This document outlines a presentation on leading change in Rotary clubs. It discusses why change is needed, types of changes, components of planning change, losing and regaining stability during change, the learning curve of change, and managing resistance to change. The presentation provides academic concepts and frameworks for planning and implementing change successfully in Rotary clubs. It emphasizes that change is difficult but necessary for survival, and that leaders play an important role in guiding clubs through the change process.
This document discusses different types of organizational change, including transformational change and transactional change. Transformational change is radical in nature and requires shifting assumptions, while transactional change is more limited and allows organizations to go back and forth with temporary agreements. The document also outlines aspects, benefits, and risks of implementing these change programs, and provides some common examples of transformational and transactional changes in different industries.
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.
This document is a capstone paper submitted for a master's degree in leadership and management. It examines leadership skills for overcoming resistance to organizational change. A case study was conducted through surveys of employees and managers at financial institutions in Saudi Arabia. The study aimed to identify the key reasons for resistance to change and the most effective leadership approaches to reduce resistance. The literature review discusses sources of resistance such as fear, lack of clarity and benefits. It also compares leadership and management strategies, noting that leadership strategies focusing on intrinsic rewards and process are more effective for change. The purpose is to help change agents implement changes by applying leadership skills to decrease resistance.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document discusses the ADKAR change management model, which focuses on driving change at the individual level. It outlines the five elements of ADKAR - Awareness, Desire, Knowledge, Ability, and Reinforcement. For each element, the document describes what is needed to successfully drive an individual through that stage of change. It also provides examples of how to apply the ADKAR model to personal situations like changing a child's behavior or coaching a sport. The overall summary is that the ADKAR model provides a structured approach to managing change at the individual level by focusing on achieving each sequential element.
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
The document discusses three levels of change management: individual, organizational/initiative, and enterprise. It provides details on each level and how they are related. For individual change management, it discusses understanding how people experience change and supporting successful transitions. For organizational change management, it involves identifying impacted groups and creating plans to ensure successful changes. Enterprise change management embeds processes across an organization to adapt quickly to changes. The document also discusses principles of change management including addressing the human side, starting change at the top levels, involving every layer, and assessing cultural landscapes. It notes challenges for global change management teams with cultural differences. Finally, it summarizes Lewin's change management model of unfreezing, changing, and refreezing processes
This document discusses different types of organizational change, including transformational change and transactional change. Transformational change is radical in nature and requires shifting assumptions, while transactional change is more limited and allows organizations to go back and forth with temporary agreements. The document also outlines aspects, benefits, and risks of implementing these change programs, and provides some common examples of transformational and transactional changes in different industries.
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.
This document is a capstone paper submitted for a master's degree in leadership and management. It examines leadership skills for overcoming resistance to organizational change. A case study was conducted through surveys of employees and managers at financial institutions in Saudi Arabia. The study aimed to identify the key reasons for resistance to change and the most effective leadership approaches to reduce resistance. The literature review discusses sources of resistance such as fear, lack of clarity and benefits. It also compares leadership and management strategies, noting that leadership strategies focusing on intrinsic rewards and process are more effective for change. The purpose is to help change agents implement changes by applying leadership skills to decrease resistance.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document discusses the ADKAR change management model, which focuses on driving change at the individual level. It outlines the five elements of ADKAR - Awareness, Desire, Knowledge, Ability, and Reinforcement. For each element, the document describes what is needed to successfully drive an individual through that stage of change. It also provides examples of how to apply the ADKAR model to personal situations like changing a child's behavior or coaching a sport. The overall summary is that the ADKAR model provides a structured approach to managing change at the individual level by focusing on achieving each sequential element.
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
The document discusses three levels of change management: individual, organizational/initiative, and enterprise. It provides details on each level and how they are related. For individual change management, it discusses understanding how people experience change and supporting successful transitions. For organizational change management, it involves identifying impacted groups and creating plans to ensure successful changes. Enterprise change management embeds processes across an organization to adapt quickly to changes. The document also discusses principles of change management including addressing the human side, starting change at the top levels, involving every layer, and assessing cultural landscapes. It notes challenges for global change management teams with cultural differences. Finally, it summarizes Lewin's change management model of unfreezing, changing, and refreezing processes
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
Strategies for Managing Change - Adetoun Omole (Mrs.)Adetoun Omole
Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain 'Change' from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
This document discusses change and the nurse's role in facilitating change. It describes how change is an ongoing process that can be threatening but also creates opportunities. Nurses are well positioned to act as change agents and facilitate change through various models and strategies. These include assessing the need for change, planning and implementing the change process, and evaluating outcomes, which mirrors the nursing process. The document also addresses managing resistance to change and emphasizes the nurse's important role in initiating and leading change.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
This document discusses managing resistance to organizational change. It outlines Kurt Lewin's three-stage model of change involving "unfreezing", transitioning to the new change, and "refreezing" into the new way of operating. Common reasons for employee resistance include inertia, lack of trust, information, clarity or incentives. The document also lists 10 common causes of resistance and strategies for overcoming it, such as facilitation, education, involvement, negotiation and manipulation (only as a last resort). The summary concludes that resistance is a powerful tool, but that gaining employee confidence and accountability through transparency and participation can help drive successful organizational change.
