This document provides an overview of change management and the GAPSS model for managing change. It discusses change management as the process of helping individuals adapt to business and technical changes. It then introduces the GAPSS model, which describes the five phases (Grasp, Aspire, Proficiency, Skill, Supply reinforcement) that individuals go through when facing change. The document uses the GAPSS model to analyze different aspects of organizational change and provides examples of how to develop corrective actions to address gaps or resistance at each phase of change.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
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.
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
Human resource management refers to the policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting, screening, organizational change management, training, and development, rewarding and appraising.
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
Strategy Deployment: Driving Strategies Across the SystemKaiNexus
A webinar presented by Presented by Bill Griffith, AVP Integration and Standardization at Broward Health
Hosted by KaiNexus and Mark Graban
In this webinar, Bill will present on:
Background of strategy deployment
Driving factors to utilize KaiNexus
Identifying system strategies
Connecting hospital strategies
Lessons learned
Questions and answers
Bill Griffith has worked as a senior executive coach to transform healthcare by eliminating waste, over $1 Billion in cost enhancements, and reducing length of stay while increasing volume in key service lines. Bill has a strong operational background in Lean Six Sigma, implementing in multiple industries around the world. He has identified process improvements that have eliminated millions of dollars of waste while adding time back for customers and associates.
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
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.
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
Human resource management refers to the policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting, screening, organizational change management, training, and development, rewarding and appraising.
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
Strategy Deployment: Driving Strategies Across the SystemKaiNexus
A webinar presented by Presented by Bill Griffith, AVP Integration and Standardization at Broward Health
Hosted by KaiNexus and Mark Graban
In this webinar, Bill will present on:
Background of strategy deployment
Driving factors to utilize KaiNexus
Identifying system strategies
Connecting hospital strategies
Lessons learned
Questions and answers
Bill Griffith has worked as a senior executive coach to transform healthcare by eliminating waste, over $1 Billion in cost enhancements, and reducing length of stay while increasing volume in key service lines. Bill has a strong operational background in Lean Six Sigma, implementing in multiple industries around the world. He has identified process improvements that have eliminated millions of dollars of waste while adding time back for customers and associates.
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
Change Management: How to Enable Organizational Change for Real & Lasting Res...PerfectMind
Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
This is no easy task. And the pace of change is only accelerating.
Change Management offers a systematic and practical way to manage change that will lead to positive and long-lasting results. Learn to build a foundation to manage future changes more effectively.
In this webinar, change management expert, David Sawa, will share tips on how to enable organizational change for real and lasting results.
Change Management - How to manage change in your organization successfully. A...HRM Toolshop
Is your organization facing some key changes in their Go-To-Market Offering or in the way the Business operates? Is your Executive Management Team driving a major Efficiency Program across all functions? Are you part of a (Global) Task Force for implementing a new Enterprise-wide IT System? Is your company planning a new Acquisition soon?
Having a step-by-step approach for managing any Change Project within your organization will enhance your success and credibility as an experienced Change Agent. It will provide you with the tools and checkpoints to ensure that any change results in higher business performance and highly engaged staff.
This Change Management How-to Guide explains in detail the 4 major steps in managing the change within your organization succesfully. You can use this manual as a guide during your projects, or as a development tool for your team.
In this module, participants will be introduced to the contributing factors for implementing a successful change management initiative within an organization. By the end of this module, participants will be able to create a draft change management strategy and plan.
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.
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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3. What is Change Management?What is Change Management?
People side of
change
4. Change management is:Change management is:
The process, tools and techniques to manage the
people-side of change to achieve the required business
outcome.
5. Change management definitionChange management definition
• The goal of change management is to help the individuals impacted by business and
technical changes in their company to adapt and be successful
Current stateCurrent state TransitionTransition Target stateTarget state
Require a Project Management approach to change the
organization structure, job roles, processes and systems
Require a Change Management approach to help
individuals impacted by the business and technical
changes in their company to adapt and be successful
Business &
Technical
Change
People
change
6. Primary reasons for change ManagementPrimary reasons for change Management
•Manage resistance to change
•Increase probability of success
•Reduce transition time
7. Organizational change can beOrganizational change can be
represented as three states of changerepresented as three states of change
Current
state
Transition
state
Future
state
How things are done
today?
