The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
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.
1) The document discusses change management and organizational change, outlining various forces driving change, types of changes, and frameworks for managing change effectively.
2) It provides examples of managing change through Kotter's 8-step model and discusses techniques for each phase of Lewin's 3-step change model including unfreezing, changing, and refreezing.
3) A case example is presented on ICICI Bank's merger with Bank of Madura, highlighting the importance of change management for integrating the smaller bank.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Organisation Change, Management Development & Communications Consulting and T...journal72
Its services include organization analysis, strategy analysis, people analysis, systems analysis, and transformation programs to drive successful organization changes.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
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.
1) The document discusses change management and organizational change, outlining various forces driving change, types of changes, and frameworks for managing change effectively.
2) It provides examples of managing change through Kotter's 8-step model and discusses techniques for each phase of Lewin's 3-step change model including unfreezing, changing, and refreezing.
3) A case example is presented on ICICI Bank's merger with Bank of Madura, highlighting the importance of change management for integrating the smaller bank.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Organisation Change, Management Development & Communications Consulting and T...journal72
Its services include organization analysis, strategy analysis, people analysis, systems analysis, and transformation programs to drive successful organization changes.
This document provides an overview of a 1-day training program on change management principles and processes. It covers topics such as defining change, diagnosing organizational readiness for change, explaining change theories and managing resistance to change. It also describes best practices in change management, including establishing a vision, communicating effectively with employees, building resilience, and developing an engaged workforce. The document emphasizes the importance of leadership in guiding employees through the change process.
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.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
This document discusses organizational transformation and change. It defines three types of change: developmental, transitional, and transformational. Transformational change requires shifting assumptions and can impact culture, processes, jobs, skills, and policies. Introducing change is difficult and failures can cause projects to fail. Organizations typically go through stages of denial, resistance, exploration, and renewal when implementing change. The document also discusses Greiner's organizational lifecycle model and the importance of clear communication throughout the change process. It provides Digital Chocolate as a case study, outlining drivers of change and interventions like training and goal setting.
Sustainability leadership, values and cultureBarrett Academy
This document discusses sustainability challenges on a global scale and the need for a new leadership paradigm to address these issues. It identifies key global sustainability problems like climate change, pollution, pandemics, and poverty. It argues that current decision-making structures are not adequate for dealing with global problems and that greater global cooperation is required. The document presents a new leadership model focused on cooperation across sectors and putting stakeholders and the common good first. It suggests business and political leaders must work together internationally to define policies supporting societal evolution. Overall, the document calls for a shift in leadership away from narrow self-interest toward a values-driven framework focused on sustainability and the interests of humanity and the planet as a whole.
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.
This document defines authentic leadership and its key components. Authentic leadership focuses on genuine leadership that increases self-awareness. It is developed through positive psychology and organizational contexts. The Authentic Leadership Action Wheel outlines six features of leadership actions: meaning, mission, power, structure, resources, and existence. Authentic leaders display characteristics like understanding their purpose, strong values, trusting relationships, self-discipline, and acting from the heart. There are four components of authentic leadership: self-awareness, internalized moral perspective, balanced processing, and relational transparency. Authentic leadership aims to serve others and do what is right.
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
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.
Change management is an organizational process of transitioning individuals, teams, and organizations from a current state to a desired future state. It helps stakeholders accept and embrace changes in their business environment. There are three main areas of change in an organization: strategic, structural, and process-oriented/people-centered. Reasons for change include increased competition, smarter customers, improvements in operations, and advances in technology. People resist change due to factors like loss of job security, fear of the unknown, and organizational politics. Successful change management models include Prosci's ADKAR model and Kurt Lewin's three-step model of unfreezing, changing, and refreezing. The components of change management involve assessing readiness, creating a
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
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.
The document discusses various leadership theories and styles. It begins by covering trait theories, which focus on identifying personality traits linked to successful leadership. It then discusses behavioral theories, including Ohio State studies on task-oriented and relations-oriented leadership. Contingency theories are reviewed, such as Fiedler's model and situational leadership theory. Transactional and transformational leadership styles are compared. Finally, the document discusses participative leadership theories and Likert's four systems of leadership.
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
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.
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
Analysis Of Change Models And Evolving Business Strategies For Proposed Chang...IRJET Journal
This document discusses and analyzes three models of change management: ADKAR, Lewin's Three Stage Model, and Kotter's Eight Step Model. It provides an overview of each model, including the key steps and processes involved. The document also discusses some common barriers to change implementation at the organizational level, such as perception barriers, emotional barriers, psychological barriers, and environmental barriers. Finally, the literature review section summarizes several research papers on topics related to change management models, leadership's role in change processes, and comparing different approaches to change. The overall purpose is to analyze existing change management models and identify ways to address challenges to change implementation in dynamic business environments.
The document describes John Kotter's eight-stage model for managing major organizational change. The eight stages are: 1) create urgency, 2) form a guiding coalition, 3) create a vision, 4) communicate the vision, 5) empower others, 6) create short-term wins, 7) build on the change, and 8) anchor new approaches in the culture. An example is provided of how Hewlett-Packard used the model to implement a customer-centered approach across its tape drive division.
This document provides an overview of a 1-day training program on change management principles and processes. It covers topics such as defining change, diagnosing organizational readiness for change, explaining change theories and managing resistance to change. It also describes best practices in change management, including establishing a vision, communicating effectively with employees, building resilience, and developing an engaged workforce. The document emphasizes the importance of leadership in guiding employees through the change process.
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.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
This document discusses organizational transformation and change. It defines three types of change: developmental, transitional, and transformational. Transformational change requires shifting assumptions and can impact culture, processes, jobs, skills, and policies. Introducing change is difficult and failures can cause projects to fail. Organizations typically go through stages of denial, resistance, exploration, and renewal when implementing change. The document also discusses Greiner's organizational lifecycle model and the importance of clear communication throughout the change process. It provides Digital Chocolate as a case study, outlining drivers of change and interventions like training and goal setting.
Sustainability leadership, values and cultureBarrett Academy
This document discusses sustainability challenges on a global scale and the need for a new leadership paradigm to address these issues. It identifies key global sustainability problems like climate change, pollution, pandemics, and poverty. It argues that current decision-making structures are not adequate for dealing with global problems and that greater global cooperation is required. The document presents a new leadership model focused on cooperation across sectors and putting stakeholders and the common good first. It suggests business and political leaders must work together internationally to define policies supporting societal evolution. Overall, the document calls for a shift in leadership away from narrow self-interest toward a values-driven framework focused on sustainability and the interests of humanity and the planet as a whole.
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.
