This book is primarily for those people who may be new to change as a practitioner and/or are undertaking a temporary role in change as a business representative. I believe that it is also a useful reference for the practicing Change Manager as a refresher.
You are tasked with creating a training program for adult education facilitators or corporate trainers without previous experience in distance education. The training program must include the key elements for developing distance learning facilitator skills. The training audience (trainees) will consist of higher education faculty members or corporate trainers.
Good facilitators can make a huge and varied contribution to an organisation. Here, we point out some of the roles and responsibilities that facilitators have, starting with the key difference between content and process...
This document provides an overview of project team roles and responsibilities. It discusses the roles of the project manager, project team members, project sponsor, executive sponsor, steering committee members, and project client. The project manager is responsible for the overall project management and leads the project team. Project team members work on assigned tasks. The project sponsor and executive sponsor provide support and approve key decisions. The steering committee provides strategic guidance. The project client represents the needs of the organization for which the project is being conducted.
The group worked collaboratively to complete their assigned task. They began by defining the issues, identifying interests, and generating options. They developed standards and objectives and evaluated options to reach an agreement. Some challenges included difficulties understanding the task, scheduling conflicts, and technology issues. However, the group was able to overcome these challenges through support and working together. The collaborative process helped improve members' skills and fostered learning outcomes like leadership and time management.
This document outlines the process of project human resource management. It discusses organizing and managing the project team by involving members early and clarifying roles. It also covers developing a human resource plan that documents roles, responsibilities, and a staffing management plan. Finally, it discusses acquiring the project team by obtaining necessary resources, and developing the project team through training, team building activities, and developing interpersonal skills.
The document outlines the problem solving process and shared leadership. It discusses 6 steps to problem solving: 1) defining the problem, 2) analyzing it, 3) determining solution criteria, 4) identifying alternatives, 5) evaluating solutions, and 6) implementing the chosen solution. It also discusses shared leadership roles like task, maintenance, and procedural roles. The document provides guidelines for effective meetings for both leaders and participants before, during, and after meetings. It concludes with ways groups can communicate their solutions such as written, oral, and virtual formats.
Collaborative learning is a methodology that encourages collaboration among students to learn from each other and expand their knowledge on a topic. It has key elements of positive interdependence, interaction, and individual contribution. The teacher must plan each stage of the collaborative work, including how to organize student groups and evaluate their progress. While it can create a common language and ensure quality ideas, disadvantages include differences in individual learning rates and challenges in initially constructing and organizing the groups.
The document discusses the importance and value of team collaboration in academic success. It notes that effective team collaboration is a key skill sought by employers. The University of Phoenix emphasizes team projects to help students develop team skills. Teams help students stay focused, produce quality work, prepare for future careers which require cooperation, and create a support system. Crucial communication skills, team charters, addressing conflicts, and maintaining trust and accountability are discussed as important factors for effective team collaboration.
You are tasked with creating a training program for adult education facilitators or corporate trainers without previous experience in distance education. The training program must include the key elements for developing distance learning facilitator skills. The training audience (trainees) will consist of higher education faculty members or corporate trainers.
Good facilitators can make a huge and varied contribution to an organisation. Here, we point out some of the roles and responsibilities that facilitators have, starting with the key difference between content and process...
This document provides an overview of project team roles and responsibilities. It discusses the roles of the project manager, project team members, project sponsor, executive sponsor, steering committee members, and project client. The project manager is responsible for the overall project management and leads the project team. Project team members work on assigned tasks. The project sponsor and executive sponsor provide support and approve key decisions. The steering committee provides strategic guidance. The project client represents the needs of the organization for which the project is being conducted.
The group worked collaboratively to complete their assigned task. They began by defining the issues, identifying interests, and generating options. They developed standards and objectives and evaluated options to reach an agreement. Some challenges included difficulties understanding the task, scheduling conflicts, and technology issues. However, the group was able to overcome these challenges through support and working together. The collaborative process helped improve members' skills and fostered learning outcomes like leadership and time management.
This document outlines the process of project human resource management. It discusses organizing and managing the project team by involving members early and clarifying roles. It also covers developing a human resource plan that documents roles, responsibilities, and a staffing management plan. Finally, it discusses acquiring the project team by obtaining necessary resources, and developing the project team through training, team building activities, and developing interpersonal skills.