The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
The document discusses change management and provides an overview of the change management process. It describes change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It then outlines Kurt Lewin's three stage change management model of unfreezing, changing, and refreezing. Finally, it discusses a general five stage model of change management including anticipating change, entering and contracting, diagnosis, implementation, and evaluation and institutionalization.
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.
The document discusses various aspects of organizational change including definitions, types, causes, and responses. It defines organizational change as changes to an organization's culture, processes, environment, jobs, skills, and policies. Types of change include planned, strategic, transformational, and reactive changes. Forces driving change include competition, technology, and internal strategy or workforce modifications. Responses to change range from aggressive resistance to active involvement.
This document outlines the units of a change management course. Unit 1 discusses organizational change, including definitions, importance, types of changes and factors influencing change. Unit 2 covers models of change including Lewin's force field analysis and continuous change process model. It also addresses overcoming resistance to change. Unit 3 discusses approaches to change management and organizational development (OD). Unit 4 is about diagnostic strategies and skills, including methods for obtaining diagnostic information. Unit 5 defines interventions and classifications of OD interventions at the interpersonal, team and intergroup levels.
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
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
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.
This document provides an outline for a presentation on change management. It begins with an introduction to change management, defining it and discussing change agents and types of change. It then covers aims and targets of change management, principles of change management, and Kotter's eight steps for successful change. Finally, it discusses change processes and theories, the change management process, and managing resistance to change. The objectives are to define change management and discuss frameworks for managing organizational and personal change.
Managing Change Principles of managementOjaswi Tiwari
Organizational change involves any alterations to people, structure, or technology within an organization. It is constant yet varies in degree and direction, producing uncertainty but not being completely unpredictable. Change creates both threats and opportunities. Forces for change come from external factors like the marketplace or technology, as well as internal factors like strategy or workforce changes. Change agents are people who initiate and manage the change process. There are different types of change agents including managers, non-managers, and outside consultants. Successful change involves three phases - unfreezing the current state, transitioning to a new state, and refreezing the new state to make it permanent.
The document discusses functional and dysfunctional resistance to change, signs of active and passive resistance, sources of individual and organizational resistance, and tactics for overcoming resistance. It provides a situational approach for managing resistance through methods like education and communication, participation, facilitation and support, negotiation, manipulation, and coercion depending on the context. Images of managing change as a director, navigator, caretaker, coach, interpreter, or nurturer are also presented.
The document discusses various frameworks for managing organizational change effectively. It describes the 5-P model of change which involves identifying the purpose, priorities, people, processes, and proof involved in change initiatives. It also outlines the seven levels of change management which progress from effectiveness to doing impossible things. Critical success factors are discussed as measurable parameters for judging the success of change management efforts. The importance of introducing a total quality management culture is also mentioned.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
Rotary is an international organization with over 1.2 million members worldwide focused on translating passions into social causes that change lives. Members work on six areas of focus: peace, disease prevention, water and sanitation, maternal and child health, basic education, and economic development. Clubs focus on community service, vocational service, international service, and developing youth leadership while upholding ethical standards and the motto of Service Above Self.