This document defines authentic leadership and its key components. Authentic leadership focuses on genuine leadership that increases self-awareness. It is developed through positive psychology and organizational contexts. The Authentic Leadership Action Wheel outlines six features of leadership actions: meaning, mission, power, structure, resources, and existence. Authentic leaders display characteristics like understanding their purpose, strong values, trusting relationships, self-discipline, and acting from the heart. There are four components of authentic leadership: self-awareness, internalized moral perspective, balanced processing, and relational transparency. Authentic leadership aims to serve others and do what is right.
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
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.
Change management is an organizational process of transitioning individuals, teams, and organizations from a current state to a desired future state. It helps stakeholders accept and embrace changes in their business environment. There are three main areas of change in an organization: strategic, structural, and process-oriented/people-centered. Reasons for change include increased competition, smarter customers, improvements in operations, and advances in technology. People resist change due to factors like loss of job security, fear of the unknown, and organizational politics. Successful change management models include Prosci's ADKAR model and Kurt Lewin's three-step model of unfreezing, changing, and refreezing. The components of change management involve assessing readiness, creating a
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
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.
The document discusses various leadership theories and styles. It begins by covering trait theories, which focus on identifying personality traits linked to successful leadership. It then discusses behavioral theories, including Ohio State studies on task-oriented and relations-oriented leadership. Contingency theories are reviewed, such as Fiedler's model and situational leadership theory. Transactional and transformational leadership styles are compared. Finally, the document discusses participative leadership theories and Likert's four systems of leadership.
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
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.
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
Analysis Of Change Models And Evolving Business Strategies For Proposed Chang...IRJET Journal
This document discusses and analyzes three models of change management: ADKAR, Lewin's Three Stage Model, and Kotter's Eight Step Model. It provides an overview of each model, including the key steps and processes involved. The document also discusses some common barriers to change implementation at the organizational level, such as perception barriers, emotional barriers, psychological barriers, and environmental barriers. Finally, the literature review section summarizes several research papers on topics related to change management models, leadership's role in change processes, and comparing different approaches to change. The overall purpose is to analyze existing change management models and identify ways to address challenges to change implementation in dynamic business environments.
The document describes John Kotter's eight-stage model for managing major organizational change. The eight stages are: 1) create urgency, 2) form a guiding coalition, 3) create a vision, 4) communicate the vision, 5) empower others, 6) create short-term wins, 7) build on the change, and 8) anchor new approaches in the culture. An example is provided of how Hewlett-Packard used the model to implement a customer-centered approach across its tape drive division.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
A change management plan can support a smooth transition and ensure your employees are guided through the change journey. The harsh fact is that approximately 70 percent of change initiatives fail due to negative employee attitudes and unproductive management behavior. Using the services of a professional change management consultant could ensure you are in the winning 30 percent.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Mark responds to Brianna’s concerns about the new employee end-of-
shift policy with “...This is a policy straight from corporate. We have to follow it.” What type of influence tactic is Mark utilizing?
The influence tactic Mark is utilizing is legitimating tactic, which involves claiming authority by citing corporate policy or rules to justify a request without considering employee input.
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they
Mgt 362 t academic adviser ....tutorialrank.comladworkspaces
Mark responds to Brianna’s concerns about the new employee end-of-
shift policy with “...This is a policy straight from corporate. We have to follow it.” What type of influence tactic is Mark utilizing?
The influence tactic Mark is utilizing is legitimating tactic, which involves claiming authority by citing corporate policy or rules to justify a request without consideration of employee concerns.
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so
This document is a submission for an Organisational and Business Management course at Open University Malaysia. It contains an analysis of Tan Chong Motor Holdings Berhad, including definitions of vision, mission, and goals. It also performs an environmental analysis using PEST (Political, Economic, Social, Technological) factors and identifies the company's strengths, weaknesses, opportunities, and threats in a SWOT analysis. Finally, it discusses the importance of corporate social responsibility and how Tan Chong could expand its stance on CSR.
This document discusses organizational design, including when and why redesign is necessary. It provides 10 factors for success and failure in organizational design. Success comes from having a clear performance focus tied to business results, a strategy that plays to strengths, and compelling reasons for change. Failure can result from unclear goals, overreliance on structural changes without behavioral changes, and lack of leadership commitment to change. Triggers for redesign include changes inside or outside the business, new strategies or goals, and an existing design no longer working effectively.
Strategies for improving organizational effectivenessPreeti Bhaskar
Organizational effectiveness can be improved through several strategies:
1. Appreciating resources, people and processes to understand organizational value chains and core processes.
2. Addressing organizational strategy and objectives to ensure alignment with value chains.
3. Aligning organizational structure to strategy by reviewing strategic plans and organizational units.
4. Measuring results against strategy using balanced scorecards and linking them to strategic plans.
5. Demonstrating continuous improvement through feedback, communication and taking suggestions seriously.
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation.
One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply.
This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.
Organisational Direction : Planning processMidul Kasim
The document discusses key concepts related to organizational goals, mission, and strategic planning. It provides definitions and examples of mission statements from different organizations. It also discusses how objectives should be SMART (Specific, Measurable, Achievable, Realistic, and Time-bound). Additionally, it covers quantitative and qualitative objectives, as well as different levels of objectives from corporate to individual. Finally, it discusses dealing with conflicts between objectives and considering stakeholder interests in strategic planning.
This document provides an overview of a course on organizational change. The course will focus on theories, research, and practices around planned and unplanned organizational change. It will teach techniques for diagnosing, implementing, and evaluating change processes. Students will learn skills for managing change and resolving conflicts that arise. The course objectives are to develop an understanding of change dynamics in complex organizations, discuss different change techniques, examine how change affects managers' behaviors and careers, and provide tools for recognizing and responding to change opportunities. The syllabus outlines topics that will be covered in each class, including leadership, change models, planning, scheduling, risk analysis, and budgeting as they relate to organizational change.
This document provides a summary of useful sources of information on change management compiled by Melanie Franklin. It outlines four key areas: (1) the importance of effective project management in change initiatives, (2) identifying return on investment from change management activities, (3) the need for organizations to build internal capability for change, and (4) how strategic execution relies on effective change management. The sources highlighted provide guidance on developing change strategies and measuring their success.
A Change Management Center of Excellence (COE) or Change Management Office (CMO) provides structure and oversight for all organizational change initiatives. It legitimizes change activities, ensures consistent approaches to change management, and allows for effective management of resources across priorities. A CMO centralizes change efforts, standardizes communications and training, and manages reporting to stakeholders. It is crucial for organizations to establish a CMO to successfully implement changes, engage employees, and build internal change management capabilities.
The document discusses key aspects of operating models and strategic planning. It defines operating models and their components, and outlines the strategic planning process. This includes identifying phases, goals and objectives, parties involved, and tips for implementation. It also discusses internal and external factors to consider, and frameworks for change management, goal setting, and defining corporate responsibilities.
In a time when organic growth just won’t cut it, organizations are increasingly growing through acquisitions or reorganizations to accelerate business results. From planning a merger, acquisition or divestiture to managing reorganizations, the Nakisa Transformation Accelerators Suite will help you to navigate change more effectively.
