take advantage of changes.
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 document discusses change management. It defines change management as guiding how individuals adopt changes to drive organizational success. It explains that change management is important to thrive in changing environments, close gaps between requirements and results, increase project success rates, reduce uncertainty in changes, and treat employees well during changes. The document outlines three levels of change management and describes processes for individual, organizational, and enterprise-wide change management. It provides details on preparing for, managing, and reinforcing changes and includes an example change management plan outline.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
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.
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
The document provides an overview of change management objectives, best practices, tools and frameworks. It discusses the need for change management due to high project failure rates. A generic change management framework is presented covering initial scoping, impact assessment, governance, change plan development, change network definition and communications planning. Key change management activities like facilitating management forums and updating impact assessments are also described. A case study overview on implementing a new general ledger system at a financial institution is included to illustrate change management concepts.
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.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
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.
Is there a simple way to explain to someone what change management is and why it is essential, not optional? Prosci’s Five Tenets of Change Management helps you tell a simple and compelling story about why change management is necessary for projects to deliver results and achieve objectives. The five tenets help you provide crucial context for your “what is change management?” discussions. During the webinar, you will have the chance to create your own “five tenets” story.
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.
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 provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
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.
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
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.
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.
The document discusses change management and the differences between change (objective facts with timelines) and transition (subjective internal experiences). It notes that transition starts with individual awareness of ending and can be supported through understanding individual behaviors when faced with change. Resistance is a natural reaction to change, and performance over time follows a pattern from unawareness to acceptance as change is implemented. An organization's approach to transformation and transition support impacts how quickly it can take advantage of changes.
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 document discusses change management. It defines change management as guiding how individuals adopt changes to drive organizational success. It explains that change management is important to thrive in changing environments, close gaps between requirements and results, increase project success rates, reduce uncertainty in changes, and treat employees well during changes. The document outlines three levels of change management and describes processes for individual, organizational, and enterprise-wide change management. It provides details on preparing for, managing, and reinforcing changes and includes an example change management plan outline.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
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.
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
The document provides an overview of change management objectives, best practices, tools and frameworks. It discusses the need for change management due to high project failure rates. A generic change management framework is presented covering initial scoping, impact assessment, governance, change plan development, change network definition and communications planning. Key change management activities like facilitating management forums and updating impact assessments are also described. A case study overview on implementing a new general ledger system at a financial institution is included to illustrate change management concepts.
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.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
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.
Is there a simple way to explain to someone what change management is and why it is essential, not optional? Prosci’s Five Tenets of Change Management helps you tell a simple and compelling story about why change management is necessary for projects to deliver results and achieve objectives. The five tenets help you provide crucial context for your “what is change management?” discussions. During the webinar, you will have the chance to create your own “five tenets” story.
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.
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.
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.
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.
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.
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.
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.
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
The document discusses change management and provides information on:
1) The objectives and phases of the change management process including preparing for change, managing change, and reinforcing change.
2) Examples of changes in educational institutions like shifting a library or changing classroom locations.
3) Key factors for successful change management including support from top management, managing resistance, effective communication strategies, and building change competency.
4) Steps to effective change management involving increasing urgency, building guidance teams, communicating vision, empowering action and creating short-term wins.
Motivational Interviewing: The Key to Effective Conversations About ChangeKaiNexus
Presented by Paola Torres, Sr. Performance Improvement Manager at Healthfirst in NYC
Learning objectives:
Become familiar with the spirit, theory, and practice of Motivational Interviewing (MI)
Identify your customer’s readiness for change based on key communication indicators
Learn basic MI communication techniques to help your clients resolve their ambivalence and develop intrinsic motivation to change
Paola Torres
Paola Torres is a Lean Six Sigma Master Black Belt and continuous improvement professional with 17 years of experience in the Healthcare industry. She is currently a Sr. Performance Improvement Manager at Healthfirst in NYC. Prior to joining Healthfirst, she was the Director of Supply Chain Transformation and Integration at NYU Langone Health. As a Lean Six Sigma practitioner and coach, she has led over 40 cross-functional Kaizen/Rapid Improvement Events (RIE) integrating change management concepts and adult learning theory into applied process improvement science. A native of Colombia, she received her BS in Microbiology from Javeriana University in Bogota and MPA in Health Care Management from New York University.