The document discusses what aspects of England and British culture Americans admire as Anglophiles. It identifies five key areas that Anglophiles appreciate - the British media, British English spellings and slang, British fashion brands and models, the British royal family and history, and classic and modern British literature. The document provides examples for each category to illustrate aspects that Americans find appealing about British culture as Anglophiles.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
Strategies for Managing Change - Adetoun Omole (Mrs.)Adetoun Omole
Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain 'Change' from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
This document discusses change and the nurse's role in facilitating change. It describes how change is an ongoing process that can be threatening but also creates opportunities. Nurses are well positioned to act as change agents and facilitate change through various models and strategies. These include assessing the need for change, planning and implementing the change process, and evaluating outcomes, which mirrors the nursing process. The document also addresses managing resistance to change and emphasizes the nurse's important role in initiating and leading change.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
This document discusses managing resistance to organizational change. It outlines Kurt Lewin's three-stage model of change involving "unfreezing", transitioning to the new change, and "refreezing" into the new way of operating. Common reasons for employee resistance include inertia, lack of trust, information, clarity or incentives. The document also lists 10 common causes of resistance and strategies for overcoming it, such as facilitation, education, involvement, negotiation and manipulation (only as a last resort). The summary concludes that resistance is a powerful tool, but that gaining employee confidence and accountability through transparency and participation can help drive successful organizational change.
The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
The document discusses change management and provides an overview of the change management process. It describes change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It then outlines Kurt Lewin's three stage change management model of unfreezing, changing, and refreezing. Finally, it discusses a general five stage model of change management including anticipating change, entering and contracting, diagnosis, implementation, and evaluation and institutionalization.
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.
The document discusses various aspects of organizational change including definitions, types, causes, and responses. It defines organizational change as changes to an organization's culture, processes, environment, jobs, skills, and policies. Types of change include planned, strategic, transformational, and reactive changes. Forces driving change include competition, technology, and internal strategy or workforce modifications. Responses to change range from aggressive resistance to active involvement.
This document outlines the units of a change management course. Unit 1 discusses organizational change, including definitions, importance, types of changes and factors influencing change. Unit 2 covers models of change including Lewin's force field analysis and continuous change process model. It also addresses overcoming resistance to change. Unit 3 discusses approaches to change management and organizational development (OD). Unit 4 is about diagnostic strategies and skills, including methods for obtaining diagnostic information. Unit 5 defines interventions and classifications of OD interventions at the interpersonal, team and intergroup levels.
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
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
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.
This document provides an outline for a presentation on change management. It begins with an introduction to change management, defining it and discussing change agents and types of change. It then covers aims and targets of change management, principles of change management, and Kotter's eight steps for successful change. Finally, it discusses change processes and theories, the change management process, and managing resistance to change. The objectives are to define change management and discuss frameworks for managing organizational and personal change.
Managing Change Principles of managementOjaswi Tiwari
Organizational change involves any alterations to people, structure, or technology within an organization. It is constant yet varies in degree and direction, producing uncertainty but not being completely unpredictable. Change creates both threats and opportunities. Forces for change come from external factors like the marketplace or technology, as well as internal factors like strategy or workforce changes. Change agents are people who initiate and manage the change process. There are different types of change agents including managers, non-managers, and outside consultants. Successful change involves three phases - unfreezing the current state, transitioning to a new state, and refreezing the new state to make it permanent.
The document discusses functional and dysfunctional resistance to change, signs of active and passive resistance, sources of individual and organizational resistance, and tactics for overcoming resistance. It provides a situational approach for managing resistance through methods like education and communication, participation, facilitation and support, negotiation, manipulation, and coercion depending on the context. Images of managing change as a director, navigator, caretaker, coach, interpreter, or nurturer are also presented.
The document discusses various frameworks for managing organizational change effectively. It describes the 5-P model of change which involves identifying the purpose, priorities, people, processes, and proof involved in change initiatives. It also outlines the seven levels of change management which progress from effectiveness to doing impossible things. Critical success factors are discussed as measurable parameters for judging the success of change management efforts. The importance of introducing a total quality management culture is also mentioned.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
Rotary is an international organization with over 1.2 million members worldwide focused on translating passions into social causes that change lives. Members work on six areas of focus: peace, disease prevention, water and sanitation, maternal and child health, basic education, and economic development. Clubs focus on community service, vocational service, international service, and developing youth leadership while upholding ethical standards and the motto of Service Above Self.
The document discusses what aspects of England and British culture Americans admire as Anglophiles. It identifies five key areas that Anglophiles appreciate - the British media, British English spellings and slang, British fashion brands and models, the British royal family and history, and classic and modern British literature. The document provides examples for each category to illustrate aspects that Americans find appealing about British culture as Anglophiles.
The document celebrates the accomplishments of campers at Milwaukee Adventure Boot Camp in 2010. It highlights the inspiring coaches, great camps, and fantastic campers who endured challenging obstacles like stairs, hills, walls, rain, sand, and mud. The camp offered grocery shopping tours, physical challenges, pantry raids, trade shows, special occasion camps, and boot camps held in bleachers.