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
This document provides an overview of a presentation on achieving asset optimization for healthcare organizations. The presentation aims to help participants strategically align program and facility assets with their mission and market needs. It defines asset optimization and rationalization and outlines a four-step process for planning and executing asset optimization. The steps include understanding the changing market, how current assets meet market needs, identifying gaps, and overcoming obstacles. The presentation also discusses governance imperatives and provides examples of successful and unsuccessful asset optimization efforts.
The document discusses the role of strategic direction in organizational design. It states that strategic direction refers to the plans and actions an organization takes to achieve its strategic goals and vision for the future. Setting strategic direction involves determining goals, identifying actions to achieve those goals, and allocating resources. Organizational design is used to implement strategic goals and direction, and impacts organizational success. Effective strategic direction requires developing a plan, clearly stating commitments, setting broad and measurable goals, tying goals to performance measurement, and keeping the strategic plan active over time.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
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Dewi Komalasari_BSN_SME-Persyaratan dengan pedoman penggunaan.pdfInstansi
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2. 2
TABLE OF CONTENTS
INTRODUCTION _______________________________________________________________ 4
WHAT IS CHANGE MANAGEMENT?______________________________________________________ 4
CHANGE STARTS WITH A VISION _______________________________________________________ 5
Characteristics of an Effective Vision: ________________________________________________ 5
What about a Strategy? ____________________________________________________________ 6
COMMON OBSTACLES TO CHANGE _______________________________________________ 6
OVERVIEW OF THE LEADER’S ROLE FOR MANAGING CHANGE __________________________ 7
WHY DO CHANGE EFFORTS FAIL? ________________________________________________ 7
Eight Errors Common to Organizational Change Efforts and Their Consequences__________ 7
ROLES AND RESPONSIBILITIES FOR CHANGE _______________________________________ 8
WHERE TO START? ____________________________________________________________ 9
CHANGE MANAGEMENT MODEL _________________________________________________ 10
EIGHT STEPS TO EFFECTIVE CHANGE MANGEMENT _________________________________ 11
Step one: Increase Urgency_______________________________________________________ 11
Step two: Build the Guiding Team__________________________________________________ 11
Step three: Get the Vision Right ____________________________________________________ 12
Step four: Communicate for Buy-In _________________________________________________ 12
Step five: Empower Action_________________________________________________________ 13
Step six: Create Short –Term Wins _________________________________________________ 13
Step seven: Don’t Let Up __________________________________________________________ 14
Step eight: Make Change Stick_____________________________________________________ 14
COMMUNICATION STRATEGY ___________________________________________________ 15
1. Building a Strategy___________________________________________________________ 15
2. Involving Key Stakeholders in Communications Efforts____________________________ 16
3. Determining Message Content_________________________________________________ 16
4. Identifying Most Effective Communication Channels ______________________________ 16
Advantages and Disadvantages of Communication Channels __________________________ 17
5. Ensuring Follow-Up __________________________________________________________ 17
MANAGING THE EMOTIONS IN CHANGE ___________________________________________ 18
3. 3
Bridges’ Three Phases of Transitions _______________________________________________ 18
Phase 1: Ending, Losing, Letting Go ________________________________________________ 19
Phase 2: The Neutral Zone ________________________________________________________ 19
Phase 3: The New Beginning______________________________________________________ 20
Additional Tips to Addressing Resistance____________________________________________ 20
WHAT’S YOUR PERSONALITY PREFERENCE?_______________________________________ 21
FINAL TIPS AND HINTS: ________________________________________________________ 21
ADDITIONAL RESOURCES ______________________________________________________ 22
Books:___________________________________________________________________________ 22
Articles:__________________________________________________________________________ 22
Websites: ________________________________________________________________________ 22
CONTACT INFORMATION_______________________________________________________ 22
TEAM CHARTER GUIDELINES/CHECK LIST _________________________________________ 23
CHANGE ASSESSMENT AND PLANNING TEMPLATE __________________________________ 24
COMMUNCATIONS STRAGEGY TEMPLATE _________________________________________ 25
COMMUNICATIONS TIPS:_______________________________________________________ 26
MANAGER’S CHECKLIST FOR COMMUNICATING CHANGE _____________________________ 27
4. 4
“By definition, progress means change. This is not always comfortable. It may challenge our
assumptions, and the way we are used to doing and seeing things. It asks us to have faith in
the larger picture, the eventual results, and each other. We need energy to deal with it, and
perspective, and sometimes just a sense of humour”.
Sheldon Levy, President’s Newsletter to the Ryerson Community, Spring 2007
INTRODUCTION
The purpose of this guide is to provide you with a framework of the concepts and theories of
change management and tips/tools on how you can lead a successful and rewarding
organizational change initiative. The guide focuses on two streams; the “process” or change
model, and the “transition” or emotional impact when embarking on a change effort.
As leaders of change you have a critical role to play in ensuring that the change effort is
successful. At Ryerson, the Human Resources Department can provide guidance and support
to you and your team in understanding the change process. Our Organizational & Employee
Effectiveness (OEE) unit can provide the diagnostics tools, programs, consultation and advice
that you’ll need.
For more information about our programs, tools and resources, please contact us at 416-979-
5000 ext 6248.
WHAT IS CHANGE MANAGEMENT?
Definition:
Change management is a structured approach to transitioning individuals, teams, and
organizations from a current state to a desired future state, to fulfill or implement a vision and
strategy. It is an organizational process aimed at empowering employees to accept and
embrace changes in their current environment. There are several different streams of thought
that have shaped the practice of change management.
Change Management:
As a Systematic Process
Change management is the formal process for organizational change, including a
systematic approach and application of knowledge. Change management means
defining and adopting corporate strategies, structures, procedures, and technologies to
deal with change stemming from internal and external conditions.
-Society for Human Resources Management, 2007 Change Management Survey Report
5. 5
As a Means of Transitioning People
Change management is a critical part of any project that leads, manages, and enables
people to accept new processes, technologies, systems, structures, and values. It is the
set of activities that helps people transition from their present way of working to the
desired way of working.
-Lambeth Change Management Team, Change Management Toolkit.
As a Competitive Tactic
Change management is the continuous process of aligning an organization with its
marketplace—and doing so more responsively and effectively than competitors.
-Lisa M. Kudray and Brian H. Kleiner, “Global Trends in Managing Change,” Industrial
Management, May 1997
CHANGE STARTS WITH A VISION
A change effort or initiative must start with a vision. Whether change is prompted by external
(political, economic, social or technological) or internal factors (policy, systems or structure),
creating a vision will clarify the direction for the change. In addition, the vision will assist in
motivating those that are impacted to take action in the right direction. (See Kotter’s Step three:
Get the Vision Right for more information).
