1. The document discusses an approach to client-centered change management based on Egan's skilled helper model. It involves 4 stages: (1) understanding the current situation, (2) crafting a preferred scenario, (3) establishing change strategies and building a plan, and (4) continuous learning and adaptation throughout implementation.
2. The first stage involves collecting qualitative and quantitative data through interviews and surveys to understand issues from all stakeholders' perspectives. This ensures all aspects of the problem are acknowledged to avoid type III errors.
3. Stage 2 involves crafting a shared vision of the preferred future through collaborative problem solving and gaining commitment to change from those impacted. The change plan is then developed and refined iteratively
The document discusses analyzing major incidents, classifying incidents, and learning lessons. It provides tools and frameworks for:
1) Analyzing the root causes of major incidents and problems highlighted in the response.
2) Successfully categorizing incidents to find solutions, route to correct teams, gather data, build knowledge, and improve efficiency.
3) Classifying operational outages based on priority, urgency, operations impact, scope, and analyzing service period and consequences.
4) Integrating approaches across problems and methodologies to achieve excellence through detailed major incident methodology.
Change management is the process of transitioning an organization from its current state to a desired future state in a planned and managed manner. It involves developing a vision for change, strategies for implementing change, and addressing resistance. A change management strategy involves understanding the specifics of the change, identifying impacted groups, establishing a team structure and sponsor coalition, assessing risks and resistance, and developing special tactics. Key elements of a strategy include situational awareness, supporting structures, and strategy analysis. Kotter's eight step model provides a framework for leading change through increasing urgency, building guiding teams, communicating vision, empowering employees and institutionalizing changes.
One of the key factors in a successful project is buy-in, the process that gets staffers, board members, and other participants to adopt the goals of the project as their own. Because buy-in is so important--even crucial--it is worth spending time to achieve it. Richard Miller, Nebraska Library Commission Library Development Director, will discuss proven techniques for getting buy-in, and making sure that everyone is on board.
This document provides guidance on managing a change initiative through a four step process: assessing the change, planning the change, implementing the change, and embedding the change. It identifies common mistakes in planning, communicating, and implementing change and provides solutions. Effective change management requires tailoring communication to different audiences, allowing flexibility in plans, and clearly defining roles and responsibilities for implementation.
The document discusses the DICE framework for assessing change management programs. It identifies four key factors for success: Duration (time between reviews), Integrity (team skills), Commitment (executive support), and Effort (additional workload). Calculating scores in each area allows companies to identify risks and make adjustments to ensure programs succeed. Scores between 7-14 indicate low risk, 14-17 medium risk, and over 17 high risk of failure. Applying the framework sparks strategic debate and helps manage project portfolios.
This Chapter includes information on Management and the decision-making process. there is information on what bases the organization takes a decision and how an effective decision is being taken. it also includes types of decision, Decision-making process, and charactristic of effective information.
Stakeholders and Issues Management Approachessarahobaidee
This document summarizes key concepts around stakeholders, issues management, and crisis management. It defines stakeholders as individuals or groups affected by an organization's decisions. Stakeholder analysis involves understanding relationships between an organization and its constituents. Issues management is used to forecast potential issues and their impact. Crisis management involves four stages: pre-crisis, crisis occurs, lingering effects, and resolution. Managing stakeholders, issues, and potential crises is important for organizations to make ethical decisions and maintain positive relationships.
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
The document discusses analyzing major incidents, classifying incidents, and learning lessons. It provides tools and frameworks for:
1) Analyzing the root causes of major incidents and problems highlighted in the response.
2) Successfully categorizing incidents to find solutions, route to correct teams, gather data, build knowledge, and improve efficiency.
3) Classifying operational outages based on priority, urgency, operations impact, scope, and analyzing service period and consequences.
4) Integrating approaches across problems and methodologies to achieve excellence through detailed major incident methodology.
Change management is the process of transitioning an organization from its current state to a desired future state in a planned and managed manner. It involves developing a vision for change, strategies for implementing change, and addressing resistance. A change management strategy involves understanding the specifics of the change, identifying impacted groups, establishing a team structure and sponsor coalition, assessing risks and resistance, and developing special tactics. Key elements of a strategy include situational awareness, supporting structures, and strategy analysis. Kotter's eight step model provides a framework for leading change through increasing urgency, building guiding teams, communicating vision, empowering employees and institutionalizing changes.