This document provides an overview of change management. It discusses that change management is a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also notes that change is difficult because it involves emotions, and people will typically react to change by progressing through stages like denial, anger, and acceptance. The document emphasizes that good communication is essential for managing change effectively, as it helps people understand what is changing and removes fear, which often underlies other reactions to change.
Leading Change in Challenging Times for Kirklees CouncilMichael Barker
This document discusses change management and leading change. It begins by defining change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It then discusses reasons for change such as new strategies, technology, or competition. The document emphasizes that effective change requires addressing people's reactions, which typically follow stages like denial, resistance, and eventually acceptance. It stresses the importance of clear communication, addressing fears and concerns, and involving those impacted by the change. The key to success is removing fear through information, support and guidance throughout the change process.
Creating a culture of accountability breakout workshop presentationChase Lawrence
This document discusses creating a culture of accountability in the workplace. It defines accountability as taking responsibility for one's actions. A culture of accountability does not develop overnight and requires transformation through public and private conversations to shift communal culture. The document outlines the SLE Model for holding employees accountable: Set clear expectations; Invite commitment; Measure progress; Provide feedback; and Link to consequences by evaluating effectiveness. Accountability is about measuring results, not intentions. Leaders are responsible for embedding accountability into operations through clear expectations, commitment, feedback, and consequences.
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E3 the challenge of change from coping to thrivingocasiconference
This document provides guidance on how to deal with change in the workplace. It discusses understanding the impact of change, supporting others through change, and managing change. It identifies five types of changes people experience and common reactions to change, such as denial, resistance, and fear. The document offers suggestions for addressing change resistance, dealing with uncertainty, and using humor to cope with change. The overall message is that change is inevitable and having a plan to manage it is important.
PEOPLE: The Make or Break of Offshoring or OutsourcingDeborah Kops
This document discusses the importance of managing people issues when offshoring or outsourcing work. It notes that people are often the most difficult aspect because changes impact behaviors, skills, culture and control. Effective change management requires understanding stakeholders, developing change principles tailored to the specific culture, defining roles and communication approaches. It also stresses the importance of credible messengers, clear vision and timelines, and ongoing two-way communication to address concerns and reinforce new behaviors. Failing to adequately address the human aspects of change can lead to risks like low morale, knowledge loss, and non-compliance with the new model.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
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.
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
1) The document discusses change management and setting a performing mindset to appreciate change. It outlines the objectives of the session as giving insight into the mindset and attitude required to appreciate change and deliver assigned mandates.
2) Key aspects of change management covered include defining organizational change, what change management is, the importance of leadership, and managing change at different levels like goals, systems, policies. Barriers to change are highlighted.
3) Elements of a high performing mindset discussed include desire, commitment, and taking responsibility. Communication strategies like the 5 C's and coaching to build employee commitment are also summarized.
Applying coaching and mentoring strategies in the workplaceMichelle Grant
This document outlines strategies for applying coaching and mentoring in the workplace. It discusses distinguishing between coaching and mentoring, identifying principles for coaching others, and how coaching and mentoring can develop employees. The Grow model for coaching is introduced, which involves setting goals, understanding reality, exploring options, and establishing willingness. Learning contracts are also covered as a tool to clarify learning goals and roles between supervisors and employees. The overall message is that coaching, mentoring, and feedback are important for supervisors to facilitate employee growth and performance.
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.
Leading Pain Free Organizational Change 2014Kathy Brandt
Have you ever wished you could receive a palliative care consult to help your organization manage the pain and suffering of organizational change? The key to leading change is to do it within the context of your organization’s mission. Whether the change is the result of external factors (rate cuts, competition, regulatory scrutiny) or internal drivers (business development, program expansion, new partnerships), change can be painless (or at least tolerable). Discover specific strategies to change the culture of your organization from change-averse to change-ready.