Definition:
A vision statement tells you where you are going. It paints a compelling work of a desired future
state. It can make anyone who reads it, hears it or lives it want to support, work for, give to, or
in some other way be part of your organization.
-Christina Drouin, White paper on Visioning for the Centre for Strategic Planning
Characteristics of an Effective Visioni:
Imaginable – conveys a picture of what the future will look like
Desirable – appeals to the long-term interests of employees, customers, stakeholders etc.
Feasible – comprises realistic, obtainable goals
Focused – clear enough to provide guidance in decision making
Flexible – General enough to allow initiative and alternative responses
Communicable – can be fully explained in 5 minutes
6. 6
What about a Strategy?
A strategy will ensure that the vision is achieved. It is a unified,
comprehensive and integrated plan that provides a “roadmap”
for achieving the vision. Without a strategic plan and vision,
the change effort will not be successful.
COMMON OBSTACLES TO CHANGEii
A 2006 study by Harvard Business Review found that 66% of
change initiatives fail to achieve their desired business
outcomes. Why is change so difficult? The five most common
obstacles to change are depicted in the graph below. Note that
the three circled obstacles, are those that you, as a leader, can
influence and improve.
Obstacles Experienced during Major Organizational
Changes
Current VisionStrategic Plan
Did you know…
The Human
Resources
Department’s OEE
unit can assist in this
process and offers a
customized strategic
planning session -
“Creating a Practical
Vision”. In this one
day retreat/workshop,
participants will
engage in a planning
session that will help
in the creation of a
collaborative
roadmap.
This roadmap aligns
the outcomes with the
vision of the
department/faculty.
Participants will focus
on where they are
going, what it looks
like (the vision),
where they are today
and will then
determine how to get
there (the strategic
plan).
For more information
contact the OEE
department at 416-
979-5000 ext 6248
76%
72%
44%
36%
32%
0% 40% 80%
Employee resistance
Communication
breakdown
Insufficient time
devoted to training
Staff turnover during
transition
Costs exceeded
budget
7. 7
OVERVIEW OF THE LEADER’S ROLE FOR MANAGING CHANGEiii
Given the obstacles noted, leaders have a critical role to play in managing change, the following
chart provides an overview of how your role can impact the change obstacle.
Change Obstacles Leader’s Role
Employee Resistance Leverage your relationship with your team to address
employee concerns on a personal level.
Ask for their feedback and respond to their concerns honestly
and openly.
Review the section on Managing Change in this guide.
Communication
breakdown
Communicate key information to employees on an on-going
and consistent basis.
Review the section on Communication in this guide.
Staff turnover Engage your team by involving them in the initiative.
Coach, Mentor and enrich their roles.
WHY DO CHANGE EFFORTS FAIL?
There can be a significantly negative impact on the department or Faculty when a change
initiative fails, or its implementation is unplanned. According to John P. Kotter (author of
Leading Change), organizations often commit the following common errors that will hinder their
change efforts and they are noted below.
Eight Errors Common to Organizational Change Efforts and Their Consequencesiv
Error #1: Allowing too much complacency
Error #2: Failing to garner leadership support
Error #3: Underestimating the power of vision
Error #4: Undercommunicating the vision
Error #5: Permitting obstacles to block the new vision
Error #6 Failing to create short-term wins
Error #7: Declaring victory too soon
Error #8: Neglecting to anchor changes firmly in the culture
Consequences
New strategies aren’t implemented well
Reengineering takes too long
Quality programs don’t deliver hoped-for results
8. 8
ROLES AND RESPONSIBILITIES FOR CHANGE
Understanding the roles and responsibilities that you and others play in the change effort is
essential. They will provide clarity on the expectations, project scope and responsibility for each
contributor. Typically, there are four key roles: the Sponsor (Senior Leaders), Champion
(Leader), Change Agent (Human Resources) and Stakeholder (Employees).
The Sponsor is usually the Director/Dean in the department/faculty and:
Has the overall responsibility for the department or faculty.
Is the person who has authority over the project and over the individuals who will
implement the change.
Provides funding, resolves issues and scope changes.
Approves major deliverables and provides high-level direction.
Has a clear vision, identified goals and measurable outcomes for the change initiative.
The Champion is usually the Sr. Manager/Chair in the department/faculty that:
Has the overall day-to-day authority.
Provides the Sponsor with information about the issues and challenges.
Engages and involves the right people on the ground.
Brings the change vision to life.
Encourages (and sometimes enforces) new and desired behaviours.
The Change Agent is the person or group that assists the department/faculty to implement the
proposed change i.e., Human Resources. Their role is to advise and guide the Champion and
Sponsor throughout the change initiative and:
Focus on assisting, advising and coaching the Sponsor and Champion in the change
effort.
May act in a number of roles – data gatherer, educator, advisor, facilitator or coach.
Has no direct-line authority to or over the Sponsor or Stakeholders.
Act as subject-matter-experts in the change management process.
Stakeholders are those employees who will be impacted by the change. It is critical that they
are involved in the process and understand how the change initiative will impact their current
state.
To assist in providing structure when determining roles and responsibilities, it is
recommended that a Team Charter be developed to ensure clarity on purpose,
expectation, scope and responsibility. Click here to view a checklist to use when
setting up a team charter. OEE can also provide direct assistance to your team
for this process.
9. 9
WHERE TO START?
Before embarking on a change initiative, spend some time answering the questions below to
assess how you feel about the change. Consider the following questions to help you gauge
your preparedness for the initiativev
:
Do I know the changes, their impact, rationale and benefits?
Could I explain them to anyone I work with?
Do I believe the change is worthwhile?
How is the change impacting my existing workload?
How can I communicate the need for change, the first steps, how people will be
supported, and when we have achieved quick wins?
Are there other parallel projects that will have an impact on the changes I’m managing?
Will the changes impact the same group?
Can we combine forces and integrate plans and communication?
What changes will happen and when?
Can I stagger the impact or combine time sensibly to lessen the impact?
Do change leaders know their responsibilities and the commitment expectations?
Has change successfully occurred in these groups in the past?
Can we learn from what did or did not work well?
What level of trust exists between groups and how can this be improved?
When is communication necessary?
How can I make the messages clear, interesting, and engaging?
Based on the questions above, do you generally have a positive or negative opinion of the
change? As leaders, your opinion of the change will have an impact on your efforts to support
and guide your team. Therefore it is critical that you understand and support the need for
change.
Did you know that managers who communicate change effectively can improve their direct
reports’ performance by as much as 29.2% (Corporate Leadership Council, 2009).
Click here to understand the change commitment process.
10. 10
CHANGE MANAGEMENT MODELvi
Now that you have decided to embark on a change effort, what do you do next?
Many change models have been developed over time to provide structure in approach. In John
P. Kotter’s book, “Leading Change” he outlines eight critical steps when transforming an
organization. Its principles are at the core of any successful change effort. Ryerson’s OEE
department and your HRMC will partner with you and your team through each stage of the
change effort.