Este documento es un catálogo de herramientas eléctricas de la marca Milwaukee que incluye taladros, atornilladores, rotopercutores, sierras, llaves de impacto y otros equipos. Presenta las especificaciones técnicas de cada producto e incluye información sobre las baterías RedLithium y la tecnología inalámbrica M12 y M18. El catálogo promueve las ventajas de estas herramientas como su mayor potencia, tiempo de ejecución, protección y rendimiento.
This document provides an overview of VBA skills at level 3, including working with variables, loops, arrays, conditional statements, range and dictionary objects, subroutines, functions, and userforms. It also discusses using ADO to connect VBA to backend databases, reading and writing CSV files without Excel using FreeFile, and introducing classes in VBA for object-oriented programming. The document concludes with examples of how VBA has been used to automate risk analysis and reporting processes by cutting out manual labor and streamlining multiple people's work into single-click solutions.
"United Kingdom" is a PowerPoint slide show created by three second grade students after extensive online research. Students customized a PowerPoint template to create a background to compliment their topic. Together, they researched, created a storyboard, found illustrations, made a PowerPoint slide show, and then narrated their completed presentation. They hope that you enjoy their work.
Henry VIII became King of England in 1509 at age 17. He had six wives - Catherine of Aragon, Anne Boleyn, Jane Seymour, Anne of Cleves, Katherine Howard, and Katherine Parr. Henry broke ties with Rome and the Catholic Church after failing to have his marriage to Catherine annulled, establishing the Church of England with himself as its head. Henry was an educated and talented Renaissance prince, known for his passion for music and collection of instruments. The document also provides background on Northern Renaissance art and artists such as Holbein, Durer, and Van Eyck.
Revitalize + Rethink Your Rotary Club: Crafting Your Member ExperienceRotary International
Join District Governor Haresh Ramchandani (District 7020) to learn ways your club can create an engaging and rewarding member experience you will want to share with others. Many clubs are already embracing new rules and flexibility for their members, now is the perfect time to revitalize and rethink your Rotary Club and breathe new life into your club's membership!
The value of "a.value" will be printed to the VBA Immediate window when that line is executed. The Debug.Print statement sends its output to the Immediate window, which is useful for inspecting variable values while code is running without stopping the execution.
This document provides an overview of VBA Excel Level II topics including: arrays, if/then statements, loops, debugging, string operations, subroutines, functions, passing variables by value vs reference, dictionaries and collections for storing multiple data types, using range objects to reference cells, and creating basic userforms with command buttons and event handlers. The lab examples demonstrate how to write VBA code to search arrays, loop through a range looking for names, create subroutines to consolidate repeated code, store employee data in a dictionary for easy lookup, and build a userform with input and output functionality.
Henry VIII ruled England from 1509 to 1547. He married six times in order to have a male heir but only one of his marriages, to Jane Seymour, produced a son who survived infancy. Dissatisfied with his first marriage to Catherine of Aragon, which did not produce a living son, Henry broke with the Catholic Church to annul the marriage so he could remarry. This led him to establish himself as head of the new Church of England.
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Change Management for Competitive Advantage - Managing People Group PresentationFahad Ramzan
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
This document discusses leadership capabilities critical for meeting future challenges. It emphasizes the importance of change leadership and having the right leaders and organizational support given external situations. It identifies that the best organizations proactively align talent and resources to support future strategies, while most organizations react to changes. The document provides examples of leadership capabilities needed at NSW Treasury, including adapting to change, applying judgment, and influencing others. It outlines developing change leadership through assessing competencies, capability frameworks, and roadmaps for tracking development. Effective change leadership includes actively participating, building coalitions, and direct communication. Support resources for leadership and change management are also listed.
This document is a group assignment submitted by six MBA students to their lecturer for a course on managing change. It includes an introduction, table of contents, and various sections analyzing topics related to organizational change such as the definition of organizational change, factors that influence change management, forces driving change, employee reactions to change, and strategies for managing and overcoming resistance to change. The group is requesting that the lecturer accept their assignment on the topic of managing change.
1. The document discusses building leadership capacity for water management. It argues that leadership is fundamental for integrated water management and involves influencing others towards shared goals and coordination.
2. Effective leadership is context specific and the International WaterCentre has developed a model and training program to help water leaders be effective in their roles and contexts.
3. The training program involves pre-work, feedback tools, intensive training over 7 days, individual development plans, coaching, and online forums to build understanding, organizing, influencing and technical skills for different water leadership roles.