The document discusses key features of successful transformational change and provides implications. It outlines 10 points of potential failure in organizational change efforts. It stresses the need for a compelling business case, burning platform, and strong foundation to drive change. The change equation and how leadership, communication, and involvement can build commitment for change is examined. Strategies like surfacing barriers early, identifying gaps, and choosing the right communication tools are suggested. Finally, it notes what really drives organizational culture change like leader attention and role modeling. In summary, the document provides a comprehensive overview of factors critical to the success of large-scale organizational transformation efforts.
This document provides an overview of managing organizational change. It discusses key concepts like the difference between change and transition, and introduces models for managing change like William Bridges' transition model of endings, the neutral zone, and new beginnings. It also outlines the roles of a steering committee and change agents in leading change projects and addressing resistance through change management best practices.
This document summarizes Paul Takala's experience managing change over 20 years in library leadership positions. It discusses bringing stakeholders on board with change through understanding why people resist, effective communication, and addressing the 7 essential questions people have during change. It also outlines HPL's experience with change initiatives like amalgamation and RFID implementation. The key lessons are that change management is about maintaining employee control and engagement, communicating openly and honestly to combat rumors, and allowing questions from staff.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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2. Summary
Take a quick look at the change management readiness process for supervisors. This presentation
shows project leader tasks compared to the Supervisor or Manager.
Topics Covered:
• Change Types & Roles
• Assessment
• Communications Planning
• Sponsorship
• Training
• Identifying Change Measurements
4. Change Types
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!
5. Supervisor Change Role
Supervisor
Communicate
Change
Respected
Change
Advocate
Change Team
Liaison
Control
Resistance
To be successful you can’t passively disagree. You can’t say one
thing and do another. You can’t agree in a managers meeting but
disagree with your team.
According to Mittal, (2011), when employees perceive Supervisor
support of change, employees exhibit higher job satisfaction.
6. Your Change Activities
Communicate to Staff
• What’s in it for me
(WIFM)
• Why are we doing this?
• Why do I need to be OK
with it?
• What will I have after the
change I don’t have now?
• Why should I support
this?
• How will I be measured
during & after the
change?
Advocate the Change
• Direct communication
(talk, email, team
meetings)
• Active Support
• Demonstrating
Cooperation
• Accessible
• Accurate Information
Liaison Up and Down
• Provide facts and updates
to staff
• Participate on project
teams
• Provide design input
• Gather and give
employee feedback
Control Resistance
• Identify what resistance
looks like for the change
• Identify the source
• Identify if the resistance is
legitimate
• Address resistance with
facts
• Check back to ensure
correction
8. Assess Scope and Objectives
• Sweeping Change?
• Individual and Org Change?
• Department Only?
• Leadership style change?
• Power Redistribution?
• Conflicts with other changes for anyone?
• Who perceives this as a risk?
• Who is driving this change?
Who?
• Which Positions, Depts, Teams?
• Internal & External Affected?
• How are they affected?
• Which policies Affected?
• Perceived or actual Mission or Vision conflict?
• Technology, Infrastructure, Product Affected?
• Does perception differ from actual?
What • Gradual or Radical Change?
• Employees ready for change?
• Supervisors and Managers ready to manage change?
• Any other changes taking place now?
• Any other changes planned for the future?
• Any predisposition of change that influences timeline?
When
• What are the risks of NOT changing?
• How does this change help us reach our mission or goals?
• Are there changes after this necessary to reach our goals?
• Is our culture or value system waiting for this change?
• Why do I care and why should my staff care?
Why
9. Who Assesses What
Trust in the supervisors' competence, empathy and trustworthiness through change leads
to employee loyalty and improved performance, (Smollan, 2013).
Change Leader Supervisor Support
• Enterprise change scope
• Departments & Customers Affected
• Change Type
• Amount of change from where we are today
• Supervisor’s Assessment of Readiness
• Change scope for team, myself, & each person
• Who is directly impacted and what indirect impact will
arise
• Type of change (process, technology, training,
customer, job, management style)
• Amount of change from where we are today
• Culture and value system changes
• Capacity for change
• Leadership styles and power distribution
• Residual effects of past changes
• Middle management's predisposition
• Employee readiness
• Identify change leaders
• How do I support the change & help my staff
• Who are my non-management leaders, who is
resilient, who likes to experiment, who follows rules
• How will I vary my leadership style
• Do past or current changes influence readiness
• How do I feel about change
• Assess and report team and staff readiness
10. Assess Readiness
• Impact analysis
• Concurrent change considerations
• Organizational resistance
• Financial and HR analysis
• Success measurement
Should I get onboard with this?