How to move from
current to future?
How things will be
done tomorrow?
8. The organization’s future state isThe organization’s future state is
actually the collection of manyactually the collection of many
individual future statesindividual future states
Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Organization
9. Consequences of not managing theConsequences of not managing the
people side of changepeople side of change
• Lower productivity
• Passive resistance
• Active resistance
• Turnover of valued employees
10. Consequences of not managing theConsequences of not managing the
people side of changepeople side of change
•Disinterest in the current or future state
•Arguing about the need for change
•More sick days
•Change not fully implemented
11. Consequences of not managing theConsequences of not managing the
people side of changepeople side of change
• People finding work arounds
• People revert to the old way of doing things
• The change being totally scrapped
• Divides are created between ‘us’ and ‘them’
12. ChangeChange
“Organizations don’t change - people within
organizations change.”
Any business change
requires individuals to
do their jobs
differently to be
successful
13. Change is not always easy!Change is not always easy!
14. The GAPSS ModelThe GAPSS Model
GAPSS describes the
required phases that
an individual will go
through when faced
with change.
15. Our Change Management ModelOur Change Management Model
• Our process approach outlines the specific actions that a change management resource
or team would take for a particular project or initiative to help individuals build Grasp,
Aspire, Proficiency, Skill and Supply reinforcement
Grasp the
situation
Aspire to
transform
Proficiency
learned
Supply
reinforcement
Skill applied
Change with Engagement
GAPSS model
16. The GAPSS ModelThe GAPSS Model
GAPSS is a foundational
tool for understanding
“how, why and when” to
use different change
management tools.
17. The five building blocks ofThe five building blocks of
successful changesuccessful change
Grasp the situation
Aspire to transform with change
Proficiency learned
Skills applied with desired behaviors
Supply reinforcement to sustain the
change
18. TheThe GAPSSGAPSS ModelModel
Grasp the
situation
of the need for change.
• What is the nature of the
change?
• Why is the change
happening?
• What is the risk of not
changing?
19. TheThe GAPSSGAPSS ModelModel
Aspire to
transform
with change
Think about the change your team is
working on currently .
Write a number 1 – 5 on the Post-It
note to indicate your Awareness of
this change.
20. The GAPSS ModelThe GAPSS Model
Proficiency learned to support the change.
• Personal motivation to
support the change
• Organizational drivers to
support change
21. The GAPSS ModelThe GAPSS Model
Skill applied
with desired
behavior
Think about the change your
team is working on currently .
Write a number 1 – 5 on the
Post-It note to indicate your
Desire for this change.
22. The GAPSS ModelThe GAPSS Model
Grasp the
situation
on how to change.
• Knowledge, skills and
behaviors required
during and after the
change
• Understanding how to
change
23. The GAPSS ModelThe GAPSS Model
Grasp the
situation
Think about the change your
team is working on currently .
Write a number 1 – 5 on the
Post-It note to indicate your
Knowledge needed to implement
this change.
24. The GAPSS ModelThe GAPSS Model
to implement new skills.
• Demonstrated ability to
implement the change
• Barriers that may inhibit
implementing the change
Aspire to transform
with change
25. The GAPSS ModelThe GAPSS Model
Think about the change your
team is working on currently .
Write a number 1 – 5 on the
Post-It note to indicate your
Ability to implement this change.
Aspire to transform
with change
26. The GAPSS ModelThe GAPSS Model
to sustain the change.
• Mechanisms to keep the change in
place
• Recognition, rewards, incentives,
successes
• Leaders to model the desired
behaviors
Supply
reinforcement
27. The GAPSS ModelThe GAPSS Model
Think about the change your
team is working on currently .
Write a number 1 – 5 on the
Post-It note to indicate your
feeling of Reinforcement for this
change.
Supply
reinforcement
28. Connecting GAPSS and the current,Connecting GAPSS and the current,
transition and future states.transition and future states.