This document provides an overview and agenda for a masterclass on organization change hosted by Scholar Consultants. It discusses the purpose of enabling change professionals to be better agents of change. The agenda covers topics like defining change, organization change models, trends in whole-system transformation, case studies, and competencies for change agents. It also introduces the facilitators and their backgrounds.
Change: Proving the Mettle of LeadershipAlyssa Fox
Most people are naturally resistant to change, especially when they can’t see how the change positively impacts them. This presentation describes how you can lead change in your organization by showing others the benefits of change and successfully implementing change in a forward-thinking and powerful way.
The document discusses leading organizational change and the CSC approach to change management. It begins by introducing Morten Cavling Arendrup and his expertise in change management, leadership development, and coaching. It then covers several aspects of leading change including defining corporate values, managing the change process, addressing readiness for change, and using tools like stakeholder analysis and communication plans. The document specifically discusses CSC's CATALYST change framework which includes six domains of change and seven drivers. It provides examples of how leadership commitment, communication, structure, and performance measurement can be used to build support for changes. Finally, it discusses challenges in managing the transition process and getting organizations fully committed to changes.
This document contains information about Neil White, a change management specialist, and his presentation on benefits management and change management models. The presentation discusses Neil's background and credentials in change management. It then provides an overview of common change management mistakes. Several change management models are described, including Kotter's 8 steps of change and the ADKAR model. Benefits management and its relationship to change management is discussed. In summary, the presentation aims to show how benefits management can help overcome common challenges in change management by taking a structured approach.
This document provides an overview of a seminar on turning obstacles into opportunities for growth through organizational change. The seminar will provide strategies for how obstacles and change can enable great opportunities, how to effectively respond to change and support teams through change. It discusses how change is inevitable in today's dynamic business environment and successful organizations are agile and adjust quickly to pressures. The most successful approaches to change management include five phases: motivating change, creating a vision, developing political support, managing transition, and sustaining momentum. Key strategies for change include educating employees and allowing participation, as employees who take ownership of change will be more loyal.
Overview of action learning and od adlt 625tjcarter
This document provides an overview and agenda for a course on change strategies for human resource development practitioners. It introduces organization development (OD) and discusses the nature of organizational change, how to know when an organization is ready for change, characteristics of OD efforts, and models for change including the action research model. It also outlines the theoretical roots of OD and compares OD to other fields like organizational therapy.
Overview of action learning and od adlt 625tjcarter
This document provides an overview and agenda for a course on change strategies for human resource development practitioners. It introduces organization development (OD) and discusses the nature of organizational change, how to know when an organization is ready for change, learning curves for OD, characteristics of OD efforts, shifts in organizational dynamics since 1969, the action research model for change, an OD history tree, and a comparison of OD and OT (occupational therapy).
This preface discusses the turbulent external environment that organizations have faced since the previous edition, including economic challenges, wars and civil unrest, pandemics, climate change concerns, and rapid technological change. However, it also notes some positive trends in areas like human rights, reductions in poverty and crime, and increasing access to information. The authors emphasize that the book has always stressed the influence of external forces on organizations and the need for change leaders to be aware of trends and crises in the environment. While the challenges are significant, constructive responses from innovative organizations, leaders, policies, and initiatives demonstrate that progress is possible if societies choose to act thoughtfully.
This preface discusses the turbulent external environment that organizations have faced since the previous edition, including economic challenges, wars and civil unrest, environmental issues, and rapid technological change. However, it also notes some positive trends in areas like human rights, reductions in poverty and crime, and efforts to address social and environmental problems. The authors emphasize that the book has always stressed the influence of external forces on organizations and the need for change leaders to be aware of trends in their environments in order to both react to challenges and pursue visions for positive change.
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1. Leaders must serve as change agents to help organizations adapt to threats and opportunities. They can overcome resistance by defining themselves as change leaders and articulating a compelling vision for the future.
2. John Kotter's eight-stage model provides a framework for leading planned change, with steps like establishing urgency, communicating a vision, empowering others, and institutionalizing changes.
3. Appreciative inquiry engages people in creating positive change by focusing on successes through discovery, dreaming, designing, and implementing a new future state. It takes an affirmative approach compared to identifying problems.