The document outlines the problem solving process and shared leadership. It discusses 6 steps to problem solving: 1) defining the problem, 2) analyzing it, 3) determining solution criteria, 4) identifying alternatives, 5) evaluating solutions, and 6) implementing the chosen solution. It also discusses shared leadership roles like task, maintenance, and procedural roles. The document provides guidelines for effective meetings for both leaders and participants before, during, and after meetings. It concludes with ways groups can communicate their solutions such as written, oral, and virtual formats.
Collaborative learning is a methodology that encourages collaboration among students to learn from each other and expand their knowledge on a topic. It has key elements of positive interdependence, interaction, and individual contribution. The teacher must plan each stage of the collaborative work, including how to organize student groups and evaluate their progress. While it can create a common language and ensure quality ideas, disadvantages include differences in individual learning rates and challenges in initially constructing and organizing the groups.
The document discusses the importance and value of team collaboration in academic success. It notes that effective team collaboration is a key skill sought by employers. The University of Phoenix emphasizes team projects to help students develop team skills. Teams help students stay focused, produce quality work, prepare for future careers which require cooperation, and create a support system. Crucial communication skills, team charters, addressing conflicts, and maintaining trust and accountability are discussed as important factors for effective team collaboration.
The document provides an overview of a webinar on collaborative professional learning and professional development planning in New Jersey. The webinar covered establishing goals for professional learning, defining student achievement, analyzing student data, aligning professional development and student learning goals, providing structures and resources for professional learning, evaluating professional development plans, and timelines for professional development plans and accrual of hours. Key aspects included using protocols and tools to guide collaborative work, focusing professional development on improving teacher practice and student achievement, and emphasizing accountability for results in professional development planning.
This document discusses two models of process consultation: the partnership model and the doctor-patient model. The partnership model involves the consultant and client working together as equals to understand the issues, with the client owning the problem and determining the solutions. This ensures the solutions will fit the organization's needs. In contrast, the doctor-patient model positions the consultant as the expert who diagnoses problems and prescribes remedies, making the client dependent on the consultant. The document advocates for the partnership model in which the consultant helps build the client's capacity to address issues ongoing.
Using Workforce Information In Case Management And Orientationmmingle
The document discusses using workforce information in case management and student orientations. It encourages incorporating workforce reference binders and foundation skills into intake processes, goal-setting, and instruction to help students think about career and educational goals. Educators are asked to consider how to adapt orientation activities and intake processes for their individual programs and students.
Using Workforce Information In Case Management And Orientationmmingle
The document discusses using workforce information in case management and student orientations. It encourages programs to guide students in goal-setting using case management materials and a local workforce reference binder. It also addresses adapting orientation activities to individual intakes and integrating career awareness and foundation skills into instruction. The document prompts discussion on implementing orientations, using workforce reference binders, and next steps for programs.
Advancement Team Engagement-Core Ldrship MtgCandace Loya
The Advancement Team Engagement Taskforce has created a plan to increase engagement among all Advancement employees. The plan's goals are to have all employees identify as leaders, feel a deeper sense of engagement in integration efforts, and see improved Q12 scores reflecting support for individuals and teams. Key strategies include increasing accountability and communication through initiatives like leadership check-ins, including engagement in evaluations, assigning leadership roles, and emphasizing recognition for innovation over long hours. The plan aims to improve communication using avenues like monthly staff meetings, newsletters, developing best practices, mentorship programs, and off-site retreats. The ultimate goal is to create an engaged culture at Loma Linda University Health by encouraging core values of compassion, integrity
This document discusses supervision in counseling. It covers several topics related to clinical supervision including what shapes supervision models, the purpose of supervision, components of supervision, how supervision helps counselors, and developmental models of supervision. Some key points include that supervision aims to ensure counselor competence, has administrative, evaluative, clinical and supportive focuses, helps counselors understand themselves and counseling processes, and takes a developmental approach tailored to supervisees' experience levels. The document is a collection of sections on supervision topics intended to provide continuing education information to counseling professionals.
People shape who others become through clear expectations, consistent follow up, recognition of achievements, performance management, and development opportunities. Managers should communicate goals, establish routines, provide timely feedback, recognize both individuals and teams, hold employees accountable, document conversations, delegate new tasks to challenge staff, and invest in developing others through personal development plans.
