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The document discusses five key activities for effective change management: 1) motivating change, 2) creating a vision of change, 3) developing political support, 4) managing the transition of change, and 5) sustaining momentum. It also examines individual and organizational resistance to change, the four phases of transition, and the elements needed to enable change, including culture, leadership, individual/team capacity, and change architecture.
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Change Management in Technology and Adoption
The document discusses five key activities for effective change management: 1) motivating change, 2) creating a vision of change, 3) developing political support, 4) managing the transition of change, and 5) sustaining momentum. It also identifies sources of individual and organizational resistance to change, such as habit, selective information processing, job security concerns, and threats to established power structures. Finally, it outlines elements needed to enable change, including culture, leadership capacity, individual/team capacity, and change architecture.
Change Management (1).pptx
Five key activities contribute to effective change management: 1) motivating change, 2) creating a vision of change, 3) developing political support, 4) managing the transition of change, and 5) sustaining momentum. Resistance to change can come from individuals, due to habits, selective information processing, economic factors like job security, and fear of the unknown, or from organizations, through threats to established power relationships, group inertia, and structural inertia. Effective change management requires enabling culture, leadership capacity, individual and team capacity, and change architecture, communication, and performance management.
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Corporate Transformation And Change Management By Ravinder Tulsiani
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This document discusses five activities that contribute to effective change management: 1) Motivating change by sensitizing organizations to needed changes and conveying positive expectations, 2) Creating a vision of the desired future state, 3) Developing political support by assessing stakeholders and influencing them, 4) Managing the transition from current to future state through planning and change teams, and 5) Sustaining momentum by providing resources, building support systems, and reinforcing new behaviors. It also recommends books on organizational development and change management.
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This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
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The document discusses five key activities for effective change management:
1. Motivating change by sensitizing organizations to pressures for change and conveying positive expectations.
2. Creating a vision of change to reveal discrepancies between current and desired states.
3. Developing political support for the change.
4. Managing the transition of change through the four phases of denial, resistance, exploration, and commitment.
5. Sustaining momentum for the change over time.
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Change Management in Technology and Adoption
The document discusses five key activities for effective change management: 1) motivating change, 2) creating a vision of change, 3) developing political support, 4) managing the transition of change, and 5) sustaining momentum. It also identifies sources of individual and organizational resistance to change, such as habit, selective information processing, job security concerns, and threats to established power structures. Finally, it outlines elements needed to enable change, including culture, leadership capacity, individual/team capacity, and change architecture.
Change Management (1).pptx
Five key activities contribute to effective change management: 1) motivating change, 2) creating a vision of change, 3) developing political support, 4) managing the transition of change, and 5) sustaining momentum. Resistance to change can come from individuals, due to habits, selective information processing, economic factors like job security, and fear of the unknown, or from organizations, through threats to established power relationships, group inertia, and structural inertia. Effective change management requires enabling culture, leadership capacity, individual and team capacity, and change architecture, communication, and performance management.
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The document discusses key principles and activities for leading corporate transformation and managing change effectively. It identifies five key activities for change management: 1) motivating change, 2) creating a vision, 3) developing political support, 4) managing the transition, and 5) sustaining momentum. It also discusses principles of change, types of resistance to change, and elements needed to enable change like change architecture, communication, and developing leadership, team, cultural and individual capacities.
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This document discusses five activities that contribute to effective change management: 1) Motivating change by sensitizing organizations to needed changes and conveying positive expectations, 2) Creating a vision of the desired future state, 3) Developing political support by assessing stakeholders and influencing them, 4) Managing the transition from current to future state through planning and change teams, and 5) Sustaining momentum by providing resources, building support systems, and reinforcing new behaviors. It also recommends books on organizational development and change management.
Change Management PPT Slides
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
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This document discusses change management and provides an overview of key concepts. It defines change management as managing the people side of change to achieve organizational results. It discusses individual and organizational change management and who is involved. It also summarizes several theories of change management and models for managing change, including Lewin's three-phase model, Kotter's eight steps, and different types of change. The document emphasizes the importance of leadership, communication, learning, and reinforcement in effective change management.