One of the key factors in a successful project is buy-in, the process that gets staffers, board members, and other participants to adopt the goals of the project as their own. Because buy-in is so important--even crucial--it is worth spending time to achieve it. Richard Miller, Nebraska Library Commission Library Development Director, will discuss proven techniques for getting buy-in, and making sure that everyone is on board.
This document provides guidance on managing a change initiative through a four step process: assessing the change, planning the change, implementing the change, and embedding the change. It identifies common mistakes in planning, communicating, and implementing change and provides solutions. Effective change management requires tailoring communication to different audiences, allowing flexibility in plans, and clearly defining roles and responsibilities for implementation.
The document discusses the DICE framework for assessing change management programs. It identifies four key factors for success: Duration (time between reviews), Integrity (team skills), Commitment (executive support), and Effort (additional workload). Calculating scores in each area allows companies to identify risks and make adjustments to ensure programs succeed. Scores between 7-14 indicate low risk, 14-17 medium risk, and over 17 high risk of failure. Applying the framework sparks strategic debate and helps manage project portfolios.
This Chapter includes information on Management and the decision-making process. there is information on what bases the organization takes a decision and how an effective decision is being taken. it also includes types of decision, Decision-making process, and charactristic of effective information.
Stakeholders and Issues Management Approachessarahobaidee
This document summarizes key concepts around stakeholders, issues management, and crisis management. It defines stakeholders as individuals or groups affected by an organization's decisions. Stakeholder analysis involves understanding relationships between an organization and its constituents. Issues management is used to forecast potential issues and their impact. Crisis management involves four stages: pre-crisis, crisis occurs, lingering effects, and resolution. Managing stakeholders, issues, and potential crises is important for organizations to make ethical decisions and maintain positive relationships.
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
The document describes Avoca's approach to conducting client feedback and customer satisfaction surveys for CROs. Avoca's surveys are designed to measure customer perceptions, identify strengths and weaknesses, gather information to improve satisfaction and retention, and inform strategic decisions. Avoca will collaborate with the CRO to design the survey, achieve a high response rate, provide real-time access to results, and offer recommendations based on the feedback.
This document discusses customer satisfaction surveys and provides guidance on conducting them. It addresses six key parts of any customer satisfaction program: 1) who to interview, 2) what to measure, 3) how to carry out interviews, 4) how to measure satisfaction, 5) what the measurements mean, and 6) how to use surveys effectively. The document emphasizes finding the right people to survey, determining important attributes to assess, using various interview tools, employing satisfaction rating scales, and understanding expectations and importance to drive improvements.
This document provides guidance on best practices for conducting business-to-business (B2B) customer satisfaction surveys. It discusses defining B2B relationships versus business-to-consumer relationships, budgeting for surveys, obtaining feedback through regular phone calls from company representatives in parallel with occasional formal written surveys, and using feedback to increase sales and profits from existing customers. The goal is to provide practical advice based on decades of experience conducting B2B surveys.
Keynote: Great Expectations: What today's CEOs expect of their marketersB2B Marketing
This document lists various awards and accolades received by an agency from 2010 to 2013, including being named Agency of the Year multiple times. It also displays data on alignment between different C-level executives within companies, such as the CMO and CEO, and percentages of CEOs who are not satisfied with their company's agility, customer insights, strategic thinking, and innovation.
2.06.10 Strategic Business Concept 0111natashabowen
The document discusses the strategic mindset and process of a strategic business owner (SBO). It states that an SBO embraces leverage to achieve greater results with less effort by focusing on the entire business rather than just technical work. An SBO thinks and acts like a CEO rather than an employee and focuses on developing business plans, procedures, and policies. The goal is to design a highly profitable business that runs automatically and is worth a fortune when sold.
Customer Survey Results as presented by Richard Jimmerson at ARIN's Public Policy and Members Meeting in April 2014. All ARIN 33 presentations are posted online at: https://www.arin.net/ARIN33_materials
Find Your Voice: The importance of Strategic HR in today’s workplaceKaren McCullough
Karen McCullough speaks to HR Professionals giving them the formula to grow their credibility and professionalism via personal branding.