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
In 2014, interviews with senior teams and managers uncovered gaps in communication skills, difficult conversations, influencing skills, leading change, decision making, prioritization, conflict management, and collaboration. A key objective was identified to enhance the ability to produce work through others to support business goals. In 2015, the focus was on enhancing these skills for lead CRAs and PMs through a training campaign utilizing a modular, multi-media approach consisting of workshops, coaching, surveys, and drop-in clinics. The goal was to enhance skills and behaviors while maximizing time and knowledge to foster collaborative relationships.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
Employee counselling is a therapeutic process that provides help and support for employees facing difficulties at work or in their personal lives. It helps employees see things from different perspectives and develop action plans. There are many reasons why employee counselling is needed in the workplace, such as unrealistic targets, excessive workload, absenteeism, performance issues, and problems with work-life balance or interpersonal relationships. Effective counselling requires skills like active listening, appropriate body language, intelligent questioning, problem solving, and reflecting back to understand employees' perspectives without judgment.
EBS-Leading Change to Today`s Organisation NowCavendish
This document provides guidance on leading organizational change. It discusses why change initiatives often fail and outlines a six-step process for effective change management. The six steps are: 1) establish a clear direction and case for change with employee involvement; 2) create clear leadership and ownership; 3) communicate the case for change early and often; 4) create and maintain a change plan; 5) empower broad action and measure progress; and 6) anchor new approaches. Effective leadership is critical to success, requiring engagement with employees at each step to discuss changes and gather feedback.
This document provides a summary of key topics from a quarterly review issue including change management, mergers and acquisitions (M&A), benchmarking, and Russia. It discusses how change management can help organizations adapt more rapidly and engage employees during transitions. M&A activity is presented as essential for business growth but also highly complex, requiring swift benefit delivery. Benchmarking is portrayed as enhancing competitiveness by identifying problem areas and building confidence with facts about strengths and weaknesses.
The document discusses change management training provided by a UK consultant. It covers several key points:
1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
2) There are typically two approaches to change - incremental or fundamental transformation.
3) People often resist change due to fears around loss of control, unclear roles, and challenges to their credibility and beliefs.
4) Successful change involves creating a shared understanding of needs and goals, a common vision for the future, and building capacity for ongoing change through communication, training, and support structures.
Major change within organisations has become the norm in the 21st centuryAssentire Ltd
Major change within organisations has become the norm in the 21st century.
Much research both practitioner and academic has taken place to better
understand the challenges that this represents. This is not a new phenomenon,
there is material dating back centuries looking at or reflecting upon changing
the order of the day.
Coming forward in time, to just 50 years ago, the
observations written about are not so different from what is written today in
2013. The adoption of certain terms has occurred to help communicate and
offer consultancy services and promote better understanding. Examples are
“Change Management” and “Resistance to Change” however, the very nature of
adopting non-standardised terms has resulted in a range of different
interpretations, these terms we think we understand, but they clearly have
different meanings for different people as was identified in this research
project. What is common, if you ask someone their opinion regarding
“Resistance to Change”, is they have one, just may not be what you are
expecting.
Navigate the complexities of change and adapt seamlessly to turn all the changes into opportunities for growth and development. Gain the tools and insights necessary to guide both individuals and organization through successful transitions.
Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar
Tuesday 24 January 2023
APM Enabling Change Specific Interest Group
Presented by:
Rebecca Collings and Matt Lawrence
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/changing-the-mood-for-change-how-to-tackle-the-tough-four-emotional-states-that-make-effective-change-harder-to-achieve-webinar/
Content description:
In this webinar we looked into the ‘tough four’ emotional states which can inhibit the progress, pace and success of any change or project.
According to Prosci, at least 80% of project benefits are dependent on people changing their ways of working.
We discussed these ‘tough four’ within the context of a project environment. By understanding what drives them, how to spot them and how you can mitigate or manage them, project managers and change leaders will be better placed to face the ‘tough four’ down. Resistance to change is often deeply rooted in people’s natural behaviour and mindset – understanding this is critical to leading people through change successfully.
This session was aimed at an audience seeking to learn more about how to manage change and to discuss the practical ways in which we can overcome resistance.
