The document discusses managing and implementing change and innovation. It provides definitions of change management and different types of change. Several change management models are described, including Lewin's 3-stage model, Bridges' transition model, and Kotter's 8-step model. The document also discusses analyzing stakeholders and the environment, communicating change, and creating a change management plan.
This presentation is designed to teach techniques in managing transitions by utilizing Bridge's Model of handling change.
This info is applicable to all but is designed primarily with caregiver's in the long-term care industry in mind.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
This presentation is designed to teach techniques in managing transitions by utilizing Bridge's Model of handling change.
This info is applicable to all but is designed primarily with caregiver's in the long-term care industry in mind.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Bagi Pengunjung Slideshare yang Membutuhkan PELATIHAN PENGEMBANGAN MANAJEMEN, PERUBAHAN MANAJEMEN atau MANAJEMEN SECARA UMUM ataupun MANAJEMEN SDM, DLL maka Anda dapat menghubungi Kami di : 0878-7063-5053 (Fast Response) dengan HARD-Hi SMART CONSULTING
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
This event, held on 26 May 2021, looked at what change management is all about using real life case studies to illustrate key points and learnings.
Presenter: Donna Unitt
You also learned about how you can improve the change capability of your organisation, your teams and individuals.
A lot of what we as project managers do are transformation and change projects that involve people working and behaving in a different way in a new world. Change Management is key to embedding any change.
This session got you to think about your approach to change management in project environments.
https://www.apm.org.uk/news/how-does-change-management-enhance-project-success-webinar/
PIE the Change, is a change management model based on 2-dimensional approach - DIVE¹ and DIVE² intended to support the organisations and the end users during the transition and allows to dive deeper in order to implement the change successfully. The methodology incorporates elements from Agile, Lean, Design Thinking and Gamification and provides tools and insights to understand people’s behaviours and cognitions, motivation and engagement drivers.
Model Attribute Check Company Auto PropertyCeline George
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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2. Some thoughts..
In a progressive country change is constant;
...change... is inevitable ~ Benjamin Disraeli
(1804-1881)
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change.
~ Charles Darwin (1809-1882)
3. Objectives…
• Understand the reasons organisations need to change.
• Introduction to some theoretical change models.
• Understand how to conduct an environmental and
organisational analysis
• Ideas about managing the people during change
• How to identify an opportunity to change
• How to assess the benefits and risks of change
• How to create a change implementation plan.
4. Driving change is often about
influencing other stakeholders and
others by negotiation…
5.
6. What is change?
Change can be regarded as the process of
“analysing the past to elicit the present actions
required for the future”.
It involves moving from a present state, through
a transition state, to a future desired state.
Rosabeth Moss Kanter
7. Change Management is ……
‘ the application of a structured process and set
of tools for leading the people side of change to
achieve a desired outcome ‘
Prosci Change Management Model
8. Change can be….
• Small or big
• Planned or unplanned
• Fast or slow
• How it is perceived by stakeholders is really
important
9. Managing change involves….
• Changing the business
• Changing hearts and minds….
• Embedding the change
• Moving on to the next ….change ….and the
next one!!
10. Exercise - Why do organisations need to
or choose to change and innovate ?
• Consider the internal environment and the
external environment ?
• What sort of change would that involve ?
- organisational
- people
- products
- services
- stakeholder impact
11. Why do organisations change and
innovate ?
• Crisis: e.g. 9/11 Buncefield
• Performance Gaps- goals
and objectives are not being
met
• New Technology - more
efficient and economical
methods to perform work.
• Identification of
Opportunities - to increase
competitiveness.
• Reaction to Internal &
External Pressure:
customers, environment,
legislation, shareholders,
employees, competitors,
stakeholders
• Mergers & Acquisitions:
Mergers and acquisitions can
mean duel functions being
redundant
• Change for the sake of
change: new CEO to
demonstrate effectiveness
• ‘Sounds Good/ Us too’ other
organisations are doing the
same .
• Planned Abandonment -
declining products, markets, or
subsidiaries and allocating
resources
12.
13. Why analyse stake holder power and
interest … ??
• The opinions of the most
powerful can influence
what you achieve
• Involvement at all times
makes it likely they will
support you
• Likely to improve the quality
of your work or change.
• Can help you with resources
e.g change or projects
• Communicating well and
frequently develops
relationships
• Helps you prioritise and
helps with time
management challenges
• Keeps you focussed on
what's really important
about what you do.
15. Exercise – review who your
stakeholders are….
• Who are affected by your work ?
• Who has influence or power over it ?
• Who has an interest in its successful or
unsuccessful conclusion.?