Human Resource Management can be approached in two fundamentally different ways. Human resources employees can fill purely administrative roles, simply facilitating the paperwork involved for tasks such as hiring new employees and handling workers' compensation insurance. Or HR employees can become strategic contributors to company success. Transforming the HR function into a strategic contributor can take your workforce strategies to the next level, increasing the value of your human capital to accrue distinct competitive advantages.
What are the most important characteristics of a superstar HR manager? Place the following characteristics in order of importance.
A. People Skills
B. Operationally efficient
C. Strategic mindset
D. Compliance Expert/HR Knowledge
E. Understands the business/industry
The document provides a 10-step checklist for conducting a B2B customer satisfaction survey. It discusses: 1) ensuring the company is committed to taking action on feedback, 2) choosing which customers to survey including both decision-makers and influencers, and involving sales; 3) attributing feedback to specific customers; 4) asking multiple questions to obtain useful feedback beyond just overall satisfaction scores; 5) tailoring questions to different customer roles; 6) using customers' own language; 7) validating customer contact details; 8) achieving a high response rate through telephone surveys with InfoQuest; 9) planning time for senior management to review feedback; and 10) getting senior team involvement throughout the survey process.
The document discusses measuring customer satisfaction. It defines customer satisfaction as a measure of how well a company's products and services meet or exceed customer expectations. It also discusses direct and indirect methods for obtaining customer feedback, including surveys, complaints, loyalty, and expectations. The key to customer satisfaction is understanding customer expectations and pinpointing specifically where a company may be failing to meet those expectations.
In this presentation, we will discuss the importance of developing and maintaining a healthy customer relationship. Understanding customer psychology, knowing what customers want and customer retention are valued as an integral part of a successful business.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Maruti Suzuki India Limited was previously known as Maruti Udyog Limited, the premier car company in India established in 1981 through an act of parliament. It entered a collaboration with Suzuki Motor Corporation of Japan. Peaks Auto Pvt. Ltd. is a new authorized dealer of Maruti Suzuki for Kashmir, dealing in new and used Maruti Suzuki cars, genuine parts, and accessories, with the aim of achieving high customer satisfaction. The company handles various Maruti models and focuses on satisfying customers through friendly and prompt service, keeping customers informed, and honoring its promises.
The document discusses measuring customer satisfaction through surveys. It covers:
1. Understanding the importance of measuring customer satisfaction and evaluating techniques like sales levels, complaints, follow-ups, and satisfaction surveys.
2. Designing a customer satisfaction survey involves deciding objectives, writing questions, and reviewing results. Objectives typically seek to determine satisfaction levels and their links to customer/product characteristics.
3. Techniques like surveys offer flexibility but superficial answers, while sales provide actual intentions but not which aspects appeal to customers. Complaints specify issues but require management, and follow-ups personalize care but investment.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
CMPresentation24823.ppt. This presentation was prepared under the framework o...Bakalcha Bari
The document provides an overview of change management, outlining various topics and subtopics to be covered in a training session on managing change. It defines change management and discusses the key principles, types of organizational change including strategic, operational, and transformational changes. It also outlines different levels and stages of change, and examines the change management process which includes planning, communication, and implementing change. Resistance to change and strategies for addressing it are also highlighted.
The document provides an overview of a proposed 100-day service offering to improve business change success rates and achieve sustainable change. It discusses how 70% of change initiatives fail and outlines the service offering, outcomes, and an implementation plan. The service aims to embed change and ensure business benefits are realized through a focus on benefit key performance indicators, organizational development, and learning. It proposes assessing the service offering after 100 days to establish foundations for sustainable change and improved success rates for business transformation efforts.
The document summarizes Kurt Lewin's three stage change management model of unfreezing, changing, and refreezing. It discusses each stage in detail: unfreezing involves preparing for change and creating motivation; changing focuses on implementing solutions and new ways of working through goal setting and communication; and refreezing makes the changes permanent through training, measurement and reinforcement of new behaviors and processes. The model provides guidance on managing individual and organizational resistance to change at each stage.
This document discusses stakeholder and issue management approaches. It defines stakeholders as individuals or groups that affect organizational decision making. Stakeholder analysis helps understand relationships between an organization and its constituents. There are primary, secondary, core, strategic, and environmental stakeholders. Effective stakeholder management involves careful assessment of who the stakeholders are, their interests, opportunities and challenges presented, responsibilities of the organization, and strategies to manage stakeholder issues. The document also discusses crisis management stages and principles of stakeholder engagement.