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The document discusses five key activities for effective change management:
1. Motivating change by sensitizing organizations to pressures for change and conveying positive expectations.
2. Creating a vision of change to reveal discrepancies between current and desired states.
3. Developing political support for the change.
4. Managing the transition of change through the four phases of denial, resistance, exploration, and commitment.
5. Sustaining momentum for the change over time.
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This document discusses various frameworks for understanding organizational change, including:
- Lewin's 3-stage model of change involving unfreezing, moving, and refreezing.
- Kotter's 8-step change management process including establishing urgency, building support, communicating vision, and anchoring changes.
- Different types of change like mandated vs. self-initiated change and barriers to change at the individual and institutional level.
- Strategies for managing resistance to change like education, participation, leadership, and addressing sources of stress from change.
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2. They don't interfere with the change process but have the courage to let it happen. They discover talents within the organization and build an environment that fosters creativity and a sense of ownership.
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This document discusses managing organizational change and resistance to change. It defines change and change management, examines the causes of resistance to change, and strategies for reducing resistance. Some key points include:
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WHEN CHANGEBECOMESTRANSFORMATIONA case study of change.docx
WHEN CHANGE
BECOMES
TRANSFORMATION
A case study of change
management in Medicaid
offices in New York City
Kimberley R. Isett, Sherry A.M. Glied,
Michael S. Sparer and Lawrence D. Brown
Kimberley R. Isett
School of Public Policy, Georgia Institute of
Technology, Atlanta, USA
E-mail: [email protected]
Sherry A.M. Glied
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Michael S. Sparer
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Lawrence D. Brown
Department of Health Policy and Management,
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
This work was completed under contract to the
Human Resources Administration in New York City.
Abstract
This paper examines the implementation of
large, transformative change in the Medicaid
offices in New York City to improve efficiency
and consumer-friendliness. A bottom-up
process was engaged to design and imple-
ment the needed changes from those who
were most affected by the change. Key
informant interviews and observational site
visits were conducted to assess the extent to
which the change efforts were successful. We
found that the changes impacted both
quantitative measures of success (such as
client processing times and number of clients
served) as well as less tangible qualitative
indicators of success such as staff attitudes
and office climate.
Key words
Change, human services
Vol. 15 Issue 1 2013 1–17
Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
! 2013 Taylor & Francis
http://www.tandfonline.com
http://dx.doi.org/10.1080/14719037.2012.686230
The organizational change literature frequently stresses the difficulty of motivating
frontline employees to accept and implement change initiatives. Employees
presumably have a vested interest in maintaining status quo for a variety of reasons
including institutional pressures, power, comfort level and ambivalence towards a
proposed change (Cyert and March 1963; Piderit 2000; Tucker 1993). However,
new research refutes the traditional view of frontline employees as recalcitrant
obstacles to change, and instead sees their position and resourcefulness as a generally
untapped opportunity to make change efforts successful (e.g. Ford et al. 2008;
Kelman 2005).
One of the environments where it is thought that change is difficult to accomplish is
in public organizations. Public organizations are often structured to emulate Weber’s
ideal bureaucracy – control through rules and technical adherence to those rules is
prized (Mashaw 1983; Weber 1946). Inertia and adherence to rules can make it difficult
for real change to happen. Further, Federalist systems can exacerbate inertia through
creating layers of rules and regulations at each level of government. And in locations
with strong organized labour unions, whose mai.
Change Management Pc Overview
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.
18 siddiqui faryal -193-201
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This document summarizes key aspects of organizational change and development approaches from several sources. It discusses that organizational development (OD) uses soft systems approaches to address complex change situations. OD focuses on organizational culture, processes, and structure using a systems perspective. The OD process involves diagnosing issues, developing a vision for change, gaining commitment, creating an action plan, and evaluating results through an iterative process of continuous improvement. OD aims to enhance individual, team, and organizational effectiveness through participatory and collaborative methods.
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Unfreezing
Changing
Refreezing
Planned
Change
Guided
Changing
Freezing
Rebalancing/
Translating
Unfreezing/
Improvising
Directed
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Present
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Desired
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Socio-Technical
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Democratic
Coaching
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“… story of gradual disempowerment in which reasonably healthy, confident and competent people become transformed into anxious, tense, ineffective and self-doubting wrecks.”