Can I do this?
How will we know success?
• Pros and Cons, Possible Consequences
• Multiple Changes at the same time
• Expectation of opposing the change
• Have the $? Have the right people?
• How will we know if change is good?
What You Might Hear What It Means
11. Are We Ready
Change Leader Supervisor Support
• What do all groups believe? • What do my staff believe and how are they influenced
by others?
• How much change across the organization. Resource
squeeze & team cooperation
• Sufficient authority, responsibility, & staff to get my
part done? How does change from different
departments affect mine?
• Resistance evaluation • Who in my team is a leader, resister, and how can I
help staff get ready & accept change?
• Costs or P&L • How does this change affect my workforce in terms of
manpower, budget, productivity?
• Resource Analysis • Do I have enough of the right resources to support me
and my team?
• Success Measurement • How will I know if we are moving in the right direction
and how will I know if we succeed?
13. Communications Planning
• This is YOUR chance to shine. Take it!
• ALWAYS communicate from WIFM (What’s In It For Me)
to your staff and to change leaders
• Communicate in stages:
• Awareness: What is happening?
• Engagement: I want in!
• Status: I know what’s going on!
• Effect: I see how we are changing!
• Communicate 2X:
• Planned
• Crisis
• Communicate in all that you say and do.
14. Communications Examples
Change Leader Supervisor Support
• Who needs to communicate what? Sponsors, CEO,
Managers, Supervisors, Change Team? Who decides?
• When should an email or meeting come from me, my
boss, change team, executive management and what if
I’m not getting enough information?
• When are updates planned? Handling ongoing updates,
crisis, changes for understanding
• How/when will I get information, and how will this
update affect my other work? How will I handle change
communications if I am busy?
• What non-change communications could be squeezed
by this change process?
• What non-change communications could be squeezed
by this change process?
• How will we monitor communications and feedback? • How will I be sure that my staff understand what I tell
them and have a real chance to be heard?
• How will feedback be recognized, and incorporated into
timelines?
• How can I tell the difference between feedback and
resistance?
• How do we ease internal or external gossip, or
resistance?
• How do I see and what do I do about passive aggressive
nonverbal communication, resistant peers or influencers,
and resisters without creating a chasm between myself
and my staff or peers?
15. Tricky Communication
• Think about the most difficult
communications
BEFOREHAND
• Talk to your boss or others
about your likely response
and consequences
BEFOREHAND
• Remember you never have to
answer right away!
“There's a difficult subject we need to
discuss. It's come to my attention that…”
“Can we talk about this at 2pm? I’m feeling
some concern about this and I want to be
calmer so I can give you my full attention…”
“When you _______, I feel [powerless, angry, hurt, that you are saying
one thing and doing another,” and that makes me [be less productive,
worry, waste time feeling angry]. I need you to ______ so I can
_______, OK?”
“I know you think that _________. I think its OK
for you feel that way, and its OK for me to feel
differently about it. “
“My experience tells me that we need to take another look
at how we are going to do _____. To be successful I think
we could consider ________.”
16. How Do You Feel
Think about a difficult time for you in the past when you made it through a change.
• What did you do that helped you be successful?
• What could the people around you have done that would have helped?
• What happened that caused you the most frustration or worry?
• What is the reason you didn’t ask for the help you needed?
• How did it feel when you successfully made the change?
• How did you feel about yourself after you successfully made the change?
I forced myself to look at it and deal with it. I was forced to deal with it.
People could have said “I’ve been where you are. I understand. Can I help?”
Constantly changing plans. Poor communication. No management commitment.
I didn’t want people to think I couldn’t do my job. I didn’t want to do it.
It felt good. It wasn’t such a big deal after all. Exhausted. Closer to my team.
Capable. Positive. Powerful.