Step #1: Increase
Urgency
Step #2: Build a
guiding team
Step #3: Get the
vision right
Step #4:
Communicate for
buy-in
Step #5: Empower
action
Step #6: Create
short-term wins
Step #7: Don’t let
up
Step #8: Make
change stick
As you go through your change effort, it is important to measure the progress against the
strategic plan and vision. It is recommended that you spend time during your regular team
meeting assessing your team’s progress as you plan next steps. Click here to view a
template that will assist in conducting the discussion with your staff.
11. 11
EIGHT STEPS TO EFFECTIVE CHANGE MANGEMENT
Step one: Increase Urgency
Raising a feeling of urgency is the first and most critical step in a successful change effort. With
low urgency and complacency, the change effort cannot get off the ground.
What works What does not work Common Pitfalls
Creating a compelling
story.
Never underestimating
how much complacency,
fear, and anger exists.
Creating the vision.
Focusing exclusively on building a
“rational” business case, getting top
management approval, and racing
ahead while mostly ignoring all the
feelings that are blocking change.
Ignoring a lack of urgency and
jumping immediately to creating a
vision and strategy.
Thinking that you can do little if
you’re not the leader.
Underestimating
the difficulty of
driving people
from their
comfort zones.
Becoming
paralyzed by
risks.
Tip: “Begin with the end in mind” - Steven Covey’s Seven Habits of Highly Effective People.
Desired New Behaviour: People start telling each other, "Let's go, we need to change
things!"
Step two: Build the Guiding Team
It is important to get the right people in place who are fully committed to the change initiative,
well-respected within the organization, and have power and influence to drive the change effort
at their levels.
What works What does not work Common Pitfalls
Showing enthusiasm and
commitment to help draw
the right people into the
group.
Modeling the trust and
teamwork needed in the
group
Guiding change with weak task
forces, single individuals, complex
governance structures, or
fragmented top teams.
Not confronting the situation when
power centres undermine the
selection of the right team.
Trying to leave out or work around
the head of the unit to be changed.
No prior
experience in
teamwork at the
top.
Delegating team
leadership to HR
rather than a
senior line
manager.
Tip: Draft a large, diverse team made up of individuals at all levels and with different skills.
Desired New Behaviour: A group powerful enough to guide a big change is formed and they
start to work together well.
12. 12
Step three: Get the Vision Right
While creating a shared need and urgency for change may push people into action, it is the
vision that will steer them into the new direction.
What works What does not work Common Pitfalls
Trying to see – literally –
possible futures.
Visions that are so clear
that they can be
articulated in five minutes
or written up on one
page.
Visions that are moving –
such as a commitment to
serving people.
Assuming that linear or logical
plans and budgets alone
adequately guide behaviour when
you are trying to leap into the
future.
Overly analytical, financially based
vision exercises.
Presenting a
vision that’s too
complicated or
vague to be
communicated in
five minutes.
Tip: Position the change around a compelling picture of the desired future state i.e.,
Ryerson’s Master Plan.
Desired New Behaviour: The guiding team develops the right vision and strategy for the
change effort.
Step four: Communicate for Buy-In
Once a vision and strategy have been developed, they must be communicated to the
organization in order to gain understanding and buy-in. Sending clear, credible, and heartfelt
messages about the direction of change establishes genuine gut-level buy-in, which sets the
stage for the following step: getting people to act.
What works What does not work Common Pitfalls
Developing a
communications
strategy.
Keeping communication
simple and heartfelt.
Speaking to anxieties,
confusion, anger, and
distrust.
Under communicating, which can
easily happen.
Accidentally fostering cynicism by
not “walking the talk”.
Behaving in
ways contrary to
the vision.
Tip: Create tools that help people tailor information to their specific needs – rather than
forcing more generic memos and reports into over-stuffed email and in-boxes
Desired New Behaviour: People begin to buy into the change, and this shows in their
behaviour
13. 13
Step five: Empower Action
Empowering action should be seen as removing barriers to those whom we want to assist in
pushing the change effort. Removing obstacles should inspire, promote optimism and build
confidence around the change effort.
What works What does not work Common Pitfalls
Finding individuals with
change experience who
can bolster people’s self-
confidence with “we-won-
you-can-too” anecdotes.
Recognition and reward
systems that inspire,
promote optimism, and
build self-confidence.
Feedback that can help
people make better
decisions.
Trying to remove all the barriers at
once.
Giving in to your own pessimisms
and fears.
Failing to
address
powerful
individuals who
resist the
change effort.
Tip: Recognize and reward excellence.
Desired New Behaviour: More people feel able to act, and do act, on the vision.
Step six: Create Short –Term Wins
Short-term wins nourish faith in the change effort, emotionally reward the hard workers, keep
the critics at bay, and build momentum. By creating short-term wins, and being honest with
feedback, progress is achieved and people are inspired.
What works What does not work Common Pitfalls
Early wins that come
fast.
Wins that are as visible
as possible to as many
people as possible.
Wins that are meaningful
to others.
Launching many projects all at
once.
Providing the first win too slowly.
Leaving short-
term successes
up to chance.
Failing to score
successes early
enough into the
change effort.
Tip: Focus on one or two goals instead of all and make sure no new initiatives are added
until one of those goals is achieved and celebrated.
Desired New Behaviour: Momentum builds as people try to fulfill the vision, while fewer
and fewer resist change.
14. 14
Step seven: Don’t Let Up
In successful efforts, people build on this momentum to make the vision a reality by keeping
urgency up, eliminating unnecessary, exhausting work and not declaring victory prematurely.
What works What does not work Common Pitfalls
Aggressively ridding yourself of
work that wears you down-tasks
that were relevant in the past but
not now, tasks that can be
delegated.
Looking constantly for ways to
keep urgency up.
Using new situations
opportunistically to launch the
next wave of change.
Convincing yourself that
you’re done when you aren’t.
Declaring victory
too soon – with
the first
performance
improvement.
Tip: Replace a time-consuming and painstakingly detailed monthly activity report with a one-
page summary that highlights only major milestones and key information.
Desired New Behaviour: People remain energized and motivated to push change forward
until the vision is fulfilled
Step eight: Make Change Stick
By creating a new, supportive, and sufficiently strong organizational culture, the change should
remain. A supportive culture provides roots for the new ways of operating.
What works What does not work Common Pitfalls
Telling vivid stories about
the new organization,
what it does, and why it
succeeds
Making absolutely sure
you have the continuity
of behaviour and results
that help a new culture
grow
Trying to change culture as the
first step in the transformation
process
Not creating new
social norms and
shared values
consistent with
changes
Tip: When introducing new hires to the organization, use videos that contain heartfelt
messages from clients whose lives the department has impacted.
Desired New Behaviour: New and winning behaviour continues despite the pull of tradition,
turnover of change leaders, etc.
