A quick summary of organizational change management models from a variety of theoretical perspectives including classic process models within the context of lifecycle models, culture theories, diagnostic frameworks and individual reaction models.
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
A quick summary of organizational change management models from a variety of theoretical perspectives including classic process models within the context of lifecycle models, culture theories, diagnostic frameworks and individual reaction models.
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
All projects and programs are designed to deliver lasting and successful change. Yet research on project management confirms that most projects fail to meet the triple constraint (time, budget and scope) and fail to deliver the expected ROI. The most important barriers to success are "soft", people-related factors such as sponsorship, communication and culture. These are more important than "hard" factors such as resources, business process, and technology. This presentation covers the linkage between change management practice and project success, provides tips on diagnosing and addressing resistance to change, presents a framework to understand the factors affecting change capacity (skill and motivation), and describes the key roles, deliverables and best practices for change management within the project lifecycle.
Walk, Don't Run: Incremental Change in Enterprise UXuxpin
You'll learn:
- A realistic approach to product improvement in large enterprises
- How to create and execute a pilot program for overcoming “product stagnation”
- How to scale the program to a growth team dedicated to improving existing products
Forces for change - Organizational Change and Development - Manu Melwin Joymanumelwin
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
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.
Managing Stakeholder "Resistance": REAP|Change™ Framework for AI Transformati...REAP|Change™
Challenge the conventional use of the term "resistance" in the context of change management within organizations.
"Resistance" is inaccurate and misleading. Instead, use the term "unease" to describe staff reactions to change initiatives, acknowledging the complexity of human behavior and motivations.
The three main reasons for staff unease are: cognitive dissonance, cognitive overload, and self-interest.
Cognitive dissonance arises when staff's values contradict the actions or messages of the company, such as when layoffs occur despite leadership claims that people are valued.
Cognitive overload occurs when employees are overwhelmed mentally, physically, and emotionally, exacerbated by the digital age and personal issues.
Self-interest, while natural, can manifest negatively, particularly among middle and upper management during times of change.
Resolve staff unease based on the REAP|Change™ Framework for People-Centered Change Management:
Cognitive Dissonance: Engage and involve staff in the change process, ensuring alignment within leadership and with change objectives.
Cognitive Overload: Implement changes gradually in manageable stages, provide support through training and resources, and simplify communication to ensure clarity and consistency.
Self-Interest: Address staff concerns, offer incentives or benefits to mitigate negative impacts, and empower staff by involving them in the change process.
Shift away from a mindset that employees are mere resources to fulfill shareholder objectives. Recognize their complexity and potential for contribution.
Ultimately, organizations will navigate Change more effectively and tap into the diverse talents and perspectives of their workforce when they value the human potential within.
This is the deck we used for a webinar presentation, along with HR.com, on how to handle and successfully manage individual and organizational transitions on the job.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Culture Slides Breaking The Chains Of Culture Building Trust In Individua...guesta4eeb5
This set of slides covers the material in the book Breaking the Chains of Culture - Building Trust in Individuals, Teams, and Organziations. The book was written by George Vukotich, Ph.D.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
2. Strategies for change
Causes of change
What type/kind of changes
• Incremental change
• Fundamental change
Effects of badly handled changes
Why change might be resisted
People and change
The psychological contract
Other causes of resistance
Reducing resistance
Understanding the Change
Force field analysis
The integrated Organization
Johari Windows
The EASIER way to Lead Change
3. Strategies for Change
It is one of the most critical aspects of effective management. but the
nature of Change is may be increasingly complex, and it is more often
extensive.
4. Causes of Change
Technological change continues to accelerate, so the speed with
which obsolescent occurs is also increasing
Competition is more intensifying, and becoming more global.
Customers are more demanding and no longer accept Poor service/Low
Quality.
The demographic profile of the country is changing..
Share holders demands more value
5. What type of change
In any change situation the first thing to think are nature of the change and the situation
inside the organization. Although there are overlapping of approaches. There are differences
between what might be termed.
Incremental Change
- It is a Progress by Evolution rather than Revolution
Fundamental Change
- Other words that had been used to describe; include “Strategic”, “Visionary”, and
“Transformational”.
- This can dramatically affect the future operations of the organization and frequently
involve major upheaval.
For both Incremental and fundamental change there are two other factors should be considered, which will affect the
approach to use to implement change
URGENCY – How urgent is the need for change in relation to the extent of the actions that have to be taken?.
RESISTANCE – Equally important is the degree of resistance to change.
6. Badly handled Change situations can lead to:
• The frustrations of otherwise sound strategies.
• The cost of implementation may rise.
E.g. Delays, Spoilt work, Emergency action that can be added to cost
• Benefits expected from the change may be lost.
• Motivation may be reduced within the organization
• Resistance to future changes may increase
7. APPROACHES TO INCREMENTAL CHANGE
RESISTANCE
HIGH
LOW
HIGH
URGENCY
CRISIS
NOTE: Choice of approach will be affected by:
Skills and Abilities of the Employees
Motivation of employees to participate
Culture of the Organization
Confidentiality of the Change
Longer-term motivational needs
8. APPROACHES TO FUNDAMENTAL CHANGE
RESISTANCE
HIGH
LOW
LOW
URGENCY
HIGH
The word “Visionary” is applied as a prefix to the description in three boxes. This is an important
Emphasis and although two of the descriptions have been met before, the size and a scale of
Fundamental change mean that reaching a shared vision is more difficult and more important
that it is with Incremental change.