The session was presented by a small panel of experienced change and project management professionals.
The document provides 10 tips for leading organizational transformation. Tip 1 emphasizes digging deep to identify the root cause of issues rather than just solving surface problems. Tip 2 stresses setting a clear scope for the transformation by defining what can and cannot be influenced. Tip 3 advises paying equal attention to organizational performance and health during transformation. The tips provide guidance for navigating the human dynamics and ensuring success of large-scale organizational change initiatives.
The document provides an overview of a webinar on collaborative professional learning and professional development planning in New Jersey. The webinar covered establishing goals for professional learning, defining student achievement, analyzing student data, aligning professional development and student learning goals, providing structures and resources for professional learning, evaluating professional development plans, and timelines for professional development plans and accrual of hours. Key aspects included using protocols and tools to guide collaborative work, focusing professional development on improving teacher practice and student achievement, and emphasizing accountability for results in professional development planning.
This document discusses two models of process consultation: the partnership model and the doctor-patient model. The partnership model involves the consultant and client working together as equals to understand the issues, with the client owning the problem and determining the solutions. This ensures the solutions will fit the organization's needs. In contrast, the doctor-patient model positions the consultant as the expert who diagnoses problems and prescribes remedies, making the client dependent on the consultant. The document advocates for the partnership model in which the consultant helps build the client's capacity to address issues ongoing.
Using Workforce Information In Case Management And Orientationmmingle
The document discusses using workforce information in case management and student orientations. It encourages incorporating workforce reference binders and foundation skills into intake processes, goal-setting, and instruction to help students think about career and educational goals. Educators are asked to consider how to adapt orientation activities and intake processes for their individual programs and students.
Using Workforce Information In Case Management And Orientationmmingle
The document discusses using workforce information in case management and student orientations. It encourages programs to guide students in goal-setting using case management materials and a local workforce reference binder. It also addresses adapting orientation activities to individual intakes and integrating career awareness and foundation skills into instruction. The document prompts discussion on implementing orientations, using workforce reference binders, and next steps for programs.
Advancement Team Engagement-Core Ldrship MtgCandace Loya
The Advancement Team Engagement Taskforce has created a plan to increase engagement among all Advancement employees. The plan's goals are to have all employees identify as leaders, feel a deeper sense of engagement in integration efforts, and see improved Q12 scores reflecting support for individuals and teams. Key strategies include increasing accountability and communication through initiatives like leadership check-ins, including engagement in evaluations, assigning leadership roles, and emphasizing recognition for innovation over long hours. The plan aims to improve communication using avenues like monthly staff meetings, newsletters, developing best practices, mentorship programs, and off-site retreats. The ultimate goal is to create an engaged culture at Loma Linda University Health by encouraging core values of compassion, integrity
This document discusses supervision in counseling. It covers several topics related to clinical supervision including what shapes supervision models, the purpose of supervision, components of supervision, how supervision helps counselors, and developmental models of supervision. Some key points include that supervision aims to ensure counselor competence, has administrative, evaluative, clinical and supportive focuses, helps counselors understand themselves and counseling processes, and takes a developmental approach tailored to supervisees' experience levels. The document is a collection of sections on supervision topics intended to provide continuing education information to counseling professionals.
People shape who others become through clear expectations, consistent follow up, recognition of achievements, performance management, and development opportunities. Managers should communicate goals, establish routines, provide timely feedback, recognize both individuals and teams, hold employees accountable, document conversations, delegate new tasks to challenge staff, and invest in developing others through personal development plans.
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
In 2014, interviews with senior teams and managers uncovered gaps in communication skills, difficult conversations, influencing skills, leading change, decision making, prioritization, conflict management, and collaboration. A key objective was identified to enhance the ability to produce work through others to support business goals. In 2015, the focus was on enhancing these skills for lead CRAs and PMs through a training campaign utilizing a modular, multi-media approach consisting of workshops, coaching, surveys, and drop-in clinics. The goal was to enhance skills and behaviors while maximizing time and knowledge to foster collaborative relationships.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
Employee counselling is a therapeutic process that provides help and support for employees facing difficulties at work or in their personal lives. It helps employees see things from different perspectives and develop action plans. There are many reasons why employee counselling is needed in the workplace, such as unrealistic targets, excessive workload, absenteeism, performance issues, and problems with work-life balance or interpersonal relationships. Effective counselling requires skills like active listening, appropriate body language, intelligent questioning, problem solving, and reflecting back to understand employees' perspectives without judgment.