15. 15
COMMUNICATION STRATEGY
The importance of developing a well thought out communications strategy is often overlooked
when embarking on a change initiative. Effective communication during a change effort will
serve to provide employees with timely and accurate information, which can positively influence
whether the organization can maintain employee productivity and morale and overcome
resistance to change. The following five areas outline questions and key information for you to
consider when building and delivering a communications strategy designed to inform and guide
employees through a change event:
1. Building a Strategy
2. Involving Key Stakeholders in Communications Efforts
3. Determining Message Content
4. Identifying Most Effective Communications Channels
5. Ensuring Follow Up
1. Building a Strategy
Have you and your change team created a communications strategy that considers the
questions outlined below?
a. What do we need to accomplish?
What is the current state?
What is the desired state?
b. What do we need to communicate?
Who relays which messages?
With whom do we need to communicate?
c. In what order do we communicate with our audiences?
When are messages communicated?
With what frequency?
What tools/channels do we use?
d. How can communications accomplish the desired state?
Drive behavior change?
Educate and engage?
Generate awareness?
Mobilize commitment?
e. Do we understand the following about our audience?
Who are they?
What do they know/understand already?
What drives/motivates them?
f. How will we measure whether the communications strategy achieves its
objectives?
16. 16
2. Involving Key Stakeholders in Communications Efforts
Have you considered all key stakeholders impacted by the change effort?
Do all areas (executives, HR, and managers) collaborate to communicate a consistent
message?
Has HR provided managers with tools and training to adequately prepare them to support all
communications?
3. Determining Message Content
Do communications detail the rationale behind the change? Do the messages achieve the
following:
Give reasons for the change and explain the benefit?
Ask for staff’s help in making the change work effectively?
Show support for the change (i.e., help others accept the change)?
Does the communications strategy effectively relay how the change will affect employees and
the business in the short and long term? Does the strategy meet the following:
Provide as many details as possible?
Supply realistic detail of both the positives and negatives of the change?
Let employees know that the organization understands the range of emotions associated
with the change?
CORPORATE LEADERSHIP COUNCIL® PAGE 2
4. Identifying Most Effective Communication Channels
Have you and your change team determined how to clearly communicate what is expected of
employees and resources available to them? Have you considered the most effective channels
of communication that consider the following questions outlined below:
Does the organization have an infrastructure in place in order to provide timely, honest
communication with employees?
Does the strategy include a timeline detailing when critical messages should go out?
Has the organization determined the appropriate communication channel mix to reach
diverse, dispersed employee groups?
Does the communications strategy ensure that important messages are repeated
through a variety of communication vehicles to ensure that employees receive the
message?
To assist in ensuring that the change effort is communicated to the employees in a timely
and effective manner, a communications strategy is critical. The following links will help
you:
o Template for Building a Communications Strategy
o Checklist for Communicating Change
o Additional Communication Tips
17. 17
Advantages and Disadvantages of Communication Channelsvii
Type Channel Advantages Disadvantages
Mass
communication
Email
Intranet
Memos
Newsletters
Cost effective
Efficiently
communicates routine
change
Allows organization to
reach a large audience
quickly and consistently
Impersonal
Employees may not read
mass communication
Does not easily facilitate
an environment in which
recipients can ask
questions or supply
feedback
Face-to-face
communication
Meetings
Information
sessions
Round table
discussions
Enables leaders to
reinforce importance of
the change initiative
Allows employees to
ask immediate
questions and provide
feedback
Enables employees to
receive information from
leaders, whom they are
more likely to trust
Time consuming
Ineffective for reaching
employees in dispersed
workforces
Executives’ presence may
discourage employees
from openly voicing
concerns
Inappropriately timed and
too detailed information
can cause confusion
5. Ensuring Follow-Up
Once you have implemented your communication strategy, it is critical that you monitor its
impact on an on-going basis. Questions you might consider asking to gauge the effectiveness
of the strategy might include:
Is the department or faculty prepared to engage employees by doing the following:
Asking questions?
Listening to employee concerns?
Acknowledging each contribution and highlighting advantages and disadvantages of
various suggestions?
Does the department or faculty consider the following:
Plan to assess employees’ reactions to change (via surveys, focus groups, etc.)?
Continually monitor key metrics related to communications objectives and make
necessary adjustments as employees react to different messages?
Proactively and reactively adjust the communications strategy based on employee
responses?
Express appreciation for employees’ assistance and cooperation in implementing the
change?
18. 18
MANAGING THE EMOTIONS IN CHANGE
There is wisdom in resistance….
-Barry Johnson
Resistance to change is the largest obstacle that leaders are faced with when initiating a
change effort. It can be very damaging to the process and can potentially stall the efforts to
move forward if not addressed appropriately. There are many reasons why an employee may
resist change and so as “leaders of change”, you will need to be sensitive to how individuals
respond while keeping in mind that the process of commitment and acceptance takes time.
William Bridges developed a model that reviews the emotional impact of change over time and
the leader’s role. He describes the difference between change and transition. Change is
situational and will happen without the people, whereas transition deals with the psychological
impact on the people.
Bridges’ Three Phases of Transitions
As a leader of change your role will be to support and encourage your staff throughout each
phase. It is important to recognize that transition is not linear and therefore, those that are
impacted sometimes find themselves moving back and forth between the phases. Given this
possibility, you will need to expect and anticipate that people will go through the transition
process at different speeds and in different ways. Your skills in communication, listening and
coaching will be pivotal in identifying how to support your staff, both as individuals and as a
group, so they can move through the phases as quickly and effectively as possible.
Time
19. 19
Phase 1: Ending, Losing, Letting Go
In this phase, staff and faculty must come to a point where they can let go of the old situation
and until they let go, they will not be able to move on.
Possible Reactions: Tips for Leaders
Sense of shock
Fear
Resentment
Apathy
Loss
1. Identify what each individual will be losing
2. Accept your employees’ reactions
3. Be open about losses and show empathy to those
affected
4. Look for ways to compensate your employees for
their losses
5. Provide your employees with lots of information
6. Show care and concern
7. Ask for reactions
8. Listen and pay attention to what you are hearing
9. Allow people time to grieve
10. Respond to the questions
Behaviours to watch for:
Asking questions
Challenging
Complaining
Failing to see any positive
outcomes
Trouble sleeping
Withdrawal
Blame
Phase 2: The Neutral Zone
In this phase, staff and faculty are in the gap between the old and new where the “old” no longer
works and the “new” has yet to be established.
Possible Reactions: Tips for Leaders
Anxiety
Confusion
Decreased motivation (which can
result in lack of productivity)
Some hope
1. Talk to your staff and faculty about the feelings
they can expect at this stage
2. Create temporary policies, procedures or
structures as necessary
3. Strengthen connections within your team
4. Encourage your employees to think of new ways
of doing things
5. Involve people in trying out ideas
6. Start training people on the new skills they will
need
7. Continue to explain the purpose and plan
Behaviours to watch for:
Adjustment
Bargaining
Willingness to get involved
What they are saying:
“Why can’t things stay the
same?”