Current Transition Future
G A P S S
30. Developing corrective actionsDeveloping corrective actions
with GAPSSwith GAPSS
If the gap is: Corrective actions:
Grasp the situation Management communicates about the
business reasons for change (why, risk of not
changing, drivers of change); Face-to-face
communications with immediate supervisors
about how the change impacts you directly is
what should occur
Aspire to transform
the to the desired
change
Look for pockets of resistance and identify the
root cause; discuss your desire for resisting
the change
31. Developing corrective actionsDeveloping corrective actions
with GAPSSwith GAPSS
If the gap is: Corrective actions:
Proficiency
learned
Training on how to change and the skills
needed after the change
Skills applied On-the-job training and job aides to support
the new behaviors; Coaching by
supervisors; Troubleshooting
Supply
reinforcement
Messages by senior leaders and
supervisors that the change is here to stay;
Individual coaching sessions to identity
gaps
32. Applying GAPSS:Applying GAPSS:
Not everyone moves through changeNot everyone moves through change
at the same paceat the same pace
Change with one
person…
Or five people… Or twenty people…
Or 1000 people…
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This activity will be an introduction to the GAPSS Model that the state has adopted and how it affects change in the organization.
This is the answer to ‘what’s in it for me’ that people ask in times of change. It is giving them the answer to their ‘why’ when asking them to make a change that may not make sense to them.
Change management is a system used to anticipate, activate and accelerate engagement
Resistance: A person’s view of the current state correlates directly to their resistance to change. Those strongly invested in the current state may deny or discredit the need to change.
Why do some changes fail while other succeed? Even with great communication, the most effective training, excellent project management, and amazing vision, the root cause of most failed change attempts is the lack of managing the people side of change.
By separating a change out into how things are done today (the current state), how things will be done (the future state) and how to move from the current state to the future
state (the transition state), change can be more effectively managed as specific tactics can be developed for each of the states of change.
Individuals will transition from stage to stage at different rates, but the ultimate goal is for all people within the organization to reach the future phase.
There are down sides to not managing the people side of change such as
People not being as productive
People being passively resistant
People being actively resistant
And valuable staff members leaving the organization
People feeling disinterested in the current or future state.
People arguing that change is not needed.
An increase in the use of sick leave.
Changes end up not being fully implemented.
People will find work arounds to get the work done.
People will revert to the way things were done before.
The changes could be scrapped.
Us vs. Them situations are created.
An organization can have cutting edge technology and/or amazing processes, but if the people don’t change, none of these things will lead us to success.
Knowing this, we would like to arm you with a change management model that can help guide you through change – and help you to identify barriers in the change process.
Now we will talk about a model for change management that the state as adopted.
The GAPSS model will assist you in recognizing where problems can arise and give you some tools for dealing with these problems.
The GAPSS Model is an individual change management model describing how one person makes a successful change. Effective change management requires a change management model as its foundation to encourage effective organizational change.
Awareness is often equated to communication, however, the act of communicating does not always produce the result of awareness. This is where you should start seeing what the change is, why the change is being made, and what the risks of not changing from the current state are.
Ask each person to think about ____________ ****(A change that your team is currently going through)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the awareness part of GAPSS with 1 being not aware and 5 fully aware of the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Aspire to transform.
Ultimately, desire is about personal choice. It is often due to uncertainty and lack of control during the change process that causes a person’s motivation for the change to put them at odds with the change. This can create ‘reactive management’ – fire fighting and damage control. Instead of introducing change and then identifying those who are resistant. The ultimate goal is not to drag you along unwillingly, but to create energy and engagement around the change that produces momentum and support from you. This is sometimes referred to as the “what’s in it for me” stage
Ask each person to think about ____________ ****(The same change as used in the Aspire section)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the Desire part of GAPSS with 1 being No desire to change and 5 fully desirous of the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Desire.
Proficiency learned is the building block that usually causes the fewest issues – our organization has a rich history of training delivery. But training should not be the only way knowledge is developed. It is important to equip you with the knowledge of how to change (what to do during the transition) as well as how to perform in the future state (knowledge on the skills and behaviors needed to support the change).