17. Decision Making
Change Leader Supervisor Support
• Who decides what for this change? • Who decides what for my team and my peers?
• Who can override the decision and what is the process? • How can my team or myself voice dissatisfaction with a
decision without feeling at risk?
• How will decisions be documented? • When do I involve my team in decisions and when must I
take the decision?
• How will decisions be communicated? • How, when, and to whom do I report that I implemented
a decision?
• How will we know that a decision has been
implemented, and completed, and is successful:
• How do I let my staff disagree, show them I have
listened and taken their concerns into account, and
made a reasoned decision that may not be what they
want without creating resistance?
• Who are the influencers but not decision-makers? • Who could resist if s/he is not involved in the decision
and what will I do about this?
Involving your team in decisions and helping them understand the reasons for change produces
positive results, (Martin, 2015). Just remember that not all staff are equipped to understand
everything and Supervisors are the front-line observers of resistance.
18. The Process is Simple
4.2.1.5 Document the Change Request
4.2.1.6 Create Request for Change
4.2.1.7 CCB Review and Signoff
4.2.1.8 Authorize the Change
4.2.1.9 Plan the Change
4.2.1.10 Implement the Change
4.2.1.11 Post Implementation Review
4.2.1.12 Close Change Request
4.2.2 Emergency (Reversion) Change Process
2.2.3 Emergency Change
2.2.3.1 Emergency Change Authorization
2.2.3.2 Emergency Change Building, Testing
Implementation
4.2.3.3 Emergency Change Documentation
4.2.3 Expedited Change Process
4.2.3.1 Document the Change Request
4.2.3.2 Create Request for Change
4.2.3.3 CCB Review and Signoff
4.2.3.4 Authorize the Change
• Ask for the Change Management Process
Document
• Read it and Ask Questions
• Enforce the Process
Complicated-Looking Process
Keeps Everything Simple
20. Sponsorship Initial Sponsor – Overarching Authority
with power - “I authorize to spend money
and time”
Primary Sustaining Sponsor – Formal
Sanction - “Let’s Do This” and “Report
Progress”
Local Sponsor – Directs communication and
implementation responsibility– “This is how we
will do this, why, and how is it going?”
Change Agent – Facilitates/executes plan - “This is
how we will do this… how we are doing… resistance
management, reporting….
Target –Must change New job, changed duties,
changes rules, changed technology….
Know where you and your staff lie within sponsorship at different change stages.
21. The Perfect Sponsor
• Makes necessary announcements, and communicates conveying constancy
• Acts in congruence with the change team message in private and in public
• Makes necessary decisions
• Drives change implementation with authority and abilities
• Trains people that change is OK
• Is absolutely consistent in- and outside of immediate team
• Thrives on feedback
• Uses objections to sell view
• Does not flip flop or back track
• Has a strong network
• No avoidance of change or moving forward
• Tracks and reports all milestones
• Looks for feedback and manages resistance
22. The imPerfect Sponsor
“I don’t like it either….”
“It doesn’t really make sense to me but….
“Do it when you can. I know there’s a deadline but you have your own
tasks.”
“Change is no fun.”
“Now that we are alone, what are they thinking?”
“Look, questioning the new process isn’t helping. Let’s just move forward.”
“We already decided how to do this. Don’t question them or we’ll get in trouble.”
“I know I said that last time but….”
“Geez I don’t want to start this new process today. I wonder what’s for lunch? How about coffee?”
“We are making some progress and have done some stuff but we have a ways to go.”
“Geez, that’s the 3rd time I’ve caught him complaining to her in the elevator. I’ll take the stairs from
now on.”
“The change team says that, yes, but that doesn’t mean we have to
do it.”
24. Training About Change
• How will Supervisors influence attitudes,
beliefs, perceptions?
• Will Supervisors have tools and support
needed to train or re-train for change
along the way?
• Is training available specifically for
passive aggressive, or active resistance
management?
• Make this FUN for your team!
Attitudes
Beliefs
CustomsValues
Perceptions
25. How Change Sticks
Change Leader Supervisor Support
• Introduce the change, process type, and why • This is a solid change process
• Who is in charge of what, when, why? • I am in charge of… you are in charge of…
• Why and what are we changing? • This means to us specifically… to you specifically….