“This will never work”
What they are saying:
“Things are a mess, we are
so unorganized”
“Here we go again!”
20. 20
Phase 3: The New Beginning
In this phase staff and faculty begin to show emotional commitment to the new state.
Possible Reactions: Tips for Leaders
New energy
New identity
Sense of purpose.
1. Explain the purpose for the new beginning
2. Continue to communicate the vision: what will the
outcome of the change look like
3. Develop a transition plan: when they will receive
information, training and support
4. Give your employees parts to play in the transition
Behaviours to watch for:
Rebuilding
Cooperation
Clear focus and planning
Additional Tips to Addressing Resistance
As a leader, you will likely need to deal with the negative effects of change. The following table
provides reasons why staff and faculty may resist change and strategies that leaders of change
can use to reduce that resistanceviii
.
Reasons Employees Resist Strategies
Employees feel they will suffer from the
change
Use communication strategy that solicits
employee input
Organization does not communicate
expectations clearly
Do not send mixed signals regarding the
change; this will increase employee
distrust
Employees perceive more work with fewer
opportunities
Communicate clear vision of the change
Provide timely education
Change requires altering a long-standing
habit
Identify employee concerns and
unresolved implementation issues
Relationships harbour unresolved
resentments
Provide employees with a timeline and a
defined approach and outcome
Employees lack feeling of job security
Change alters existing social interactions
Communicate how employees will
benefit from the change
Organization lacks adequate reward
process
Organization lacks sufficient resources
Develop procedures to address
employees who will be negatively
affected by the change
What they are saying:
“What can we do to make this
work?”
“When you get used to it…it’s
not bad”
Click here to view a checklist to ensure you effectively address employee’s emotional
reactions to change.
21. 21
WHAT’S YOUR PERSONALITY PREFERENCE?
Knowing how to communicate change is critical to the success
of any communication strategy. Personality Dimensions® is
based on leading-edge research into human motivation and
behaviour and helps to explain what motivates behaviour in
people with different personalities or temperaments. Who is
engaged by change, who wants stability and values past
practice, who focuses on relationships or prefers a compelling
argument for the change initiative?
Having an understanding of your staff’s personality dimension
will provide you with additional insight on how best to respond
to them individually at each stage of the transition.
FINAL TIPS AND HINTS:
When you don’t have answers, don’t give answers.
Remember that change is a fast-breaking story.
Sometimes you’ll hear the news from management;
sometimes you’ll hear it from employees.
Even your silence will be interpreted - and probably not
favourably. Gaps will be filled by the grapevine.
As a leader, force yourself to the front lines. This will
boost morale.
By now you should have an understanding of the complexity of
a change management initiative and your role and
responsibilities in leading and supporting the change. Whether
you are embarking on a new change initiative or considering
change within your department/faculty, this guide can assist
you at each stage of the process.
What’s your colour?
Ryerson’s Human
Resources
Department has
certified trainers that
can deliver the
Personality
Dimensions®
workshop.
For more information
contact the OEE
department at 416-
979-5075 or at
www.ryerson.ca/hr/co
ntact/oee
It is strongly
recommended that
you conduct this
workshop prior to
embarking on a
change effort.
22. 22
ADDITIONAL RESOURCES
Books:
Articles:
John, P. Kotter, Why Transformation Efforts Fail, Harvard Business Review, March-April 1995
Jacobs, Robert, Five Questions to ask in Measuring Change Effort Success -
http://www.windsofchangegroup.com/measuring-change-effort-success
Websites:
To assist in determining your progress against Kotter’s eight (8) steps, visit the “Heart of
Change” website to take the on-line tool at http://theheartofchange.com/.
CONTACT INFORMATION
Human Resources Department
Organizational and Employee Effectiveness
416-979-5075
Leading Change, John P. Kotter
(1996)
The Heart of Change, John P. Kotter and
Dan S. Cohen (2002)
Managing Transitions, 2nd Edition,
William Bridges (1991)
Who killed change? : Solving the
mystery of leading people through
change, Ken Blanchard and John Britt
(2009)
Organizations Transitions –
Managing Complex Change, Richard
Beckhard (1987)
23. 23
TEAM CHARTER GUIDELINES/CHECK LIST
A team charter is a clear description of the team's purpose (why), how they will work, and the
expected outcomes (what).
Area Discussion points/Check List
Why Expectations
Purpose
Why are we doing this?
What Goals
Scope
Timeline
Success Indicators
In what areas are results
absolutely essential?
How will those areas be
measured, what will they look like?
What Nature and organization
of work
Who outside our team/unit or
department who must we involve,
inform or consult with?
What decisions need approval
from someone outside our team (if
appropriate)?
What is not in our scope of work
(though other might think it is)?
What authority does the team
have to act independently?
Roles and
Responsibilities
What role(s) and area(s) of
responsibility does each team
member and leader have?
During meetings, who will chair
the meeting, who will take notes?
Guiding Principles
Norms
What behaviours will we hold one
another accountable so we can be
an effective team?
Do we have “team norms” or
“rules of engagement” to refer to?
Operating Principles How will the team make decisions;
resolve conflicts?
How often and how long will we
meet as a team?
24. 24
CHANGE ASSESSMENT AND PLANNING TEMPLATEix
Change Assessment and Planning Template
Date:
Top 3-5 Positive Outcomes of the Change
1) The team has a clear sense of the long-term benefits of the merger to the company’s ability to expand our product offering, and is pleased with senior management’s
visible, hands-on approach to communiating this change.
2)
3)
Top 3-5 Suggestions for Improvement
Suggestion
Follow-
Up?
Next Steps Owner
1) The team is unclear about the specific timelines for the change, including the official merger
date and suggests company-wide Webinar with additional communications about the timeline.
Yes Review provided timelines with
team; Suggest to central change
team a Webinar to provide
updated timelines
Team lead;
John Q. to
contact central
change team
2)
3)
Overall, my team rates the importance of this change as a on a scale of 1 to 5 (no importance to critically important).
Overall, my team rates the implementation of this change as a on a scale of 1 to 5 (very ineffective implementation to very effective
implementation).
Ask your team what they
feel is working well
throughout the change
process. Write down the
3-5 most common positive
elements your team
expresses.
Ask your team what they
are most unhappy with
about the change, and ask
them to come up with
suggestions for
improvement. Write down
the 3-5 most common
suggestions your team
identifies. Next, plan how
you will respond to the
improvement, including if it
must be escalated or if
you can involve a member
of your team. Note that not
all suggestions will be
suitable for additional
action.
Take a quick “pulse check”
of the team by asking
them how they feel about
the importance of the
change and the success of
the implementation so far.