4. Leaders can increase creativity and innovation by fostering a creative
Change Management In Non Profit Association.Final.March 20ljoynt
The Durham Warm Water Aquatic Program (DWWAP) was facing the need for organizational changes to expand, including bringing in a new chairperson. A new chair was selected who believed in a collaborative approach. To overcome resistance and gain trust, the new chair gradually assumed leadership roles at board meetings. The president recognized the need for transformation and wanted to grow the program. A consultant was hired to conduct a needs assessment, which emphasized the need for improved management. The board was open to changes but lacked experience in governance. The chair introduced governance concepts and strategic planning to begin the transformation process.
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IC12 - Leading Change in Rotary Clubs - Breakout Session
1. Leading Change In Rotary Clubs
Leading Change
In Rotary Clubs
Rotary International Convention 2012
Bangkok
2012 May 8 1
2. Leading Change In Rotary Clubs
The Panelists
Meredith Green
Richard Clarke
David Stocks
2012 May 8 2
3. Leading Change In Rotary Clubs
Structure of this breakout session
Presentations for about 35
minutes.
A Question & Answer period for
about 55 minutes including
discussion of your experiences
and concerns.
2012 May 8 3
4. Leading Change In Rotary Clubs
Expectations for the presentation part
After the presentation, you will know
concepts and vocabulary for planning
and managing changes.
You will also have confidence in the
academic foundation for change
management practices.
2012 May 8 4
5. Leading Change In Rotary Clubs
Expectations for the whole session
You will have fresh ideas for leading
your clubs in new directions and a
framework for planning and managing
the desired changes.
You can apply the same concepts at
different levels of Rotary.
You will forgive our point of view
Europe & North America
2012 May 8 5
6. Leading Change In Rotary Clubs
Agenda
Why should we discuss this topic?
Types of changes
Components of a planned change
Losing and regaining stability
The learning Curve
Resistance
2012 May 8 6
7. Leading Change In Rotary Clubs
Is “Change” needed in Rotary?
“It is not the strongest species that
survive, nor the most intelligent but
the ones that are most responsive
to change.”
Charles Darwin
“Change is not necessary. Survival is
optional.”
W. Edwards Deming
2012 May 8 7
8. Leading Change In Rotary Clubs
What should NOT change in Rotary?
“…any great organization that has lasted
over the years owes its resiliency to being
willing to change everything about itself
except its beliefs.”
Thomas J. Watson, Jr.
Our Beliefs:
Service Above Self.
They profit most who serve the best.
Truth, fairness, mutual benefit, goodwill.
2012 May 8 8
9. Leading Change In Rotary Clubs
Is “change” difficult?
“there is nothing more difficult to
arrange, more doubtful of success,
and more dangerous to carry
through than initiating change”
Niccolo Machiavelli, 1514
2012 May 8 9
10. Leading Change In Rotary Clubs
Are changes happening in Rotary?
Club adopts the Club Leadership Plan.
Incoming Club President demands
change to pre-payment of meals.
TRF introduces on-line contributions.
New service projects are chosen.
Club changes meeting time from lunch
to breakfast.
2012 May 8 10
11. Leading Change In Rotary Clubs
Do leaders have a role in change?
PRIP Richard King: “The Club
President’s job is to change the club
from what it is to what it should be.”
RIP Banerjee says “change” is one of
the three emphases in his theme.
Jean Riboud tells us: If you want to
innovate, to change a club, you must
be willing to do what is not expected.
2012 May 8 11
12. Leading Change In Rotary Clubs
Agenda
Why should we discuss this topic?
Types of changes
Components of a planned change
Losing and regaining stability
The learning Curve
Resistance
2012 May 8 12
13. Leading Change In Rotary Clubs
Types of changes - 1
• Externally driven
• Affects multiple clubs
• Little control over the result
Evolution Conflict
Club Membership New Rules for
Youth Exchange
Derived from Van de Ven and Poole (1996). Academy of Management Review
2012 May 8
14. Leading Change In Rotary Clubs
Types of changes - 2
• Internally driven
• Affects a single club
• Measurable results
Planned Emergent
Change from lunch Adjust a fund-
to breakfast raising project
Derived from Van de Ven and Poole (1996). Academy of Management Review
2012 May 8
15. Leading Change In Rotary Clubs
Types of changes - 3
Evolution Conflict
Club Membership New Rules for
Youth Exchange
Planned Emergent
Change from lunch Adjust a fund-
to breakfast raising project
Derived from Van de Ven and Poole (1996). Academy of Management Review
2012 May 8
16. Leading Change In Rotary Clubs
Agenda
Why should we discuss this topic?