The document describes several models of organizational change:
1. The stages of change process model outlines three stages: unfreezing, changing, and refreezing. Unfreezing involves creating motivation for change through disconfirmation or anxiety. Changing involves learning new concepts through role models or trial and error. Refreezing internalizes the changes.
2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes.
3. The action research model is cyclical, with problem identification, data gathering, feedback, diagnosis, planning, action, and evaluation repeating in ongoing cycles.
4. The Burke-Litwin
This document discusses several models and theories for managing organizational change, as well as new trends impacting change. It describes Lewin's three-stage model of unfreezing, changing, and refreezing. It also outlines McKinsey's 7S framework, Kotter's eight steps for leading change, and the ADKAR model. Additional models covered include the nudging theory, Kübler-Ross' five stages of grief, and new trends like globalization, diversity, flexibility, flat structures, and networks. Managing organizational change requires systematic processes to ensure safety and address changes proactively.
The document describes Avoca's approach to conducting client feedback and customer satisfaction surveys for CROs. Avoca's surveys are designed to measure customer perceptions, identify strengths and weaknesses, gather information to improve satisfaction and retention, and inform strategic decisions. Avoca will collaborate with the CRO to design the survey, achieve a high response rate, provide real-time access to results, and offer recommendations based on the feedback.
This document discusses customer satisfaction surveys and provides guidance on conducting them. It addresses six key parts of any customer satisfaction program: 1) who to interview, 2) what to measure, 3) how to carry out interviews, 4) how to measure satisfaction, 5) what the measurements mean, and 6) how to use surveys effectively. The document emphasizes finding the right people to survey, determining important attributes to assess, using various interview tools, employing satisfaction rating scales, and understanding expectations and importance to drive improvements.
This document provides guidance on best practices for conducting business-to-business (B2B) customer satisfaction surveys. It discusses defining B2B relationships versus business-to-consumer relationships, budgeting for surveys, obtaining feedback through regular phone calls from company representatives in parallel with occasional formal written surveys, and using feedback to increase sales and profits from existing customers. The goal is to provide practical advice based on decades of experience conducting B2B surveys.
Keynote: Great Expectations: What today's CEOs expect of their marketersB2B Marketing
This document lists various awards and accolades received by an agency from 2010 to 2013, including being named Agency of the Year multiple times. It also displays data on alignment between different C-level executives within companies, such as the CMO and CEO, and percentages of CEOs who are not satisfied with their company's agility, customer insights, strategic thinking, and innovation.
2.06.10 Strategic Business Concept 0111natashabowen
The document discusses the strategic mindset and process of a strategic business owner (SBO). It states that an SBO embraces leverage to achieve greater results with less effort by focusing on the entire business rather than just technical work. An SBO thinks and acts like a CEO rather than an employee and focuses on developing business plans, procedures, and policies. The goal is to design a highly profitable business that runs automatically and is worth a fortune when sold.
Customer Survey Results as presented by Richard Jimmerson at ARIN's Public Policy and Members Meeting in April 2014. All ARIN 33 presentations are posted online at: https://www.arin.net/ARIN33_materials
Find Your Voice: The importance of Strategic HR in today’s workplaceKaren McCullough
Karen McCullough speaks to HR Professionals giving them the formula to grow their credibility and professionalism via personal branding.
Human Resource Management can be approached in two fundamentally different ways. Human resources employees can fill purely administrative roles, simply facilitating the paperwork involved for tasks such as hiring new employees and handling workers' compensation insurance. Or HR employees can become strategic contributors to company success. Transforming the HR function into a strategic contributor can take your workforce strategies to the next level, increasing the value of your human capital to accrue distinct competitive advantages.
What are the most important characteristics of a superstar HR manager? Place the following characteristics in order of importance.
A. People Skills
B. Operationally efficient
C. Strategic mindset
D. Compliance Expert/HR Knowledge
E. Understands the business/industry
The document provides a 10-step checklist for conducting a B2B customer satisfaction survey. It discusses: 1) ensuring the company is committed to taking action on feedback, 2) choosing which customers to survey including both decision-makers and influencers, and involving sales; 3) attributing feedback to specific customers; 4) asking multiple questions to obtain useful feedback beyond just overall satisfaction scores; 5) tailoring questions to different customer roles; 6) using customers' own language; 7) validating customer contact details; 8) achieving a high response rate through telephone surveys with InfoQuest; 9) planning time for senior management to review feedback; and 10) getting senior team involvement throughout the survey process.