EBS-Leading Change to Today`s Organisation NowCavendish
This document provides guidance on leading organizational change. It discusses why change initiatives often fail and outlines a six-step process for effective change management. The six steps are: 1) establish a clear direction and case for change with employee involvement; 2) create clear leadership and ownership; 3) communicate the case for change early and often; 4) create and maintain a change plan; 5) empower broad action and measure progress; and 6) anchor new approaches. Effective leadership is critical to success, requiring engagement with employees at each step to discuss changes and gather feedback.
This document provides a summary of key topics from a quarterly review issue including change management, mergers and acquisitions (M&A), benchmarking, and Russia. It discusses how change management can help organizations adapt more rapidly and engage employees during transitions. M&A activity is presented as essential for business growth but also highly complex, requiring swift benefit delivery. Benchmarking is portrayed as enhancing competitiveness by identifying problem areas and building confidence with facts about strengths and weaknesses.
The document discusses change management training provided by a UK consultant. It covers several key points:
1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
2) There are typically two approaches to change - incremental or fundamental transformation.
3) People often resist change due to fears around loss of control, unclear roles, and challenges to their credibility and beliefs.
4) Successful change involves creating a shared understanding of needs and goals, a common vision for the future, and building capacity for ongoing change through communication, training, and support structures.
Major change within organisations has become the norm in the 21st centuryAssentire Ltd
Major change within organisations has become the norm in the 21st century.
Much research both practitioner and academic has taken place to better
understand the challenges that this represents. This is not a new phenomenon,
there is material dating back centuries looking at or reflecting upon changing
the order of the day.
Coming forward in time, to just 50 years ago, the
observations written about are not so different from what is written today in
2013. The adoption of certain terms has occurred to help communicate and
offer consultancy services and promote better understanding. Examples are
“Change Management” and “Resistance to Change” however, the very nature of
adopting non-standardised terms has resulted in a range of different
interpretations, these terms we think we understand, but they clearly have
different meanings for different people as was identified in this research
project. What is common, if you ask someone their opinion regarding
“Resistance to Change”, is they have one, just may not be what you are
expecting.
Navigate the complexities of change and adapt seamlessly to turn all the changes into opportunities for growth and development. Gain the tools and insights necessary to guide both individuals and organization through successful transitions.
Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar
Tuesday 24 January 2023
APM Enabling Change Specific Interest Group
Presented by:
Rebecca Collings and Matt Lawrence
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/changing-the-mood-for-change-how-to-tackle-the-tough-four-emotional-states-that-make-effective-change-harder-to-achieve-webinar/
Content description:
In this webinar we looked into the ‘tough four’ emotional states which can inhibit the progress, pace and success of any change or project.
According to Prosci, at least 80% of project benefits are dependent on people changing their ways of working.
We discussed these ‘tough four’ within the context of a project environment. By understanding what drives them, how to spot them and how you can mitigate or manage them, project managers and change leaders will be better placed to face the ‘tough four’ down. Resistance to change is often deeply rooted in people’s natural behaviour and mindset – understanding this is critical to leading people through change successfully.
This session was aimed at an audience seeking to learn more about how to manage change and to discuss the practical ways in which we can overcome resistance.
The session was presented by a small panel of experienced change and project management professionals.
The document provides 10 tips for leading organizational transformation. Tip 1 emphasizes digging deep to identify the root cause of issues rather than just solving surface problems. Tip 2 stresses setting a clear scope for the transformation by defining what can and cannot be influenced. Tip 3 advises paying equal attention to organizational performance and health during transformation. The tips provide guidance for navigating the human dynamics and ensuring success of large-scale organizational change initiatives.
This document discusses business transformation and innovation. It provides an overview of the need for organizations to constantly change and adapt to their external environment in order to survive. It also discusses how Capita Symonds can help organizations transform their strategies, processes, behaviors, infrastructure, and customer service to create smarter and more sustainable operations. The document then goes into more detail on various aspects of organizational transformation.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Business Change Principles PowerPoint Presentation SlidesSlideTeam
This PPT deck displays twenty one slides with in depth research. Our Business Change Principles Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Change Principles Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
5 ways to supercharge your transformation projects and keep people on your sideAbdul Ghani
1. Effective communication is key to supercharging transformation projects and keeping people on board. Leaders should clearly explain the current situation, the vision for the future, and each person's role in the transformation.