Types of changes
Components of a planned change
Losing and regaining stability
The learning Curve
Resistance
2012 May 8 16
17. Leading Change In Rotary Clubs
Components of a planned change
An defined need with measurable results
A solution decision by Club leadership
A Project to be managed by a committee
Change Management – a job for Club
leaders
2012 May 8 17
18. Leading Change In Rotary Clubs
A sample defined need
A club meets at lunch.
Membership is declining.
Departing members say they can’t attend
a lunch meeting.
Some former members are joining a
breakfast club in a nearby town.
Some members are leaving Rotary
completely.
Club leaders need to stop members leaving.
2012 May 8 18
19. Leading Change In Rotary Clubs
Components of a planned change
A solution decision by Club leadership:
Change meeting time from lunch to breakfast
A Project to be managed by a committee:
Find a new meeting place
Negotiate menu and price
Arrange for storage of regalia
Change Management – a job for Club leaders:
Explain the reasons for the change
Explain what will change and not change
Allow members to influence the change
Manage resistance
2012 May 8 19
20. Leading Change In Rotary Clubs
How should we measure the success of
a planned change program?
It does not matter how wonderful the
breakfast meeting arrangements are.
The change program is only successful if…
…members stop leaving!
2012 May 8 20
21. Leading Change In Rotary Clubs
Agenda
Why should we discuss this topic?
Types of changes
Components of a planned change
Losing and regaining stability
The Learning Curve
Resistance
2012 May 8 21
22. Leading Change In Rotary Clubs
A stable Rotary club
ROTARY CLUB ENVIRONMENT
Service People Service
Goals Delivery
Processes
Technology
Structure
…in a complex context
2012 May 8 22
23. Leading Change In Rotary Clubs
Club environment components
Familiarity
Motivation
Culture
People
Methods Web site
Procedures Accounting
Recognition Social media
Processes Technology
Structure
Leadership
Committees
Roles and responsibilities
2012 May 8 23
24. Leading Change In Rotary Clubs
Change and Adoption
Change is a process, not an event
Changes require a transformation
of personal frames of reference
No pain, no gain
2012 May 8 24
25. Leading Change In Rotary Clubs
The personal change process
“It takes courage to
CURRENT
UNFRAME
release the familiar and
SITUATION
seemingly secure to
embrace the new. But
I must let go! there is no real security
My comfort is gone!
in what is no longer
meaningful.”
Alan Cohen
2012 May 8 25
26. Leading Change In Rotary Clubs
The personal change process
CURRENT TARGET
UNFRAME TRANSITION REFRAME
SITUATION SITUATION
Can I adapt?
I must let go! Can I learn this?
My comfort is gone! Will I re-gain comfort?
Time
2012 May 8 26
27. Leading Change In Rotary Clubs
The personal change process
CURRENT TARGET
UNFRAME TRANSITION REFRAME
SITUATION SITUATION
confusion
stress
unchanelled energy
criticism and conflicts
nostalgia for the “good old days”
The Learning Curve
Time
2012 May 8 27
28. Leading Change In Rotary Clubs
Agenda
Why should we discuss this topic?
Types of changes
Components of a planned change
Losing and regaining stability
The Learning Curve
Resistance
2012 May 8 28
29. Leading Change In Rotary Clubs
The basic learning curve
Internalization
Commitment
Contact
Time
adapted from Lewin (1947) and Przybylinski, Fowler, & Maher (1991)
2012 May 8 29
30. Leading Change In Rotary Clubs
Is “change” difficult?
“men are generally incredulous,
never really trusting new things
unless they have tested them by
experience.”
Niccolo Machiavelli, 1514
2012 May 8 30
31. Leading Change In Rotary Clubs
We go through stages when we climb the curve:
some faster, some slower
Internalization
Commitment Adoption
Trial
Understanding
Awareness
Contact
Time
2012 May 8 31
32. Leading Change In Rotary Clubs
We go through stages when we climb the curve:
some faster, some slower
Internalization
Commitment Adoption
Trial
Understanding
Awareness
Contact
Time
2012 May 8 32
33. Leading Change In Rotary Clubs
Leaders help members up the curve
Internalization
Commitment Adoption
Trial Reinforcement
Understanding Coaching
Education
Awareness
Contact
Communication
Time
adapted from Przybylinski, Fowler and Maher (1991)
2012 May 8 34
34. Leading Change In Rotary Clubs
Leading change effectively
Dissatisfied with the current situation
Clear vision of the desired situation
Understands the impact on individuals
Shows commitment publicly
Demonstrates commitment in private
Constant and prolonged support
Adapted from ODR. Inc.