Barry Oshry, “Converting Middle Powerlessness to Middle Power,” National Productivity Review
Intervening in the MiddleConceptualizing and Understanding One’s Sphere of InfluenceControllables v. UncontrollablesControlled (Contained) EmpowermentLooking for Opportunities in AmbiguityPursuing “Small Wins”
Source: A.F. Buono & A.J. Nurick, “Intervening in the Middle: Coping Strategies in Mergers and
Acquisitions,” Human Resource Planning, 1992, vol. 15, no. 2.
Lewin’s Force-Field Analysis
Status Quo
Change Drivers
Change Resisters
2-
C
H
A
N
G
I
N
G
1-UNFREEZING
3-REFREEZING
KEY:
Own versus
Induced Forces
Dealing with ResistanceApproachUseAdvantagesDisadvantagesEducation +
CommunicationLack of or inaccurate infoHelps to inform and persuadeTime consuming, especially if many people are involvedParticipation + InvolvementInitiators do not have all info; others have considerable power to resistParticipation leads to commitment; recipient info integrated into change planTime consuming; participators can design inappropriate changeFacilitation + SupportResistance due to adjustment problemsBest way to cope with adjustment issuesCan be time consuming; can still failNegotiationSomeone/group loses out and has power to resistRelatively easy was to avoid problemsCan be expensiveManipulationOther tactics don’t’ workQuick, inexpensiveShort-term utility, can lead to future problemsExplicit + Implicit CoercionSpeed; you have powerSimple, straightforwardShort-term benefits, can be risky; retribution
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Dr. deb hedderly leading change presentation
This document outlines Dr. Deb Hedderly's presentation on leading change for Embassy Management LLC. It discusses internal and external forces that drive organizational change and John Kotter's 8-step process for successful change implementation. The 8 steps include establishing urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. Attendees were asked to identify a potential change initiative and draft a basic action plan applying Kotter's steps.
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Industrial Tech SW: Category Renewal and Creation
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- Change is defined as an alteration in people, structure, or technology within an organization. Change management is a systematic approach to dealing with change from both the organizational and individual level.
- Common causes of resistance to change include perceived risks outweighing benefits, a poorly handled change process, and a failure to communicate the vision for change.
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chapter 17
Organizational decline can be a difficult process to manage. It is characterized by decreased personnel, centralization of decision making, lack of long term planning, curtailed innovation, scapegoating of leaders, resistance to change, increased turnover, low morale, loss of resources, fragmented groups pursuing self interest, loss of credibility for leaders, increased conflict, and decaying employee motivation. Management must directly address the ambiguity, communicate extensively about strategic changes, and find innovative ways to handle cutbacks in order to best manage through organizational decline.
WHEN CHANGEBECOMESTRANSFORMATIONA case study of change.docx
WHEN CHANGE
BECOMES
TRANSFORMATION
A case study of change
management in Medicaid
offices in New York City
Kimberley R. Isett, Sherry A.M. Glied,
Michael S. Sparer and Lawrence D. Brown
Kimberley R. Isett
School of Public Policy, Georgia Institute of
Technology, Atlanta, USA
E-mail: [email protected]
Sherry A.M. Glied
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Michael S. Sparer
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Lawrence D. Brown
Department of Health Policy and Management,
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
This work was completed under contract to the
Human Resources Administration in New York City.
Abstract
This paper examines the implementation of
large, transformative change in the Medicaid
offices in New York City to improve efficiency
and consumer-friendliness. A bottom-up
process was engaged to design and imple-
ment the needed changes from those who
were most affected by the change. Key
informant interviews and observational site
visits were conducted to assess the extent to
which the change efforts were successful. We
found that the changes impacted both
quantitative measures of success (such as
client processing times and number of clients
served) as well as less tangible qualitative
indicators of success such as staff attitudes
and office climate.
