This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
Bringing change in organization is not an easy task but it becomes necessary to change with the changing world. Here all the factors are mentioned which force organization to change, empolyee and group resistance and how this change is planned, implemented and managed.
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
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
Bringing change in organization is not an easy task but it becomes necessary to change with the changing world. Here all the factors are mentioned which force organization to change, empolyee and group resistance and how this change is planned, implemented and managed.
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
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
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.
By definition, progress means change. This is not always comfortable. It may challenge our assumptions, and the way we are used to doing and seeing things. It asks us to have faith in
the larger picture, the eventual results, and each other. We need energy to deal with it, and perspective, and sometimes just a sense of humor”.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
6 Change Management StagesA Management Checklist to Guide Your E.docxBHANU281672
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
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BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou.
6 Change Management StagesA Management Checklist to Guide Your E.docxblondellchancy
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou ...
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
7 Strategies for Leading a Successful Change Management Initiative.pdfCIOWomenMagazine
Organizational change is an inevitable scenario these days. Business leaders need to be prepared for it in order to be able to adapt to the changes. A lot of organizations implement the change management initiative to bring in new methods and technologies for better performance.
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Organizational change
1.
2. NATURE OF ORGANIZATIONAL
CHANGE
Organizational change is about the
process of changing an organization’s,
•strategies,
•processes,
•procedures,
•technologies, and
•culture as well as the effect of such
changes on the organization
3. FACTORS AFFECTING
ORGANIZATIONAL CHANGE
• EXTERNAL FACTORS:
Technology: a change in technology makes the
organization less cost effective and its
competitive position weakens ,therefore it
should adopt new technology.
Marketing condition: any
changes in the competitors
marketing strategy ,forces the
organization to change its own
strategy so as to maintain its
market position.
4. – Social changes: social changes refer to the change
in peoples behavior due to forces like level of
education ,etc.. ,it is required to make adjustment
in organizations working so that it matches with
people.
– Political and legal changes: any changes in political
and legal factors may affect the organization
operation.
5. • INTERNAL FACTORS:
– Changes in the managerial personnel: when old
managers are replaced by new managers ,each
new manager bring his own ideas .the result is
that the organization has to change accordingly.
– Deficiency in Existing organization : deficiency may
be in the form of lack of coordination and
cooperation ,to remove these deficiency changes
need to be brought in organization.
7. Human response to change
• People may totally deny the
change: If this happens the
organization may gradually lose
its effectiveness.
• People may ignore the change:
Managers may temporarily ignore
the change with the expectation
that the problems will soon
disappear.
• People may resist the change:
Resistance may be emotional,
economical, personal, and social.
8. CHANGE AGENT:
• Is anyone who has the skill and power to
stimulate, facilitate, and coordinate the
change effort.
• Change agents may be either external or
internal.
9. ROLE OF CHANGE AGENTS:
• Consulting: The purpose is to help employees find
solutions to problems through analysis of valid
data.
• Training: To provide organization members with a
new set of skills- the ability to retrieve, translate
and use new data to solve future problems.
• Research: The manager may train the members in
skills needed for valid evaluation of the
effectiveness of action plans that have been
implemented.
10. Process of planned change in
organization
Need for
change
Development of
goals of change
Selection of
change agent
Diagnosis
Selection
intervention
method
Development of
a plan
Planning for
implementation
Follow-up and
evaluation
11. 1. Recognize the need for change.
• Recognition of the need for change may occur
at the top management level or in peripheral
parts of the organization. The change may be
due to either internal or external forces.
12. 2. Develop the goals of the change.
• Remember that before any action is taken, it is
necessary to determine why the change is
necessary. Both problems and opportunities
must be evaluated. Then it is important to
define the needed changes in terms of
products, technology, structure, and culture.
13. 3. Select a change agent
• The change agent is the person who takes
leadership responsibility to implement
planned change. The change agent must be
alert to things that need revamping, open to
good ideas, and supportive of the
implementation of those ideas into actual
practice.
14. 4. Diagnose the current climate.
• In this step, the change agent sets about
gathering data about the climate of the
organization in order to help employees
prepare for change. Preparing the people for
change requires direct and forceful feedback
about the negatives of the present situation,
as compared to the desired future state, and
sensitizing people to the forces of change that
exist in their environment.
15. 5. Select an implementation method.
