The document summarizes a presentation about communicating change to students. It discusses different styles of handling change, perceptions of those styles, and provides tips for leading change including acknowledging feelings, investigating options, implementing changes, and creating a new culture. It also outlines Kotter's 8 steps for leading organizational change.
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Organizational Change Management (OCM) is a strategic framework on how to manage change. Discover the challenges companies experience during business transformations and get tips and advice for how to successfully execute an initiative. Learn how to effectively drive change within your organization and how changes in technologies, structure, processes and culture should be managed and prepared for ahead of a major transformation initiative. Presented during a GTRI webinar on October 13, 2016.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Managing Change In An Organization PowerPoint Presentation SlidesSlideTeam
All slides are completely editable and professionally designed by our team of expert PowerPoint designers. The presentation content covers all areas of Managing Change In An Organization Powerpoint Presentation Slides and is extensively researched. This ready-to-use deck comprises visually stunning PowerPoint templates, icons, visual designs, data-driven charts and graphs and business diagrams. The deck consists of a total of twenty six slides. You can customize this presentation as per your branding needs. You can change the font size, font type, colors as per your requirement. Download the presentation, enter your content in the placeholders and present with confidence.
10 barriers to change and how to overcome themJames Bullock
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Memo to the C-suite: You are not the main driver of changeaccenture
Many executives believe organization change is driven from the top down. Others argue for a bottom-up approach, with change initiatives being pushed organically by employees on the front lines. Our research tells a different story.
See what we found in our research into insight-driven change, studying nearly one million change journeys across 150 global corporations.
Debunking the myths of organizational change managementaccenture
Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Organizational Change Management (OCM) is a strategic framework on how to manage change. Discover the challenges companies experience during business transformations and get tips and advice for how to successfully execute an initiative. Learn how to effectively drive change within your organization and how changes in technologies, structure, processes and culture should be managed and prepared for ahead of a major transformation initiative. Presented during a GTRI webinar on October 13, 2016.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Managing Change In An Organization PowerPoint Presentation SlidesSlideTeam
All slides are completely editable and professionally designed by our team of expert PowerPoint designers. The presentation content covers all areas of Managing Change In An Organization Powerpoint Presentation Slides and is extensively researched. This ready-to-use deck comprises visually stunning PowerPoint templates, icons, visual designs, data-driven charts and graphs and business diagrams. The deck consists of a total of twenty six slides. You can customize this presentation as per your branding needs. You can change the font size, font type, colors as per your requirement. Download the presentation, enter your content in the placeholders and present with confidence.
10 barriers to change and how to overcome themJames Bullock
This presentation covers the types of change in businesses and the challenges they face in incorporating change into the culture. A lack of needed change can kill a business by creating negative risks. Continuous improvement, change processes, and risk management should be integrated to increase success.
Memo to the C-suite: You are not the main driver of changeaccenture
Many executives believe organization change is driven from the top down. Others argue for a bottom-up approach, with change initiatives being pushed organically by employees on the front lines. Our research tells a different story.
See what we found in our research into insight-driven change, studying nearly one million change journeys across 150 global corporations.
Debunking the myths of organizational change managementaccenture
Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange
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New Rules for Culture Change – Accenture Strategyaccenture
Digital disruption is sweeping across all industries and few organizations can afford to stand still. Yet many businesses overhauling their strategies have encountered a major stumbling block: their internal culture.
Understanding what drives culture change can make all the difference between transformations that fail and those that succeed.
View recommendations on how you can support your business strategy with successful cultural change.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
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Slides from "Communicating Change, Inside and Out," presented by Andrew Careaga, director of communications, Missouri University of Science and Technology, at the CASE District VI Conference in Denver, Jan. 14, 2008
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Introducing & Sustaining Change - 2010 SEPGrhefner
This workshop will provide practical approaches, tools, and techniques for introducing and sustaining change in your organization. Successful change requires the right combination of strategy, structure, and support. Your chances of success depend on your current culture, the desired end state, the resources available, and the past response to change. Special attention will be paid to influencing change without direct authority. This workshop will be useful to anyone looking to jump-start improvement, revitalize a failing initiative, or maintain a maturity level.
Flevy Author Spotlight: Our Interview with World-recognized Change Leader and...Flevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/our-interview-with-world-recognized-change-leader-and-flevy-author-ron-leeman/
In 2012, Ron Leeman was awarded the distinguished title of Change Leader by the World HRD Congress. He has led numerous global Change and Project Management initiatives. Ron has also published numerous frameworks on Flevy related to Change, Process, and Project Management . These frameworks are his own, developed through his extensive experience of over 40 years as a Change, Process, and Project professional.
We recently interviewed Mr. Leeman to better understand his approach to Change and how it differs from established Change Management frameworks, such as Prosci’s ADKAR and Kotter’s 8 Steps to Change.
How did you first get started in Change Management?
That’s a good “starter for 10.”