• Sponsorship what it is and means • My role is to… your role is to …
• Process specifics • We will be involved here… and here….
• How they fit into the change process? • This process makes sense (identify resisters)
• How do they raise the red flag? • For example, if you see X happening, you can….
• What happens if the plan changes? • Our formal process for requesting a change is….
• How do their Supervisors fit into the process? • All of us management are responsible for…
• What happens if we don’t do this? • With what do you agree or disagree?
• Prove we understand the risks and opportunities • What do you think are the most important points we just
covered?
• Get confirmation of understanding • I heard him/her say….
• Next Steps and timeline • What else do you need to know?
26. Training Development and Delivery for
New Process or Product/Service
1. Identify required skills for the changed environment/process/structure
2. Perform a complete skills assessment
3. Identify new indirect affects when the change is implemented
4. Prepare to train again for gaps or changes
5. Consider job alternatives for employees’ whose skills or personality do not match the new process
or method. Be respectful. Be mindful of their needs!
6. Create training materials to share skill, knowledge, belief and behavior to
• Make the transition
• Retain the information
• Recognize when the change does not work or has a negative downstream or upstream effect
7. Alert affected people that change will come and why – as soon as possible!
DON’T WAIT UNTIL THE LAST MINUTE!
28. Identify Pre-Change Measurements
Examples of some measurement questions to answer. Ask your change team to share their
measurement ideas with you and give them your feedback!
Change Leader Supervisor Support
• Define Overall Project Success • How do I know I am successful today? How do my staff
know they are successful today? How will we know this
before, during, and after the change?
• Review User Adoption Current State – Technology and
User Compliance
• Do we use “workarounds” or do we skip steps now? How
does this affect measurement?
• Review Current Tangible Measures • Look at speed to completion, cost per transaction, cycle
time, speed of processes without workarounds, your
employee engagement.
• Review Current Change Capability • Just how good are we at identifying the need for, and
implementing/measuring change? How do I measure it?
• How do we measure productivity, employee moral,
customer satisfaction today?
• How do I listen to my staff and customers today and
measure what I hear?
29. Identify Post-Change Measurements
Change Leader Supervisor Support
• Define measures we will use during and post change • Measure definitions & which stakeholders to review
and/or approve them?
• Who approves the measurements and how do we
implement measurement changes?
• How do my agreed upon measurements align with the
business objectives?
• Confirm we have baseline data • Pre-change data meet my needs? Was data defined so
we collect exactly information needed?
• Define crystal clear objectives (reduce customer churn
from X to X – give precise calculations for measurement
• When is data quality more important than deadline?
Expectations realistic? Who do I notify if I may be late?
• How will we consistently collect data • Timing for regular measurement? Manual vs system?
Combinations of both?
• Establish report and chart formats, and distribution lists • To whom will I report results, frequency & format? Do I
have the necessary training & time? How will successes,
issues and challenges will be reported?
Reduce cancellations by 5%
Reduce cancellations to 5% for new customers
Reduce cancellations from 10% to 5% for first-time customers
Precision Counts
30. Resistance Persistence
• PLAN FOR RESISTANCE – Where
to look and how to manage it
• LOOK AT OTHER DEPTS
Resistance Plans
• Change takes your time, and
effort PLAN FOR IT
• Innovators and Early Adopters
are different, not better –
shape plans that give all
employees opportunities for
success.
(Change Adoption Portion - Everett Rogers, Stanford University (1995).)
Innovator
Early Adopter
Early Majority
Late Majority
Laggard
Early Adopter
Early Majority
Late Majority
Laggard
Change and Resistance Persistence
Adoption Resistance
31. Conclusion
Ready yourself for the upcoming change by evaluating how you and your staff
currently handle change, identifying your baseline performance measures, and
getting the training and understanding you need to support your team.
Give your time to the process if you want to be successful. Remember this
could be your chance to be seen and heard by upper management. Be
courageous and voice your ideas and concerns when you have them.
Communicate!