The document discusses measuring customer satisfaction. It defines customer satisfaction as a measure of how well a company's products and services meet or exceed customer expectations. It also discusses direct and indirect methods for obtaining customer feedback, including surveys, complaints, loyalty, and expectations. The key to customer satisfaction is understanding customer expectations and pinpointing specifically where a company may be failing to meet those expectations.
In this presentation, we will discuss the importance of developing and maintaining a healthy customer relationship. Understanding customer psychology, knowing what customers want and customer retention are valued as an integral part of a successful business.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Maruti Suzuki India Limited was previously known as Maruti Udyog Limited, the premier car company in India established in 1981 through an act of parliament. It entered a collaboration with Suzuki Motor Corporation of Japan. Peaks Auto Pvt. Ltd. is a new authorized dealer of Maruti Suzuki for Kashmir, dealing in new and used Maruti Suzuki cars, genuine parts, and accessories, with the aim of achieving high customer satisfaction. The company handles various Maruti models and focuses on satisfying customers through friendly and prompt service, keeping customers informed, and honoring its promises.
The document discusses measuring customer satisfaction through surveys. It covers:
1. Understanding the importance of measuring customer satisfaction and evaluating techniques like sales levels, complaints, follow-ups, and satisfaction surveys.
2. Designing a customer satisfaction survey involves deciding objectives, writing questions, and reviewing results. Objectives typically seek to determine satisfaction levels and their links to customer/product characteristics.
3. Techniques like surveys offer flexibility but superficial answers, while sales provide actual intentions but not which aspects appeal to customers. Complaints specify issues but require management, and follow-ups personalize care but investment.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
CMPresentation24823.ppt. This presentation was prepared under the framework o...Bakalcha Bari
The document provides an overview of change management, outlining various topics and subtopics to be covered in a training session on managing change. It defines change management and discusses the key principles, types of organizational change including strategic, operational, and transformational changes. It also outlines different levels and stages of change, and examines the change management process which includes planning, communication, and implementing change. Resistance to change and strategies for addressing it are also highlighted.
The document provides an overview of a proposed 100-day service offering to improve business change success rates and achieve sustainable change. It discusses how 70% of change initiatives fail and outlines the service offering, outcomes, and an implementation plan. The service aims to embed change and ensure business benefits are realized through a focus on benefit key performance indicators, organizational development, and learning. It proposes assessing the service offering after 100 days to establish foundations for sustainable change and improved success rates for business transformation efforts.
The document summarizes Kurt Lewin's three stage change management model of unfreezing, changing, and refreezing. It discusses each stage in detail: unfreezing involves preparing for change and creating motivation; changing focuses on implementing solutions and new ways of working through goal setting and communication; and refreezing makes the changes permanent through training, measurement and reinforcement of new behaviors and processes. The model provides guidance on managing individual and organizational resistance to change at each stage.
This document discusses stakeholder and issue management approaches. It defines stakeholders as individuals or groups that affect organizational decision making. Stakeholder analysis helps understand relationships between an organization and its constituents. There are primary, secondary, core, strategic, and environmental stakeholders. Effective stakeholder management involves careful assessment of who the stakeholders are, their interests, opportunities and challenges presented, responsibilities of the organization, and strategies to manage stakeholder issues. The document also discusses crisis management stages and principles of stakeholder engagement.
The document describes several models of organizational change:
1. The stages of change process model outlines three stages: unfreezing, changing, and refreezing. Unfreezing involves creating motivation for change through disconfirmation or anxiety. Changing involves learning new concepts through role models or trial and error. Refreezing internalizes the changes.
2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes.
3. The action research model is cyclical, with problem identification, data gathering, feedback, diagnosis, planning, action, and evaluation repeating in ongoing cycles.
4. The Burke-Litwin
This document discusses several models and theories for managing organizational change, as well as new trends impacting change. It describes Lewin's three-stage model of unfreezing, changing, and refreezing. It also outlines McKinsey's 7S framework, Kotter's eight steps for leading change, and the ADKAR model. Additional models covered include the nudging theory, Kübler-Ross' five stages of grief, and new trends like globalization, diversity, flexibility, flat structures, and networks. Managing organizational change requires systematic processes to ensure safety and address changes proactively.