• This step requires a decision on the best way
to bring about the change. Managers can
make themselves more sensitive to pressures
for change by using networks of people and
organizations with different perspectives and
views, visiting other organizations exposed to
new ideas, and using external standards of
performance, such as competitor's progress.
16. 6. Develop a plan.
• This step involves actually putting together
the plan, or the “what” information. This
phase also determines the when, where, and
how of the plan. The plan is like a road map. It
notes specific events and activities that must
be timed and integrated to produce the
change. It also delegates responsibility for
each of the goals and objectives.
17. 7. Implement the plan.
• After all the questions have been answered,
the plan is put into operation. Once a change
has begun, initial excitement can dissipate in
the face of everyday problems. Managers can
maintain the momentum for change by
providing resources, developing new
competencies and skills, reinforcing new
behaviors, and building a support system for
those initiating the change.
18. 8. Follow the plan and evaluate it.
• During this step, managers must compare the
actual results to the goals established in Step
4. It is important to determine whether the
goals were met; a complete follow‐up and
evaluation of the results aids this
determination. Change should produce
positive results and not be undertaken for its
own sake.
19. 1. Job Loss
2. Poor Communication and Engagement
3. Lack of Trust
4. The Unknown
5. Poor Timing
Resistance to change.
20. • Job loss is a major reason that employees
resist change in the workplace. In any
business, there are constantly going to be
things moving and changing, whether it is due
to the need for more efficiency, better
turnaround times, or the need for the
employees to work smarter. With all these
needs comes the opportunity for the company
to downsize or create new jobs, and this is
where the fear of job loss comes into play.
1. Job Loss
21. • This is another crucial reason why employees
oppose change. If the process of what needs to
be changed, how it needs to be changed and
what success would look like cannot be
communicated, then resistance should be
expected. Employees need to understand why
there is a need for change, because if they are
just thrown the notion that what they have been
used to for a long time is going to be completely
renovated, with that will come much backlash.
2. Poor Communication and
Engagement
22. • Trust is a vital tool to have when running a
successful business. In organizations where
there is a lot of trust in management, there is
lower resistance to change. Mutual mistrust
between management and employees will
lead to the company going into a downward
spiral, so trust is a must.
3. Lack of Trust
23. • We already mentioned communication, and a
lack of it causes employees to feel like they don’t
know what’s going on. If companies are
constantly experiencing times where the future is
unknown, there is also a good possibility that
employees won’t respond to change well. When
the thought of change is brought up in this case,
it would come as a surprise, leading to employees
being caught off guard, which makes the situation
much worse.
4. The Unknown
24. • Timing is one of the biggest problems when it
comes to change. A lot of the time, it’s not the
act itself that creates the resistance, but how
and when it is delivered.
5. Poor Timing
25. 1. Overcome opposition
2. Effectively engage employees
3. Implement change in several stages
4. Communicate change effectively
Overcoming resistance to change
26. An explanation for why the change is needed is
always a good idea. By helping employees better
understand why a change is important for the
company, it’s easier to get them on board with the
change, and it can also encourage them to become
an advocate for change. With this, an explanation of
“what’s in it for me?” helps employees see the big
picture and the benefits of the change, instead of
only giving them a narrow view of what is to
happen in the near future.
1. Overcome opposition
27. Ask employees probing questions: Is the change
working? What can we do to make it work
better? Do employees have any questions or
concerns? These are all great questions to ask,
but if feedback is going to be collected, it
actually needs to be read and utilized. These
answers can be used to change the plan
accordingly, and show employees that their
ideas and concerns are being heard.
2. Effectively engage employees
28. Change doesn’t happen all at once. Companies
should first prepare for the change, then take
action on the change and make a plan for
managing the change, and third, support the
change and assure that all is going as planned
3. Implement change in several stages
29. The best way that you as an employer can
communicate change is to explicitly tell employees
what is going on. Using a blend of formal and
informal communication allows you to ensure that
all employees receive the news about the change in
some way or another. With all the communication
outlets such as email, company intranets, town
halls, and face-to-face meetings, the message is
going to get across the company. Employing several
different ways to communicate change helps
explain the vision, goals and expectations for what
needs to happen and why.
4. Communicate change effectively
30. • Companies of all types constantly experience
change, because as industries grow, businesses
have to evolve. Changes such as switching to a
new HR plan can affect your business in every
way, but that doesn’t necessarily mean that it has
to change for the worst. Change needs to be
dealt with in an effective and responsible
manner, and if done correctly, it will seriously
benefit the company and make it a smooth
transition.
Conclusion