Key words
Change, human services
Vol. 15 Issue 1 2013 1–17
Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
! 2013 Taylor & Francis
http://www.tandfonline.com
http://dx.doi.org/10.1080/14719037.2012.686230
The organizational change literature frequently stresses the difficulty of motivating
frontline employees to accept and implement change initiatives. Employees
presumably have a vested interest in maintaining status quo for a variety of reasons
including institutional pressures, power, comfort level and ambivalence towards a
proposed change (Cyert and March 1963; Piderit 2000; Tucker 1993). However,
new research refutes the traditional view of frontline employees as recalcitrant
obstacles to change, and instead sees their position and resourcefulness as a generally
untapped opportunity to make change efforts successful (e.g. Ford et al. 2008;
Kelman 2005).
One of the environments where it is thought that change is difficult to accomplish is
in public organizations. Public organizations are often structured to emulate Weber’s
ideal bureaucracy – control through rules and technical adherence to those rules is
prized (Mashaw 1983; Weber 1946). Inertia and adherence to rules can make it difficult
for real change to happen. Further, Federalist systems can exacerbate inertia through
creating layers of rules and regulations at each level of government. And in locations
with strong organized labour unions, whose mai.
Change Management Pc Overview
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.
18 siddiqui faryal -193-201
The International Institute for Science, Technology and Education (IISTE) , International Journals Call for papaers: http://www.iiste.org/Journals
TalentWeek™ Presentation - Eric D. Hieger
To check out the webinar presentation on-demand visit TalentWeek.com
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Specializes in peak performance, leadership, teamwork, executive development, change leadership/acceleration, communications, and strategic organizational development.
Ogc chap 8
This document summarizes key aspects of organizational change and development approaches from several sources. It discusses that organizational development (OD) uses soft systems approaches to address complex change situations. OD focuses on organizational culture, processes, and structure using a systems perspective. The OD process involves diagnosing issues, developing a vision for change, gaining commitment, creating an action plan, and evaluating results through an iterative process of continuous improvement. OD aims to enhance individual, team, and organizational effectiveness through participatory and collaborative methods.
MG345_Lead from Middle.pptLeading from the Middle Exe.docx
MG345_Lead from Middle.ppt
Leading from the Middle: Exerting Influence Sideways & Upward
MG345 Organizations & Environment
Tony Buono
Fall 2104
Unfreezing
Changing
Refreezing
Planned
Change
Guided
Changing
Freezing
Rebalancing/
Translating
Unfreezing/
Improvising
Directed
Change
Present
State
Desired
State
Conceptualizing Change Processes
Low
Low
High
High
Business Complexity
Socio-Technical
Uncertainty
Authority
Acceptance
Persuasive Communication
A Question of Rhythm?
Leadership Styles
TASK FOCUS
PEOPLE FOCUS
LEARNING FOCUS
ORGANIZATIONAL EMPHASIS
INDIVIDUAL EMPHASIS
Commanding (Coercive)
Pacesetter
Visionary
(Authoritative)
Affiliative
Democratic
Coaching
EQ Adaptive Ability
Across Styles
Managers as Linking Pins
Middle Management …
“… story of gradual disempowerment in which reasonably healthy, confident and competent people become transformed into anxious, tense, ineffective and self-doubting wrecks.”
Barry Oshry, “Converting Middle Powerlessness to Middle Power,” National Productivity Review
Intervening in the MiddleConceptualizing and Understanding One’s Sphere of InfluenceControllables v. UncontrollablesControlled (Contained) EmpowermentLooking for Opportunities in AmbiguityPursuing “Small Wins”
Source: A.F. Buono & A.J. Nurick, “Intervening in the Middle: Coping Strategies in Mergers and
Acquisitions,” Human Resource Planning, 1992, vol. 15, no. 2.