This document discusses change management and organizational change management. It defines change management as managing change in a planned and systematic way, while organizational change management refers to developing a planned approach to bring about change within an organization. The key objectives of organizational change management are to maximize collective benefits and minimize the risk of failure, mainly dealing with the human aspect of change. Change can be reactive, in response to external factors, or proactive by initiating internal change to achieve organizational goals. Principles of change management include involving people, understanding the current and desired future states, and planning and communicating changes.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
This document discusses strategies for managing organizational change. It begins with an overview of the modules in a change management course, including the nature of planned change, organizational development, designing interventions, leading change, and continuous change. It then discusses why executing change is so challenging, noting that people resist unknown changes and focusing too much on implementation rather than results. The document provides strategies for successfully realizing results, such as decreasing resource demands and increasing organizational capacity and resilience. It distinguishes between managing change itself and managing the transition of people in response to change. Finally, it provides details on the typical steps involved in a change management process.
The document discusses several topics related to change management and knowledge management:
1. It explains Lewin's model of change as having three steps - unfreezing, moving, and refreezing. It also discusses Lewin's view of organizations as a balance of driving and restraining forces.
2. It describes three managerial options for implementing change - the top-down approach, laissez-faire approach, and collaborative approach. For each, it outlines their key assumptions and advantages/disadvantages.
3. It explains the knowledge management process as having seven stages - knowledge creation, identification, collection, sharing, adaptation, organization, and usage. These stages involve acquiring, storing, sharing,
This document discusses strategies for managing organizational change. It begins with an overview of the challenges of change execution, including natural human resistance and the need to focus on realizing promised returns rather than just installation. It then provides details on managing both the change itself and the necessary transition period for people. Key factors in successful change include having a clear plan, managing the human aspects of transition, and building organizational capacity and resilience for ongoing change. The document emphasizes that change success requires managing both the external changes and internal human transitions.
This document discusses strategies for managing organizational change. It begins by outlining a syllabus for a course on organizational change that covers topics like the nature of planned change, diagnosing organizations, designing interventions, leading and managing change, and continuous change. It then discusses why executing change is so challenging, focusing on issues like resistance to change and the need to manage both the change and the transition. Finally, it provides details on steps for managing change, including identifying the need for change, assessing and defining the required change, analyzing alternatives, developing and implementing a plan, and evaluating the change. It emphasizes managing both the change itself and the transition for people.
This document discusses decision making in business. It begins by stating that decisions are made consciously or subconsciously in daily life and must be made scientifically in business since they affect operations. It then defines decision making as selecting between alternative courses of action to solve a problem. The document outlines the key features and steps of the decision making process, which includes identifying the problem, diagnosing causes, setting objectives, gathering information, generating alternatives, evaluating options, selecting a choice, implementing it, and monitoring the results. It also describes different types of decisions as either programmed, routine decisions or non-programmed unique decisions.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses how influencing work is different from traditional campaigns in terms of its aim to shift power dynamics and need for rapid response. A six-step approach to influencing MEL is presented, including setting strategy, developing a theory of change, measuring success, collecting and analyzing data, conducting external evaluations, and communicating learning. Examples of a theory of change diagram and measures of success are provided. The goal of the MEL process is to understand what strategies are effective, build stronger teams and partnerships, and maximize impact.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
2. “The manifest discourse will in the final analysis not be anything other
than the repressive presence of what it does not say, and what is not
said is a hollow that undermines from within all that is said.” (Foucault,
1969, 1979 in Apter 2014)
• Effective change management requires that the entire story is told,
understood and acknowledged in the change agenda and change plan
(Egan, 1994).
• Failing to appreciate and acknowledge the entire story will surely
undermine even that which is known and acknowledged (Kilmann &
Mitroff, 1977; Egan, 1994; Apter, 2014).
• Change management is therefore the art and science of inclusion and
holistic appreciation.
Change management as organisational dialogue
3. The natural problem-management process (Egan, 1994)
• The client or client organisation becomes aware of a single or set of issues through their internal
and external interaction. Such issues are manifestations of frustrated personal and / or
organisational goals.
• A sense of urgency develops as the threat or irritation value of the issue or issues grow in
magnitude or / and intensity.