For more information about this presentation, contact:
Robin Weldon Cope
808.457.2779
robin@weldoncope.com
https://www.linkedin.com/in/robinwc
Scope &
Objectives
Plan
Measure
32. References
Martin, L. (2015, Leading and motivating peer teams. Library Leadership & Management (Online), 30,
1-5. Retrieved from http://search.proquest.com/docview/1733872395?accountid=458
Roy K. Smollan, (2013) "Trust in change managers: the role of affect", Journal of Organizational
Change Management, Vol. 26 Iss: 4, pp.725 – 747
Steven M. Elias, Rakesh Mittal, (2011) "The importance of supervisor support for a change initiative:
An analysis of job satisfaction and involvement", International Journal of Organizational Analysis, Vol.
19 Iss: 4, pp.305 – 316
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).
Readiness – Takes a lot of effort by knowledgeable people
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
Communication Planning
Sponsorships
Train About Change Management
Plan Change Training Development and Delivery
Identify Pre and Post-Change Measurements
Readiness – Takes a lot of effort by knowledgeable people
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
Communication Planning
Sponsorships
Train About Change Management
Plan Change Training Development and Delivery
Identify Pre and Post-Change Measurements
Communicator: Communicate with direct reports about the change
What does this change mean to me?
What's in it for me?
Why should I get on board?
Why are we doing this?
Advocate: Demonstrate support for the change
Employees look to their supervisors not only for direct communication messages about a change, but also to evaluate their level of support for the change effort. If a manager only passively supports or even resists a change, then you can expect the same from that person's direct reports. Managers and supervisors need to demonstrate their support in active and observable ways. The key here is this: managers and supervisors must first be onboard with a change before they can support their employees. A change management team should create targeted and customized tactics for engaging and managing the change first with managers and supervisors, and only then charge this important group with leading change with their direct reports.
Coach: Coach employees through the change process
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
Liaison: Engage with and provide support to the project team
Managers and supervisors liaise between their employees and the project team, providing information from the team to their direct reports. But perhaps more importantly, they provide information about the project from their employees back up to the project team. Managers are in the best position to provide design input, usability results and employee feedback on particular aspects of the solution back to the project team.
Resistance manager: Identify and manage resistance
No one is closer to a resistant employee than his or her supervisor. In terms of managing resistance, managers and supervisors are in the best place to identify what resistance looks like, where it is coming from and the source of that resistance. They are also the best suited (when provided with the training and tools to do so) to actively manage that resistance when it occurs. They can use the ADKAR model to hone in on which element of the change process is driving resistance and address it accordingly.
Readiness – Takes a lot of effort by knowledgeable people
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
Communication Planning
Sponsorships
Train About Change Management
Plan Change Training Development and Delivery
Identify Pre and Post-Change Measurements
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?
What are the risks of not changing?
Two stages of this:
1. Assess the change itself
Scope of the change (workgroup, department, division, enterprise)
Number of employees impacted
Type of change (process, technology, organization, job roles, merger, strategy)
Amount of change from where we are today
2. Assessment of the organization
Culture and value system
Capacity for change (and how much change is already taking place)
Leadership styles and power distribution
Residual effects of past changes
Middle management's predisposition toward the change
Employee readiness for change
Prosci 1996-2014. Viewed 8/24/2016 at http://www.change-management.com/tutorial-change-management-assessments.htm
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?
What are the risks of not changing?
Two stages of this:
1. Assess the change itself
Scope of the change (workgroup, department, division, enterprise)
Number of employees impacted
Type of change (process, technology, organization, job roles, merger, strategy)
Amount of change from where we are today
2. Assessment of the organization
Culture and value system
Capacity for change (and how much change is already taking place)
Leadership styles and power distribution
Residual effects of past changes
Middle management's predisposition toward the change
Employee readiness for change
Prosci 1996-2014. Viewed 8/24/2016 at http://www.change-management.com/tutorial-change-management-assessments.htm
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?
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?
Readiness – Takes a lot of effort by knowledgeable people
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
Communication Planning
Sponsorships
Train About Change Management
Plan Change Training Development and Delivery
Identify Pre and Post-Change Measurements
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….
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….
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….
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….
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….