9.
10. People and Change.
Few people would like to work in organizations where nothing different ever happened, yet at the
same time we all know of situations being resisted, and made harder because of resistance.
The Psychological Contract - The unwritten and almost subconscious elements of the relationships.
Individuals gain from the Job;
Able to work on one’s own initiative
Opportunity to use certain skills
Companionship ( To a group of people, Relationship with customers )
And the things that they are expected to provide in return.
Loyalty to the company
Put extra time during crisis
Making task beyond the confines of the Job description
12. Other Causes of Resistance.
While the Psychological Contract may help us to explain some of the resistance to change that is not
immediately obvious, there are other causes Like:
Actual threats
Things that are perceived as affecting personal standing or prestige, or as altering the things we
value about our jobs, may be real threats although they are intangible and matters of the mind.
Imposed Change
For most People change at work has been imposed and isn’t what they have chosen to undergo.
Lack of faith in those making the Change
Resistance increases when people in organization have a little respect for the abilities of those who
are causing the change.
A belief that something has been overlooked
When the people felt that their own insight or area of expertise might believe that important aspect
have been overlooked
The head and the heart
In some cases people appear to agree to a cause of action because the argument for it is so
powerful that they think of no reason not to agree
13.
14. Participation
This can create ownership of the proposed change, creates a better awareness, and
reasons for it.
Points to consider when thinking about participation include:
Is participation desirable in the circumstances. Why? Why not?
Are there circumstances that prevent participation?. Can they be removed?
Who should participate: key people; your direct reports; everybody concerned?
What is the scope fro the participation: Decision making; Post-decision implementation?
How should participation be achieved?. .
Communication
This can reduce by ensuring that reasons, degree of urgency are understood.
Points to be considered when in planning communication include:
Who are the target group to receive the communication?
What should be communicated?
What kind of communication should be used: should this be the same for all groups?
Does the message address the concerns that those affected by the change are likely to feel?
15. Training
A training approach designed specifically to help the implementation of change
Can also serve as a means of communication;
And provide a measure of participation
Points to consider for both Incremental and Fundamental change are:
How different will the job of each person be after the change, in terms of content and style?
Do their knowledge and abilities match these requirements?
How confident are the people concerned that they know and understand the new
requirements, and possesses the required competences?
Would a training initiative provide a mechanism to enable wider participation in the change
process?
16. The need. . .
Effective management requires attention to detail, and
planning comes in at two places:
First, is to think through all aspects of the implications of
the change;
the second, is to set out all the actions that need to
take place in order to ensure that need to
take place in order to ensure that the change is
implemented.
17. Force field ( or Equilibrium ) Analysis
To analyze all the forces for and against a decision
To learn a specialized method of weighing pros and cons when developing a plan
To be able to strengthen the forces supporting a decision, and reduce the impact of
opposition to it.
18. THE INTEGRATED ORGANIZATION
THE DESIRED CHANGE
TASKS
PEOPLE STRUCTURE
REWARD DECISION
SYSTEM PROCESS
CULTURE
CONTROL
SYSTEM
INFORMATIO
N SYSTEM
RESULTS
19. JOHARI WINDOWS
Johari Windows
A key to understanding is a trustful communication between a manager and subordinates.
Known to Unknown
Self to Self
Feedback
known to BLIND
ARENA
others SPOT
Unknown UNKNOWN
FACADE
to others
Exposure
20. Feedback Feedback
Exposure
BLIND
SPOT
Exposure
FACADE
A) Feedback not sought B) Takes feedback, Gives little
Feedback Feedback
Exposure
Exposure
ARENA
UNKNOWN
C) Gives little, seeks little feedback D) Large area of understanding
Unhealthy and Healthy communication
21. THE EASIER APPROACH TO CHANGE
The EASIER way to Lead change
Envisioning
Activating Charismatic and behavioral aspects of Leadership
Supporting
Implementing
Ensuring Management and Administrative aspects
Recognizing
(1)
ENVISION
(5) (2)
RECOGNIZE ACTIVATE
(5) (3)
ENSURE SUPPORT
(4)
IMPLEMENT
22. Envisioning -Size, Scope of activities, Economic strengths, Relationship with customers
and internal culture.
Activating - Task of ensuring that others in the organization understand, support
and eventually share the vision.
Supporting - Providing the necessary moral and practical support.
Implementing - Step about the detailed plans and schedules to turn a vision into reality.
Ensuring - Establishing, Monitoring and Controlling processes to ensure that:
All actions are taken on time, unless there is a conscious decision to change actions.
Where actions are changed, there is a good reason for the change and re-planning
for new circumstances.
The plans are still appropriate if the situation has changed.
Recognizing - Maybe positive or negative; Should be used to reinforce the change
and to ensure that obstacles to progress are removed.
23. THE INTEGRATED ORGANIZATION
ENVISION
THE DESIRED CHANGE
TASKS
RECOGNIZE ACTIVATE
PEOPLE
STRUCTURE
REWARD DECISION
SYSTEM PROCESS
CONTROL CULTURE
SYSTEM
ENSURE SUPPORT
INFORMATION SYSTEM
RESULTS
IMPLEMENT