• The client organisation starts looking for and implementing various remedies. If they are perceived
to deliver the required results in the short or medium term the motivation to explore more options
usually declines. If not then the urgency to find solutions grow as does the sporadic and often
situational implementation of solutions.
• The growing cost of pursuing different and often ineffective solutions grows which in turn creates
more discomfort.
• The problem becomes part of the organisational consciousness at some or all levels. This leads to
more serious and purposeful seeking and implementation of solutions leading to even more cost
and discomfort. It may even lead to panic and a growing lack of effectiveness and efficiency as the
organisational rhythm of internal and external interaction further decays.
• Usually at this point an intellectual decision is taken at top management level to pursue a certain
course of action leading to top down and power driven change (Egan, 1994; Apter, 2014).
• The client organisation often requests assistance from professionals or consultants at this point to
assist them with the problem solving and change management process.
4. The challenge is to avoid a type III error
• Type I error is made when the alternative hypothesis is accepted when the null is true
• Type II error is made when the null hypothesis is accepted when it is actually false thus
rejecting the alternative hypothesis when it is really true.
• Type III error results from formulating the wrong hypotheses for testing thus exploring and
attempting to solve the wrong problem, avoiding the actual root cause.
• Problem solving therefore starts with explorative questions, followed by effective problem
formulation and effective root cause analysis.
• Senge raises the following warnings;
- “…the primary threats to our survival, both of our organisations and of our societies, come
not from sudden events but from slow, gradual processes” (p.22)
- “…we learn best from experience but we never directly experience the consequences of
many of our most important decisions” (p.23)
• An effective change consultant helps the client formulate the most appropriate questions so
that the most holistic appreciation of the problem state may evolve, thus avoiding a type III
error.
4(Kilmann & Mitroff, 1977)
5. The consulting / intervention process
1. Sensing
problems
2. Defining
the problems
3. Developing
solutions
4.
Implementing
the solutions
5. Evaluating
the outcomes
5
(Kilmann & Mitroff, 1977)
6. Egan’s skilled helper model: Framework for change
management
• Stage I: Reviewing the current situation
- The principle is to help the client organisation identify, explore, and clarify their issues,
concerns, problem situations, desires and unused opportunities.
• Stage II: Developing the preferred scenario
- The principle is to help the client organisation identify and formulate what they want in
terms of their goals and objectives that are based on an understanding of their issues,
challenges, problems situations and opportunities.
• Stage III: Developing the way forward
- The principle is to help client organisation develop action strategies that is most likely to
support their goals and objectives. This may include stabilisation the organisation,
preparing the organisation for change and only then launching the transformation.
• Stage IV: Getting things done right
- The principle is to help clients learn along the way and then to act on what they learn. The
focus is therefore on helping the client organisation translate their strategies into goal-
accomplishing action and not merely action for its own sake.
7. Egan’s skilled helper model: Framework for change
management
• Stage I: Reviewing the current situation
- The principle is to help the client organisation identify, explore, and clarify their issues,
concerns, problem situations, desires and unused opportunities.
• Stage II: Developing the preferred scenario
- The principle is to help the client organisation identify and formulate what they want in
terms of their goals and objectives that are based on an understanding of their issues,
challenges, problems situations and opportunities.
• Stage III: Developing the way forward
- The principle is to help client organisation develop action strategies that is most likely to
support their goals and objectives. This may include stabilisation the organisation,
preparing the organisation for change and only then launching the transformation.
• Stage IV: Getting things done right
- The principle is to help clients learn along the way and then to act on what they learn. The
focus is therefore on helping the client organisation translate their strategies into goal-
accomplishing action and not merely action for its own sake.
8. (Adapted from Egan, 1994)
Egan’s skilled helper model: Framework for change management
The principle is to help
the client organisation
identify, explore, and
clarify their issues,
concerns, problem
situations, desires and
unused opportunities.
The principle is to help
the client organisation
identify and formulate
what they want in terms
of their goals and
objectives that are based
on an understanding of
their issues, challenges,
problems situations and
opportunities.
The principle is to help
client organisation
develop action strategies
that is most likely to
support their goals and
objectives. This may
include stabilisation the
organisation, preparing
the organisation for
change and only then
launching the
transformation.