• … and who are the people in these groups
who are really key contacts and how do you
want to communicate with them?
16. Other considerations…
• What financial or emotional
interest do they have in the
your work or the change?
Positive or negative?
• What motivates them ?
• What information do they
want from you?
• What is their current
opinion of your work?
• How do they want to
receive information from
you? What is the best way
of communicating your
message to them?
• Who influences their
opinions generally, and who
influences their opinion of
you?
• Are these influencers
stakeholders too ?
• If you can’t meet their
needs or expectations how
will you influence or
negotiate with them?
• Have you talked to them ??
18. Avoid …. please
• Assuming you know what the stakeholders are
thinking
• Trading the interests of one group off against
another
• Ignoring the concerns of stakeholder groups
that are critical to the organisation e.g
customers
• Neglecting the interests of important
stakeholders
19. Why are managers cautious about change ?......
Because we know people can react badly and
understand the disruption it can cause
20. Types of change
• Developmental – what already exists is
continually improved but no radical progress is
achieved or aimed at
• Transitional - A shift in the way a process is
completed, designed to increase efficiency.
• Transformational - A move in an organisation
of culture of business in strategy and
processes
21. Change Management Models
• Kurt Lewin 3 stage change model
• William Bridges Change vs Transition
• Kubher Ross
• John Kotter 8 Step Change Model
26. Bridges-Transitional model (1991)
• Differentiates between change and transition
• Change is situational and happens without
people transitioning
• Transition is psychological and is a three phase
process
• People gradually accept the details of the new
situation and the changes that come with it.
27. Bridge’s Transition Model
Benefits
1. You can use the model to
understand how people feel as you
guide them through change. It
clarifies the psychological effect of
change.
Limitations
1. While the model is useful for
implementing change, it's not a
substitute for other change
management approaches. It cant
be used as an independent change
management model.
ENDING NEUTRAL ZONE NEW BEGINNING
More at : http://www.mindtools.com/pages/article/bridges-transition-model.htm
28. Bridges … Stage One - Endings
• End what ‘used to be’
• Identify who is losing what
• Openly acknowledge the loss
• Mark the endings
• Continuously repeat information about what
is changing
• …….and why.
29. Bridges – Stage two- Neutral zone
• Individuals within the organisation feel
disoriented
• Falling motivation
• Increasing anxiety and anger
• Ensure that people recognize the neutral zone
• Treat it as part of the organization's change
process.
30. Bridges- Stage three - New beginnings
• Gain acceptance of the purpose
• Communicate a picture of how the new
organisation will look and feel
• Communicate and gain a step-by-step
understanding of how the organisation will
change
31. Kotter - 8 Stage Model of Change
1. Sense of urgency
SWOT analysis
2. Form a powerful
coalition of ‘change
agents’ and team build
3. Develop a clear vision
that the change agents
can describe
4. Communicate the
vision – vary methods
5. Empower people to
remove obstacles
6. Get some short term
wins
7. Consolidate and build
on change e.g. longer
term goals
8. Anchor the change in
the culture
32.
33.
34. Change Management / analysis
Tools
• PESTEL Analysis
• Force field Analysis
• Risk Assessment
• Impact Assessment
37. Group Exercise….. PESTLE?
• Where is the company now
• What are the challenges
• What are the threats or opportunities
• What would be the benefits of change
38. The transition curve - the emotional
response
People have four main areas of need:
• They must understand the changes
• They must be given the opportunity to
learn new skills
• They need to be supported and encouraged
to deal with problems
• They need empathy and understanding
41. Four responses to change…..
• Entrenched – “if I sit tight this may never
happen”
• Overwhelmed – anxious and feel powerless
• Posers – confident but may not be self aware
or able.
• Learners – prepared to give it a go, still feel
stretched, resilient
42. Why people resist change
• Loss of control
• Personal uncertainty
• Concern about competence
• More work / less work
• Past resentments
• Real threats
43. Communication – the 4P’s
• Purpose - Describe why you are making the change
• Picture - Describe what the future will look like
• Plan - Describe the steps you need to take to get
there
• Part -Describe the part you need the specific
employee to play; specify your requests and their
objectives
44. Dealing with the resistance to
change
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and co-option
• Explicit and implicit coercion
45. Dealing with the resistance to
change
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and co-operation
• Explicit and implicit coercion
46.
47. Change management plan… what it
should cover- remember SMART !
• The concept of change management in the
project
• Forecasting and planning changes proposed
• Arranging and controlling changes/ variations
in the project as they occur
• Analysing and adjusting changes as required
• Monitoring & evaluating