It will provide you with a
general sense of how
happy and engaged your
team is, and will help you
prioritize the ongoing
management of the
change.
25. 25
COMMUNCATIONS STRAGEGY TEMPLATE
Communication Strategy Template
Date:
Target Audience: Desired Future State: Stakeholders:
Measures of success:
Key Messages: Communication Channels:
Key Messages Communication Channel(s) Frequency
What do we need to accomplish?
What is the current state?
What is the desired state?
Who do we
communicate with?
What do they know or
understand already?
What drives/motivates
them?
How will you know if you
have succeeded in meeting
your objective?
What are your performance
indicators?
When will you need to
communicate the key
messages?
Who will communicate the
message?
How will you get the
message across?
What do we need to
communicate?
What is it that is changing?
What is the “elevator pitch”?
What is the one take-away?
26. COMMUNICATIONS TIPSx:
1. Only communicate what has been authorized. This will ensure consistency across the
organization.
2. Communicate the business rationale for the change and the events leading up to it.
Clarify the vision and specific change plans.
3. Explain the benefits of the change to the broader department or faculty and the
individuals on your team.
4. Update your team regularly on the progress of the change.
5. Acknowledge the negatives of the change.
6. Provide as much detail as possible to minimize rumors.
7. Acknowledge when you do not have the answers. Do not guess.
8. Emphasize that change will happen.
27. MANAGER’S CHECKLIST FOR COMMUNICATING CHANGExi
Source: Corporate Leadership Council research.
Purpose: To determine the appropriate content and delivery of critical communication around a change initiative.
User Guidelines: Use the checklist to determine the content of employee communications and to identify
suggestions regarding how to deliver key messages and gain feedback from employees.
Context: This checklist helps managers prepare for initial change communication, as well as maintain strong,
ongoing communications with employees during the transition.
The Message
Is my message consistent with that of HR, executives, and other managers? What additional information do I
need to effectively communicate with my direct reports?
Does my message detail the business rationale behind the change and explain the benefit?
Does my message ask for staff’s help in making the change work effectively?
Does my message show support for the change (i.e. help others accept the change)?
Does my message clarify the vision, plans, and progress of the change initiative?
Does my message relay how the change will affect employees and the business in the short and long term?
Does my message provide as many details as possible?
Does my message address the “What’s in it for me?” question?
Does my message supply realistic detail of both the positives and negatives of the change?
Does my message let employees know that the organization understands the range of emotions associated
with the change?
The Communication Strategy
Are my formal and informal communications timely, honest, and accurate?
Am I repeating key messages numerous times?
Have I addressed employee questions and issues, and have I captured and escalated important employee
concerns?
Has the organization determined how to clearly communicate what is expected of employees and resources
available to them to help them transition?
Do I communicate proactively and adjust my communication approach depending on employee reactions?
Do I create opportunities for two-way, face-to-face dialogue and follow-up on items of concern following these
conversations?
Am I reaching my audience via numerous channels?
28. MANAGER CHECKLIST FOR ADDRESSING EMOTIONAL REACTIONS TO CHANGExii
Use this checklist to ensure you effectively address employees’ emotional reactions throughout the three stages of commitment.
Source: Corporate Leadership Council research
Response Employee Reaction Suggested Manager Response
Denial
Individual believes that the problem will
correct itself
Review the business case for the change
Emphasize that the change will happen
Allow time for change to sink in
Individual displays apathy/numbness
Individual tries to rationalize the change
Anger
Individual tries to sabotage the change
effort
Acknowledge legitimacy of anger
Distinguish between feelings and inappropriate
behavior
Maintain focus on the real drivers necessitating
change
Individual tends to “shoot the messenger”
Individual withdraws from the team
Bargaining
Individual tries to “cut a deal” to spare
himself or herself Focus on how the individual and his/her team will
benefit from the change
Keep problem solving focused on the root causeIndividual tries to redirect problem solving
away from change
Depression
Individual expresses a loss of control over
the work environment
Provide a series of specific next steps and follow up
frequently
Reinforce positive actions that the individual can take
to adjust to the changeIndividual’s absenteeism increases
Acceptance
Individual expresses ownership for
solutions Use the individual as a coach or mentor for others
Provide recognition for his/her effortsIndividual focuses on achieving benefits
promised by the change
30. REFERENCES:
i Kotter, John P. “Developing a Vision and Strategy”. Leading Change (1996). 72. Library of Congress
Cataloging-In-Publication Data. Web. Feb 1. 2011.
iiExtracted from the Corporate Executive Board, Human Resources Learning and Development
Roundtable.
Cited Sources:
● Society for Human Resource Management. www.shrm.org. (n.d.) Web. 1 April 2007.
iii Extracted and adapted from the Corporate Executive Board, Human Resources Learning and
Development Roundtable.
Cited Sources:
● “Change Management Model of Roles and Responsibilities”. (2007): Corporate Executive Board.
Web. Feb 1. 2011.
iv Kotter, John P. “Transforming Organizations: Why Firms Fail”. Leading Change (1996). 16. Library of
Congress Cataloging-In-Publication Data. Web. Feb 1. 2011.
v Extracted from “Change Management Fundamentals – An Introduction to Managing Change”. (2008):
Corporate Executive Board. Web. Feb 1. 2011.
vi Extracted and adapted from:
Kotter, John P. Leading Change. Boston: Harvard Business School Press,1996. Library of
Congress Cataloging-In-Publication Data. Web. Feb 1. 2011.
Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School
Press, 2002. Library of Congress Cataloging-In-Publication Data. Web. Feb 1. 2011.
Kotter, John P. “Why Transformation Efforts Fail” Harvard Business Review, (March-April 1995):
59. Harvard Business School Publishing Corporation. Web. 1 Feb. 2011.
The Heart of Change. www.theheartofchange.com. (n.d.). Web. 1 February 2011.
vii Extracted from “Process and Tactics for Communicating Change: A Three-Pronged Approach to
Managing Change during Difficult Business Climates” (2007): Corporate Executive Board. Web. Feb
1.2011.
viii Extracted from “Managing Corporate Cultural Change” (2008): Corporate Executive Board. Web. Feb
1. 2011.
ix Extracted from “Manager’s Toolkit for Managing Change” (2008): Corporate Executive Board. Web. Feb
1. 2011.
x Extracted from “Manager’s Toolkit for Managing Change” (2008): Corporate Executive Board. Web. Feb
1. 2011.
xi Extracted from “Manager’s Checklist for Communicating Change” (2008) Corporate Leadership Council
research. Web. Feb 1. 2011.
xiiExtracted from “Building Employee Commitment to Change” (2009) Corporate Leadership Council, HR
Practice. Web May 1. 2011.
xiiiExtracted from “Building Employee Commitment to Change” (2009) Corporate Leadership Council, HR
Practice. Web May 1. 2011.