Lewin’s Force-Field Analysis
Status Quo
Change Drivers
Change Resisters
2-
C
H
A
N
G
I
N
G
1-UNFREEZING
3-REFREEZING
KEY:
Own versus
Induced Forces
Dealing with ResistanceApproachUseAdvantagesDisadvantagesEducation +
CommunicationLack of or inaccurate infoHelps to inform and persuadeTime consuming, especially if many people are involvedParticipation + InvolvementInitiators do not have all info; others have considerable power to resistParticipation leads to commitment; recipient info integrated into change planTime consuming; participators can design inappropriate changeFacilitation + SupportResistance due to adjustment problemsBest way to cope with adjustment issuesCan be time consuming; can still failNegotiationSomeone/group loses out and has power to resistRelatively easy was to avoid problemsCan be expensiveManipulationOther tactics don’t’ workQuick, inexpensiveShort-term utility, can lead to future problemsExplicit + Implicit CoercionSpeed; you have powerSimple, straightforwardShort-term benefits, can be risky; retribution
“Managing” Your Boss
Understand your boss
Goals & Needs Working Style
Strengths & Weaknesses
Understand yourself
Goals & Needs Working Style
Strengths & Weaknesses How you react to your boss?
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Ob. managing change 09.10.2011
This document is a group assignment submitted by six MBA students to their lecturer for a course on managing change. It includes an introduction, table of contents, and various sections analyzing topics related to organizational change such as the definition of organizational change, factors that influence change management, forces driving change, employee reactions to change, and strategies for managing and overcoming resistance to change. The group is requesting that the lecturer accept their assignment on the topic of managing change.
Organizing Change Capability
Most ailed change is caused by disorganization. Solving that root cause requires understanding how the organization must be made.
Change management
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.
Leading Successful Change
This slide set is part of the "Leading Successful Change" seminar, which is based on the award-winning story of "Our Iceberg is Melting" that illustrates how eight steps produce needed change under any conditions.
Developing a quality culture presentation [autosaved]
The document discusses techniques for creating a quality culture within an organization. It recommends providing quality goals and measurements at all levels, demonstrating leadership commitment to quality from upper management, empowering employees through self-development opportunities, inspiring action through employee participation, and recognizing and rewarding quality performance. The overall goal is to continuously reinforce the priority of quality throughout the organization.
Ch19 Oc & Change Mgt
The document outlines learning objectives and content for a chapter on organizational behavior and change management. It discusses forces driving organizational change, sources of individual and organizational resistance to change, and Lewin's three-step change model of unfreezing, changing, and refreezing. It also covers organizational development techniques, creating learning organizations, knowledge management, and managing work stress.
The myth of becoming a complete leader
The document discusses the myth of becoming a complete leader and proposes a new theory of leadership. It argues that rather than trying to be skilled in all areas of leadership, it is better to be great in one or two areas and work with others who complement your strengths. The new theory of leadership has four propositions: 1) Leadership involves delivering results, building relationships, and teamwork; 2) It is difficult for individuals to be world-class in all areas so teams should have complementary strengths; 3) Leaders should develop their strengths and work with others on their limitations; 4) Effective leadership requires complementary contributions from individuals with different strengths.
Dr. deb hedderly leading change presentation
This document outlines Dr. Deb Hedderly's presentation on leading change for Embassy Management LLC. It discusses internal and external forces that drive organizational change and John Kotter's 8-step process for successful change implementation. The 8 steps include establishing urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. Attendees were asked to identify a potential change initiative and draft a basic action plan applying Kotter's steps.
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7:个人信誉贷款加10分
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Change Management.pptx
- 1. Leading Corporate Change (Change Management)
- 2. “When the rate of change outside exceeds the rate of change inside, the end is in sight” Rate of Change Jack Welch
- 3. Five Activities Contributing to Effective Change Management
- 4. Five Activities Contributing to Effective Change Management 1. Motivating Change 2. Creating Vision of Change 3. Developing Political Support 4. Managing the Transition of Change 5. Sustaining Momentum Effective Change Management
- 5. Individual Resistance Individual Resistance Habit Selective Information Processing Economic Factors Job Security Fear of the Unknown
- 6. Organizational Resistance Organizational Resistance Threat to Established Power Relationship Group Inertia Threat to Established Resource Allocations Structural Inertia Limited Focus of Change
- 7. Denial Resistance Exploration Past Future Four Phases of Transition Commitment
- 9. Culture Capacity Leadership Capacity Individual & Team Capacity Future State Current State Realizing Leadership Capacity Individual & Team Capacity Change Architecture Communication Performance Management Cultural Capacity Elements of Change Enablement