2. Projects also benefit from removing ambiguity by being precise about what needs to be done and how changes will be implemented, including providing training.
3. Anticipating and directly addressing resistance, such as by involving resisters in leading the changes, can further help drive projects forward. Regular two-way communication and listening to feedback is important.
4. Using a structured process like PDSA can provide an organized set of activities to deliver the right solutions and increase buy-in from stakeholders.
Sysdoc - 5 Embedding the change - ResistanceSysdoc
This is the fifth in a Sysdoc Slideshare series about change management.
In our previous presentation, we looked at ways to develop a high level analysis on where individuals and teams impacted by the change programme sit.
In this presentation, we will look further into the groups we have mentioned previously, analysing what approach is required to provide a unified change effort.
This document discusses change management and provides guidance on when and why it is needed. It defines change management as "a deliberate set of activities that facilitate and support the success of individual and organizational change and the realization of its intended business results." The document explains that change management is needed when changes involve people and require them to change their thinking, skills, or behaviors. It then provides tips for successful change management, including communicating early and often, addressing resistance, establishing change champions, and celebrating successes.
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
The document discusses how to build a case for change within an organization. It explains that a clear vision of the future state is important, including what products/services, technology, operations, structure, and stakeholder interactions will be like. A case for change should introduce the driver for change, what type of change it is (developmental, transitional, or transformational), and address questions about the scope, strategy alignment, stakeholders, sponsorship, benefits, resources, risks, dependencies, impacts, success factors, feedback, and success measurement. Communicating the case through storytelling can help stakeholders envision the future state. Gaining support involves engaging stakeholders in dialogue to understand concerns and build trust early in the change process.
10 Guiding Principles For Business Change PowerPoint Presentation SlidesSlideTeam
This PPT deck displays twenty two slides with in depth research. Our 10 Guiding Principles For Business Change Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive 10 Guiding Principles For Business Change Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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53. How the Tools Flow
page 53
Explaining the Flow
The table on the following pages explains how the flow of the tools (from the Diagram above) can be utilised.
Remember that while there is a natural flow there is not a generic pattern. In other words, you simply use
the enablers that are appropriate to the situation.
63. Addressing Uncertainty
page 63
Purpose
Fear of the unknown stops us venturing into unchartered territory, taking risks and readily accepting ideas
for a change. This uncertainty is a contributor to resistance for change which needs to be reduced for a
change to be successfully implemented.
Working through the fears at the individual, group and task levels can positively impact on achieving
support for the change initiative, and can assist with improving the quality of work and life-style of all
those involved in the change process. It can:
Build staff morale and support for the change proposals
Improve the organisations capability to change
Improve quality
Reduce stress of a change situation
Provide a constructive platform to reduce the resistance of some of the barriers to change.
Principal
Change Phase
Principal Change Stage Principal Suitability Tool Before Tool After
Assess Impacts
& Gaps
Engage Individual Stakeholder Feedback Change Variables
96. Summary Change Readiness Assessment 1/2
page 96
Collate the information from each assessment onto this form to establish the view of the group. Forward
to your Zonal Change Facilitator. Facilitators should forward to the Organisational Change Management
Team Leader.
StronglyDisagree
Disagree
Agree
StronglyAgree
Completion time – no longer than 5 minutes (Tick the relevant check box to indicate your view)
1 Change Objectives
1.1 The business objectives and change goals of the NEW project are clearly understood.
1.2 There is clarity as to what benefits the NEW system will bring.
1.3 Staff are clear on when the different releases of the NEW project will be implemented.
2 Organisational Change
2.1 Staff understand how the NEW Directory project will impact them.
2.2 Our staff adapt quickly to change.
2.3
Staff trust that the NEW system will successfully manage information in order for them to work
effectively.
2.4 Overall, staff are looking forward to the benefits of the NEW system.
2.5 Staff are willing to do all they can to help implement the NEW system.
2.6 The staff can handle the necessary changes to achieve the desired vision.