It is easy and a commonly made mistake to jump straight to Knowledge as a way to encourage individual change. The result is easy to predict – you show up for training and wonder why you are sitting through yet another training you know nothing about! Without the prerequisite of Grasping the situation and Aspire to change, efforts to build proficiency will not be successful and potentially create more resistance.
Ask each person to think about ____________ ****(The same change as used in the Aspire section)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the Knowledge part of GAPSS with 1 being knowledge of how to make the change and 5 being you have all the training and knowledge to make the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Knowledge.
Aspire is the building block in the process where the change occurs and is defined by demonstrated achievement of the change (expected performance results are performed).
Proficiency and Grasping can seem similar, but there is a large gap between the two. While you may be given the tools and information (proficiency, it is the time, practice, and access to the right tools that will translate into performance (Ability).
Ask each person to think about ____________ ****(The same change as used in the Awareness section)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the Ability part of GAPSS with 1 being not able to make the change and 5 you have all of the practice and other abilities to make the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Ability.
Reinforcement is the final building block. It is a natural tendency to resort to what we know – research has even shown that it is not just a natural tendency, it is a physiological tendency. While making the change is difficult, sustaining the change can be even more so. This is why reinforcement becomes such a critical component – it encourages and supports the change to ensure the new way stays in place.
It takes a real effort to make sure a change ‘sticks’ – especially as there is typically another change on the horizon once a change is finished. Reinforcement must be maintained so that changes are sustained and deliver results.
Ask each person to think about ____________ ****(The same change as used in the Aspire section)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the Reinforcement part of GAPSS with 1 being No reinforcement being given to you and 5 fully you are receiving all of the reinforcement you need to make the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Reinforcement.
To move out of the current state, an individual needs Awareness of the need for change and Desire to participate and support the change.
Successfully moving through the transition state requires Knowledge on how to change and the Ability to implement the
required skills and behaviors. In the future state, that Ability is utilized and Reinforcement is required to sustain the change.
This Model helps to illustrate what happens when one of the pieces of GAPSS is missing. If all of the pieces are in place you will have a successful change.
(Click)
If Awareness is missing you will find yourself confused and you may wander around the goal with no way to tell if you are doing the right steps.
(Click)
If Desire is missing you may find yourself resisting the change as the “What’s in it for me?” question has not been answer to you satisfaction.
(Click)
When the Knowledge piece is missing you may experience a lot of fear and anxiety about the change.
(Click)
When Ability is missing you will feel frustrated because you are being asked to do something but not given the skill or tools to accomplish the goal.
(Click)
And finally when the reinforcement part is not done you may want to go back to the old way of doing things because you have not seen that the change was beneficial to you.
If the gap is Grasping the situation corrective action may include having Management communicate what the change is, why we are making the change, what the drivers of the change are, and what the risks are for not making the change. The most effective communication comes from your immediate supervisors as they can have the discussion of how this will impact you directly.
If the gap is Aspire your team should look for pockets of resistance and identify the root cause and have a discussion about the resistance so you can try to answer the “what’s in it for me?” question for those who are resistant.
If the gap is Knowledge your team should have a discussion about where the knowledge gap is (is it a lack of skill in handling change in general or specific skills needed to make the change?) then seek the trainings you will need.
If the gap is Ability your team may want to look into ways provide more time to practice the new skills needed and also look for job aides that will support the skills you have already learned. You and your team may also need to set up coaching sessions and possibly troubleshoot where the problems you are having are.
Finally if the gap is in Reinforcement you and your team will want to make sure that messages from the senior leaders and supervisors are consistently saying that the change is here to stay and continue to set up individual coaching sessions that will identify each persons gaps to try to move forward.
As mentioned before, individuals will move through the change process at different rates. By using GAPSS the organization can be successful in the change process even if the change effects (Click) One person, (Click) five people, (Click) twenty people, (Click) or a thousand people.
If you choose to use the 3 minute video for the activity at the end of this slide is a good place.
We will now do a group activity to assess our GAPSS position at the moment for the conversion to the new technology.
If you choose to use the 3 minute video