2012 May 8 35
35. Leading Change In Rotary Clubs
Cascading Leadership
Authorizing
Leader
Reinforcing Reinforcing
Leader Leader
Reinforcing Reinforcing Reinforcing Reinforcing
Leader Leader Leader Leader
Member Member Member Member Member Member Member Member
2012 May 8 36
36. Leading Change In Rotary Clubs
Leading Change in a Rotary Club
Authorizing leadership from the
President is essential.
Reinforcing leadership from Directors &
committee chairs is essential.
Club leadership team must develop a
consensus before the change program
begins.
2012 May 8 37
37. Leading Change In Rotary Clubs
Responsibilities of members in the
change process
Ask why the change is necessary
Clarify the impact that the change will
have on them
Determine how and to what extent
they can influence the change
Be proactive in researching
information on the change
2012 May 8 38
38. Leading Change In Rotary Clubs
Real life is a series of changes:
avoid the Big Bang
Continuous
improvement
Education
Reinforcement
Coaching
Education
Communication
Time
adapted from Przybylinski, Fowler and Maher (1991)
2012 May 8 39
39. Leading Change In Rotary Clubs
Agenda
Why should we discuss this topic?
Types of changes
Components of a planned change
Losing and regaining stability
The Learning Curve
Resistance
2012 May 8 40
40. Leading Change In Rotary Clubs
Is “change” difficult?
“The innovator makes enemies of all
those who prospered under the old
order and only lukewarm support is
forthcoming from those who would
prosper under the new.”
Niccolo Machiavelli, 1514
2012 May 8 41
41. Leading Change In Rotary Clubs
Keys to understanding resistance
The “merits” of the change are
irrelevant.
Most people only listen to the
radio station WIIT-FM
• What’s In It For Me
2012 May 8
42. Leading Change In Rotary Clubs
Distribution of adopters over time
Cumulative
16% resisters
adoption
34% late majority
34% advanced majority
13.5 % early adopters
2.5% innovators
Time
adapted from Raghavan and Chand (1989)
2012 May 8 43
43. Leading Change In Rotary Clubs
Distribution of adopters over time
Cumulative Unwilling 16% resisters
adoption
34% late majority
Unable
34% advanced majority
Unknowing
13.5 % early adopters
2.5% innovators
Time
adapted from Raghavan and Chand (1989)
2012 May 8 44
44. Leading Change In Rotary Clubs
Resistance has 100 faces
Overt
Discrediting the promoters
Discrediting the change
We do things differently here
It’s not practical enough
It is the wrong time
Covert
Silence
Submission
2012 May 8 45
45. Leading Change In Rotary Clubs
Managing resistance: a win-lose approach
Eliminate resistance by threat, flattery, or
force.
Discredit resistance by appealing to the
need for conformity, appealing to
tradition, or by making the resisters feel
guilty.
Ignore the resistance by refusing to
recognise it or to acknowledge it.
2012 May 8 46
46. Leading Change In Rotary Clubs
Managing resistance: a win-lose approach
Eliminate resistance by threat, flattery, or
force.
Discredit resistance by appealing to the
need for conformity, appealing to
tradition, or by making the resisters feel
guilty.
Ignore the resistance by refusing to
recognise it or to acknowledge it.
2012 May 8 47
47. Leading Change In Rotary Clubs
Managing resistance: a win-win approach
Express clearly what must change and
why.
Encourage the expression of resistance.
Listen!
Explore. Ask about the reasons for
resistance.
Thank the persons for their collaboration.
If you have learned something, say so.
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48. Leading Change In Rotary Clubs
Managing change: Summary
Change is a reality for all of us
Change disrupts a stable club
Change needs un-framing and re-framing
We must help people up the learning
curve
Change needs cascading leadership
Members can help to make the change
Resistance is real but can be managed
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49. Leading Change In Rotary Clubs
That completes the Presentation part.
Please share your experiences…
…with changes that went well
…with obstacles to change
…with changes that went poorly
Questions welcome!
2012 May 8 50
Editor's Notes
Mention that we come from the North American culture but many attendees come from other cultures.Therefore, we hope that the attendees will bring out various cultural refinements during the Q&A period.
Mention that we come from the North American culture but many attendees come from other cultures.Therefore, we hope that the attendees will bring out various cultural refinements during the Q&A period.