Readiness – Takes a lot of effort by knowledgeable people
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
Communication Planning
Sponsorships
Train About Change Management
Plan Change Training Development and Delivery
Identify Pre and Post-Change Measurements
degree of skill and commitment demonstrated by change sponsors—those who have the power to legitimize and sanction new initiatives.
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.
degree of skill and commitment demonstrated by change sponsors—those who have the power to legitimize and sanction new initiatives.
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.
degree of skill and commitment demonstrated by change sponsors—those who have the power to legitimize and sanction new initiatives.
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.
Readiness – Takes a lot of effort by knowledgeable people
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
Communication Planning
Sponsorships
Train About Change Management
Plan Change Training Development and Delivery
Identify Pre and Post-Change Measurements
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
—the intellectual, emotional, and physical resources
degree to which a change is consistent with the organization’s culture
What in your view are the most important points we just covered?
What didn't you understand?
With what do you disagree?
With what do you agree?
What else do you need to know?
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
—the intellectual, emotional, and physical resources
degree to which a change is consistent with the organization’s culture
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
Readiness – Takes a lot of effort by knowledgeable people
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
Communication Planning
Sponsorships
Train About Change Management
Plan Change Training Development and Delivery
Identify Pre and Post-Change Measurements
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
Do we have the right pre-change measurements we can compare to during and after change?
What measurements give us a business advantage today and how do we expect those to change?
How do we measure change today?
How long will it take before we see progress toward a change? What does that look like?
How do we measure productivity today?
How do we measure customer satisfaction today?
How do we
How do we report department performance now and during change?
To which mission objective do my current measurements tie?
What other information do I need to measure pre-change and how do I get it?
How do I measure my team’s productivity now?
What triggers me to review staff performance? Can I get a report for that?
When are my measurements and reports due to the change team and what format should they be in?
How do I measure resistance persistence today?
How do I change my feedback during the change?
How will I track attendance and productivity during and post-change?
(improve cancellations from 25% to 5% instead of improve cancellations by 25%)
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
Do we have the right pre-change measurements we can compare during and after change?
What measurements gave us a business advantage before and how do we expect those to change?
How long will it take before we see a change in the reports? What does that look like?
How long will it take before we see progress toward a change? What does that look like?
How long will it be until we believe a change is or is not effective? What does that look like?
What are the triggers that tell us a change should be reverted back to the original?
How will we know if the change is good for us?
What triggers do we have now that tell us something is wrong and how will we use those during the change process?
How do we know a department is performing well today and who will monitor this during the change?
How do I measure my team’s productivity now?
How do I need the reports I get today to change so I can report pre-change measurement?
What information do I need collected so I get a baseline now, and during the change to be sure we stay on target?
What specifically do I want to achieve with these measurements?
How will I track attendance and productivity now compared to during and post-change?
How will internal or customer computer changes affect us and how will I know?
How do I change my feedback or performance reviews to know my staff are performing during the change?
How many times am I allowed to request new data during and post change and how do I do this?
How will we know if customers and employees adopt our change?
demonstrate to senior leaders and sponsors how a change initiative will be measured and accountable for its effectiveness over time
engage organizational members responsible for non-change related performance measurements and assist in clarifying the need for change leaders to have access to such data
explain the difference between leading and lagging performance measures, a distinction that is commonly not understood
clarify how leading measures can be used in order to make rolling adjustments to the change plan and change activities whilst the change initiative is underway
recognize how critical it is for those people responsible for making measurements and collecting information to record performance information across a wide array of organizational activities in support of the change initiative
debunk concerns regarding the lack of information concerning cost effectiveness of a change initiative
acknowledge how important it is to have coordinated systems in place to make pre-change and post-change measurements
build a case for developing a portfolio of performance measures within organizations that are yet to take a unified approach to measurement systems
show junior change agents and change managers the non-anecdotal options for the evaluation of change success
motivate those in the change team to also capture non-quantifiable data, such as stories, and create representative case studies that can be shared
prompt individuals who make presentations with text-heavy PowerPoint slides, management-jargon and a lack of clarity to present information about change effectiveness in a clear and concise manner
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.