It was in 1974–goodness me that was a long time ago!–when I worked for the Ministry of Defence (MoD) in the UK. I attended various courses related to RM Currie’s Work Study, including Method Study, Work Study, Work Measurement, and Organisation & Methods, at what was then the Royal Military College of Science in Shrivenham, UK (now the Defence Academy of the United Kingdom). Following the successful completion of these courses, I went back to work for the MoD to apply my trade. I can hear you say “but that’s nothing to do with change?” Well, actually, it was because they all involved observing the way people went about their work, mapping their processes, critically examining them, and coming up with a better way of doing things. This then had to be sold to managers and their teams and to implement the new ways of working!
Following my time with the MoD, I went to work at Abbey National (which became Abbey and is now Banco Santander) first as a Business Analyst and then as a Productivity Consultant and Profit Improvement Consultant, but, again, all to do with “change.”
In 1996, I started work as an Independent Consultant and, if my memory serves me well, I first called myself a Change Manager when I was contracted to work for, what was then, the Bank of Scotland on a Core Banking Implementation, which had a far reaching impact on changing the way people did their job.
If you want to know more about me, take a look at my LinkedIn profile and I am happy to accept connection requests from you.
You have pioneered your own practical approach to Change Management. Can you describe it and explain how it differs from other established Change frameworks?
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1. Missouri S&T Student Leadership Conference Jan. 26, 2008 Andrew Careaga, Director of Communications Missouri University of Science and Technology Communicating Change , Inside and Out
17. The three change styles Conservers Pragmatists Originators Traditionalists Mediators Change agents Accept the structure Explore the structure Challenge the structure Prefer incremental change Prefer functional change Prefer expansive change
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24. Perceptions: conservers and originators Divisive, impulsive Lacking appreciation of tested ways of getting things done Starting but not finishing projects Not interested in follow through Wanting change for change’ sake Not understanding how things get done Dogmatic Bureaucratic Yielding to authority Having their head in the sand Preferring the status quo Lacking new ideas Conservers see originators as: Originators see conservers as:
25. Perceptions of the pragmatists Conservers and originators see pragmatists as: Compromising Mediating Indecisive Easily influenced Noncommittal Hiding behind team needs
26. Collaboration: can we really all work together Conservers Pragmatists Originators Prefer to keep current structure operating smoothly Prefer balanced inquiry Prefer to challenge accepted structure Focus on relationships Focus on shared objectives Focus on the task Encourage building on what is already working Encourage looking at the current circumstances Encourage exploring new possibilities
27. Change and the creative process Incubation Inspiration Perspiration Verification Roles in the creative process Conservers Pragmatists Originators Verification Perspiration Inspiration Refine Concretize Conceptualize Follow through Implement Initiate
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33. Leadership and communication Principle Leader-communicators’ role and skills Direction Clarify organization’s direction with a vision plan and translating it into a strategic plan Implementation Understand how organization works and the steps and actions required to implement the plan Development Making the most of opportunities to enhance the team’s skills and abilities Alignment Clarify and change image, core values and programs – communicate internally and externally
34. Leadership and communication (continued) Principle Leader-communicators’ role and skills Institutionalization Recognizing and communicating the importance of values, beliefs and traditions to the organization’s structure and applying them in reshaping vision Evaluation Monitoring outcomes and improving the delivery of service
35. The cycle of change Cognitive domain Emotional domain Past orientation Future orientation GIVE INFORMATION GIVE ENCOURAGEMENT GIVE REINFORCEMENT GIVE SUPPORT I Acknowledging IV Implementing Reacting II Investigating III
36. Transition and typical reactions Stage 1 Acknowledging People are shocked, feel threatened Denial People appear distracted, forgetful Low productivity Stage 2 Reacting Various reactions – anger, depression, withdrawal, etc. People try to “bargain” to do things the old way People believe they can wait out the change People go back to stage 1 when their feelings are denied or ignored
37. Transition and typical reactions (continued) Stage 3 Investigating People may display grief/sadness over loss but begin to explore future options Mix willingness to explore new options with reservation Emotions range from excitement to anxiety Stage 4 Implementing People appear ready to establish new routines, adapt to new systems, help others learn new ways Comfort with change engenders more flexibility, creativity and risk-taking The change is viewed as the way things are done
38. Communication do’s and don’ts Do’s Don’ts Acknowledging Give information Give visible support Provide information consistently and repeatedly Provide facts Hit people over the head with the truth Push for acknowledgement (can intensify reacting) Reacting Give support Listen Acknowledge feelings Provide time Be empathetic Argue Attempt to convince Push investigation
39. Communication do’s and don’ts Do’s Don’ts Investigating Give encouragement Create opportunities to explore Employ participative decision-making Outline pros and cons Push choices Rush choices Punish mistakes Overestimate or misrepresent future options Implementing Give reinforcement Reward effective performance Support risk-taking and innovation Encourage communication Get out of the way Micromanage Control choices Limit participation
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42. A fable about change Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions John Kotter, Harvard change management guru