The principle is to help clients learn along the way and then to act on what they learn. The focus
is therefore on helping the client organisation translate their strategies into goal-accomplishing
action and not merely action for its own sake.
IV: Action orientation
9. Stage I: Understanding the current situation & identifying the
levers for change
valued outcomesleading toAction
1. Story
3. Leverage
for change
2. Blind
Spots
I. Current Scenario II. Preferred Scenario III. Strategy as journey
to success
(Adapted from Egan, 1994)
1.
Possibilities
for preferred
future
3. Commitment to
change
2. Change
Agenda
1.
Possible
strategies
3. Change
plan
2. Best-fit
strategies
10. Stage I: Understanding the current situation & identifying the
levers for change
valued outcomesleading toAction
1. Story
3. Leverage
for change
2. Blind
Spots
I. Current Scenario
(Adapted from Egan, 1994)
• The story is told through the use of qualitative and quantitative data
collection methods including Root Cause Analysis.
• Thorough root cause analysis lays a solid foundation for balanced
decision making and performance improvement (Rademeyer, Du
Plessis, and Kepner, 2009).
• Qualitative methods includes internal and external individual and group
interviews, written accounts such as diaries or any narrative
information, participative observation and other observational
narratives collected for the purpose of understanding the current
scenario.
• Quantitative methods typically includes surveys, performance records,
financial records, client satisfaction survey and data, absenteeism
records, safety and quality records and audit reports. Any quantifiable
data falls in this category.
• The story should be collected from all relevant stakeholders to ensure
that blind spots are minimized (Kepner & Iikubo, 1996).
11. Stage II: Crafting the preferred scenario and developing
commitment to change
1.
Possibilities
for preferred
future
3. Commitment to
change
2. Change
Agenda
II. Preferred Scenario
valued outcomesleading toAction
(Adapted from Egan, 1994)
• The responsibility for crafting the preferred scenario forms part of all
personal and organisational change initiatives but is not always given
the required attention.
• Even though top and senior management is usually included in this
exercise all relevant stakeholders needs to be included. Such inclusion
may be limited to how they will be impacted. The RACI provides
guidance in this regard.
• Collaborative problem solving and decision making leads to better
results because those responsible for making it work is more informed
and better prepared for the change (Kepner & Iikubo, 1996).
• Commitment at all relevant layers are required to make the
transformation sustainable.
12. Stage III: Establishing value adding change strategies and
building the change plan
1.
Possible
strategies
3. Change
plan
2. Best-fit
strategies
III. Strategy as journey
to success
valued outcomesleading toAction
(Adapted from Egan, 1994)
• The brainstorming of all possible change strategies is firstly conducted
at top and senior management level but should also be extended to
other stakeholders required to implement the change.
• It is important to ensure best-fit before the strategies are migrated into
the plan because this will support implementation and achievement of
the desired performance gains (Rademeyer et al, 2009).
• Best-fit is promoted through robust problem identification, formulation
and problem solving during Stage 1 (Kilmann & Mitroff, 1977; Egan,
1994; Rademeyer et al, 2009; Apter, 2014).
• The change plan is not static but a dynamic document which should be
updated throughout the transformation process as new information
becomes available (Egan, 1994).
13. Stage IV: Getting things done right
valued outcomesleading to…action
(Adapted from Egan, 1994)
• Change is an inclusive process of transformation and dependent on the commitment of all key
stakeholders throughout.
• Change is never a linear process but rather an iterative and messy one that requires continuous
learning and adaptation to the plan throughout the change journey (Kilmann & Mitroff, 1977; Egan,
1994; Rademeyer et al, 2009; Apter, 2014).
• Change management therefore demands the continuous development, implementation, monitoring
and adaptation of the change plan (Rademeyer et al, 2009).
• This process suggests that there is change within change throughout the process (Rademeyer et al,
2009).
• In order to achieve this the first three stages of the client-centered helping model to managing change
are applied during the transformation process with the purpose of keeping the process on track and
moving towards the actual goals and objectives of the overall change strategy and plan, therefore
applying action research as an empirical process (Rademeyer et al , 2009).
• Failing to manage the transformation process through focused change management is likely to fall
victim to the forces of entropy (Egan, 1994).
• At inception the change initiative is threatened by systemic inertia but later entropy threatens to
derail the transformation. The focus should therefore remain on learning and …
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